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Gnaala Karla Booja Working in Partnership With Industry and Government - To build Respect, build Relationships and create Opportunity Workshop Report Prepared for The Gnaala Karla Booja Peoples and Department of Resources, Energy and Tourism Level 1, 51 Allara Street, Canberra

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Gnaala Karla Booja Working in PartnershipWith Industry and Government -

To build Respect, build Relationships and create Opportunity

Workshop Report

Prepared for

The Gnaala Karla Booja Peoplesand

Department of Resources, Energy and TourismLevel 1, 51 Allara Street, Canberra

GPO Box 1564, Canberra ACT 2601

August 2012

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Prepared by Grant SarraGrant Sarra Consultancy Services5 Patricia StreetKARALEE QLD 4306ABN 19492 613 302Telephone: 07 3294 6096Mobile: 0417 502 049Email: [email protected]

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ContentsExecutive Summary..........................................................................................................................4Introduction......................................................................................................................................5

Gnaala Karla Booja Workshop in Context......................................................................................6Methodology.................................................................................................................................7Workshop Participation.................................................................................................................7Purpose of Report.........................................................................................................................7

Pre-Workshop Cultural Tour – Pinjarra Massacre Site.......................................................................8Workshop Overview..........................................................................................................................9

Welcome to Country.....................................................................................................................9Introductions and Scene Setting...................................................................................................9Working In Partnership Program Overview..................................................................................10Gnaala Karla Booja – Demographics and Statistics.....................................................................11Minerals Council of Australia.......................................................................................................14Chamber of Minerals and Energy, Western Australia..................................................................15Western Australian Indigenous Tourism Operators Council.........................................................20South West Aboriginal Land and Sea Council..............................................................................20Overview of Australian Government in the South West WA Region............................................22Gnaala Karla Booja - Our land, Our people and Our environment...............................................23Mining Sector Panel.....................................................................................................................26Industry Service Related Sector Panel........................................................................................28Government Sector Panel...........................................................................................................34Additional Presentations.............................................................................................................37

Break-Out Group Discussions.........................................................................................................40Workshop Summary and Close - Where to from here?...................................................................43Appendix A - Workshop Participants...............................................................................................45Appendix B - Participant Evaluations..............................................................................................48Appendix C - Participant Comments...............................................................................................49

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Executive Summary

The Gnaala Karla Booja (GKB) workshop was held over two days, and was preceded by a half day cultural tour of the Pinjarra Massacre site. The Pinjarra site is the actual location of a massacre that occurred in 1834, and is a place that is significant in the history of the Noongar people of the region. The visit served to educate workshop participants of the long local history of suffering, despair, dispossession and lack of opportunity but also inform participants of the future plans for the development and promotion the site.

One of the many strengths of the Working in Partnership workshop process is that it affords an opportunity to acknowledge our nation’s past and move beyond fear, denial or blame. They provide an opportunity to develop a generosity of spirit and intent in which to identify and grasp positive opportunities (in the case of this workshop, within Australia’s mining and tourism sectors) to engage with Indigenous people and communities at the local and regional level. The GKB workshop attracted over 100 participants from Indigenous communities (mostly Noongar), peak industry bodies, private businesses and government and non-government agencies.

This workshop was a departure from previous WIP workshops in that the GKB co-funded elements of the event, including the publication of this report and the GKB Strategic Plan; and the production of a DVD. The DVD is the main archival account of proceedings and will also enable community members and industry who could not attend the opportunity to understand how agreements were reached and what presentations were made. The Strategic Plan will be designed to provide a strategic vision, foundation and framework to allow Noongar people living in the South West of WA to take advantage of development opportunities that occur within their region.

This report outlines two days of activities, together with outcomes which will support the Gnaala Karla Booja Employment and Enterprise Development Agreement - which was signed at this workshop. The first day was opened by a traditional welcome to country address, after which several speakers from Government and industry made presentations. These varied from statistical and demographic lectures to company profiles and overviews of challenges and possible solutions faced by the community and industry – particularly in the mining and tourism sectors.

Speakers from peak bodies such as the Minerals Council of Australia and the Chamber of Minerals and Energy of Western Australia gave an overview of the industry profile in the region and the scope for Indigenous employment. These were followed by presentations from the WA Indigenous Tourism Operators Council and the South West Aboriginal Land and Sea Council. Individual mining companies such as Griffin Coal, Newmont Asia Pacific and Premier Coal also presented their respective company profiles and how they dealt with Indigenous employment. These activities met a key objective of the workshop, namely for GKB People and government to meet and talk with mining companies and other service industries in the region.

The employment focus continued on the second day, which involved more community discussion and debate interspersed with several moving addresses. Panels and robust group discussions worked on regional-specific solutions across a range of issues identified by the GKB Elders. The day provided industry and government with a greater awareness and understanding of the GKB people, their culture and their social, economic and educational achievements and aspirations.

While the Employment and Enterprise Development Agreement is now in place, the GKB’s Strategic Plan has yet to be endorsed. Typically solid statements of intent such as these form the outcomes from WIP workshops. It will now be for the GKB community and others who attended this event to help shape it and make its aims and aspirations a reality. All parties – from the

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mining and tourism industries, government and non-government bodies, but critically the GKB people themselves, have given this commitment.

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Introduction The Working in Partnership – the Mining Industry and Indigenous Communities Program was launched by the Australian Government on 3 August 2001. The initiative is administered by the Department of Resources, Energy and Tourism (DRET) and seeks to promote long-term partnerships between Indigenous communities and the exploration and mining industry.

In addition to promoting long term partnerships, the program supports and encourages ongoing cultural change between the exploration and mining industry and Indigenous communities throughout Australia. In so doing, it builds on relevant research which has been conducted in relation to sustainable mining practices.

Since the program’s inception, the Department has developed an information kit which:

presents selected case studies of successful partnership relationships between mining companies and Indigenous communities throughout Australia, showing a variety of approaches and outcomes;

reflects the diverse experiences of many of those involved in the partnership process; illustrates the achievements of particular Indigenous communities and companies; and provides information on the relevant government and industry programs that may provide

support for partnership initiatives.

Information kits can be accessed by contacting the Department directly or through its Indigenous Partnerships initiative website, at: http://www.industry.gov.au/ indigenouspartnerships .

The program has included a series of regionally based workshops in key areas of mining interest throughout Australia.

Previous workshops have conducted in the series include: Alice SpringsAlice Springs, Northern Territory KalgoorlieKalgoorlie, Port HedlandPort Hedland, and GeraldtonGeraldton, Western Australia RockhamptonRockhampton, TownsvilleTownsville and CloncurryCloncurry, QLD MuswellbrookMuswellbrook, WollongongWollongong, CobarCobar, CondobolinCondobolin and OrangeOrange, NSW GippslandGippsland and HorshamHorsham, Victoria BurnieBurnie, Tasmania

All workshops have served to bring together interested parties in significant regional centres of mining activity to discuss local issues to achieve local employment outcomes for Indigenous communities. These forums have brought together representatives from many Indigenous and industry groups, who had participated in workshops to formalise regional action planning priorities and actions that could deliver outcomes identified and agreed upon in those workshops.

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Gnaala Karla Booja Workshop in ContextThe Gnaala Karla Booja (GKB) - Working in Partnership with Industry and Government Workshop was conducted over 27 -29 March 2012 at the Quay Resort, Mandurah, Western Australia. Unlike previous workshops in this series, this activity was initiated and jointly funded by the GKB People in collaboration and partnership with DRET and the Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA).

The GKB People were keen to meet with representatives of the mining industry and government agencies within their region to discuss ways in which to deliver better outcomes in accordance with the Council of Australian Government’s (COAG) Closing the Gap agenda and the GKB’s Employment and Enterprise Development Agreement (EEDA).

Toward the latter part of 2011 the GKB, DRET and Fahcsia commenced discussions and agreed that a Working in Partnership workshop in the South West region of WA would provide opportunities:

1. for GKB People and government to meet with mining companies and businesses from associated service industries in the region;

2. to give industry and government a greater awareness and understanding of the GKB People, their culture and engagement protocols, and the community’s social, cultural, economic and educational achievements and future aspirations;

3. to inform industry of Commonwealth and WA State government programs and partnership arrangements with the GKB People;

4. for GKB to engage key Commonwealth and State government agencies in a dialogue with local mining, tourism and other support industries and to establish long term links with the GKB EEDA;

5. to establish GKB-specific linkages with the Australian Minerals Council’s Memorandum of Understanding (MoU) on Indigenous Employment and Enterprise Development, the Chamber of Minerals and Energy Western Australia Indigenous employment and enterprise development initiatives; and the COAG Closing the Gap initiatives; and

6. for the GKB People to promote the development of their own strategic plan.

The workshop’s central aim was to provide a neutral environment in which all stakeholders could meet to discuss problems and issues and consider regional-specific solutions relevant to the development of a regional multi-industry partnership approach.

Participants were encouraged to: identify with other stakeholders to gain an understanding of their respective issues and to

better appreciate their aspirations and priorities; and not try to Close the Gap for Aboriginal Peoples throughout Australia.

Rather, participants were encouraged to move beyond general problems and issues, often discussed in the national context of Closing the Gap, and focus on the long-term mutual benefits that could be generated through an effective regional partnership approach specific to the South West region of WA, particularly for the GKB People.

The workshop initiated a constructive regional-specific dialogue relevant to the region and the main themes of the Working in Partnership initiative: EmploymentEmployment; EducationEducation and TrainingTraining; Business OpportunitiesBusiness Opportunities’ Cultural AwarenessCultural Awareness; Capacity BuildingCapacity Building; Economic EmpowermentEconomic Empowerment.

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MethodologyIn keeping with the WIP philosophy, the Gnaala Karla Booja Workshop made best use of the time available for participant discussion of key issues of interest and relevance.

The agenda included the following sessions:

Sessions were designed to encourage discussion and debate, both of which were channeled to focus on achieving the agreed workshop aims. Flexibility was central to this process and strict adherence to the agenda was never an imperative over the two-day program.

Workshop ParticipationBefore the workshop, extensive consultation with a broad cross section of industry, government and community stakeholder groups across South West region of WA was conducted by the DRET’s Coordinator for the Working in Partnership Program, Mr Michael Tyquin, FaHCSIA’s Field Officer, Mr Michael Carter and Mr Grant Sarra from Grant Sarra Consultancy Services.

More than 110 participants attended the workshop - A list is provided in Appendix A to this Report.

Purpose of ReportThis report provides an overview the GKB Working in Partnership with Industry and Government Workshop, a summary of presentations and details of actions arising from the workshop.

Welcome to Gnaala Karla

Booja/Country

Introduction and Scene Setting.

Where To From Here: Closing the Gap through the development of a

Gnaala Karla Booja People’s Strategic

Plan

Working in Partnership Program Overview

Gnaala Karla Booja Demographic Profile

Mining Industry Overview – CME and MCA

South West Aboriginal Land Council Overview

Gnaala Karla Booja Elders and Youth Panel – Problems, Issues and Aspirations

South West WA Mining Company Panel – Problems, Issues and Aspirations

Support Service and Alternate Industry Panel – Problems, Issues and Aspirations

Closing the Gap for Gnaala Karla Booja People – General Discussion

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Pre-Workshop Cultural Tour – Pinjarra Massacre SiteThe Pinjarra Massacre, otherwise known as the Battle of Pinjarra, was one of Western Australia's bloodiest and darkest days. On 28 October, 1834, a party of men, led by Governor James Stirling, surrounded the camp of the Bindjareb Bilyidar Nyungars in Pinjarra and opened fired, killing up to 30 tribesmen as they fled for cover.1

The Story of - The Bindjareb NyungarsAt the time of white settlement, the Bilyidar ('river') Bindjareb Nyungars were made up of three family groups with main camps in what are now the Mandurah, Pinjarra and North Dandalup areas. They were part of a broader network of Nyungar people who had lived across the Southwest corner of Western Australia from at least 40,000BC, connected to one another by ceremony, trade and social relationships.

The Bindjareb Nyungars, like their neighbours, were responsible for ritually significant places, rights of access, knowledge and ceremonial duties within their country. They also had sophisticated land management practices such as fire-stick farming methods which, together with other hunting and food gathering techniques, enabled them to maximise their access to a vast range of material resources while ensuring their sustainability. Visitors to Bindjareb Nyungar boodjar (land) were required to announce their arrival, bring enough daadja (meat), mereny (food) and goods for exchange for their travels, and to observe local obligations and regulations such as being introduced to country by their hosts.

With the river at the heart of their country, the Bindjareb Nyungars were accomplished fishing peoples, using gidgees, nets and mungahs (traps made of stone and wicker), to secure their catches. They hosted an annual gathering of hundreds of people from surrounding areas, centred around the Barragup fish mungah.  Ceremony and rituals performed in the lead up to each harvest would ensure a plentiful catch. Other ceremonies also occurred during these gatherings, including the exchange of karla (fire), ‘marriage’ preparation and betrothal observance, initiation ceremonies, education exchange, recreational activities and other public demonstrations of etiquette which cemented social bonds and conferred status and responsibility. The Bindjareb Nyungars would also trade hunting and ceremonial items such as the strong and straight throwing gidgee-borryl (quartz edged spear).

Due to the abundance of fish and the prolonged periods of social interaction, sites in Bindjareb Nyungar country were important centres of communication. Message sticks would invariably travel though Bindjareb Nyungar boodjar on their way to other parts of Nyungar country.2

Further information relating to the Pinjarra Massacre Site can be accessed via: [email protected] or PO BOX 39 PINJARRA WA 6208.

1 Source: Http://www.westaustralianvista.com/pinjarra/html2 Source: http://www.pinjarramassacresite.com/content/story

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Workshop Overview Welcome to Country Mrs Janet Hayden, a respected Gnaala Karla Booja Elder, welcomed participants to country. As part of her welcome, Mrs Hayden called upon other Noongar Elders to join her in the process.

Mrs Hayden explained that when you get to the age that she, and other Elders were now at, you feel more at home with the land, you know that it belongs to you and you know that somewhere, it doesn’t matter about the Wedjellah (white fulla) environment, this is your country, this is your land and that KepKep (water) that’s Gnaala KepGnaala Kep - this is our country, regardless of who owns it now, or say they own it, this is Noongar Booja – and that’s what it is all about. Noongar Booja consists of fourteen clans, those fourteen clans come under Noongar land – that’s one country, one tribe, one language, one culture - not 14 tribes - one tribe. The fourteen clans come under the Noongar headline and all of these clans speak the Noongar language and practice the Noongar custom.

Noongar custom goes from Esperance almost to Geraldton, bordering on Yamaji country, bordering on Wongi country right down past Esperance and you have the whole coastal area, and within that area the fourteen clans exist – Gnaala Karla Booja – GnaalaGnaala Karla Booja – Gnaala KepKep.

WedjellahWedjellah and NoongarNoongar – we are all here together, this is our country, NoongarNoongar-WedjellahWedjellah. We welcome you here to our country, this is our MoortMoort, you are our Gnaala MoortGnaala Moort – we are family, we are one – that MoortMoort means we are one.

Mr Harry Nannup, senior Noongar Elder reiterated Mrs Hayden’s sentiment – this country is our country, not one, not two but all of us that are here today, this is our land and we can be proud of it. As a child, I wondered all around these waterways with my family, we fished the area, we hunted, we got berries and whatever else - we survived where other people couldn’t. We got used to other people coming here from all other country areas and we fed them with fish because we knew how to catch the fish. We became pretty famous for this and we still are – we still do it.

Mr Nannup asked people to enjoy their stay and also offered participants a warm and sincere welcome. You are very welcome, this is my country and I would like to share it with everybody, everybody that is here.

Introductions and Scene Setting Gerri Hayden, Chairperson, GKB Employment and Economical Development Agreement (EEDA) Working Group officially welcomed people to the workshop. She explained that the workshop was something that the GKB People had been working toward and that she was impressed by the amount of people in attendance. She also acknowledged and thanked previous GKB members for their effort and leading the way to put GKB People’s issues on the map. This was going to be a special couple of days because the GKB community was physically able to contribute at the workshop. ‘From my heart - this workshop is all about Koora Koora (the Past) - the past is there and it will always be with us, but what we must do is walk that path to now - GeyaGeya (Today). And today is where we sit for the next two days to talk about

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WedjellahWedjellah and NoongarNoongar – we are all here together, this is our country, Noongar-WedjellahNoongar-Wedjellah. We welcome you here to our country, this is our MoortMoort, you are our Gnaala MoortGnaala Moort – we are family, we are one – that MoortMoort means we are one.

Mrs Hayden. Senior Gnaala Karla Booja Elder

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the direction we want to go as GKB Traditional Owners. Today and tomorrow, we will lay down a pathway for our future generations of Noongar People and their children.’

Working In Partnership Program OverviewMike Tyquin, Working in Partnership Coordinator, Department of Resources, Energy & Tourism (DRET) acknowledged the Noongar People of the GKB claim area and in particular, the Bindjareb Clan, whose land on which the workshop was being conducted.

This was the 22nd such workshop conducted by DRET since the very first event was held in 2002. DRET is a small department, and in this respect, it focuses on delivering workshops at the local, regional level to bring key stakeholder groups together.

Mike explained that the workshop would focus on the local regional area and not the broader Noongar Native Title claim area or national issues of concern around Closing the Gap. The focus was on local issues relevant to the GKB, the local mining companies and service related industries, including hospitality and tourism.

Mike acknowledged the GKB EEDU Working Group for their advice, direction and support during the lead up to the forum. In closing, Mike also thanked the GKB People in attendance in their own language.

Workshop Facilitator, Grant Sarra, outlined the workshop aims and objectives and emphasised the importance of being prepared to move beyond fear, denial and blame to put our nation’s negative past into a balanced modern-day perspective. We cannot afford to get bogged down in “us and them” discussions as this will inhibit our capacity to identify and discuss positive opportunities for future mutual benefit.

This is not to say that we should completely dismiss the negative aspects of our history. We need to acknowledge that our generation did not write the government policies of the past that have resulted in the oppression of our people. We need to acknowledge that we are part of the solution and in this respect, we need to make sure that we learn from our past mistakes. As Mrs Hayden and Mr Nannup said in their warm and sincere welcome – we arewe are oneone, we are familywe are family. We are all part of humanity and as people we are all unique and special. We need to work together with dignity, humility and integrity if we are going to truly develop pathways which deliver positive futures for the GKB People.

In previous workshops we have always encouraged participants to embrace the ancient Aboriginal values of CaringCaring, SharingSharing and RespectRespect for the landthe land, the peoplethe people and thethe environmentenvironment. These are the most ancient values known to all human societies and if people truly understood and appreciated their connection and belonging to their land, their people and their environment in the bigger picture of humanity, we would do things very differently out of respect for Australia’s First Peoples – one of the oldest continuing cultures in the world.

Today and tomorrow we will be on Gnaala Karla Booja – let us all embrace these ancient values within this room over the next two days and beyond and let’s make a positive difference here in this part of the world.

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“Today and tomorrow, we will lay down a pathway for our

future generations of Noongar People and their children”.

Geri Hayden, Chairperson of GKB Employment and Economic Development Agreement Working

Group.

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Gnaala Karla Booja – Demographics and Statistics John Styants, Principal Policy & Project Officer, Operations Directorate Department of Indigenous Affairs, WA commenced proceedings with a demographic profile of the Gnaala Karla Booja region.

John’s presentation focused on statistical data contained in: Employment and Enterprise – AEmployment and Enterprise – A Baseline Profile for the Gnaala Karla Booja RegionBaseline Profile for the Gnaala Karla Booja Region, developed in collaboration with the Gnaala Karla Booja Steering Committee for Employment and Enterprise Development Agreement and the Department of Indigenous Affairs.

The GKB Steering Committee had determined that in order to be effective, it would need to gather a set of baseline statistics to understand the setting in which their EEDA Agreement was taking place. The intention was to analyse data from the 2006 census and compare it with 2011 Census data. This would provide: some understanding of changesome understanding of change, where changewhere change had occurredhad occurred and where change had not occurredwhere change had not occurred. John explained that the first problem faced in trying to project data for the GKB region was to determine how it was going to be done. The statistics provided covered the whole of the GKB region – stretching from Kwinana and Rockingham down to Bunbury and south of Capel across to just north of Konjonup up into Corrigan in the north east and then back through to the southern metropolitan area to Cockburn and Rockingham.

To establish a clearer picture of the region it was important to recognise that a single set of data was not useful. There were different levels of activity and economic systems operating within and across the GKB region and these needed to be considered. For instance, the eastern part of the region is essentially an agrarian economy, while the western part is more of an industrialised urban environment which presented different opportunities for people.

The 2006 Census indicated that were 8,500 Noongar and/or Aboriginal people living in the area and based on growth rates (2.6% per annum) it was projected that there would currently be approximately 9,600 Noongar people now living in this area. This figure will be determined more accurately by using 2011 census data.

In defining the sub regions, the study classified the statistics for each sub region. As explained by John and detailed in the document, the statistics gathered were drawn up to reflect the makeup of six main sub regions within the broader GKB region.

The six sub regions as illustrated in the map below include:

Armadale, Serpentine and Jarrahdale; Central; Eastern; Greater Bunbury; Mandurah and West Coast; and Rockingham and Kwinana.

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“…it is important for the EEDA to focus activity and

distribute effort in areas where people actually

live.”

John Styants, Principal Policy & Project Officer, Operations Directorate

Department of Indigenous Affairs, WA.

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Gnaala Karla Booja Sub Regions

Source: Employment and Enterprise – A Baseline Profile for the Gnaala Karla Booja Region - Department of Land Information and the Australian Bureau of Statistics, p8.

Population Distribution

In terms of population distribution, most Noongar people live in the Rockingham and Kwinana area (2,487) followed by the Greater Bunbury (2,174), Armadale, Serpentine and Jarrahdale (1,808), Mandurah and West Coast (1,285), Eastern (555) and Central (75). In this respect, Given this data, John stressed that it was important for the EEDA to focus its activity and to ensure that it can distribute effort in areas where people actually live.

Age Distribution

The demographic profile by age indicated that while there was a decided difference between Aboriginal and mainstream populations there were also some similarities.

Source: Employment and Enterprise – A Baseline Profile for the Gnaala Karla Booja Region, p12.

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As illustrated above, the working age population the percentage of people in this age group (Aboriginal and mainstream) among males and females is roughly equivalent. However, in the youth sector of the population there is a significant increase in the numbers of Aboriginal youth in the community which is coming as a “wave”.

John emphasised that this wave, based on five-year old data, will continue to move through over time. It has to be addressed to ensure that the opportunities that were not available to the current working age group are available to the youth sector so that we don’t repeat the mistakes of the past.

With respect to the older age population, John explained that the Wedjellah (white) population clearly have many more people living longer lives than that demonstrated currently in the Aboriginal population in the area and this is in fact the same, Australia-wide.

With the realisation of where the age population structure is, it will help us to build the systems and ensure that the opportunities for young Aboriginal people in the present and the future are clearly enhanced in a way that allows Aboriginal youth now to transition from good schooling, training into employment opposed to systems of the past where Aboriginal people were not afforded the same pathway into employment.

Labour Force Participation across the Gnaala Karla Booja Regions

As illustrated below, labour force participation and the potential for take-up into employment, data indicates a much higher labour force participation in the mainstream population compared with that of Aboriginal populations across all GKB sub-regions.

Source: Employment and Enterprise – A Baseline Profile for the Gnaala Karla Booja Region, p16.

In closing, John emphasised that based on the labour force data, the capacity is clearly there, given the opportunities that this and other regions can provide to take many more Aboriginal people into employment – it is not a zero sum game. In other words, to say that there is not the capacity of Aboriginal people to engage in work in this area is completely false – many Aboriginal people can participate in employment.

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“…the capacity is clearly there, given the opportunities that this and other regions can provide to

take many more Aboriginal people into employment – it is not a zero sum game. In other words, to say

that there is not the capacity of Aboriginal people to engage in work in this area is completely

false – there are plenty of Aboriginal people that can

participate in employment.”

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Minerals Council of Australia

Therese Postma, Assistant Director, Social Policy with the Minerals Council of Australia (MCA) explained that the MCA was the peak national industry association representing exploration, mining and minerals processing companies in Australia. MCA members account for 85% of annual minerals production in Australia and a slightly higher proportion of mineral exports.

The MCA vision is for a thriving minerals industry working in partnership with Indigenous communities for the present and future development of mineral resources and the establishment of vibrant, diversified and sustainable regional economies and Indigenous communities. While government agencies and individual mining companies are all doing good things independently and all are committed to Aboriginal employment, the MCA advocates that more could be achieved if we worked more closely together.

In particular, she felt that key stakeholders need to come to the table to discuss joint visions and build on strengths to facilitate better outcomes together opposed to just doing things by ourselves.

In 2005, the Australian Government and the Minerals Council of Australia (MCA) first agreed to a Memorandum of Understanding on Indigenous Employment and Enterprise DevelopmentMemorandum of Understanding on Indigenous Employment and Enterprise Development (the MOU)(the MOU). The MoU supports the development of self sustaining and prosperous Indigenous communities in mining regions, in which individuals can create and take up employment and business opportunities.

Key priorities of the MoU are:

Strengthening foundations (through reviewing driver’s licence issues, housing and workforce plans)

Education (through transition to school and then to employment projects) Skills development and jobs (including functional language, literacy and numeracy skills

and development) Business Entrepreneurship (including building economic diversity in mining regions) Housing The establishment of a national indigenous coordinator network (supported by an internal

communications framework).

Key actions are:

Engagement of local and regional coordinators

Engagement of a national facilitator and establishing a coordinator network

Evaluating functional language, literacy and numeracy requirements for entry to the mining industry

Establishing an Indigenous Mining Careers Academy

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“…The MCA’s MoU on Indigenous Employment and Enterprise

Development demonstrates a strong commitment by the MCA to support

its members in facilitating Indigenous employment and enterprise

development opportunities and in this regard, they would be very supportive

of initiatives that might come out of the GKB EEDA and the GKB Strategic

Plan once the Plan was finalised.”

Therese Postma, Assistant Director, Social PolicyMinerals Council of Australia

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Forging stronger links between employers sand training and employment providers under the National Resources Sector Workforce Strategy

Building economic diversity in mining regions Encouraging Indigenous business opportunities in natural resources management

Actions under the MoU also contribute to the goals of the 2011 Commonwealth Government's Indigenous Economic Strategy (IEDS) to identify and pursue opportunities that enable Indigenous people to further their economic development and to create wealth.

The MoU on Indigenous Employment and Enterprise Development demonstrates a strong commitment by the MCA to support its members in facilitating Indigenous employment and enterprise development opportunities and in this regard, they would be very supportive of initiatives that might come out of the GKB EEDA and the GKB Strategic Plan once the Plan was finalised.

Therese advised that the MCA MoU experience had also demonstrated the value of a regional approach that engaged a range of industry partners beyond the mining industry. She stressed that not every Aboriginal person wanted to work in the resources sector. In this respect, it was important for other industry groups to come to the table to discuss other employment and enterprise development opportunities that can and should be made available to Aboriginal people. In closing, Therese emphasised that the key lesson for the MCA was to determine how to get further “buy in” to continue to work together to produce joined up outcomes.

Chamber of Minerals and Energy, Western AustraliaNicole Roocke Director, Chamber of Minerals & Energy (CME) of Western Australia provided an overview of mining activity in Western Australia. She discussed some of the barriers to Aboriginal in the industry which the Chamber was keen to move beyond in the coming years.

Nicole emphasised that while she, and her colleague Erin Van-Noort, were pleased to attend the workshop and to deliver a presentation, they were also equally pleased to be able to learn more about the Gnaala Karla Booja People and to identify and discuss opportunities for moving forward in the region.

Nicole provided the following overview of the CME and the resources sector, particularly in relation to the south west region.

The CME was created in the goldfields region as a consequence of the gold rush; It is a State-based organisation (focused primarily on WA) that has been in operation for

100 years; More than 200 members – approximately 80 of who are mining companies, who account for

about 96% of resources production in WA; Represents small, mid-tier and large companies – significant membership growth in gold,

uranium and iron ore; The CME membership brings together not only companies in the mining sector but also

service providers, contractors and the oil and gas sector. CME portfolio interests include:

Infrastructure (not just resource infrastructure – also interested in social infrastructure to assess the impact of the resources sector in the regions i.e. on housing

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and making sure that people living in the region have appropriate access to housing, health and education services, so that the regions becomes an attractive place for people to live and work;

Economics; Environment; Land Access; Occupational Safety and Health; and People Strategies (considering ways to increase the diversity of the resource sector

workforce i.e. how do we engage more Aboriginal people and women;

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An Overview of the Western Australian Resources Sector

The WA resources sector is broken into number of different regions. Nicole explained that in terms of value and production, while the Pilbara is a significant region, the south west and goldfield regions are also important to the State in terms of longevity.

Currently there are about 101, 000 people working in the resources sector across WA:

Heavy Minerals Sands – 2% Nickel – 10%; Petroleum – 8%; Gold – 20%; Alumina – 12%; Iron Ore – 33%; and Other – 15%

Resources in the South West and Peel Regions

Value of resources extracted from South West and Peel regions – approximately $6billion;

Also key energy production and transmission assets in the region along with some value-adding industries.

Resources sector has been well established in the region for decades and there continues to be exploration interest in the area.

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Breakdown of Major Commodities – South West & Peel 2011

Alumina - $3.9 billion (5th largest sector in the State – approximately 20,000 people employed);

Heavy Mineral Sands - $104 million (has been a significant reduction in the value of the sector with substantial downsizing due to low cost of the Australian Dollar – approximately 1,500 people employed);

Coal - $318 million The South West is the major coal producing region of the State. However, there is a potential coal project being considered for the Kimberly region – coal produced in the south west currently fuels approximately 35% toward the State’s power source – approximately 1,000 people employed);

Tin/Tantalum/Spodumene - $102 million (two mines - Greenbushes and Wodgina in Pilbara have capacity to produce up to 50- percent of the world tantalum when in full production – approximately 100 people employed);

Gold, Silver and Copper $1.1billion

Approximately $130 million in royalties are paid by companies to the State government as a consequence of these combined projects.

State Growth Outlook: PeopleIn 2011, the CME conducted research to assess industry expansion projects and to determine the forecast employment numbers for the industry. The research, particularly for the Pilbara region as a result of the vast number of expansion projects, highlighted that the industry will require additional 43,000 people – the blue bar in this diagram highlight the employee requirements during the construction phase. The red bar highlights the operational numbers that will be required on an ongoing basis to meet demand.

Nicole explained that these figures cause significant concern for the industry.

What the figures highlight for the industry sector is that there is a need to look at how the industry takes on those who are not currently engaged in the workforce, how does industry engage with people who are not currently working in the sector and what sort of programs are required to develop people’s skills and capacity to be competitive for employment within the resources sector.

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Growth by Regions

As highlighted below, the majority of workforce growth will be required for projects in the Pilbara region given that it includes major iron ore and oil and gas expansion plans.

The growth forecast for the South West region is much smaller. However, the research discovered that a significant proportion of the “fly-in, fly-out” workforce” was being sourced from the South West regions.

In this respect, while growth was primarily happening in the Pilbara region, there would continue to be a great opportunity for people in the south of the State to be employed as “fly-in, fly out” (FIFO) employees. Around 50% of the resource sector workforce is classified as FIFO. Based on forecast demand and growth it is anticipated that approximately 80% of the sector’s FIFO workforce will come from the Perth and Peel regions.

People for the Future

Based on the forecast figures, there will be significant increases in the workforce which highlights a skills shortage, not just a labour shortage (or unskilled people). The challenge for the industry will be to identify the actual skills that will be required by the industry (i.e. engineers top the list. Last week alone, 1,498 engineering vacancies were advertised on seek.com in WA and a significant portion of these were for mining engineers).

Nicole advised that the People for the Future website - sponsored by the CME, Queensland Resources Council and the Australian Minerals Council, – would be activated on 29 March 2012 - www.peopleforthefuture.com.au. The website provides details related to employment opportunities and requirements across the Australian Resource sector.

Indigenous Employment RatesNicole felt that there was great opportunity through both employment and enterprise development in the region for GKB people.

The industry will continue to work hard to employ more Aboriginal people (including women) at the entry level. It was also very committed to increasing the workforce

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“…in terms of “…in terms of practicalpractical solutions to generate long-solutions to generate long-

term prosperity for GKBterm prosperity for GKB people, it is important that wepeople, it is important that we

move beyond training formove beyond training for training sake in the regiontraining sake in the region.”.”

Nicole Roocke Director, Chamber of Minerals & Energy (CME) of Western Australia

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diversity and progressing Aboriginal people from entry level positions into management level roles across the industry.

Nicole explained that employment would create independence for Aboriginal people and give them the ability to control their own destiny. We think that there is further opportunity through Aboriginal enterprise development which then creates a critical mass – this will not only create employment opportunities but also creates wealth generation opportunities, not only for individuals, but more importantly, for the Aboriginal communities.

The CME and resource sector companies’ supported an Indigenous Summer School initiative with the Curtin University. It identifies young Aboriginal people (still at school –years 10 and 11) who have interests in the areas of science and engineering and provides university-based exposure to these areas during a summer camp to stimulate further interest and the pursuit of future university study among these young Aboriginal people.

In 2012 the Chamber entered into a partnership arrangement with the Australian Institute of Management for four scholarships. These are designed to take entry level Aboriginal people through supervisory programs and training to build their skill and capacity to assume future management and decision making roles within the resources sector.

The Chamber was also keen to continue to learn new ways to increase Aboriginal employment, identifying and moving beyond the barriers to employment and enhancing the industry’s overall capacity to better engage with Aboriginal communities across the State.

As illustrated above, in terms of overall Indigenous employment across the National Resources Sector the WA resource sector was performing well.

In conclusion, Nicole advised that in terms of practical solutions to generate long-term prosperity for GKB people, it is important that we move beyond training for training sake. The sector is very keen to look at ways to increase the diversity of its workforce and determine how we can have more Aboriginal people into our sector. It is important for the industry to determine how to get people work ready, and how do we get people into training opportunities that actually lead to real job outcomes opposed to the emphasis on training for the sake of training of the past.

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Western Australian Indigenous Tourism Operators Council Doc Reynolds, Vice Chair of the Western Australian Indigenous Tourism Operators Council (WAITOC) provided an outline of the Association’s role and presented a brief overview of Indigenous Tourism companies currently operating throughout Western Australia.

WAITOC is a peak not-for-profit association which represents Indigenous tourism in Western Australia. It comprises membership from all regions within Western Australia, is autonomous and provides advice and information to all relevant State Government agencies as well as the tourism industry sector. It promotes Indigenous tourism and provides supportive networks for Indigenous tourism operators within Western Australia.

Doc explained that Indigenous tourism was a unique industry in that it allowed Indigenous people to participate at a real and meaningful level while still maintaining and valuing their cultural heritage.

WAITOC represents over 50 Aboriginal tourism operators (see website: www.waitoc.com/) ranging from accommodation, traditional dance and dreamtime stories to contemporary history, safari and bush tours and art.  Its members operated at different levels depending on the season and the length of time they have been in business. Membership ranges from tourism operators who are firmly entrenched in the tourism industry to those who expect to become operational within the next 12 months. WAITOC aspires to promote Indigenous tourism experiences and in doing so foster the development of new, culturally authentic Indigenous tourism ventures that will attract visitors to Western Australia ensuring that visitors receive the authentic Indigenous tourism experience they seek. The Indigenous tourism industry is currently developing at a rapid rate although some operators have been in the industry for years.

Doc explained that international and national tourists wanted to have an authentic Aboriginal experience when they come to Australia. Industry-based statistics indicate that of the 80% of international tourists genuinely want to have an authentic Indigenous experience, only 20%, actually get to achieve such an experience. This shows that there is a 60% gap that needs to be filled. International tourists want to sit down with you – they want to sit down with you on your country and experience what you do.

In closing Doc explained that tourism had provided him, and many other proud Aboriginal people, with the opportunity to stay connected to country. Employment in the industry provides our people with freedom and the opportunity to create our own destiny.

As a Noongar man, and a leader of his own people Doc expressed his philosophy as follows “…if I don’t look after my country, then country won’t look after me”. It only takes a snowflake to start an avalanche, it only takes a raindrop to start a flood, it only takes a spark to start a fire, and it only takes you to make a difference.

South West Aboriginal Land and Sea Council Glen Kelly, Chief Executive Officer, South West Land and Sea Council (SWALSC) provided an overview of the Land Council’s experience and dealings with the mining industry and highlighted the potential opportunities that could be developed for Noongar People in the South West region. SWALSC is a Native Title Representative Body which works in the interests of the Noongar People.

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“Industry-based statistics indicate that of the 80% of

international tourists genuinely want to have an authentic

Indigenous experience, only 20%, actually get to achieve

such an experience. – this means that there is a 60% gap

that needs to be filled”.

Doc Reynolds, Vice Chair of the Western Australian Indigenous Tourism Operators Council

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SWALSC also works to strengthen Noongar, culture, heritage and society by close engagement with the community on a wide variety of projects and initiatives.

Glen acknowledged the welcome to country from the Elders and paid tribute to the efforts of the GKB People for bringing about the working in partnership workshop. This workshop was a break through as it has been a long time in the making. One of the reasons for this, from a representative body point of view, is that we don’t really have that much of influence in the resources sector in the South West of WA. We don’t have negotiation rights like those that exist in other parts of WA.

In Glen’s own words, he explained that in the past, they would walk into a company, introduce themselves as SWALSC, the Native Title Representative Body for the South West, and the response generally received - was like that of truck being put into reverse going beep, beep - as it backed out the door. While this may sound flippant, it has basically been our experience over the last seven or so years. In this respect, to actually gather the people that are here today, from different industry sectors and the community represents a significant breakthrough for this region - this is the first time we have been able to get people together like this in the one room.

Glen advised that from SWALSC’s point of view, what they were most interested in talking about in the South West was employment, not necessarily Native Title. Another thing that interests SWALSC in terms of GKB country is that this region is the economic powerhouse of Noongar country. We often ask how is it that we can get over the barrier for getting people actually employed with the companies in this area. We recognise that not everyone wants to work in the mining industry, but this is where the major centres of Mandurah, Rockingham, Kwinana and Bunbury become important. In these locations there is a whole range of other industries and opportunities that can become available and these opportunities are extraordinary – it is just a matter of trying to get through that door to make it happen.

Glen reiterated the importance of the statement made earlier by Doc Reynolds in his presentation - employment gives people freedom and provides an opportunity to create your own destiny. There were several hundred Noongar people who were working on FIFO shifts in the mining industry and during a recent discussion that he had with a Noongar gentleman on FIFO shift, this point was reinforced.

The gentleman in question made it very clear that the job provided him with a freedom that he never previously had. Glen explained that there had been a perception among some members of the Noongar community – that to have a job, meant somehow, that it was like you had become assimilated and therefore left your culture behind. This particular gentleman, however, made some very important points: ‘this job provides me with money, I can pay for my own cultural stuff, I can buy my own four wheel drive, I can go out on my country whenever I like – I don’t need you.’ In closing, Glen explained that there was still hesitation within industry to become involved as evidenced by the companies that pulled out of this workshop as it came closer. By the same token, there are a lot of people who are here, and in this respect, we have made a great start and we need to work from this.

We have many Noongar people working in the industry (hundreds working FIFO) across the State. We have got skills - we have plant operators, truck drivers, laboratory technicians, shift bosses and contractors with high level skills and a lot of these people want to come home to work on their country. These people are asking why is it that we can’t have the same opportunities in the operations here that we have in other parts of WA. This is the egg that we really want to crack. In

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“…to actually gather the people that are here today from

different industry sectors and the community represents a

significant breakthrough for this region”.

Glen Kelly, Chief Executive Officer, South West

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terms of challenges, we need to make the opportunities work - we want real commitment. While there are many employment strategies and these strategies are fantastic, we want these strategies to come to life. When people, across government, mining and other sectors make a commitment, the really important thing to acknowledge is that you are not on your own. Hopefully we can come away from this workshop with some really strong commitments and start to explore some of the support mechanisms that are really important so that people can walk away feeling as though they are going to succeed. We need to also spread the word to other companies that operate in this part of Noongar country and encourage them to see that this regional partnership approach is worthwhile, this is something that needs to happen – open your doors.

Overview of Australian Government in the South West WA Region Richard Aspinall State Manager, FaHCSIA, WA provided an overview of current programs and initiatives available and or currently in progress through his department.

In the context of mining companies engaging with Indigenous communities and in terms of Closing the Gap between Indigenous and non-Indigenous Australians, Richard advised that many people were doing some remarkable things more broadly across Australia and felt that it was worthwhile reflecting on this effort during the course of this workshop.

The Australian government has strong investment in the GKB region. We are working closely with other key government agencies, Indigenous community members, families and service providers, particularly in Kwinanin where we are involved in an initiative called BuildingBuilding Australia’s Future Workforce PackageAustralia’s Future Workforce Package. This initiative looks at better ways to connect with young people, single parent families, long-term unemployed, people with disabilities and older workers to provide the supports which allow them to transition out of the social conditions that they are in (including welfare) to lead into jobs. The destination for a lot of these people will

be quite exciting over the next few years.

FaHCSIA also recently launched an Indigenous Economic Development Strategy – Engaging Today, Building Tomorrow’s Framework which puts jobs and real economic activity at the centre of the efforts to Closing the Gap. It is about looking what people need to make that leap to get some independence and to create that pathway. Among other things, FaHCSIA is working with families across Western Australia more broadly through parenting programs, family programs, working with disabled people, people with mental illness and carers – further information about these, and a range of other programs offered by the department can be accessed via: www.FaHCSIA.gov.au.

In closing, Richard advised that FaHCSIA was doing a lot work in partnership with the non-government sector and the State government in delivering programs which relate directly to individuals and families. In terms of social housing investment in WA, there has been a significant injection into both the community and the public housing sectors. Richard informed participants that he was privileged to visit the 200th house that had been refurbished in the South West by an Indigenous owned and operated housing company which had done major renovations across WA to improve social housing that people currently access.

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“…we are looking towards partnerships with the community to

improve both the programs that it delivers, the processes its targets and in a greater sense, supporting leaders in communities who stand

up and work with us around co-designing the types of programs

that go forward in the future. We look forward to talking more broadly

about this initiative over the next two days and in the future.

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At FaCHSIA, we are looking towards partnerships with the community to improve both the programs that it delivers, the processes its targets and in a greater sense, supporting leaders in communities who stand up and work with us around co-designing the types of programs that go forward in the future. We look forward to talking more broadly about this initiative over the next two days and in the future.

Gnaala Karla Booja - Our land, Our people and Our environment This session was designed to provide government and industry participants with the opportunity to meet GKB Elders and young people and to hear of their issues, concerns and aspirations. In accordance with GKB traditional lore and custom, where a crime or breach of lore had been committed and left unresolved, it would create an imbalance and disharmony among the people until such time it was resolved. Where this occurred in our past, Aboriginal Elders acknowledged the problem, assessed the issues and severity and determined and initiated the appropriate level and form of punishment as soon as possible.

This practice and process was acknowledged and respected by Elders across all family groups as it allowed balance and harmony to be restored quickly among people so they could resume their lives. It also ensured that the lore was deeply respected and honoured with absolute integrity by people. GKB Elders and youth were encouraged to re-embrace this ancient and proven method to assess the modern-day problems and issues that cause imbalance and disharmony among their people and across the community and consider solutions that would be required to close the gap, and restore balance and harmony. The following represents a summary of collective reflections and ideas:

Noongar Problems, issues and challenges that cause imbalance and disharmony

Grandparents and Parents Alcohol and DrugsWe have greater pressure and responsibilities than Wadjella’s (white people) i.e. 200 plus family with real issues to deal with each day.As Elders we will be accountable and make a stand. Elders will invite the West Australian Police Commissioner and key directors within the GKB area to meet and discuss the issues and strategies.Increased funds are needed for the Stolen Generation to deal with issues that created the situation.We need to tell government what the Closing the Gap means to us as Noongars.Not all our people are doing “wrong” when they break the law i.e. helping family, car seats etc.Kids need to be accountable; kids need to be respectful within the home and family.Kids need to show respect to Elders and not smash things i.e. windows etc as they don’t

Needs to be addressed first.Elders Court – how can we do this to deal with licensing issues?Old Missions need to be refurbished/maintained and developed i.e. projects – build hope/skills.Wandering Mission – Training Centre – close to Boddington Mine.Agricultural Centre – Noongars should be accessing this and deliver training i.e. sheering and othersDrugs – our kids selling to each other.Noongar Support Centre – Noongar staff helping to overcome issues.Families to be accountable – make kids take responsibility.We are accountable as Elders – make a stand as Elders.Name and shame-confidential. Police “Law” white-washing the issue – need support from the police and the law.

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understand the consequences- when angry.We want equality and representation in all areas – not just the crappy jobs.Law EducationDrivers Licences and un-paid fines.Employee could write covering support letters.The use of direct debit as an option.Promote responsible attitudes to driving.Criminal records.Discriminatory (Not all Aboriginal people have criminal records).

Year 12 Noongar licences before leaving school.LLN (Literacy, Learning and Numeracy).Computer skills. Driver Education.Programs exist – need to access them.Parents/Grandparents – onus on parents - needs to be individual responsibilities (show some responsibility).Kids need to finish high school.

Health Art, Culture and HeritageDiabetes - Aboriginal Counselors - use our Elders to mentor leaders and young people.Scholarships for nurses, Doctors, Researchers, Bush Medics.Employ GKB orderlies and liaison officers in hospital and emergency departments.Aboriginal people on health board representation in ALL Sectors.

Healing through recording and creating art, music, film and crafts - Reviving Noongar language.Preserving sacred sites and traditional boundaries.Old sites, heritage and culture e.g. Bowerlling – boundaries that exist/mining companies – how are they dealing this issue.Being pushed into having pockets of sites when the whole area is sacred.

Housing GovernmentAged people’s Home – GKB Armidale/Mt LawleyNeed to give up there houses once employed – change the means test - “Three strikes and you are out” policy has to go -Housing - HomesWest is not fair to Aboriginal people - Need Aboriginal Liaison Officers in HomeWest - “Noongar Home Maker assistance to communicate issues.“Other” people (newcomers to the region) are given priority over GKB people for employment Family Rehabilitation Centre, Community Centre, Youth Accommodation, Men’s Refuge Centre required.ABC Television/ pressure on Minister i.e. HomeWest gave seven days’ notice on caravan with broken windows.Employment strategies - Government Agencies/Mining/Local Government/Health: e.g. Maternity/Mid-Wifery

Respect Structures under the MOU between MCA, and the Australian Government to promote Indigenous Business and Employment Opportunities.Issues outside and within – collaboration. GKB Strategic Plan will need to link into government plans.Create Employment Pathways. Need partnerships with Local Governments/State Government Services.

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Services/Relationship Counselling (Maternity Teams).

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Noongar Solutions Designed to Restore Balance and Harmony

General Strategies Community Group Ensure support and training for work readiness, Training - appropriate training, targeted training with actual placement leading to sustainable jobs.Employment Strategies – local/regional i.e. GKB specific.Include procurement strategies, engagement and implementation.Support to Aboriginal Business Groups e.g. labour hire.

Noongar School of Excellence.Pathway to all employment and training. Governance and leadership at local and State government.Language and culture.Culture and heritage.Licences – regional licence program.Healing Centre (Grief and Loss) (Mental Health Mobile Clinics).Aboriginal Health Centre (Wheatbelt Region i.e. Narrogin, Brookton and Pingelly.Trust Funds – Own Enterprise, Self Sufficient. Tourism Venture in all regional centres. Advisory Reference Group i.e. Moorditj Foundation.Noongars to construct businesses on Noongar country – Moorditj Foundation i.e. Building GKB Economies. To endorse and act on Noongar peoples business and employment in joint-management.Cultural Heritage Management Plan from all industries, government and NGOS.

Community Service Providers Industry and Service ProvidersWork Readiness. Allow time, developing a work culture.Meaningful work – getting paid and appreciating the value of work (Attitude).Addressing the barriers within the workforce.Support Network Groups.Employee/Employer, Schools to Work Transition (Retention, Cultural Awareness, Cohesiveness, Simplicity).Policy.Local Government, State Government, Industry Whollistic approach – Noongar people for Noongar solutions.

Work Readiness – Joined-Up Approach – Pathways.Cultural Security.Retention/Housing- Industry and Government.Mentoring with community input-on and off the job.Licences – return of industry and government NGOs.Procurement – How to identify and plan for in a competitive environment, pre-qualify, timeframes, link programs to what is happening on mines sites such carbon capture.National Resource Management (NRM) and Heritage. Government programs and linkages and coordination.

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Mining Government and SchoolsCivil Construction. Mentoring (Noongar).Driver training.Drug and alcohol testing.Numeracy and literacy.Pathways – development and employment, continuing monitoring.Macro Business – No “Band Aid treatment”, look at our Noongar race with respect (Sovereignty).Leadership Program around healing, preparing young leaders into the workforce.

Schools must shape their teaching to include Noongar participation and learning to help them into employment.Life skills. Career pathways.Scholarships.Traineeships.Noongar language and Aboriginal studies.Catch-up learning, Seven Oak College Cannington.Training Parents in parenting skills and culture – start to reinstall family and cultural values.

Mining Sector Panel This session was designed to provide the GKB people, government agencies and service providers with the opportunity to meet mining industry representatives and to hear of their aspirations, concerns and issues.

The mining industry panel included:

Chris GodfreyChris Godfrey, Human Resources Manager - Griffin Coal, Collie; Kelvyn EglintonKelvyn Eglinton, Regional Manager, Social Responsibility - Newmont Asia Pacific; Geoff BlackfordGeoff Blackford, Manager Customer and Community Relations - Premier Coal and Therese Postma, Assistant Director, Social Policy with the Minerals Council of Australia.

The following represents a brief summary of collective reflections and ideas based on available workshop video footage.3

Chris Godfrey, Griffin Coal Our objectives align with GBK objective in that we want good employees that become long standing employees with the company. We want employees that are work ready – hopefully by working together we can start to see some positive mutual outcomes.We have a commitment at Griffin Coal to work with the GKB – by working together we hope to see some real outcomes. Hopefully we can get a percentage of Indigenous employment that is reflective of the amount of Indigenous people that live in the community and having them become valued members and family at Griffin Coal.A change in the perception of the wider community toward Indigenous people in terms of their acceptance of Indigenous people and their real ability to contribute as part of the mining industry.In terms of mentors, I would sooner have them come from Indigenous people within the company as they are already aware of what our industry is about.We are not adverse to employing Indigenous people, we want to know who those people are so if you can let us know who they are we are keen to sit down and talk with them. We want

3 Workshop video footage of this presentation was limited. 29

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Indigenous people to become part of our workforce for the next twenty years. We would like to provide local jobs for local Indigenous people.

We need to work with the leaders and I haven’t done that as yet. To be honest, I wasn’t aware of who to contact but as a result of this (workshop) I know now who to contact so we can now move this forward.

Kelvin Eglinton, Newmont Asia PacificIt has been really interesting listening to the Elders – what came through loud and clear is the opportunity that sits in the GKB region, but also the frustrations they have had with the numbers of different services they have to go through, the amount of training that they have been offered and the fact there as been a lack of a coordinated effort by businesses, corporates, mining companies and governments to actually deliver the outcomes.It is not all bad news, 50% of GKB people are already employed so we need to look at ways in which to get that other 50% of GKB people employed and have this lined up with the services available.Newmont Boddington Gold has had a Community Partnership Agreement with GKB since 2006. When we started this we didn’t really know – we focused our efforts education, employment and training and this was quite broad and we were doing anything we could to fill the gaps. Now that GKB are developing their own Strategic Plan we need to sit down with Elders, SWALSC and the Plan and start to determine what we really need to do in terms of education, employment and training and what the support services are required to deliver real outcomes at the local level. In terms of GKB community and business improvement, we need to determine what the business opportunities are for Indigenous people and what Indigenous businesses already exist? We can then put this on a business register and then start working toward what opportunities are available. It really comes back to employment, education and training. Geoff Blackford, Premier CoalPremier Coal, operating in Collie, Western Australia, has recognised for some time the importance and value to their business of a strong partnership with the local Indigenous community. In consultation with the Noongar people and the South West Land and Sea Council, Premier Coal has established an Aboriginal Policy. The policy emphasises the significance of Aboriginal culture, history and relationship to ‘country’ and recognises that Aboriginal affairs are an integral component of working effectively in the mining industry.With very low employment turnover, Premier Coal looked for opportunities to engage their local Aboriginal community other than through the establishment of employment targets. Since establishing its Aboriginal policy, Premier Coal has initiated cultural competency training for its managers and senior staff; it has engaged an Indigenous apprentice from the local community; and it has also implemented an aquaculture project which has the potential to offer sustainable solutions to both the business and the local community.Premier Coal has worked with Curtin University and the local Aboriginal community to establish the Ngalang Boodja Aquaculture project. Premier Coal is providing financial and in-kind support to assist in the rehabilitation of expired mine sites through the establishment of marron ponds operated by the local community. A pilot phase has already been undertaken with six ponds farming marron. A feasibility study is now underway with a further 22 ponds in operation. During this phase, up to 15 local Indigenous people are training towards a Certificate III in Aquaculture and Land Management. The vision is for up to 100 ponds within 4 to 5 years and the business expanding into raising perch. The water processing required for marron farming slowly improves

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the quality of the water in the mine void. This project provides tangible benefits for the environment and for the local Indigenous community, by providing employment opportunities on the marron farm. For Premier Coal, the project contributes to the business’ goal of rehabilitating mine sites to eventually hand back to the government with a sustainable plan for land use and improving water quality. Premier Coal continues to develop and grow its relationship with the local community.

Developing a long term percentage number of total workforce. Investigating use of Nyungar mentor to assist overall program. Continue support for Ngalang Boodja Enterprises. Work with Local Nyungar community to gain the best agreed mine rehabilitation outcomes Continue cultural awareness sessions to all employees at Premier Coal.

Industry Service Related Sector PanelThis session was designed to provide the GKB people, mining industry, government agencies and service providers with the opportunity to meet other service related sector representatives and to hear of their aspirations, concerns and issues.

The industry service related panel included: Christine KeepChristine Keep, HR Manager, BEM, Contract Management Company; Wendy DawsonWendy Dawson, Diversity Manager, Sodexo, International Facilities Management, Technical and Food Services; and Helen CoxHelen Cox, General Manager, Tourism Division, Department of Resources Energy and Resources. The following represents a summary of collective reflections and ideas:

Christine Keep, BEM Its not just about educating our employees, it is also about educating our supervisors and our management.All good intentions start at the top. Management commit to an Indigenous employment practice or program but when it gets out on to the work front we have supervisors on the ground who are hampered by production targets or financial constraints and they are not as tolerant or committed to the cause.There needs to be not only a focus on cultural awareness and the difficulties that Aboriginal people face in the work front, but not seeing them as different to other employees. We need to provide Aboriginal people with equal treatment with empathy – not sympathy on the challenges they face and understanding what barriers we need to break down. This is about developing a performance management system that is fair and equitable to all employees and setting clear guidelines up front, being honest in the communication process without fear of discrimination and communicating this early in the process.We have decided to provide a collaboration model where Aboriginal employees have input into their employment and how our Indigenous Employment Strategy will work. This is about giving Aboriginal people ownership in order to succeed by developing support groups and committees and running workshops through the recruitment process – show photos, take them to site to see what it is like, let the talk to other Aboriginal employees on site and hopefully this will have a flow on affect in growth in numbers.We can’t do this without stakeholder engagement – this is about our clients understanding what we need to achieve as a small company and financially this does come at a cost. We are in a world where in the resources, mining and construction sectors we are constantly asked to reduce our tender prices, get our prices lower so that we can win the work. If we are to meet our commitments to Indigenous employment and have an affect on

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community sustainability – this comes at a price. We need to work closely with our clients and develop business partnerships with like-minded organisations where we can learn from others and realise that, yes, it is about production, but it is also about corporate social responsibility.We are a young company, we have a long way to go, we are at the beginning of our journey compared to others in the room and as previous speakers have said we have to work together for a common goal. That is why workshops such as these are beneficial so we can learn from each other, learn from our mistakes, and find out information about where we can access information assistance. More importantly, it does take a collective approach to change perception and culture - and as a small organisation with the best intentions – we can’t do this alone.

Our desired outcome, other than achieving outcomes and targets and breaking down the barriers, is to have a clear way forward for small organisations like ours (and others) about the alliances that we can form with people so that we can determine where we need to go to be on the same path.

Wendy Dawson, SodexoWendy acknowledged the Noongar Elders and explained that she was a proud descendent of the Wiradjuri People in South West NSW and also had connections with the Eora Nation in Redfern, NSW. Sodexo is about catering, hospitality, facilities management and on-site solutions in the resources sector across WA including remote sites on shore and off shore.On-site solutions – includes chefs, plumbers, managers, kitchen hands, domestic and industrial cleaners, bus drivers, security officers, airport attendants, gardeners, maintenance and administration officer – much more than a catering company.Globally, we operate in 81 countries with close to 390,000 employees. In Australia, our remote site business includes the operation of 30 villages in WA, QLD, NT, VIC and SA with approximately 2,500 employees.Our jobs are the same across the world – they are very physically demanding, manually laborious, unglamorous and they are performed in harsh conditions over long hours – fitness is very important to enable our employees to reduce the risk of injury.We primarily have FIFO roles, but we are also lucky to have a Drive-in-Drive-Out (DIDO) role at our Boddington site. In Noongar country we operate villages at two sites – Boddington and Ravensthorpe and we have a very proactive participation with the GKB Employment and Economic Development Steering Committee.Sodexo was founded by Pierre Bellon in 1996 in France. Pierre who is 85 years old and still comes to work everyday. The vision he developed in 1996 was: To improve the quality of theTo improve the quality of the daily life of the people we serve in the communities in which we operate.daily life of the people we serve in the communities in which we operate. Sodexo has three guiding principles – – Team SpiritTeam Spirit, , Service SpiritService Spirit and and Spirit of ProgressSpirit of Progress. . But really, it about caring for each, taking pride in our work, when sometimes we’re not viewed very highly on site, and adapting our practices to meet the changing needs of our communities and our clients. We have a philosophy that we don’t own the land, we a really passing through and we want to leave a lasting legacy for the communities in which we operate.We decided to give our Indigenous Strategy some structure and in so doing, developed a Reconciliation Action Plan (RAP) as a tool – using Reconciliation Australia’s three core pillars to guide us – RelationshipsRelationships, RespectRespect and OpportunitiesOpportunities. In 2009 we started talking, listening and planning our RAP – we further confirmed our intentions by writing a Statement of Commitment

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and lodging this with Reconciliation Australia. This made us responsible and accountable for our actions that we said we were going to implement. It was also important for us to have sound governance and adequate resources. Sodexo has an Indigenous Steering Committee, chaired by the CEO, who ensures, through his performance management agreement, that we do meet everything that we say we are going to meet.There are many things that we could be doing but we have had to be focused and therefore narrowed our activities down to four priority streams: JobsJobs (direct employment); BusinessesBusinesses (supporting and developing Aboriginal-owned small business enterprises); Education andEducation and TrainingTraining; Sports, Arts and CultureSports, Arts and Culture. Under each of these four streams, 23 actions were identified that we would deliver on as part of our RAP. We aim to create 800 jobs for Aboriginal people at a rate of 80/year. Our Aboriginal workforce has grown: from 2009 - 40; 2010 - 90; 2011 - 180 and to date, in 2012 - 208. Of our 208 Aboriginal employees, 68 are people from the Noongar Nation. We have 6 managers working across the country (one of which is a Noongar man who manages one entire site in the Pilbara), 3 Chefs, 2 Plumbers, 4 Apprentices and 2 School-based trainees. At Boddington of the 121 Sodexo employees, 10 are local Aboriginal people and at Ravensthorpe of the 24 Sodexo staff, 8 are local Aboriginal people.

Sodexo is proud of its achievements – Celebrated career advancement of 20% of our finestCelebrated career advancement of 20% of our finest Indigenous employees to other opportunities within the broader mining sectorIndigenous employees to other opportunities within the broader mining sector. This is our positive way of showing that we do such a great job with training, supporting and helping our Aboriginal employees to grow that we actually lose 20% of our employees to other clients and contractors within the industry. Instead of being disappointed, we celebrate this as we know that people are going on to better opportunities, better pay and career opportunities.In terms of business enterprise and community sustainability, Sodexo is a very proud supporter of BYAC Contractors (an Indigenous owned and operated firm which provides training, skills development and job placement in the mining and construction industries to Indigenous and non-Indigenous employees). BYAC provides waste management services and also labour hire to some of our sites in WA. This shows a diversity of other businesses that Sodexo help to grow across the country. This particular stream is one that we would like to invite and encourage much more from the Noongar community – we would like to see many more opportunities developed in Noongar country.In terms of Education and Training Sodexo has worked with Aboriginal children to take ownership f their own XO Laptops and we will expand our commitment in 2012.We have developed an Indigenous Health Work Ready Program in response to the need for all of employees to be very fit and healthy – we have a customised six week program to assist Aboriginal people who may have been knocked back the first round of employment so that they have a second chance to improve their fitness levels and nutrition advice. We have Aboriginal trainee receptionists in all of our Head Offices around Australia, a School-based Traineeship Program, apprenticeships in commercial cooking, plumbing and gas, fund a school cook at the Wiluna remote community school and also provide the bread and butter for their breakfast program. The cook was funded as part of Sodexo’s involvement in the Wiluna Partnership Agreement. We raised $25,000 in November/December 2011 for the Karrartha Education and Support Centre, a centre for children with special needs, to provide a sensory room. We are also the sole funders of the Vitamin D Project in collaboration with Princess Margaret Hospital.In terms of sports, art and culture we are doing a lot of work with the Noongar community in Boddington and Narrogin – we see this as a way to continue to develop our relationship with our Noongar communities.

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Sodexo is also a very proud sponsor of the National Deadlys Award.Lessons we have learnt – we are nearing the end of our first RAP and we have already written and made a commitment to 20 actions in our second RAP. It is all about sharing responsibility and resources, bringing like-minded people together, and recognising and embracing the fact that every Aboriginal community has its own engagement protocol and their own needs and aspirations and acknowledging that it is possible to develop and agreement and action plan together – to maintain the momentum of positive results, we want to share the stories as much as we can about showing Aboriginal people that they can be, can do or achieve anything they set out to achieve. The main lessons for Sodexo are: listen carefully to show interestlisten carefully to show interest, remainremain enthusiastic to show passionenthusiastic to show passion, work together to show equalitywork together to show equality, and keep your word to earnkeep your word to earn respectrespect.

Helen Cox, Tourism Division, DRETHelen explained that the reason she was at the workshop, is that her colleague, Chris Stanford (Resources Division) had met with the Secretary of the Department who asked: ‘If the Working in Partnership program was working in the resources sector, could we not apply it to the tourism sector? There are some relationships there that we can harness to increase employment in tourism, particularly in the regional areas and in areas where there are Indigenous populations who are seeking work.’ I don’t pretend that we know the answer to this question, and I have come to the workshop to learn and listen rather than proffer solutions but I am really happy to talk with people who have any ideas or would like discuss anything.

When I was asked to come to the workshop I was enthusiastic, but I struggled to know what I would say. I decided that I would at least provide a little context and a picture and the tourism in Australia and where Indigenous tourism fits in – and then Doc (Reynolds) stole my thunder.Doc told us that only 20% of international visitors have an Indigenous experience when they come to Australia and about 80% of them express of desire to have such and experience.Clearly there is a strong demand, particularly in the international market, for an Indigenous tourism experience. In our department we accept that an Indigenous tourism experience can only be delivered by Indigenous people.Aligned with this, and perhaps exacerbated by a high demand for labour and skills in the resources sector, there are significant labour and skills shortages in the tourism sector as well. One of the reason for this is that wages in the resources sector are very high and not so high in the tourism industry, although Doc did highlight how much more enjoyable it is to work in the tourism sector.Clearly there is strong demand for more Indigenous product in Australia and that demand is not being met.Much of the research that we have done suggests that there is Indigenous product out there, but there isn’t enough. And much of what is out there is not genuinely international market-ready.It is important to recognise that engagement in tourism doesn’t always mean running your own Indigenous business. It can also mean working in an Indigenous tourism business or more likely working in the various elements of tourism including: hospitality, accommodation, transport, tour operators or working in the tourism industry for another employer. These are all pathways which provide avenues for Indigenous people to tell their story to tourists and this adds to the richness and diversity of the tourism experience for international visitors.International tourists really value the Indigenous tourism experience and they particularly value the personal contact. I think this is one of the really special elements of Indigenous

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product that I have experienced - it is basically, hearing a story and being able to talk to people about their story. With respect to yesterday’s visit to the Pinjarra Massacre Site – we had a walk along the river, the actual site of the massacre, and this was aided by a really brilliant and very moving audio presentation for which we used Ipods. It was a terrific presentation, it was extremely moving – it was not a sophisticated or polished experience, it was a real experience. We also saw a terrific movie and some amazing Indigenous paintings which told the stories of this area and other areas and we had some damper which was also great. These kinds of experience - simple but real – are what international tourists talk about. They are really enriching and are added to by the contact that you have with people. Sometimes more polished products might be enjoyable but the thing that sticks in your mind is the real experiences, real people talking about their own stories - that is kind the kind of product that we lack in this country and we really need more of it.One of the things that tourism offers that some other industries may not, is that it gives people the opportunity to stay on country and that is really important. It also gives the opportunities to sustain culture. You can sustain culture through providing a tourism experience that actually funds the lifestyle and funds the maintenance culture – this is a very positive and happy coincidence of events. There are many tourism operators who can tell you how meaningful this experience is and how they have been able to develop a lifestyle that suits their culture and helps to maintain their culture. From our point of view, we are really happy to be involved in supporting these kinds of businesses.

Robert Taylor, Forte Quay Resort, Mandurah

I have been in business, on this property for six years, but 15 years in other properties down south.When people come into resorts that I have managed, they genuinely want to have an Indigenous experience – let’s gets some of that product (that Doc spoke about earlier) out there.

We would like to have some of those Indigenous tourism products packaged up so that when people come to our resort, rather than them have to look to book a tour, we can be seen to offer them tours as part of their booking – there is not a lot available at the moment so it would be great if we could develop up more options.We have been talking a lot about getting jobs for the mining industry, but for me, the mining industry actually poaches all of my staff. We lose Chefs everyday to go to the mines to get more money. To me tourism is a lifestyle, it is not for everyone, it is hard work, but it is all about the fun of meeting people.Everyone can become a waiter, they get a fairly good wage, but they don’t really need to be that skilled and they don’t really need a lot of training to be employed in this field. I would like to see more Indigenous people wanting to work in this area. When you get off a plane, or in taxi, you don’t really see any of our people involved – it would be nice to see people who know a bit more about the local area. My dream is to see Indigenous people everywhere, so that when tourists land they get to see us. When you go to the airport today you see a lot of signs relating to mining and that is great, but wouldn’t it be nice to get off a plane here and be greeted by an Indigenous person. Ultimately I would like to see more Indigenous people involved in tourism in this area. Questions/Comments to the Panel

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Doc ReynoldsDoc Reynolds – When I considered some of the problems we had back on my home country, my old people were asking me to do some things to stop stirring up our country – we had no money, government had no money but we had the problem. What I did under the instruction of my old people was to approach BHP. They had a mine at Ravensthorpe and I went to see their community development people to discuss our problem. I explained that we needed some help, we needed some of their smart people to work with our people to help us fix our problem. BHP asked what we needed to do and how much we needed - they put the spanner back to us to come up with a proposal. This was one of the most significant Men’s sites on country and we had to divert people away from this and other significant sites but still allow people to go out and see some of the most significant rock art in the South West. A lot of mining companies have what is known as community funding but they need to get on and do what they have do – that is how they make money. What you have to do is be organised - go and see mining companies and work with them. BHP gave us $40,000 then another group matched this amount to pay our old people (as consultants on $500/day) to do research for our site. You need to put the onus back on to them (mining companies) to work with you – you can say that is alright for you to do (mine) over there, but you also need to recognise that we need to do stuff (protect our sites) over here. When BHP made the decision to close Ravensthorpe the Community Funding Program that had been established gave us $250,000 to continue work on our country for young fullas on country.When we did our presentation to BHP to thank them for their contribution we showed them how we had turned every dollar into six – they have since provided us with an additional $300,000 for the next three years to do work on country. Don’t worry about government, they will tell you all the reasons why you don’t want them. Mining may not appear to be receptive, but they will assist you if you are organised around what it is that you want to do. Question to Wendy Dawson, SodexoQuestion to Wendy Dawson, Sodexo - With Noongar in the South West, how should they prepare themselves to approach your company if they want to do business with you? Wendy’s ResponseWendy’s Response - The requirement for all employees are the same and these are determined by the clients (mining companies). The main three requirements are: 1. National Police Clearance – but this is not seen as major deterrent as we look at every applicant individually. 2. Medical and Fitness levels need to be fairly high however we now have a program in place so that we can work with people to have them improve in this area. And 3. Driver’s Licences. Literacy and numeracy is not that big a deal for us although this will depend on the client. If you can demonstrate a really healthy outlook on life and a positive attitude to work, and a willingness to come on board you no need technical skills - we try and have a policy that we will employ first and then we train second. If an individual can demonstrate that they are willing to make a go of it – we would be very interested.With respect to Noongar people wanting to do business with Sodexo, if an Aboriginal person, or a family group or community has a desire to develop, and or do a business they need to relate this to us. Their business, and or business idea, needs to relate to our core business i.e. cleaning, waste management, laundry etc, and they to have experience or a willingness to grow in their business area. As an example, we had an Aboriginal woman who worked as a domestic cleaner on one of our mine sites in a remote town and she wanted to start up her own business and provide local opportunities for people to get some benefit from the mining boom. Sodexo worked with her, one of our major clients and one of our smaller not-for-profit organisations to form a partnership to help this woman establish her business – we established this business from the ground. This woman bought her community networks, ability and experience, the not-for-profit organisation helped with the governance, contract and all of the administration that was required and Sodexo came up with money for uniforms, training on

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site and we also gifted a vehicle to allow her to go to and from sites – this demonstrated the power of relationship. Question to WendyQuestion to Wendy - Can we supply your company with dish cloths – we can supply uniforms, but if your market is dish cloths we can supply deadly dish cloths that can be for multiple use or throw away. Wendy’s ResponseWendy’s Response - Dish cloths are one of the key tools of our trade – with a large company with a corporate responsibility we would be happy to look at this. We are doing something similar with another site around soap – so dish cloths are something that would not be out of the question and we would be happy to look at this.Question to Sodexo and general Mining Question to Sodexo and general Mining – Licences are a big issue. I don’t believe that you need a licence to clean out a donger on site. Most of our people don’t have licences because they have huge fines and they can’t pay – so the cycle keeps going round. and they can’t pay – so the cycle keeps going round. Why can’t mining companies take on these people with an agreement to take a fee out of their pay to help so that they can ay their fines off while they are working?Response from Chris Godfrey, Griffin CoalResponse from Chris Godfrey, Griffin Coal – there is no actual requirement to have a licence on our mine site but you do need one off site when travelling on any roads.

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Government Sector Panel This session was designed to provide the GKB people, mining industry and service providers with the opportunity to meet government sector representatives and to hear of their aspirations, concerns and issues.

The government sector panel related panel included: Peter DonovanPeter Donovan WA Department of Indigenous Affairs; Paul BowersPaul Bowers, WA Department of Environment; and David PedlerDavid Pedler, FaHCSIA Metro Office, WA. The following represents a summary of collective reflections and ideas based on available workshop video footage:

Peter Donovan, WA Department of Indigenous AffairsOur business directory will be important – search engines will include: by industry, by region, by product and services provided.State Procurement Officers will only be able to go to the Aboriginal businesses that are actually registered on this directory in terms of direct purchase. The reason for this is that one of the requirements to register on the directory – 50% will be validated so that companies know that the business they are dealing with is an Aboriginal business.The directory won’t vouch for or provide a warrant for the services and goods that will be up to the procurer to get due diligence.Home ownership will also be another priority for the agency. This was also an issue for the Elders and it is a major barrier to attaining and or retaining a job. This also particularly problematic for some groups who are living in public housing whose incomes exceed the allowable income threshold? The reason why housing is important – around public housing there is no way that government will ever be able to meet the demand for housing and we need to provide alternatives for Aboriginal people to get into the housing market.From the State’s perspective, my agencies and most State agencies have a rigorous cross cultural training program. In the context of broader community awareness, there is no general education for the broader community and recent statistics indicate that 1000 people/week migrate into WA and this presents a big challenge in terms of raising cross cultural awareness across the broader. The Department of Indigenous Affairs WA the Indigenous employment rate is about 37%. Paul Bowers, WA Department of Environment From a Commonwealth perspective we are working toward an Indigenous Engagement Strategy across the department. This not necessarily specific to Gnaala Karla Booja, but it is a strategy that will try to educate departmental staff about what it is like to be an Aboriginal person living in Australia and how to negotiate some of the issues that are faced by Aboriginal people and communities. With respect to carbon farming initiative the government realises that this can’t happen without assistance. How do we reverse the trend in terms of carbon farming – the Liberal Policy talks about a Green Army i.e. extension of the Wildlife Corridor Program? Regardless of which way the Liberal Party decides to go, there will still be a requirement to sequest carbon. The South West of WA has been identified as the second most important area in Australia to sequest carbon through vegetation systems. In other areas like the Pilbara it is more about soil carbon which is a much longer term proposition. You would have to take ten years from day one, once you register your property as a sequesting operation, so if it is soil, it takes ten years to build a baseline. In terms of the South West opportunities, you put the system in day one and then in year or two, you can

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go back and measure the girth and the species, measure how much carbon you have sequested and then receive certificates at $23/Ton. Over a five to fifteen year period you start to get quite a big return for the carbon sequested and you can then trade this on the open market. The government is aware that Aboriginal Australia is a difficult space in which to work in so we are putting together these strategies to help us work through this. David Pedler, FaHCSIA Metro Office, WAFor every Commonwealth agency it would be safe to say that cross cultural awareness training is part of the orientation process. Most people would not get a start if they don’t have this type of training.Most agencies also have whole range of initiatives including Aboriginal participation programs, Reconciliation Plans and certainly from FaHCSIA’s we put out quite a bit of money for public awareness programs including NAIDOC events. FaHCSIA covers a broad range of affairs, but in terms of Aboriginal affairs, it gives us a mandate to walk all over everyone else’s area in the interests of Aboriginal people.There are a whole range of programs available through FaHCSIA’s and there is also the process whereby the Commonwealth distributes funds through to the States and we have some role in these processes and they are certainly extensive and complex.In terms of our local role there is a number of components: 1. FaHCSIA’s mainstream programs – one of the issues is to ensure Indigenous access to such programs; 2. Engaging effectively with Indigenous communities and other key stakeholders – we have a mandate to add value and to bring people together, similar to this workshop in the context of the MCA MoU. In terms of governance, at the State level we have a WA Reference Group that has representatives from the Commonwealth and the State to address some of the problems that are seen to be systemic i.e. drivers Licences.Myself, and my staff are trying to have a greater presence in the South West of the State.

Garry Clark, Chief Executive Officer, Shire of BrooktonI didn’t really come here to speak, I really came to listen.I wanting to hear what sought of solutions we were going to come up with as I think by doing the same things over and over again are not really going to change anything.The Shire of Brookton only has a workforce of twenty five people so if I were to employ two Indigenous people then my employment quota is done. I not really interested in that, if I have a job vacancy I am looking for someone that can actually do that job. What we do struggle with (because we are small) is don’t have the capacity to train people right from scratch – we need people who have already got an education and some skills. I was hoping to hear about certain programs that help get Aboriginal people’s to a certain skill level so that they are job ready for us to employ them.There are lots of little Shires (approximately forty-four) out in the Wheatbelt area, all with small populations around a thousand people operating with small workforces. I was aware of a program that ran for around three months that would people those skills and get them transitioned to be able to work five days a week. If there were those sorts of programs which allowed people to come out the other side with skills to be able to work in our office or on road crews I would be happy to employ them.I find that if we employ local people they are likely to hang around, whereas if they are from somewhere else they tend to stay for a while and then take off.

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Launch of the GKB Employment and Enterprise Development Agreement

At the completion of day one the GKB EEDA was officially launched. Gerri Hayden thanked all parties that had been involved in the development of the Agreement, in particular the GKB Steering Committee, Newmont, SWALSC, the WA State Government and the Commonwealth Government.

Gerri also acknowledged the importance of the Agreement to the Moorditch Foundation, GKB organisations, Elders and GKB people in general - this Agreement is for you. This Agreement is also for our service providers and our partners as it helps us to work together to open up pathways through partnership. We need to meet each other half way, we are not going to sit back or sit down anymore – we are going to stand up and say, if this is a partnership for us, then we are going to make it work for Noongar People in the South West.

On behalf of industry, Kelvin Eglinton explained that from Newmont’s point of view, what has been achieved so far is modest, but the intent is good. What this Agreement does at a wider regional level in bringing the key parties together is the first step in the alignment of what we want to do at site level. It allows us to know all the services that are provided that can be bought to the table. This is actually quite significant as we can now go to all of you and invite you to be part of this Agreement as we now have the backing of some quite key players. Newmont is currently the only industry party to the Agreement. Kelvin acknowledged the efforts of Bryn Roberts, Peter Ryan and David Pedler and Graham-Ellis-Smith for moving the Agreement forward.

The Agreement includes a number of projects which are really exciting. It will provide opportunities for all parties to be involved with Newmont Boddington to come up with tangible solutions here in the next three years and we hope that other industry players also become involved.

Glen Kelly (SWALSC) explained the EEDA is an effort to coordinate industry, Commonwealth and State government and the different sectors and resources. When the process was started six years ago it was very obvious that there was a need to come up with something to coordinate people and resources.

The first struggle we had was to get people to operate on the claim-type boundary and that took a couple of years. There were a number of reforms that we worked through to bring about this Agreement. It is about coordinating resources, giving the GKB People the ability to come up with their priorities and driving them but also allowing them to talk with government agencies and industries about aligning their programs and resources to meet their priorities – how do we make your priorities meet with our priorities.

On behalf of the Commonwealth Government, Richard Aspinall advised that it was an absolute privilege to be involved in the partnership Agreement. It is really important for people locally to find solutions to the issues that confront them and by co-designing the way we do business you will get great outcomes because people are engaged, we finds solutions to problems that exist and we have a real conversation and that is what this Agreement is about – having a real conversation and adjusting as we go. FAHCSIA are very proud to partners and we look forward to being involved on behalf of the Australian Government.

Peter Donovan on behalf of the WA State Government advised that they were also committed to supporting the MCA and Commonwealth Agreement. We were party to this Agreement in its first version and we are very pleased to continue this relationship in version two. We are keen to see some real tangible outcomes being delivered. Like the Commonwealth, we are very keen, and will be coordinating all of the State agencies that are required and are needed to have input into the

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projects and strategies in the document. We look forward to a very productive Agreement period and to see some very productive tangible outcomes.

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Sydney Jackson: Born Leonora 1944-07-01, Born Leonora 1944-07-01, V/AFL ClubsV/AFL Clubs - - CarltonCarlton, V/AFL Games, V/AFL Games - - 136136,, V/AFL CareerV/AFL Career - - 1969-761969-76, , V/AFL GoalsV/AFL Goals - - 165165, , Brownlow VotesBrownlow Votes - - 2424, , WAFL ClubsWAFL Clubs - - EastEast PerthPerth, SANFL Clubs, SANFL Clubs – – Glenelg. Premierships – Carlton 1970, 1972; Life Membership –Glenelg. Premierships – Carlton 1970, 1972; Life Membership – South Bunbury Football Club, East Perth Football Club and Carlton Football Club; Team ofSouth Bunbury Football Club, East Perth Football Club and Carlton Football Club; Team of the Century – South Bunbury Football Club (Centre), East Perth Football Club (Centre);the Century – South Bunbury Football Club (Centre), East Perth Football Club (Centre); Carlton Football Club Hall of Fame 2006.Carlton Football Club Hall of Fame 2006.

Originally from South Bunbury, Syd Jackson had already won two Hayward Medals as the fairest and best player in the South West National Football League by the time he arrived at East Perth as a nineteen year old in 1963. Before long, he had acquired a reputation as one of the finest attacking centremen in the game, and, at the end of his debut season with the Royals, he finished joint first in the Sandover Medal voting. However, having incurred a suspension earlier in the season, he was ruled ineligible. Voted his club’s fairest and best player in 1966, Jackson was in the club’s losing grand final teams both that year and in 1967. However, as early as 1965 he had been attracting attention from VFL clubs, most notably North Melbourne and Carlton. In the end it was the persuasive talking of Carlton coach Ron Barassi which settled the issue, and Jackson duly signed for the Blues in time for the 1968 season. Given that Jackson had given them more than 100 games service (104 to be precise), the East Perth hierarchy was prepared to clear him, but his VFL debut was delayed by twelve months because the WANFL clearance board refused to endorse the move.Jackson went on to give Carlton eight seasons of fine service, mainly as a half forward flanker, before rounding off his career with a season at Glenelg. Syd Jackson represented Western Australia once, against South Australia at Subiaco Oval in 1967 when he was one of the best players on view in the home state’s crushing win. In June 2006 he was named in the centre in East Perth’s official ‘Team of the Century 1945 to 2005’. Sources: http://Australianfootball.com/players; Full Points Footy's WA Football Companion; and http://aiatis.gov.au

Key Messages from Mr Sid Jackson I was born in Leonora but didn’t really get to know much about it or really live

there, as was the sad case at that time, we were taken away as children. As a member of the Stolen Generation and having been bought up on

Roelands Mission, football provided me with an opportunity to get away from the Mission and to make a difference in my life.

We had one football in the Mission and about twenty of us as kids we would all compete for a kick of the footy. The South Bunbury Football Club saw us and some of went on to play with the club - this was how my football career started.

Carlton Football Club played against South Bunbury and a fellow called Ron Barassi decided that he would take me to play with Carlton – played with Carlton for ten

Additional PresentationsDuring the two days of the workshop several impromptu presentations were delivered. This section provides a summary of those presentations.

Acknowledgement of Legends

Two of Australian Football’s Aboriginal legends in attendance at the workshop, were acknowledged and invited to share their personal stories of success and offer key messages for Noongar youth.

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Stephen Michael: Born Wagin Western Australia, 15 March 1956 - Born Wagin Western Australia, 15 March 1956 - Inducted 1999 to theInducted 1999 to the Australian Football League’s Hall of Fame.Australian Football League’s Hall of Fame.As a home-grown player, Stephen Michael achieved almost everything possible in Western Australian football. An athletic ruckman with tremendous courage and commitment, he was rated among the best WA footballers never to venture to Victoria. Michael won two Sandover medals (1980-81) as the best player in the strong WA Football League, with a 12-vote margin in a record second year tally. He won the Tassie Medal for the best player in the 1983 Australian carnival after leading WA to victory over Victoria and South Australia; plus the All Australian captaincy and the Simpson Medal as the best player against SA.Michael won South Fremantle’s fairest and best award five times, 1977,78,79, 81 and 1983 adding a premiership medallion in 1980, when he was among the team’s best players.Born in Wagin, in WA’s Great Southern, Michael moved with his family to nearby Kojonup, where he developed his football skills, and was judged the best player in the district before joining South Fremantle in 1974, starting in the reserves. The next year he played two reserves matches and on 12 April 1975, he graduated to the league team and went on to play 243 senior club games before injury forced a premature retirement at age 29, in 1985. The first 212 games were played consecutively.An Aboriginal fiercely proud of his race and with unswerving loyalty to his family and friends, Michael never used his colour as an excuse or a reason for his career and achievements; he regarded all people as equal. His 1999 induction into the Australian Football League’s Hall of Fame was confirmation of his sporting prowess.Source: Western Australian Institute of Sport - http://www.wais.org.au

Key Messages from Mr Stephen Michael I am pretty fortunate through what I achieved in life. I worked hard for what I

had achieved - no-one gave it to me. I had very good parents in Mum and Dad and when I look at life, no-one gives

you nothing for nothing – you have to really earn it. When I look at work, we need to stay focused, when things get you down you

need to regroup (just like when you get an injury in football) - I have been at Westfarmers now for 24 years.

We need to bite the bullet and work together. Look at footy clubs in the AFL at the moment. Businesses and companies need to have at look at what these clubs are doing and take a leaf out of there book. They really help young Indigenous people - they have mentors, good role models and people who understand.

I am not being rude to companies – but, you have to come down on the same level as some of these footy clubs. At Westfarmers we have kids who have come through that couldn’t sell themselves but with the appropriate mentoring, understanding and support they have successfully moved on with their lives.

I think that the door is open now, and it is very good to see so many people

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Woolkabunning Kiaka Inc (WKI) - Roelands Mission

Les Wallam from Woolkabunning Kiaka Inc (WKI) provided a brief history of the Roelands Mission and an overview of its Strategic Plan 2020 – Strong Proud and Building for Future Generations. Established in 1932, Roelands Mission, originally known as Roelands Native Mission, was one of 27 missions run under the auspices of the Native Welfare Department.

It is estimated that 500 children, who were removed from their families, resided at the mission over the period of 30 years (1940-1970). Many of these children had been taken thousands of kilometers from their homelands.

In 1975, the Churches of Christ Federal Aborigines Board bought the property and changed the name to Roelands Village. In 2004, the Indigenous Lands Council bought the property on behalf of the Woolkabunning Kiaka Association, representing the former residents.

OUR VISION:To provide opportunities for guests and visitors to Roelands to interact with and learn about our story, Aboriginal culture and heritage; whilst providing opportunities for Aboriginal people to take responsibility for our future.

We will:

Promote the overall development of the community Contribute to the self support of the community by the development of economic projects Promotes education, health services, employment and housing for the Community Encourage and develop mutual trust and friendly relations between community and the

general community.

Our Priorities and Objectives are:

Leadership and GovernanceLeadership and Governance – To meet our legal, moral and leadership obligations for a sustainable future.

Environment Environment – To heal, restore, preserve and create opportunities to sustain our environment.

Heritage and Culture – Gather, preserve and share our cultural heritage. Education, Training and EmploymentEducation, Training and Employment – Support education, training and employment

opportunities for WKI and the broader Aboriginal community. Economic Projects and SustainabilityEconomic Projects and Sustainability – Build economic sustainability through WKI business-

enterprise projects. Health and Well-BeingHealth and Well-Being – Support the physical, social, emotional, cultural and spiritual well-

being of the WKI and broader Aboriginal community. Engaging our Community, Partners and StakeholdersEngaging our Community, Partners and Stakeholders – Build strong, lasting and mutually

beneficial relationships and activities with our Community, Partners and Stakeholders.4

4 Source: Woolkabunning Kiaka Inc Strategic Plan 2020 – Strong Proud and Building for Future Generations 44

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Break-Out Group DiscussionsOn day two of the workshop, participants were allocated to groups to define the priorities for their respective groups.

Grant encouraged participants to define what it was that they wanted to address and to be clear about what it would actually look like if the problem was addressed. For instance, licences and unpaid fines were problems that were identified, but this could be resolved tomorrow through another government program i.e. bring your unpaid fines to me and I will pay them for you - that can solve the problem of unpaid fines tomorrow, or does it solve the real problem?. Unless those same people are prepared to take responsibility for their own thinking, feeling, behaviour and driving those same people are just as likely to turn up again next month with more unpaid fines – this does not solve the problem. At the end of the day, the one person who has to sort out their problems with fines, yarndi, grog or whatever - is me. I need to take responsibility for my own thinking, feeling and behaviour and I need to have a more positive view of my life. Richard (Aspinall) also spoke about the need to create pathways – what journey needs to taken to make sure that these pathways are solid. There are a lot of problems that will affect our capacity to develop that solid pathway. We also have a lot of cross industry opportunities in tourism, civil construction, hospitality, aviation and so on so we need to get it out of our heads that mining is the only industry with potential opportunities. We also need to not to see the mining industry as a fourth level of government. There are many opportunities available we just need to be clear about what our priorities are.

The following presents a summary of discussions from each group based on available workshop video footage.

Elders Group Grandparents and parenting – responsibility has been removed from us and we

are going to take it back to put the onus back onto our children and grandchildren. Licensing – we want our children to be accountable and take responsibility for

their driving. Unpaid fines – hat is their responsibility and we need to give this problem back to

them. Enter into agreements with employers across industries. Young people must take responsibility for their own lives – a lot of our young

people have criminal records and as Elders we want them to be more responsible. Alcohol and drugs – too many drugs are being fed into our communities – we want

our little kids to be drug free. To stop drugs and drug pushers among our own mob, it starts with us as Elders and us as families – we need to take responsibility.

Education – we are trying to encourage our children to go from year eight to year twelve.

We would like to encourage our children to learn how to drive while at school. We need more of our parents to become involved with the schools and the

education of their children. We need our kids and parents to be involved in voluntary work at schools. We need Aboriginal parents and their children to build healthy and happy

relationships as family. Diabetes is a big problem for our people – we need to have Aboriginal Counselors

(not necessarily qualified, it could be any responsible and mature Aboriginal person) to work

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with our parents and to promote healthy living. We need scholarship for nurses, doctors, researchers and general employment in

hospitals.

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Industry Group Work readiness is of critical importance. Mentoring needs to have community input – it is the Noongar community must

help to design what mentoring will actually look like. Return of licences - industry can be supportive by being flexible on site i.e. you

don’t necessarily need a licence while on site. Aboriginal people who come for jobs may not have a licence but industry can promote responsible driving while on site and encourage responsible approaches to driving off site.

Need to establish cohesive government program linkages with industry opportunities.

Opportunity to develop employment policies and business contracts that are directed just at Aboriginal people and businesses.

How do we identify and plan for these opportunities – we need to give Aboriginal people time to prepare themselves that they can be ready to take up business contracts. We should also try to make our contracts more understandable for Aboriginal people.

Natural Resources need to be aligned and collaboration needs to happen between government, industry and the Aboriginal community to protect cultural heritage.

Working strategically is really important and ensuring appropriate programs and training fit with opportunities that lead to sustainable jobs for local Aboriginal people.

Employment strategies need to be local, but also regional-focused targeting Aboriginal people.

We need to ensure that there is support for Aboriginal businesses to ensure success.

We need to have a partnership agreement you need to have the participation of the mining sector, other industries and really good support from the government sector, but most importantly, we need to have the active participation of the Gnaala Karla Booja People in the process.

Government Services Group You can’t talk about employment and readiness of people to become employed

unless you talk also about education as a factor – the same as training becomes a factor. Fundamentally our ability to deal with (problems associated with employment,

work readiness and training) rests on our ability to handle a whole lot of other things that are affecting Aboriginal people and communities so we have to put some of those things to bed.

That’s the thing - we are never going to put those things to bed and we have to deal with that. As agencies we need to acknowledge that, we need to step through that as a process.

In terms of housing, some of these issues are imbedded i.e. the moment you put people into employment they are basically denied social housing.

Home ownership was mentioned as an issue by the Elders and it is a major barrier to attain, and in many instances, retain a job.

We need to acknowledge the commitment of industry toward employment and create pathways through to employment.

One of the reasons that we are very pleased with this conversation is that it actually starts the conversation. It starts to understand where the Aboriginal community sits in terms of its aspirations, its needs, wants and directions as well as the mining industry that is genuine in wanting more Aboriginal people as employees.

Part of what we (government) need to do is to make these pathways a lot clearer 47

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and we have to understand what is stopping people from getting into jobs.

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Community Service Providers Group As Noongar people we need to create a balance between our work and our

culture. We (South West Aboriginal Workforce Development Centre) can offer practical

assistance to employers to increase the pool of Aboriginal applicants for the positions – that is what we are set up to do. If Aboriginal people need help with covering letters or resumes we can help them too. We encourage employers and job applicants to work with us.

We need to get bums on seats in the mining industry to secure long term futures for young people.

We should have a partnership where there is lot of input from Noongar people. There are so many things that are happening – we need to start planning for the next twenty years.

This workshop has provided the start of a process that can become long term and sustainable.

Community Group School of Excellence/Training Centre for Aboriginal people to create pathways

from training through to employment. We need to have this bought down into our region - stop re-inventing the wheel.

Governance leadership and coordination between all levels of government. We want government to be involved in a two-way communication with the community.

Preservation of Noongar language, arts, culture and heritage – including Cultural Heritage Management Plans from all industry, government and non-government organisations.

Licensing Program/Strategy to actually address the problems associated with licensing and unpaid fines.

Healing Centre to deal with psychological trauma, grief, loss and mental health mobile clinic.

Aboriginal Health Centres across the Wheatbelt region. Establish GKB Trust Funds that help us invest in our futures – we want to

determine our own futures. Establish a GKB Advisory Body (e.g. the Moorditch Foundation) to discuss

employment and business opportunities across GKB country. Ensure that we can take advantage of mining and other industry opportunities. Driver training and licensing – we can set up our own driver training school to

train our people. Ensure ongoing Aboriginal workforce development. We want to compete for

bigger business opportunities. Training Centres - All we have heard is that our people have to be trained. We

want a training farm – Wandering Mission has a big piece of land. Those mining companies who want our people to be trained must realise that the environments in which our people are trained are often too overwhelming for our young people. We need to take it back on country and get the old people to tell them so that the youth can show respect again for the old people and the Wadjella people.

No band-aid treatments - Noongar leadership programs - Mentoring by Noongar people. Schools can employ Noongar people within the system to improve performance.

We need to put time and resources into parenting programs to help parents take responsibility. We need to re-educate the parents and get them back into culture – don’t pick

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on the youth all the time, get onto parents who are lazy and let their kids get away with things.

It is time for us to empower our youth to take on the challenges and take on the opportunities. Once it (economic participation) gets going it will have a roll-on effect. The Noongar People will become self sufficient, they will be more proud of themselves and they will become role models for their own kids.

Socially we will change and better ourselves in wealth creation to know what it is all about and our next generation will come along and there will be a flow-on effect to our children.

We are not just talking about career pathways – we are talking establishing an economic base within our communities, when people get jobs they buy houses, when they pass on their children have equity to be able to build on – so we are talking about breaking the long-term poverty cycles not just employment and training.

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Workshop Summary and Close - Where to from here?Grant Sarra explained that this workshop, like others, presented a whole range of opportunities for future discussion and action. In the context of Closing the Gap, if we are to move forward in this particular region of Australia it is important that we don’t get confused by the negative things that are happening among Aboriginal people and communities from across Australia. We need to be able to identify key priorities and strategies that focus on delivering of tangible outcomes in the South West of WA.

We need to stay focused on what needs to be done and how it will be done in this region. Learn from good examples from other regions but stay totally focused on this region – you don’t have to close the gap for Aboriginal people across Australia, you can contribute to this by closing the gap for Aboriginal here in Gnaala Karla Booja.

When you have identified what the broad priorities for people are in this region and defined what things will look like when they are achieved, the questions of what, how (on an annual basis) when and by whom will be dealt with by you via an effective partnership process at the local level. This is where the GKB Strategic Plan will be of critical importance. This plan should clearly articulate the Vision of the GKB People and what the broad priorities and desired outcomes will be. The implementation and ultimate success of this plan, once it has been developed, will be determined by each of you here at the regional level.

In concluding the workshop, Chris Stamford General Manager, Minerals Division, Department of Resources, Energy & Tourism acknowledged the GKB Elders and People for their warm welcome and active participation and contribution to the workshop. Chris specifically thanked the Elders for providing the opportunity for participants to come together as part of the workshop to learn and work with them – I hope that you have found this workshop as useful as what we as participants have.

What is the perspective that I can bring to this process. 204 Billion dollars worth of minerals and energy commodities will be exported from this country in 2011-12. Australia is now the world’s most successful exporter of mineral commodities. There is no other country on earth that does it as well as we do, or as successfully or who makes as much money as Australia does – we want to continue that.

There are two big issues that sit at the back of making sure that this happens. The first is infrastructure – if we are to maintain our presence as a minerals exporter in the global market, which is beginning to understand exactly how vulnerable and valuable that process is, we need to be able to get minerals to ports, get them out of ports and into the markets and get them there cheaper and more effectively than anybody else.

The second issue is people - we have an employment shortage in this country and we have a skills shortage. Industry and government realise that we need to work in partnership with our Aboriginal communities and we need something to lean on in order to deliver outcomes.

The GKB Strategic Plan, and the EEDA, which forms part of this plan, will provide the short-term and long-term ideas to move forward. If the Strategic Plan tells your story and explains your priorities then the most important commitment that was made in this room over the last two days is that industry and government will be guided by this plan in their relationship with you.

Get that plan right, and industry and government has said that they will be guided by it in their relationship with you. There are opportunities in this region but we will need the GKB, government

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and industry to work together to get us there and here is a willingness in this room to be guided by your plan.

In closing the workshop, Geri Hayden thanked all the people who were involved in the organisation of the workshop and the participants who turned up at the workshop. Our theme is walking together – let’s not stop. We want to keep walking, our journey started in the last two days – as Noongar People, as Wadjella People as industries, non-government organisations and government agencies.

Geri thanked her Elders for their contribution over the two days and the other Noongar working party members for their contributions. We hope that you can take things away from this workshop that you have seen to help your own working parties to let them know that they too can work in partnership with GKB. I think when we as Noongar People start working together we will achieve much more. If we are going to achieve positive outcomes and we want industry and government to see what we are about then we as Noongar People must start by working in partnership with each other. We know we can do this, we have proven this over the last two days and please our Noongar People – don’t stop. I am going to work and work until I have achieved what I have set out to achieve and that is working with my own GKB People, and working in my own job that I have to achieve outcomes for our younger people, our future generations, and working alongside our Elders and our old people with the knowledge.

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Appendix A - Workshop ParticipantsAbraham, JockAbraham, MervynArkwright, David Regional Development Coordinator Peel Development CommissionAspinall, Richard State Manager FaHCSIABanks, Margaret Local Employment Coordinator c/- Joanna Tokarczyk DEEWRBarton, Steve Manager, Organisational Development City of MandurahBennell, Mathew General Manager BYAC ContractorsBennell, Lera

Blackford, GeoffManager, Customer & Community Relations Premier Coal

Bowers, Paul Australian Government NRM Officer WA Department of EnvironmentBynder, WayneCamons, Russell Project Officer, Community Services Jobs South West Community

Services

Carter, MichaelRegional Officer, Perth Indigenous Coordination Centre FaHCSIA

Clark, Garry Chief Executive Officer Shire of BrooktonCole, Shannon Community FirstCollard, MurrayColley, Adrian Director Red Ochre ConsultingCummins, Paula Employment Coach Community First

Cooke, WendyIndustry and Education Community Liaison Officer Kwinana Industries Council

Cox, Helen General Manager, Tourism Division Dept Resources, Energy & TourismCouncillor, BarbaraCurtis, James Principal Policy Officer,

Intergovernmental UnitDepartment of Indigenous Affairs

Dawson, Wendy Diversity Manager SodexoDonovan, Peter Director, Economic Development WA Department of Indigenous

AffairsDonovan, Than Board Member WAITOC Association LtdDorman, Veronica Executive Officer Skill Hire - JSAEglinton, Kelvyn Regional Manager, Social Responsibility Newmont Asia PacificEllis-Smith, Graham MCA MoU Coordinator MCA MoU PartnersEvans, Loius CEO Gnaala Boodja Council Aboriginal

CorporationFlugge, Kelvyn Dept Agriculture & Food WAFord, JonathonGarlett, GarryGarlett, Betty

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Godfrey, Chris Human Resources Manager Griffin Coal, Collie

Gooding, Pip Senior Regional officer Wheatbelt Development Commission

Haigh, Simon

Principal Advisor Economic Development, Community & Indigenous Affairs BHP Billiton

Halfpenny, Paul Media & Communications Manager SWALSCHansen, JanetHarding, Matt Community Liaison DECHart, TedHayden, Geri Chair, EEDA Working GroupHayden, CharneHayden, JanetHaywood, Norm Chairperson Ngalang Booja Aboriginal

CorporationHaywood, ShirleyHo, Karen Director, Service Delivery Strategy WA Dept of Training & Workforce

DevHumphreys, Kim Skill Hire Pty Ltd  Jerrard, Sue-Ellen Community Relations Superintendent BHP Billiton Worsley Alumina Khan, JamesKane, Monica Training & Business Development Mgr Community Arts Network WA IncKearing, ShannonKeep, Christine HR Manager BEMKelly, Glen Chief Executive Officer South West Land and Sea Council

Kluken, Jennifer

Senior Advisor Indigenous Economic Opportunity, Community & Indigenous Affairs BHP Billiton

Kasat, Pilar Manager Director CANWALambrecht, John Executive Officer Regional Development Australia,

PeelLawry, Bill CEO SWALSCLewis, Georgia Manager Goomburrup Aboriginal

CorporationMcAllister, Justin SW Native Title Coordinator DECMcIntyre, JohnMay, Lynne Company Manager PEEDACMeade, Lisa Senior HR Officer Bunbury Port AuthorityMichael, PeterMiles, Lee Education, Skills and Jobs Coordinator DEEWRMontgomery, Scott Project Manager Tenure & Native Title WA Department of Mines &

Petroleum

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Nannup, Franklin Chairperson Murray Districts Aboriginal Association

Nannup, HarryNarkle, HarryNelson Cox, Michelle

Community Development Officer - GKB South West Land and Sea Council

Northover, JosephO'Kelly, Claire Business Development/Partnerships Woolkabunning Kiaka Inc.Oades, Anna Chief Executive Officer South West Development

CommissionOrd, Duncan Deputy Director General WA Dept of Indigenous AffairsPedler, David Manager, Metro Office FaHCSIAPostma, Therese Assistant Director, Social Policy Minerals Council of AustraliaReynolds, Doc Vice Chair WAITOC Association LtdReynolds, Robyne Tourism Operator WAITOC Association LtdRoberts, Bryn MCA MoU Facilitator

Roocke, Nicole DirectorChamber of Minerals & Energy (WA)

Sarra, Grant Workshop Coordinator RET ConsultantSlater, Arthur 08 96421231 Seabrook Aboriginal CorporationSlater, Fay 08 96421231 Seabrook Aboriginal CorporationStamford, Chris General Manager, Minerals Division Dept Resources, Energy & TourismStyants, John Principal Policy & Project Officer Department of Indigenous AffairsTaylor, Robert Manager Forte Quay Resort, MandurahThorne, GregThorne, MichaelTyquin, Michael WIP Coordinator RET

Van Noort, Erin Executive Officer, SW RegionChamber of Minerals & Energy (WA)

Yarran, RegWallam, Les

Wilde, Mike Manager,C44 Tenure and Native TitleWA Department of Mines & Petroleum

Whittaker, Jason CEO Shire of Collie

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Appendix B - Participant EvaluationsGnaala Karla Booja - Working in Partnership with Industry and GovernmentThe following is a table of results from participants’ evaluation sheets about the workshop. There were 29 respondents. Not all respondents answered all the questions

StronglyAgree

% Agree %> Neutral

Neutral % Disagree % Strongly

Disagree % %

Workshop Objectives 

The objectives of the workshop were clear to me and relevant to my role in my organisation

13 69 14 36.8 9 23.7 2 5 13

The structure and format of the workshop allowed the objectives to be achieved

4 31 25 65.8 8 21 1 2.6 4

Working with others  

As a result of the workshop, I have a better understanding of the things other groups see as important in developing partnerships

12 31.5 23 60 3 7.9 12

I met a number of people at the workshop that I will probably contact or deal with again

13 34.2 16 42.

1 9 23.7 13

The information kit (case studies) provided will be useful in demonstrating to others some of the examples of mining companies working in partnership with Indigenous communities

11 29 26 68.4 2 5.7 11

Organisation & format   

The workshop was well organised and the time spent on each session/topic was about right.

10 26 24 63 2 5.7 2 5.7 10

The time allowed for meeting with and talking to others was about right

6 15.8 8 21 24 63.1 6

The facilitators(Grant Sarra and Mike Tyquin) encouraged discussion and the sharing of ideas

24 63.1 13 43.

2 1 2.6 24

The social function was worthwhile and a good chance to network with others*

- 24 63.1 7 1 2.6 - -

Workshop conclusions

The results of the workshop are something I will be able to talk to others about and use to build partnerships in the future

17 44.7 17 44.

7 4 10.5 17

Total* Not all participants attended this function. Where participants did not tick a category, this study has assumed a ‘neutral’ response.

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Appendix C - Participant Comments

“Same cause! People and organisations are here for a better future and engagement.”

”Needs grassroots follow-up” “People need to know what has /is being done.” “Mentors are very important” “Working in partnership means negotiating, not demanding.” “Keep the connection, don’t break the link.” “Thank you for giving us the opportunity to develop the partnership bridge

to mining sector.” “Great to be introduced to new contacts” “GKB has the prospects of being a massively strategic and successful

organisation. We all need to ensure that this is recognized and happens.”

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