2.1 |
The key motivation for Indigenous employment was described
as:
... it is having a job. It is being able to go to work, being
part of a team and a community, being independent, getting those
wages every week and having that money that they did not have
before so that they can buy for the family and provide for the
family.2
|
2.2 |
The sustainability of Indigenous employment was attributed to an
interest in the type of work and financial benefits which enables
them to support families and have a lifestyle of their
choice.3
A steady job remains the best means of overcoming disadvantage
in our society. People in work are financially better off, they
acquire skills and experience and they are more closely connected
with the communities.4
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Successful Indigenous Employment
programs
|
Private sector employment
|
2.3 |
The private sector is and will continue to be the driver of
future opportunities for Indigenous employment due to the
significant skills shortages in many industries. The minerals
industry for example is facing severe skills shortages particularly
in engineering, construction and operational trades during the
current expansion phase.5
|
2.4 |
There are also Indigenous employment programs designed to
develop projects with industry such as the Corporate Leaders for
Indigenous Employment program.6 In
the banking industry for example, the National Australia Bank and
Australia and New Zealand Banking Group Limited have a number of
initiatives for increasing Indigenous employment and see this as
part of their corporate responsibility to the community of
Australia.7
|
2.5 |
Self-employment is another growth area. Records show that
Indigenous people have about 4.8 per cent business activity
compared to non-Indigenous self-employed levels of 16 per
cent.8 Dr Dennis Foley believes that
there is far in excess of this number.9 Small business owners would not be required to
register their Indigenous background, so this figure cannot be
determined.
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Opportunities from the land
|
2.6 |
Utilising Indigenous land interests for the economic gain of
Indigenous communities has been the subject of considerable public
debate recently. This impetus has underpinned changes to the
Aboriginal Land Rights Act (Northern
Territory) 1976 (Commonwealth) and aspects of the Native Title
Reform process. While the issues surrounding native title and land
rights are complex, and an exhaustive discussion exceeds the scope
of the Committee's inquiry, this chapter explores positive examples
of employment opportunities for Indigenous communities derived from
their land interests.
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Minerals industry
|
2.7 |
In the minerals industry, 60 per cent of their operations have
neighbouring Indigenous communities.10 The mining industry has a vested interest in
Indigenous land and communities; many resources are located on
Indigenous land interests and companies need workers.
If skills are one of the capacity constraints then that, of
course, will moderate our capacity to take advantage of the
opportunities on the back of the supercycle driven by the
industrialisation and urbanisation of developing economies,
particularly in Asia. We see a significant opportunity which exists
in developing a skilled Indigenous workforce that can capitalise on
the employment and business opportunities in those regions
...11
|
2.8 |
For many remote communities where the job market is weakest, the
mining industry is the largest private sector
employer,12 a trend which seems set
to continue. The Yamatji Marlpa Barna Baba Maaja Aboriginal
Corporation submitted that:
There is no doubt that there have been two significant
developments in Western Australia in the past ten years for
Aboriginal people - the Native Title Act and the resources
boom.13
|
2.9 |
The Minerals Council of Australia (MCA) told the Committee:
We provide a diverse range of employment opportunities across
the professions, skills and services. We are currently the largest
employer of Indigenous Australians in Australia, with around five
per cent of our workforce being Indigenous Australians. As the
provider of the only significant mainstream economic activity in
most of the rural and regional Indigenous communities, we recognise
that not only are we in a good position but that we can actually do
more to increase the positive benefits to Indigenous communities
from our activities.14
|
2.10 |
In June 2005 the MCA and the Australian Government signed a five
year Memorandum of Understanding (MOU) designed to increase
Indigenous participation in mining.15 The MCA has undertaken to increase employment
and economic outcomes for Indigenous communities, while the
Government is tasked with improving service delivery.
|
2.11 |
In February 2006, mineral companies had entered into over 350
agreements with Indigenous groups across 200 minerals
operations.16 Numerous types of
agreements, such as native title, heritage and land use agreements,
have been reached. Many of these agreements have included
employment and training provisions.17
|
2.12 |
The Committee was told that native title legislation has
provided the strategic framework for employment opportunities:
Real opportunities exist for Indigenous employment through the
native title future act process. As such, it considers that
employment and training are outcomes that should be at the heart of
future act negotiations with mining companies and other proponents
... Additionally, agreements with mining companies often have the
result of wealth flowing, through traditional owners, to the rural
and regional community at large.18
|
2.13 |
The Committee received some positive and promising evidence on
the jobs that were being leveraged from exploration, mining and
other developments by Indigenous communities, despite concerns
about the efficacy of agreements to deliver benefits.19 The South Australian Chamber of Mines and
Energy (SACOME) was very positive about the processes that had been
developed in South Australia to expedite exploration Indigenous
Land Use Agreements (ILUA)s across the state:
They are demonstrably more effective than litigation,
particularly in building future relationships.20
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Rio Tinto Ltd
|
2.14 |
Since 1996, the Rio Tinto Group has signed seven mine and 60
exploration agreements with Indigenous groups resulting in an
estimated $400 million being invested into
communities.21 Rio Tinto currently
has 700 Indigenous employees which equates to 7 per cent
of their work force.22
|
2.15 |
The Committee views Rio Tinto's Argyle Diamond Mine's Indigenous
Employment Strategy as a 'best practice model'. The company focuses
on recruiting locally, and has set high targets for Indigenous
employment and retention. Since 2000 Aboriginal employment has gone
from less than five per cent to 23 per cent.
Targets have been reset and it is hoped that by 2010,
40 per cent of the workforce will be Aboriginal. Argyle
attributes its success to two strategies:
- A four day hiring and selection process which is culturally
appropriate but still provides a robust assessment of candidates'
employability; and
- Training programs to skill-up Indigenous people, so that they
can assist with the development of their communities. In 2003
Argyle entered into a contract with the Department of Employment
and Workplace Relations (DEWR) to employ 150 trainees, which has
resulted in 73 apprentices and trainees. Additionally, the
mine's procurement contracts require contractors to employ local
Indigenous people.23
|
2.16 |
Through a Shared Responsibility Agreement (SRA), the Australian
Government and the involved Indigenous communities are also working
to improve employment outcomes from the Argyle Diamond Mine. An
education and training fund has been sponsored jointly by the
Australian Government and the Gelganyem Trust, which draws on
royalties received through the Argyle Diamond ILUA. The support
provided by the trust will include funding for tertiary
scholarships, educational travel, traineeships and boarding
fees.24
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The Northern Land Council
|
2.17 |
The Northern Land Council's (NLC) 'Employment and Training
Service' provides another good example of how employment
opportunities can be leveraged through ILUAs.25 In 2000, the NLC negotiated an ILUA with
Adrail which created 50 Indigenous employment places. By 2002 the
NLC had placed 150 people in employment. To date, the NLC has
signed four ILUAs with developers (all of which have employment
provisions) and they are negotiating numerous others. |
2.18 |
The NLC work to a set of 'guiding principles' which ensures that
developers commit to the provision of real jobs, and treat the NLC
and Indigenous employees as an equal partner.26 The key factors include the provision of
comprehensive information, mentoring programs and support from
management. Jobs are offered first to traditional owners, then to
Aboriginal groups affected by a development and finally to other
Aboriginal people.27
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|
Larrakia Development
Corporation
|
2.19 |
In 2001 the Larrakia Development Corporation (LDC) negotiated
with the Northern Territory Government to forgo their native title
claim over Rosebery, Bellamack and Archer, in return for having
first option to buy the land for residential
sub-division.28 Subsequently, the
LDC has successfully developed the land and repaid the $1.2 million
borrowed. Mr Gregory Constantine, from the LDC, told the
Committee:
The benefit of that is that we have been employing Larrakia
through a number of different subcontractors and our civil
contractors. We currently have eight Larrakia and other Indigenous
people employed on-site. As a result of that, we have created over
70 other jobs in other industries through our direct contracts.
Through Wickham Point we struck a deal with Bechtel and Konica
Philips. They currently have 101 or 102 Larrakia and other
non-Larrakia working on-site out there.29
|
2.20 |
Currently, the LDC is involved in the development of other land
parcels over which they have relinquished native
title.30
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|
Indigenous Land Corporation
|
2.21 |
The Indigenous Land Corporation (ILC) is a Commonwealth
statutory authority. The ILC assists with the acquisition and
management of land with the purpose of providing economic, social,
cultural and environmental benefits to Indigenous
people.31 In their submission, the
ILC highlighted their land acquisitions, pastoral program and the
corporation's employment record, as furthering Indigenous
employment.32
|
2.22 |
The ILC has a stringent application process for land
acquisition. Applicants must define their reason for acquiring the
land and demonstrate their 'commitment and capacity to achieve
their aspirations'.33 The ILC
retains the title of purchased land and it is leased by
applicants.
|
2.23 |
The ILC's primary land management initiative is the Indigenous
Pastoral Program (IPP). The IPP was established in 2003 with the
signing of an MOU between the Northern Territory Government, the
ILC, and the Northern and Central Land Councils.34 The ILC submitted that at the time, the
organisation was the nineteenth largest cattle producer in
Australia, running approximately 38 000 head of
cattle.35
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|
Managing cultural and natural
heritage
|
2.24 |
Cultural and natural heritage management is a growing area of
employment for Indigenous people. Jobs undertaken in this area
include:
- participation in heritage clearance work to comply with state
and Federal heritage legislation;
- employment resulting from the joint management of national
parks; and
- working to manage the natural and cultural assets on Indigenous
sea and land interests and in other remote areas.36
|
2.25 |
The Department of Agriculture, Fisheries and Forestry provided
the Committee with examples of bushcare and coastal monitoring
projects.37 The Committee noted the
forestry program on the Tiwi Islands and the Bawinanga Aboriginal
Corporation Marine Rangers.38
Positive aspects of these projects have the potential to be
replicated in other areas.
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|
Construction on Indigenous land
|
2.26 |
Through the inclusion of Indigenous employment quotas in
procurement guidelines, state governments are using their
purchasing power to increase Indigenous participation in the
construction industry. The evidence received by the Committee is
outlined below. The associated training needs are discussed in
Chapter 5 of this report.
|
2.27 |
The New South Wales Government told the Committee that
construction provided an important opportunity for private sector
employment.39 To this end the New
South Wales Government has developed Aboriginal housing and
construction guidelines:40
The government construction contracts must employ Aboriginal
workers and engage Aboriginal contractors when the building is for
Aboriginal community use or located in a region where there is a
high Aboriginal population.41
|
2.28 |
In the case of Aboriginal housing a 'single select tender
process' is used to encourage Aboriginal contractors to undertake
the work:
Aboriginal builders submit a tender, including a price. The
tender, the builder's capacity and financial credentials are
reviewed using the same criteria applied to mainstream builders.
The tender price may also be compared to mainstream builders for
comparable work in the same locality. However, it is recognised
that a higher tender price reflects the greater difficulties
Aboriginal builders face in commencing and operating their
enterprises, including meeting training needs. So, if the price is
no greater than 10% of mainstream prices the tender is accepted,
the builder is engaged for a trial period.42
|
2.29 |
The Queensland Government requires 20 per cent local
Indigenous employment on government funded capital works undertaken
in Indigenous communities.43
|
2.30 |
The Northern Territory Government, in partnership with the
Commonwealth, have funded the Indigenous Housing Authority of the
Northern Territory (IHANT). Mr Dennis Bree told the Committee:
What IHANT did with the support of the two governments was to
guarantee a four- or five-year building program ... In the past,
the excuse has always been, 'We can't train people through to
apprenticeships because we only have a contract that'll last 12
months or 18 months.' So we have broken through that policy
barrier. We are now expanding it to all Northern Territory
government procurement in the bush, so that all procurement in the
bush will be linked to longer term programs and Indigenous
employment, either through traditional contracting methods or by
contracting directly with communities.44
|
2.31 |
In Central Australia, IHANT contracts Tangentyere Constructions
to train building apprentices and oversee the construction of homes
by apprentices. Approximately 70 per cent of the housing
construction is undertaken by apprentices. Tangentyere
Constructions employ qualified builder trainers and many
apprentices are involved through the Structured Training and
Employment Projects (STEP) or access CDEP top up.45 Upon completion of apprenticeships, Indigenous
builders can provide maintenance services in their communities or
form mobile building teams to pursue employment opportunities
elsewhere.46
From the lessons drawn from our experiences we propose
comprehensive employment generation through an import substitution
model such as the successful central remote model for housing
construction. This needs to be implemented across all areas of
service provision, including roads and civil construction; stores;
community services such as child care and aged care; essential
services; financial services such as banking; administration,
education and health.47
|
2.32 |
The Committee acknowledges that engaging Indigenous people in
the construction industry has the dual function of providing
employment and assisting communities to become self sufficient.
Thus, in turn the Committee supports state and territory
governments' initiatives to actively encourage Indigenous
involvement in the construction of houses and infrastructure on
Indigenous land interests, and hopes that the lessons learnt can be
transposed to other areas of service delivery.
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Examples of successful
organisations, enterprises and programs
|
2.33 |
The Umoona Aged Care Aboriginal Corporation runs the
Aged Care Program within the Residential Care facility at Coober
Pedy in outback South Australia which includes a bush camp for
traditional elders. All members of the Aboriginal Community Board
are Aboriginal Elders who set the values and priorities for the
service.48 The recruitment and
retention rates for staff are high because the work is highly
valued by the community and the 'sense of team is
positive'.49
|
2.34 |
Gavin and Alan Flick run a tourist art and craft store at
Darling Harbour. When they first decided to go into business, they
built up $8,000 in working capital by creating rock art and selling
it door-to-door. That capital provided the seed funding for a shop
at The Rocks, and the business grew from there.50
|
2.35 |
Vicki Docherty has built a successful business producing toy
bears in New South Wales. Having originally established Chester
Bear Cottage, run from her home in Newcastle, Vicki went on to
establish a retail outlet called Golly Gosh. In 2004, she
expanded the business by opening another retail outlet in a
Newcastle shopping mall.51
|
2.36 |
The Central Australian Aboriginal Media Association
(CAAMA) was established in 1980 to promote Aboriginal culture,
language, dance and music 'while generating economic benefits such
as training and employment of Aboriginal people in order for them
to progress into the mainstream employment market'.52 CAAMA comprises Radio Broadcasting, Remote
Aboriginal Communities Broadcasting Service, CAAMA Music, CAAMA
Technical Services, CAAMA Shops, CAAMA Productions and Imparja
Televisions Pty Ltd.53
|
2.37 |
Narana Creations is an Aboriginal cultural education
tourism centre in Grovedale, Victoria. Products sold include
Indigenous art and craft, bush foods, and cultural education
programs. Narana Creations has been named best Indigenous
operation in Victoria for three consecutive years and is continuing
to grow, with increasing numbers of visitors to the centre,
cultural education programs provided to local and overseas
students, and the establishment of an Indigenous cafe.54
|
2.38 |
Joint ventures provide an opportunity to involve the private
sector in economic development opportunities. The Tasmanian
Investment Corporation (TIC) was formed in 1992. Through a joint
venture vehicle with Indigenous Business Australia (IBA), TIC
purchased the Burnie Shopping Complex, a 50 per cent interest in
the Marine Culture Unit Trust that operates two oyster producing
leases, and a 50 per cent interest in Gordon River Cruises. TIC has
been able to repay its commercial loans from IBA and take full
equity positions in each of the businesses. It has since sold the
Burnie Shopping Complex to acquire more investments for its
members.55
|
2.39 |
Indigenous community members with relevant skills are well
placed to win contracts for the delivery of community services in
remote areas.56 In New South Wales,
an Indigenous woman developed a successful business, Red Earth Hair
Studio in Lightning Ridge, with the assistance of the Indigenous
Self Employment Program Trial, conducted under the auspices of the
Department of Employment and Workplace Relations.57
|
2.40 |
Koori Business Network (KBN) has been another success story.
During the 2006 Commonwealth Games in Melbourne, KBN had almost 200
Indigenous business people go through their doors, the majority of
whom were in the arts area.58 Art is
important because of the link with culture and the potential to
link this with cabinet making and other trades has seen the
standard of art rising as the Indigenous art community mixes
more.59
|
2.41 |
The Indigenous Stock Exchange is also an excellent innovation
for supporting the development of Indigenous businesses. It is an
online forum where Indigenous businesses of all sizes can advertise
ideas and proposals for viewing by potential sponsors, investors
and mentors.60
|
2.42 |
Another excellent example of a successful Indigenous enterprise
is Carey Mining, a wholly-owned Aboriginal company that has been
operating for over 10 years, and has employed hundreds of
Aboriginal people. It is a contracting company that offers mining
and other services. The company has assisted other Indigenous
people with starting up.61
|
2.43 |
Ngarda Civil and Mining also has 130 Aboriginal people earning
significant salaries out of a staff of 160 people.62 Employees are now being poached by other
companies.
|
2.44 |
Yarnteen received a government grant a decade ago to set up a
small grain business in a country town. The business has
subsequently repaid the grant and expanded to become a major
regional grain handler, which is Indigenous owned and
managed.63
|
2.45 |
Murrin Bridge Wines is Australia's first Aboriginal
community-owned vineyard, begun nine years ago at Murrin Bridge
near Lake Cargelligo. The label is performing well in the domestic
market following a bronze medal win at the Wagga Wine Show 2005 and
successful release of Murrin Bridge Chardonnary and
Shiraz.64
|
2.46 |
Indigenous Enterprise Partnerships (IEP) also provided a range
of examples of successful Indigenous enterprises, including a bus
shuttle service between two communities, and businesses providing
services in earthmoving, brick making, timber harvesting, native
bee honey collecting, a houseboat, and a number of different
tourism enterprises.65
|
2.47 |
Aboriginal Employment Strategy (AES) is a company operated and
managed by Aboriginal people which works with business to find
employment for Aboriginal people.66
Aboriginal guards employed by Woolworths in Moree are seen by the
community as protecting Indigenous and non-Indigenous members of
the Moree community. Ms Cathy Duncan believes that this is
successful because it is returning 'the warriors' back to a
position of protector of all in the community.67
|
2.48 |
Cairns and District Regional Housing Corporation (CDHRC) achieve
a 70 per cent Indigenous labour component on average for their
programs.68 CDHRC sees the creation
of employment opportunities through money spent on
housing.69 Where possible they
employ local people to undertake maintenance and repair
work.70
...we are a best practice business whose board of directors just
so happens to be Indigenous and whose customers just so happen to
be Indigenous.71
|
2.49 |
Department of Defence through NORFORCE employs 270 Indigenous
soldiers. Soldiers are from rural and remote communities and
NORFORCE is based on the Army Reserve model.72 NORFORCE's role is to provide reconnaissance
and surveillance. The Aboriginal community assistance project run
at Borooloola has resulted in McArthur River Mining employing young
people who were trained in that project.73
|
2.50 |
In New South Wales, Aboriginal small business operators are in
construction, retail, property and business services, manufacturing
and agriculture, forestry and fishing industries.74 There are a number of programs operated by the
NSW Department of State and Regional Development.75
|
2.51 |
The Euraba Paper Company is a successful story which started out
as a group of women from Toomelah Mission wanting to start an
enterprise, and has evolved into a business making paper for
stationery, art, cards and certificates that employs 10 people and
exports internationally.76 Other
successful enterprises include Yamagurra in
Brewarrina.77
|
2.52 |
A college in Gordonvale provides a travelling hair care service
to remote communities in the Cape. The service has had a positive
effect in these communities and is now recruiting young people to
obtain certification and take their skills back to their
communities to set up businesses there.78
|
2.53 |
Amanbidji Station is a project to restore Indigenous land to a
pastoral productive venture. The program was developed through the
combined efforts of land councils, primary industry group, the
Indigenous Land Corporation and employment and training to provide
persistent, long term support.79
|
2.54 |
The Arnhemland Progress Association has five member communities
and a Board of Directors comprising of Indigenous representatives
from the communities, employs 200 Indigenous people, 140 staff have
certificate level qualifications. The stores have an annual
turn-over of $30 million with $4 million returned to the
communities in the form of wages, store improvements and benevolent
programs.80 A store committee for
each community determines how the profits are spent in their
community.81
|
2.55 |
Indigenous entrepreneurs have developed successful aquaculture,
agriculture, tourism and arts industries.82 The Caring for Country program operated by the
Northern Land Council provides services to the quarantine service
and to parks and wildlife, developing a wild food collection,
growing of traditional foods, providing turtles for aquariums and
other activities that are economically productive.83 There are about 500 people involved but there
is a potential for three to four times that number.84
|
2.56 |
RW and ML Hookey Contracting was established in 1998
with 3 employees and one truck. The company now has 25 employees
and over 40 pieces of equipment and contracts include Century
Mines.85
|
2.57 |
Guurbi Tours, in Hope Vale, is a successful tourist
enterprise developed by Mr Wilfred (Willie) Gordon. The
tour uses rock art to encourage tourists to reflect on their own
identity and sense of belonging. The tour has had some very
positive feedback and a large operator to Cape York changed its
itinerary specifically to include Guurbi
Tours.86
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|
Public sector
|
Australian Public Service
|
2.58 |
The Australian Public Service Commission has developed the
APS Employment and Capability Strategy for Aboriginal and
Torres Strait Islander Employees, which has five
parts.87 Fifty seven per cent of APS
Indigenous employees are in capital cities, 9 per cent in
metropolitan areas, 22 per cent in rural and 13 per cent in remote
areas.88
|
2.59 |
The Committee received a number of submissions from Australian
Government Departments showcasing their successful Indigenous
employment programs. The Department of Foreign Affairs and Trade
has an Indigenous Recruitment and Career Development Strategy
2004-2007. In May 2005, DFAT had 35 Indigenous employees and
has established an Indigenous Task Force to provide a forum to
discuss issues with senior management. DFAT recruits through
general recruitment, the National Indigenous Cadetship Program,
Graduate Trainee Program, Corporate and Financial Management
Trainee and has three identified Indigenous positions.89
|
2.60 |
The Department of Agriculture, Fisheries and Forestry employs 23
Indigenous officers in the Northern Australian Quarantine Strategy
to protect Australia from the entry of exotic pests, diseases and
weeds.90
|
2.61 |
Indigenous employees in the Department of Education, Science and
Training constitute 9.8 per cent of the total
staffing.91 DEST has the highest
proportion of Aboriginal and Torres Strait Islander employees in
the APS.92 The Yarrangi
Plan is the Aboriginal and Torres Strait Islander Recruitment
and Career Development Plan which provides a broad framework for
recruitment and career progression and support for Indigenous
employees.93
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|
Australian Capital Territory
|
2.62 |
The higher level of participation in the ACT reflects better
engagement and skills than is the case nationally. For example 19.7
per cent of people over the age of 15 have a degree.94 Indigenous incomes in the ACT are comparable
to those of non-Indigenous people nationally but lag behind
non-Indigenous people in the ACT.95
|
2.63 |
The ACT public service has as a priority the improvement of
employment opportunities to enhance the skills and experience of
Indigenous people and set an example for industry.96 The government is committed to establishing an
Indigenous Business Support Officer within Business ACT to
facilitate Indigenous business access to mainstream programs,
providing seminars and networking opportunities for Indigenous
businesses and the inclusion of cultural awareness training for
relevant staff.97
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|
Northern Territory
|
2.64 |
The Northern Territory Task Force on Indigenous Economic
Development was established as a high level coordinating body
comprising representatives from the Northern Territory Government,
the Australian Government, Indigenous organisations and the private
sector. The Task Force has developed the Northern Territory
Indigenous Economic Development Strategy.98 |
2.65 |
Six per cent of the Northern Territory public sector
identify as Indigenous, however, 28 per cent of the population
is Indigenous.99 This represents a
40 per cent increase since 2002 when the Indigenous Employment
and Career Development Strategy was introduced.100 Other initiatives in the Northern Territory
include a public sector Indigenous employment toolkit, the Kigaruk
Indigenous Men's Leadership Development Program, the Lookrukin
Indigenous Women's Leadership Development program and the
Indigenous Employment Forums.101
It cannot be emphasised enough that a critical part of the
approach has been the strong and clear message to agencies that
Indigenous employment must be mainstream. Simply tacking it on as
an add-on to core business is not going to work. History shows
that.102
|
2.66 |
The Northern Territory Public Service (NTPS) Indigenous
Employment & Career Development Strategy 2002-2006
requires bi-annual progress reports to Cabinet from
agencies.103 The Commissioner
reports on cultural diversity, recruitment and retention, career
development and management and leadership and the information on
Equal Employment Opportunity data is collected on Census days for
agencies.104 These reports have
been a significant factor in the increase in the number of
Indigenous employment policies and programs across the
NTPS.105
|
2.67 |
Other initiatives include the Indigenous Policy Capacity
Building Program, secondment and job exchange programs, forums for
CEOs and Indigenous employees, Indigenous media advertising,
appropriate selection practices and the ongoing promotion and
marketing of Indigenous employment initiatives.106
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|
Queensland
|
2.68 |
Partnerships Queensland is a strategic policy framework for
Indigenous matters. The policy objectives are strong families,
strong culture, safe place, healthy living and skilled and
prosperous people and communities.107 This brings together a business approach
'based on partnerships, community engagement, improved governance,
better performance, more accountable service providers and shared
responsibility'.108 The Queensland
Government is in partnerships with industry, employer groups,
unions and Indigenous communities to build private and community
sector commitment to employing Indigenous people.109 One such opportunity is land use agreement
developments.110
|
2.69 |
The key elements in relation to the skilled and prosperous
people and communities are leadership and capacity building,
education and training, employment and the economy.111 The Queensland government has assigned
champions from the CEO level to particular Indigenous
communities.112
|
2.70 |
Under the Breaking the Unemployment Cycle (BUC) program, 8247
Indigenous people (which is 61.9 per cent of those assisted), were
still in employment twelve months later.113 By combining the BUC program with CDEP
people are able to undertake a 12 month traineeship rather than two
days per week.114 The Indigenous
Employment and Training Support Program provides culturally
appropriate support and the completion rates for Indigenous
apprentices and trainees are nearly normal completion
rates.115 The BUC program includes
the Indigenous Employment and Training Managers Program and the
Indigenous Employment Policy for Queensland Government Building and
Civil Construction Projects.116
In 1986 Indigenous unemployment was 34 and non-Indigenous
unemployment was 11 per cent. In 2001 Indigenous unemployment had
dropped to 20 per cent, a drop of 14 per cent. In 2001
non-Indigenous unemployment had dropped to 8.2 per cent, so that
had only dropped three per cent.117
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|
New South Wales
|
2.71 |
The Two Ways Together has a coordinating role in
priority areas such as economic development, culture, heritage,
justice and education in the whole-of-government
actions.118 Cluster groups have
been established. The Economic Development cluster group includes
federal and state agencies and peak Aboriginal bodies and focuses
on employment, enterprise development, asset utilisation and
training and skills development.119
The employment priority actions include Aboriginal participation in
self-employment and public and private sector
employment.120
|
2.72 |
There are also Government strategies to increase Indigenous
employment in the private sector.121 Government construction contracts in
Aboriginal communities or in regions where there is a high
Aboriginal population are required to employ Aboriginal workers and
engage Aboriginal contractors through the Aboriginal
Participation in Construction Guidelines.122 Other contracts can also have the guidelines
applied.123 The New Procurement
Opportunities for Aboriginal Enterprises Pilot Program links
State Government procurement with Aboriginal
enterprises.124
|
2.73 |
The Aboriginal Employment Strategy in New South Wales has a two
per cent Aboriginal employment target and recognises that
Aboriginal employment in the public sector will improve service
delivery to Aboriginal people and communities.125 Strategies to achieve this include
Aboriginal identified positions and targeting of mainstream
programs.126 This target can be
exceeded by agencies depending on the client base and the needs of
the clients and the location of the office.127 The Indigenous Australian Engineering Summer
School, the Aboriginal Employment in Practice Support Strategy,
Elsa Dixon Aboriginal Employment Program and the Aboriginal
Cadetship Program link tertiary education to the public
sector.128 The partnerships
arrangements contribute to the success of these
strategies.129
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|
South Australia
|
2.74 |
The South Australian Government have a Doing it right
policy framework to ensure that Indigenous South Australians have
the 'same opportunities to share in the social and economic
advantages of living in the state'.130 The South Australia Works strategy
has priority areas in Regions at Work and Indigenous Works relating
to Indigenous employment.131 These
initiatives include Tauondi College, Aboriginal Apprenticeship
Program, Indigenous Enrolled Nurses Program, Yatala tourism West
Coast building, Environmental Health Worker Training TAFE SA/school
based training and employment, public sector employment, Kuka
Kanyini Land Management Program, native foods project and arts
based training.132
|
2.75 |
The South Australian Government has 120 full time
apprenticeships and traineeships and is looking at 90 per cent
retention rate.133 The program is
across urban and regional areas, and includes the private sector.
The Government provides pre-employment training, career guidance,
mentors and ongoing support officers.134
|
2.76 |
The South Australian Government saw commonality in a number of
factors contributing to successful indigenous employment
outcomes:
- One-on-one case management for participants and their
employers;
- Effective mentoring;
- Regular follow up visits;
- Commitment and perseverance;
- Knowledge of Indigenous culture and potential impacts on
employment;
- Finding the right participant/employer match;
- Focussing on quality not quantity;
- Accessibility and flexibility;
- Ability to build a level of trust;
- Training programs able to be delivered locally;
- Ability to forge good links, working relationships and
partnerships with key stakeholders in the region including
Indigenous community members, CDEPs, job network providers,
Indigenous support organisations and industry.135
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|
Tasmania
|
2.77 |
Indigenous Tasmanians are disadvantaged compared to the
non-Indigenous population on a number of indicators but performs
well compared to other jurisdictions in relation to education,
labour force participation and employment.136
|
2.78 |
Labour force participation by Indigenous people in Tasmania is
approximately 55 per cent and is the second highest in Australia
and has improved substantially over the period 1994 to
2002.137 Indigenous long-term
unemployment as a percentage of Indigenous people is the highest in
Australia.138 Non-Indigenous people
are 1.5 times as likely to be self employed than Indigenous people
in Tasmania.139
|
2.79 |
The Tasmanian Government is negotiating Local Government
Partnership Agreements with individual and regional groupings of
local councils across the State which includes promoting links
between local government and the Aboriginal community.140 Strategies can then be developed to address
the key issues that affect the Indigenous people in the
municipality.141
|
2.80 |
Partnership agreements promote links between local councils and
Aboriginal communities and cover:
- Measures to enhance economic development and employment
opportunities for Indigenous people;
- Strategies to improve the level of participation of Indigenous
people in Local Government;
- Promoting understanding of Indigenous issues in the wider
community;
- Sustaining the reconciliation process by encouraging public
support and participation; and
- Taking joint action to reduce social disadvantage in the
Aboriginal community.142
|
2.81 |
Employment initiatives in Tasmania include Partnership in Jobs,
State Government Aboriginal Employment Strategy, Aboriginal
Employment Policy Officers, Aboriginal and Torres Strait Islander
Fixed Term Employment Register, Aboriginal Tourism Development Plan
and the Tasmanian Museum and Art Gallery Indigenous Employment
Initiative.143
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|
Victoria
|
2.82 |
The Challenges in Addressing Disadvantage in Victoria,
Report on progress Identifying Future Directions and A Fairer
Victoria, Creating Opportunity and Addressing Disadvantage
links skills acquisition to employment and investment opportunities
and the capacity to participate in community life.144 A partnership approach is being used to
build individual and community capacity which increase their choice
and control over opportunities in life.145
|
2.83 |
The Jobs for Victoria targets a number of disadvantaged
groups including Indigenous people and aims to get young Victorians
into sustainable jobs.146 As part
of the Jobs for Young People program, (JYP) wage subsidies
are provided to local councils offering apprenticeships and
traineeships. This is to assist communities to meet future skills
and employment needs and to support the growth of industries and
jobs.147 Other programs include the
Community Jobs Program, the Regional Jobs Package
2005 and Ladders to Success.148
|
2.84 |
There has been an increase in Indigenous employment related
activities throughout the public sector and the Indigenous
Employment Strategy, Wur-cum barra, has been extended to include
statutory authorities and positions in community
organisations.149 The Youth
Employment Scheme (YES) provides wage subsidies to State Government
departments to provide apprenticeships and
traineeships.150 An Indigenous
Employment Coordinator has been appointed to increase the
participation in and completion of the JYP and YES
programs.151
|
2.85 |
Innovative partnership programs between departments and the
Indigenous community are building on positive
outcomes.152 These include Parks
Victoria and Department of Justice. These programs are based on
capacity building and pathways, recruitment, career development,
changing workplace culture and Indigenous community
organisations.153
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|
Western Australia
|
2.86 |
One example of the Western Australian approach is the
listening looking learning: An Aboriginal Tourism Strategy for
Western Australia 2006- 2010 to ensure sustainable Aboriginal
participation in the tourism industry and provide Aboriginal people
with ongoing opportunities to add cultural and commercial value to
the WA tourism industry, for mutual benefit.154
|
2.87 |
The Statement of Commitment was agreed between the Western
Australian Government and the Aboriginal people of Western
Australia which is pertinent to the Indigenous Employment in
the WA Public Sector - Valuing the Difference.155 In 2001, the public sector in Western
Australia had an employment rate for Indigenous people of 16.1 per
cent while in private industry the rate was 36.2 per cent and 27.5
per cent were on CDEP.156
Government administration and defence provided significant
employment opportunities in most regions.157
|
2.88 |
The MATES program is a successful example within the Department
of Environment and Conservation which aims to achieve 10-15 per
cent Aboriginal employees across the State.158
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|
Local Government policies
|
2.89 |
A number of local government councils have or are in the process
of developing reconciliation plans appropriate to their
situation.159 The City of
Kalgoorlie-Boulder has a Reconciliation Committee of Council, an
Indigenous Framework Agreement, and a set of Indigenous
Consultation Protocols for the city.160 Mr Ian Fletcher, Chief Executive Officer,
City of Kalgoorlie-Boulder believes that local government has a
greater capacity to deliver, particularly outside the metropolitan
areas.161
|
2.90 |
The Brisbane City Council (BCC) believes in bringing together
policies such as the Living in Brisbane 2010 and the
Great Employer-Clever Workforce policies and promotes a
workplace culture that values and respects diversity.162 BCC's Indigenous Employment Program includes
support (Indigenous cultural awareness) and mentoring programs and
Indigenous reference groups.163
Council is seen as an employer of choice in the Indigenous
community with the percentage of Indigenous people working at the
Council more than doubling since 2000-2001.164 Ms Sheryl Sandy added that people now
understand that there is a business case for equity and diversity
in better policy, better service delivery, and better customer
service.165
|
2.91 |
Also in Queensland, the Caboolture Shire Council stressed the
importance of getting the organisational culture right and using an
aspirational model.166 The Torres
Strait Shire Council has achieved a 95 per cent Indigenous
employment level and is one of the biggest employers of Indigenous
people in the region.167
|
2.92 |
In New South Wales, the Gosford City Council has an Aboriginal
Development Officer whose tasks include the development of an
Aboriginal Employment Strategy.168
Blacktown City Council have participated in the Local Government
Aboriginal Employment Strategy and a partnership with the AFL. The
Indigenous trainees are supervised by the Indigenous Community
Development officer and work on projects that directly impact on
the well-being of the Indigenous community.169
|
2.93 |
In Victoria, the City of Port Phillip has an extensive strategy
to employ Indigenous people and has a Memorandum of Understanding
with the Indigenous community which is the basis for policy and
planning development.170 The
Aboriginal Liaison Officer facilitates the Aboriginal Advisory
Committee which seeks input on matters that impact of the
Indigenous community.171 The City
of Melbourne has an Indigenous Social and Economic Framework and an
Indigenous Culture and Heritage Framework.172 Whitehorse City Council is working on a
second Indigenous garden which provides employment opportunities
and links with Toor-Rong CDEP and Swinburne Technical and Further
Education College.173 |
2.94 |
In South Australia, Adelaide City Council has a Council
Reconciliation Committee and has up to 17 Aboriginal trainees
across all Council Business Units.174 The Human Resources Business Unit has an
Aboriginal employee who provides mentoring to the trainees and this
has proved to be important in the retention of Indigenous
trainees.175
|
2.95 |
Many councils have approached this through the provision of
traineeships and/or cadetships.176
However, now some local governments are becoming professionally
focused with the outsourcing of cleaning, and also parks and
gardens. They are the entry level areas of employment for
Indigenous young men.177
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|
Lessons for the future
|
Indigenous specific employment
|
2.96 |
There are a number of core success factors in increasing
Indigenous employment opportunities. The Northern Land Council has
found that a jobs agreement, senior management support and
partnerships are key factors.178
Another important aspect is the potential to move to mainstream
positions because that is where the opportunities are, the
management positions and higher wages.179
|
2.97 |
There are Indigenous employment opportunities on major projects
through Indigenous land use agreements which outline the employment
and training outcomes.180 Of the
560 agreements on the Agreements, Treaties and Negotiated
Settlements Database, 108 contain employment and training
provisions reflecting the greater importance placed on job creation
in the decade commencing 1997.181
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|
Community Development Employment
Program
|
2.98 |
In regional areas, the mainstream economy is often
underdeveloped in townships and non-existent on many
outstations.182 In some areas, CDEP
has provided employment opportunities. CDEP participation in the
'total remote areas' was 63.5 per cent of Indigenous employment in
the public sector and 47.6 per cent of Indigenous employment in the
private sector.183
|
2.99 |
The New South Wales Government referred to CDEP as having a
significant role in enabling Aboriginal communities to direct
scarce resources to the needs of the community.184 In Maningrida, CDEP participants provide
most services, assisting with the delivery of health, housing,
education and construction of infrastructure, community store, arts
centre, cafe and service station.185 In 2004-05:
CDEP participation comprised a significant proportion of
Indigenous employment in remote and very remote areas, accounting
for 64 per cent of Indigenous employment in the public sector and
48 per cent of Indigenous employment in the private
sector.186
|
2.100 |
The Indigenous Land Corporation, however, saw CDEP as having
limited employment outcomes and actually as an impediment to
Indigenous employment.187 The
Torres Strait Regional Authority also expressed concern that there
are superannuation implications for those who have been on CDEP for
long periods.188 Policies are being
designed to improve the skills of Indigenous people and to use CDEP
as a stepping stone to employment.189 Host agreements, wage subsidies and the STEP
program are being used to encourage people to leave CDEP and move
to full time employment.190 Work is
also being done on VET linkages and to increase participation,
training and employment including work within the petrol-sniffing
strategy.191
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|
Recruitment approaches
|
2.101 |
Mr Larry Kickett also highlighted the cost saving in recruiting
locally.192 Consideration needs to
be given to the costs associated with recruiting someone from
interstate or internationally, particularly in remote areas where
there is a high turnover of staff. Indigenous people returning to
the local area provide role models for others and there are
substantial benefits to the employer as well as the employee.
Appropriate recruitment processes can enhance the potential for the
success of this approach.
|
2.102 |
There were a number of suggestions to increase the effectiveness
of Indigenous recruitment approaches. The use of Indigenous media
outlets, local newspapers; ads on notice boards in waiting rooms;
school visits by Indigenous staff to recruit young people for
apprenticeships and traineeships; Indigenous staff telling others
that this was a good place to work; a 'relationship thing' where
the cultural relations staff make the opportunities known in the
communities; word of mouth; local Indigenous organisations; job
descriptions in plain English with input from the Traditional
Owners; applications that do not require a computer; advertising
posters at all the popular 'hang out joints'; emails to local
Aboriginal organisations, families and individuals and personally
through families and friends were all used.193
|
2.103 |
Employers need to ensure that the recruitment process is not
more complex than necessary and that the skills and abilities
needed accurately reflect the actual needs of the job.194 The panel should always include an
Aboriginal person and interviews may be conducted outside in the
open and the most important aspect is their interest in and
commitment to the position.195
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|
Career development and
progression
|
2.104 |
Indigenous people are now taking up employment in a broader
cross-section of jobs.196 This has
not always been the case. The New South Wales Government commented
that:
The current generation of professional Aboriginal people are
most likely to be one of the first members of their family to have
held a degree or other qualification, or to have possessed a
position of prominence in the mainstream workforce. In that
respect, recognising Aboriginal people (through career pathways and
as role models) who contribute their expertise to policy
development and program management is important.197
|
2.105 |
The Productivity Commission also reported a higher
representation of Indigenous Australians in the lower skilled
occupations such as elementary clerical, sales and service workers
and labourers than non-Indigenous employees (27.6 per cent compared
to 16.1 per cent after adjusting for age differences).198 There were also a significantly lower
proportion of Indigenous people than non-Indigenous people in the
occupational group requiring the highest skills levels (18.6
compared to 29.3 per cent after adjusting for age
differences).199
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|
Career progression
|
2.106 |
Some submissions noted that Aboriginal employees in the
workplace are often over-represented in low level and intermediate
level positions, due to a lack of education and training
opportunities.200 Commissioner John
Kirwan discussed this issue in the context of movement into the
professions:
When you look at the figures, what we have not done well-at the
risk of sounding emotional, but I use this comment in other
forums-is deal with the fact that they are still in job ghettos. If
you look at the classification profile, basically it is Aboriginal
people in Aboriginal jobs: in policy jobs, as health workers or in
education. What we are yet to be successful at, albeit that it will
take time, is the movement into the professions.201
|
2.107 |
Increasing the number of Indigenous people holding higher level
positions in the public and private sectors may also have an
important flow-on effect in increasing Indigenous employment
levels. The point has been made that although not all Indigenous
people wish to climb the management ladder, those who do should be
given the opportunity.202
|
2.108 |
There are already some initiatives seeking to address the issue
of progression. The New South Wales Government noted that the
Indigenous Cadetship Program is intended to increase Aboriginal
representation in professional occupations and mainstream positions
within government departments, thereby facilitating opportunities
for progression into managerial positions.203
|
2.109 |
Ms Lisa Giacomelli, Manager of Community Development at
Blacktown City Council, noted that for Council's Indigenous
trainees, an Indigenous supervisor was a key part of their success,
as they felt that there was someone in the organisation they could
relate to culturally, and it provided a friendly and supportive
environment.204
|
2.110 |
Funding provided through the Community Broadcasting Foundation
is aimed at addressing a shortage of suitably trained Indigenous
broadcasters and administrators to fill senior salaried positions
in Indigenous broadcasting. The funding is aimed particularly at
station management skills, as well as basic
broadcasting.205 Other
organisations also have the expressed goal of improving the range
of positions held by Indigenous people, including those that
require professional qualifications.206
|
2.111 |
The Queensland Government in 2001 established the Wal-Meta Unit
to achieve targets of 2.4 per cent Indigenous employees across the
public sector by the end of 2002 and 2.4 per cent Indigenous
representation at all salary levels in the public sector by the end
of 2010. The Wal-Meta Unit's role is to assist in achieving these
targets by increasing training and development opportunities for
Aboriginal and Torres Strait Islander public sector employees and
breaking down existing employment barriers by providing cross
cultural awareness training to government agencies.207 Mr Ron Weatherall, Executive Director of
Employment and Indigenous Initiatives, stated:
It is not only recruiting Indigenous people to the Australian
public sector but providing them with career development
opportunities so that they can advance to the highest level of jobs
within the public sector.208
|
2.112 |
It was recommended by the Queensland Government that Indigenous
recruitment within the Australian public sector could be enhanced
by establishing targets across the public service at all levels.
The provision of targets for Indigenous employment at all salary
levels could assist in advancing the careers of Indigenous public
sector employees. This will also help to create a larger pool of
mentors for Indigenous people entering the public sector.
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|
Job retention
|
2.113 |
The mining industry and a number of other private sector
employers are having significant successes in this area. At Mission
Australia Northern Territory, 70 per cent of the staff are
Indigenous and they have a turnover rate of 2.5 per cent per
annum.209
|
2.114 |
Australia Post has also had considerable success in this area.
In Australia Post 1.7 per cent of the workforce are Indigenous
Australians across all business streams and 27 per cent of
full-time employees are above base grade level.210 The strategy implemented by Australia Post
includes appropriate induction programs, suitable workplaces,
mentoring, net-working with other Indigenous employees, flexible
work options, development programs, cross-cultural awareness
training and access to the Indigenous Employment
Consultants.211
|
2.115 |
The Committee also heard that Indigenous employment success is
the result of a layered approach which includes clearly defined and
explained staff selection criteria; individually tailored training
courses; effective mentoring; employment at the end of the
training; use of CDEP; comfortable supportive workplace; financial
opportunity for staff; clear expectations adhered to; defined
structure to work within; understanding of social environment;
counselling; responsibility and respect for all staff; mutual
obligation reward; accountability; sustainability; and clear
succession planning.212
|
2.116 |
Role clarification in terms of governance and the individual's
responsibilities was seen as an important factor in successful
Indigenous employment.213 Employees
are treated equally and interaction and supervision are based on
mutual respect.214
|
2.117 |
Sustainability of employment remains an important aspect.
|
Table 2.1 Sustainability of Job Network placements
|
Placements
|
13 Weeks
|
26 Weeks
|
March 2005-06215
|
43,900
|
9,400
|
7,000
|
July 2006 - March 2007216
|
37,813
|
10,315
|
5,702
|
|
2.118 |
There is a lag time in getting longer term outcomes for the
increasing number of people participating in the
workforce.217
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|
Concluding comments
|
2.119 |
Everyone is now aware of Indigenous employment potential and
there are a greater number of positions being offered.218 This is also reflected in young people being
more aware of the opportunities available for them and more are
staying at school.219
|
2.120 |
The skills shortages across Australia have provided a
significant incentive to private companies to actively pursue
Indigenous employees. The Committee sees much of the potential to
increase Indigenous employment opportunities being in the private
sector as they address these skills shortages.
|
2.121 |
The Committee acknowledges that the employment opportunities
that can be leveraged from land are contingent on the location and
nature of that land. As the Steering Committee for the Review of
Government Service Provision stated:
Opportunities to profit from mining, agriculture and tourism
depend, respectively, on the presence of certain minerals, rainfall
and soil fertility, and places and activities that appeal to
tourists.220
|
2.122 |
The Committee believes that these positive examples and the
others not mentioned in this report have set the stage for a
brighter future in terms of Indigenous employment opportunities.
Much has been achieved and much has been learnt. Australia's
corporate leaders have shown the way and others will surely follow
over the next few decades.
|
1 |
Mr John Berto, Deputy Chief Executive Officer, Northern Land
Council, Transcript of Evidence, 11 July 2005, p. 44.
Back
|
2 |
Mrs Kathleen Boyne, Service Manager,
Mission Australia Employment Initiatives, Transcript of
Evidence, 2 December 2005, p. 9. Back |
3 |
Mrs Kellie McCrum, Superintendent
Training and Development, Pilbara Iron, Transcript of
Evidence, 27 October 2005, p. 23; Mr Lennis Connors, Community
Liaison Officer, Pilbara Iron, Transcript of Evidence, 28
October 2005, pp. 23-24. Back |
4 |
The Hon John Howard, Prime Minister, 3
May 2005, Menzies Lecture, Australian Families: Prosperity,
Choice and Fairness, p. 12. Back |
5 |
Minerals Council of Australia,
Submission No. 118, p. 1. Back |
6 |
Mr Bob Harvey, Group Manager,
Indigenous Employment and Business Group, Department of Employment
and Workplace Relations, Transcript of Evidence, 8 August
2005, p. 4. Back |
7 |
Mr Craig Buller, Regional Manager,
Engagement and Culture, National Australia Bank, Transcript of
Evidence, 11 April 2006, pp. 42-44, 46-47; Australia and New
Zealand Banking Group Limited, Submission No. 71, pp. 1-2.
Back |
8 |
Dr Dennis Foley, Transcript of
Evidence, 23 May 2005, p. 3. Back |
9 |
Dr Dennis Foley, Transcript of
Evidence, 16 October 2006, p. 10. Back |
10 |
Mr Mitchell Hooke, Chief Executive
Officer, Minerals Council of Australia, Transcript of
Evidence, 27 February 2006, p. 1. Back |
11 |
Mr Mitchell Hooke, Chief Executive Officer,
Minerals Council of Australia, Transcript of Evidence, 27
February 2006, p. 1. Back |
12 |
Mr Mitchell Hooke, Chief Executive Officer,
Minerals Council of Australia, Transcript of Evidence, 27
February 2006, p. 1. Back |
13 |
Yamatji Marlpa Barna Baba Maaja Aboriginal
Corporation, Submission No. 98, p. 3. Back |
14 |
Mr Mitchell Hooke, Chief Executive Officer,
Minerals Council of Australia, Transcript of Evidence, 27
February 2006, p. 1. Back |
15 |
The Minerals Council of Australia, MOU between the
Commonwealth of Australia and the Minerals Council of Australia,
Exhibit No. 146, pp. 1-3. Back |
16 |
Mr Mitchell Hooke, Chief Executive Officer,
Minerals Council of Australia, Transcript of Evidence, 27
February 2006, p. 3. Back |
17 |
Professor Marcia Langton, Submission No.
66, pp. 2-7. Back |
18 |
Yamatji Marlpa Barna Baba Maaja Aboriginal
Corporation, Submission No. 98, p. 2. Back |
19 |
For example O'Faircheallaigh C, 'Indigenous
Participation in Environmental Management of Mining Projects: the
role of negotiated agreements', Environmental Politics,
Vol. 14 (4), November 2005, pp. 629-647. Back |
20 |
South Australian Chamber of Mines and Energy,
Submission No. 89, p. 1. Back |
21 |
Rio Tinto Ltd, Submission No. 80, p. 6.
Back |
22 |
Rio Tinto Ltd, Submission No. 80, pp.
8-9. Back |
23 |
Rio Tinto Ltd, Submission No. 80, pp. 9,
23. Back |
24 |
Office of Indigenous Policy Coordination,
Supplementary Submission No. 73a, Attachment B; Agreements
Database, Gelganyem 'Education and Training' Shared Responsibility
Agreement (SRA) (2005), http://www.atns.net.au/biogs/A002885b.htm,(
accessed 5 September 2006). Back |
25 |
Northern Land Council, Submission No.
103, pp. 2-7. Back |
26 |
Northern Land Council, Submission No.
103, p. 3. Back |
27 |
Northern Land Council, Submission No.
103, p. 3. Back |
28 |
Mr Gregory Constantine, Chief Executive Officer,
Larrakia Development Corporation, Transcript of Evidence,
11 July 2005, p. 71. Back |
29 |
Mr Gregory Constantine, Chief Executive Officer,
Larrakia Development Corporation, Transcript of Evidence,
11 July 2005, p. 71. Back |
30 |
Mr Gregory Constantine, Chief Executive Officer,
Larrakia Development Corporation, Transcript of Evidence,
11 July 2005, p. 71. Back |
31 |
Indigenous Land Corporation, Submission No.
63, p. 1. Back |
32 |
Indigenous Land Corporation, Submission No.
63, pp. 1-4. Back |
33 |
Indigenous Land Corporation, Submission No.
63, p. 1. Back |
34 |
Indigenous Land Corporation, Submission No.
63a, p. 2. Back |
35 |
Indigenous Land Corporation, Submission No.
63, p. 3. Back |
36 |
Wreck Bay Aboriginal Community Council,
Submission No. 91, pp. 1-2; Department of Agriculture,
Fisheries and Forestry, Submission No. 100, pp. 1-3 and
Supplementary Submission 100a, pp. 1-22; ACT Government,
Submission No. 60, pp. 5-6; Alice Springs Desert Park,
Submission No. 84, pp. 1-4. Back |
37 |
Department of Agriculture, Fisheries and Forestry,
Supplementary Submission No. 100a, pp. 1-22. Back |
38 |
Department of Agriculture, Fisheries and Forestry,
Supplementary Submission No. 100a, pp. 1-2. Back |
39 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, Transcript of Evidence, 19 August
2005, pp. 82-83. Back |
40 |
New South Wales Government, Submission No.
111, pp. 16-17. Back |
41 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, Transcript of Evidence, 19 August
2005, p. 83. Back |
42 |
New South Wales Government, Submission No.
111, p. 17. Back |
43 |
Queensland Government, Submission No.
105, p. 4. Back |
44 |
Mr Dennis Bree, Chairman, Northern Territory
Government Task Force on Indigenous Economic Development,
Transcript of Evidence, 11 July 2005, p. 7. Back |
45 |
Tangentyere Council, Submission
No. 69, pp. 4-7. Back |
46 |
Mr Bob Harvey, Group Manager, Indigenous
Employment and Business Group, Department of Employment and
Workplace Relations, Transcript of Evidence, 8 August
2005, p. 18. Back |
47 |
Mr William Tilmouth, Executive Director,
Tangentyere Council, Transcript of Evidence, 12 July 2005,
p. 28. Back |
48 |
Umoona Aged Care Aboriginal Corporation,
Submission No. 31, p. 2. Back |
49 |
Umoona Aged Care Aboriginal Corporation,
Submission No. 31, p. 3. Back |
50 |
Dr Dennis Foley, Transcript of Evidence,
23 May 2005, p. 13. Back |
51 |
New South Wales Government, Submission No.
111, p. 20. Back |
52 |
Central Australian Aboriginal Media Association,
Submission No. 32, p. 1. Back |
53 |
Central Australian Aboriginal Media Association,
Submission No. 32, pp. 1-2. Back |
54 |
Narana Creations, Submission No. 114.
Back |
55 |
Indigenous Business Australia, Submission No.
104, p. 14. Back |
56 |
Department of Employment and Workplace Relations,
Submission No. 108, p. 29. Back |
57 |
Department of Employment and Workplace Relations,
Submission No. 108, p. 20. Back |
58 |
Dr Dennis Foley, Transcript of Evidence,
16 October 2006, p. 2. Back |
59 |
Dr Dennis Foley, Transcript of Evidence,
16 October 2006, pp. 7-8. Back |
60 |
Indigenous Stock Exchange, <www.isx.org.au>
(accessed 24 February 2006). Back |
61 |
Mr Daniel Tuckey, Carey Mining, Transcript of
Evidence, 27 October 2005, p. 42. Back |
62 |
Mr Ron Morony, General Manager, Indigenous
Business Australia, Transcript of Evidence, 8 August
2005, p. 27. Back |
63 |
Mr Wayne Gibbons, Associate Secretary, Office of
Indigenous Policy Coordination, Transcript of Evidence, 30
May 2005, p. 3; Indigenous Business Australia, Submission No.
104, p. 19. Back |
64 |
'Real Aussie bush wine the dream for Murrin',
Area News, Griffith NSW, 9 January 2006, p. 8. Back |
65 |
Mr Michael Winer, Chief Executive Officer,
Indigenous Enterprise Partnerships, Transcript of
Evidence, 28 July 2005, p. 31. Back |
66 |
Ms Cathy Duncan, Director, Culture and Reputation,
Aboriginal Employment Strategy, Transcript of Evidence, 10
February 2006, p. 2. Back |
67 |
Ms Cathy Duncan, Director, Culture and Reputation,
Aboriginal Employment Strategy, Transcript of Evidence, 10
February 2006, p. 11. Back |
68 |
Mr Jack Szydzik, Transcript of Evidence,
15 May 2007, p. 11. Back |
69 |
Mr Jack Szydzik, Transcript of Evidence,
15 May 2007, p. 11. Back |
70 |
Mr Jack Szydzik, Transcript of Evidence,
15 May 2007, p. 16. Back |
71 |
Mr Jack Szydzik, Transcript of Evidence,
15 May 2007, p. 17. Back |
72 |
Lieutenant Colonel Richard Parker, Transcript
of Evidence, 11 September 2006, p. 1. Back |
73 |
Lieutenant Colonel Richard Parker, Transcript
of Evidence, 11 September 2006, pp. 11-12. Back |
74 |
New South Wales Government, Submission No.
111, p. 18. Back |
75 |
New South Wales Government, Submission No.
111, p. 19. Back |
76 |
Ms Jody Broun, Department of Aboriginal Affairs,
New South Wales, Transcript of Evidence, 19 August
2005, p. 89. Back |
77 |
New South Wales Government, Submission No.
111, p. 20. Back |
78 |
Mr Johnathan Link, Royal Flying Doctors Service,
Transcript of Evidence, 28 July 2005, p. 53. Back |
79 |
Mr Dennis Bree, Chairman, Northern Territory
Government Task Force on Indigenous Economic Development,
Transcript of Evidence, 11 July 2005, p. 4. Back |
80 |
Mr Alastair King, General Manager, Arnhemland
Progress Association Inc, Transcript of Evidence, 11 July
2005, pp. 52-53; Arnhemland Progress Association Inc,
Submission No. 24. Back |
81 |
Reverend Dr Djiniyini Goondarra, Chairman,
Arnhemland Progress Association Inc, Transcript of
Evidence, 11 July 2005, p. 57. Back |
82 |
Department of Employment and Workplace Relations,
Submission No. 108, p. 29. Back |
83 |
Mr Dennis Bree, Chairman, Northern Territory
Government Task Force on Indigenous Economic Development,
Transcript of Evidence, 11 July 2005, p. 3. Back |
84 |
Mr Dennis Bree, Chairman, Northern Territory
Government Task Force on Indigenous Economic Development,
Transcript of Evidence, 11 July 2005, p. 6. Back |
85 |
RW and ML Hookey Contracting,
www.hookeycontracting-mtisa.com.au/about.html, accessed 2 April
2007. Back |
86 |
Judy Bennett & Wilfred Gordon, 'Social Capital
and the Indigenous Entrepreneur' (2005/2006) Australian
Prospect, Summer, pp. 17-18. Back |
87 |
Ms Lynne Tacy, Deputy Commissioner, Australian
Public Service Commission, Transcript of Evidence, 29 May
2006, p. 1. Back |
88 |
Ms Ngaire Hosking, Group Manager, Evaluation,
Australian Public Service Commission, Transcript of
Evidence, 29 May 2006, p. 7. Back |
89 |
Department of Foreign Affairs and Trade,
Submission No. 86, pp. 1-2. Back |
90 |
Department of Agriculture, Fisheries and Forestry,
Submission No. 100, p. 1. Back |
91 |
Department of Education, Science and Training,
Submission No. 107, p. 17. Back |
92 |
Ms Ngaire Hosking, Group Manager, Evaluation,
Australian Public Service Commission, Transcript of
Evidence, 29 May 2006, p. 6. Back |
93 |
Department of Education, Science and Training,
Submission No. 107, p. 17. Back |
94 |
Australian Capital Territory Government,
Submission No. 60, pp. 1-2. Back |
95 |
Australian Capital Territory Government,
Submission No. 60, p. 1. Back |
96 |
Australian Capital Territory Government,
Submission No. 60, p. 4. Back |
97 |
Australian Capital Territory Government,
Submission No. 60, pp. 3-4. Back |
98 |
Mr Dennis Bree, Chairman, Northern Territory
Government Task Force on Indigenous Economic Development,
Transcript of Evidence, 11 July 2005, p. 1. Back |
99 |
Ms Ah Chin, Principal Advisor Indigenous Policy,
Office of Commissioner for Public Employment, Transcript of
Evidence, 11 July 2005, p. 19. Back |
100 |
Ms Ah Chin, Principal Advisor Indigenous Policy,
Office of Commissioner for Public Employment, Transcript of
Evidence, 11 July 2005, p. 19. Back |
101 |
Ms Ah Chin, Principal Advisor Indigenous Policy,
Office of Commissioner for Public Employment, Transcript of
Evidence, 11 July 2005, p. 20. Back |
102 |
Ms Ah Chin, Principal Advisor Indigenous Policy,
Office of Commissioner for Public Employment, Transcript of
Evidence, 11 July 2005, p. 20. Back |
103 |
Office of the Commissioner for Public Employment,
Submission No. 33, p. 1. Back |
104 |
Ms Ah Chin, Principal Advisor Indigenous Policy,
Office of Commissioner for Public Employment, Transcript of
Evidence, 11 July 2005, p. 20; Office of the Commissioner for
Public Employment, Submission No. 33, p. 3. Back |
105 |
Office of the Commissioner for Public Employment,
Submission No. 33, p. 1. Back |
106 |
Office of the Commissioner for Public Employment,
Submission No. 33, p. 3 Back |
107 |
Mr Bernie Carlon, General Manager, Employment and
Indigenous Initiatives, Queensland Department of Employment and
Training, Transcript of Evidence, 29 July 2005, p. 1;
Queensland Government, Submission No. 105, p. 3. Back |
108 |
Mr Bernie Carlon, General Manager, Employment and
Indigenous Initiatives, Queensland Department of Employment and
Training, Transcript of Evidence, 29 July 2005, p. 1;
Queensland Government, Submission No. 105, p. 3. Back |
109 |
Mr Ron Weatherall, Executive Director, Employment
and Indigenous Initiatives, Queensland Department of Employment and
Training, Transcript of Evidence, 29 July 2005, p. 17.
Back |
110 |
Mr Ron Weatherall, Executive Director, Employment
and Indigenous Initiatives, Queensland Department of Employment and
Training, Transcript of Evidence, 29 July 2005, p. 17.
Back |
111 |
Mr Bernie Carlon, General Manager, Employment and
Indigenous Initiatives, Queensland Department of Employment and
Training, Transcript of Evidence, 29 July 2005, p. 1.
Back |
112 |
Mr Ron Weatherall, Executive Director, Employment
and Indigenous Initiatives, Queensland Department of Employment and
Training, Transcript of Evidence, 29 July 2005, p. 6.
Back |
113 |
Mr Bernie Carlon, General Manager, Employment and
Indigenous Initiatives, Queensland Department of Employment and
Training, Transcript of Evidence, 29 July 2005, p. 4;
Queensland Government, Submission No. 105, p. 4. Back |
114 |
Mr Bernie Carlon, General Manager, Employment and
Indigenous Initiatives, Queensland Department of Employment and
Training, Transcript of Evidence, 29 July 2005, p. 6.
Back |
115 |
Mr Bernie Carlon, General Manager, Employment and
Indigenous Initiatives, Queensland Department of Employment and
Training, Transcript of Evidence, 29 July 2005, p. 4.
Back |
116 |
Queensland Government, Submission No.
105, p. 4. Back |
117 |
Mr Kelvin Tytherleigh, Manager, Organisational
Development and Governance Unit, Caboolture Shire Council,
Transcript of Evidence, 29 July 2005, p. 37. Back |
118 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, New South Wales, Transcript of
Evidence, 19 August 2006, p. 81. Back |
119 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, New South Wales, Transcript of
Evidence, 19 August 2006, p. 81. Back |
120 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, New South Wales, Transcript of
Evidence, 19 August 2006, p. 81. Back |
121 |
New South Wales Government, Submission No.
111, p. 8. Back |
122 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, New South Wales, Transcript of
Evidence, 19 August 2006, p. 83. Back |
123 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, New South Wales, Transcript of
Evidence, 19 August 2006, p. 83. Back |
124 |
New South Wales Government, Submission No.
111, p. 8. Back |
125 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, New South Wales, Transcript of
Evidence, 19 August 2006, p. 82; New South Wales Government,
Submission No. 111, p. 4. Back |
126 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, New South Wales, Transcript of
Evidence, 19 August 2006, p. 82. Back |
127 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, New South Wales, Transcript of
Evidence, 19 August 2006, p. 82. Back |
128 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, New South Wales, Transcript of
Evidence, 19 August 2006, p. 82. Back |
129 |
Ms Jody Broun, Director General, Department of
Aboriginal Affairs, New South Wales, Transcript of
Evidence, 19 August 2006, p. 82. Back |
130 |
South Australian Government, Submission No.
110, p. 1. Back |
131 |
South Australian Government, Submission No.
110, p. 1. Back |
132 |
South Australian Government, Submission No.
110, pp. 1-6. Back |
133 |
Mr Lou Hutchinson, Director, Employment Programs,
Department of Further Education, Employment, Science and
Technology, South Australia, Transcript of Evidence, 17
February 2006, p. 3. Back |
134 |
Mr Lou Hutchinson, Director, Employment Programs,
Department of Further Education, Employment, Science and
Technology, South Australia, Transcript of Evidence, 17
February 2006, p. 3. Back |
135 |
South Australian Government, Submission No.
110, p. 7. Back |
136 |
Tasmanian Government, Submission No. 113,
p. 1. Back |
137 |
Tasmanian Government, Submission No. 113,
p. 2. Back |
138 |
Tasmanian Government, Submission No. 113,
p. 2. Back |
139 |
Tasmanian Government, Submission No. 113,
p. 2. Back |
140 |
Tasmanian Government, Submission No. 113,
p. 3. Back |
141 |
Tasmanian Government, Submission No. 113,
p. 3. Back |
142 |
Tasmanian Government, Submission No. 113,
p. 3. Back |
143 |
Tasmanian Government, Submission No. 113,
pp. 6-8. Back |
144 |
Victorian Government, Submission No. 94,
p. 3. Back |
145 |
Victorian Government, Submission No. 94,
p. 3. Back |
146 |
Victorian Government, Submission No. 94,
p. 9. Back |
147 |
Victorian Government, Submission No. 94,
p. 9. Back |
148 |
Victorian Government, Submission No. 94,
pp. 11-12. Back |
149 |
Victorian Government, Submission No. 94,
p. 4. Back |
150 |
Victorian Government, Submission No. 94,
p. 10. Back |
151 |
Victorian Government, Submission No. 94,
p. 10. Back |
152 |
Victorian Government, Submission No. 94,
p. 4. Back |
153 |
Victorian Government, Submission No. 94,
pp. 4-6. Back |
154 |
Tourism Western Australia, listening looking
learning An Aboriginal Tourism Strategy for Western Australia
2006-2010, September 2006, p. 2. Back |
155 |
Office of Equal Employment Opportunity, Western
Australia, Indigenous Employment in the WA Public Sector -
Valuing the Difference, November 2002, Forward. Back |
156 |
2005 WA Report Overcoming Indigenous
Disadvantage, p. 217. Back |
157 |
2005 WA Report Overcoming Indigenous
Disadvantage, p. 218. Back |
158 |
Minister Mark McGowan, Naturebase, 13
November 2006, p. 1,
http://www.naturebase.net/content/view/2516/770/, accessed on 4 May
2007. Back |
159 |
For example City of Stonnington, Submission
No. 39, p. 1. Back |
160 |
City of Kalgoorlie-Boulder, Submission No.
43, p. 1. Back |
161 |
Mr Ian Fletcher, Chief Executive Officer, City of
Kalgoorlie-Boulder, Transcript of Evidence,
27 October 2005, p. 6. Back |
162 |
Mr Les Collins, Indigenous Employment Strategist,
Brisbane City Council, Transcript of Evidence, 29 July
2005, p. 18. Back |
163 |
Brisbane City Council, Submission No. 74,
pp. 2-7. Back |
164 |
Brisbane City Council, Submission No. 74,
p. 7. Back |
165 |
Ms Sheryl Sandy, Equity and Diversity Specialist,
Brisbane City Council, Transcript of Evidence, 29 July
2005, p. 19. Back |
166 |
Mr Kelvin Tytherleigh, Manager, Organisational
Development and Governance Unit, Caboolture Shire Council,
Transcript of Evidence, 29 July 2005, p. 36. Back |
167 |
Mayor Pedro Stephen, Torres Strait Shire Council,
Transcript of Evidence, 17 May 2007, p. 2. Back |
168 |
Gosford City Council, Submission No. 75,
p. 1. Back |
169 |
Blacktown City Council, Submission No.
44, pp. 1-2. Back |
170 |
City of Port Philip, Submission No. 47,
pp. 2-12. Back |
171 |
City of Port Philip, Submission No. 47,
p. 2. Back |
172 |
Ms Colleen Lazenby, Manager, Community Safety and
Well Being, City of Melbourne, Transcript of Evidence, 11
April 2006, p. 50. Back |
173 |
Ms Helen Killmier, Manager, Community Development,
White Horse City Council, Transcript of Evidence, 11 April
2006, pp. 50-51. Back |
174 |
Adelaide City Council, Submission No. 65,
p. 1. Back |
175 |
Adelaide City Council, Submission No. 65,
p. 2. Back |
176 |
For example, Shire of Campaspe, Submission No.
46, p. 1; Blacktown City Council, Submission No. 44,
p. 1; Shire of Plantegenet, Submission No. 18, p. 1;
Lismore City Council, Submission No. 19, p. 1;
Armidale Dumaresq, Submission No. 21, p. 1; Caboolture
Shire Council, Submission No. 27, p. 1; City of Melbourne,
Submission No. 29, p. 1; The Council of the City of
Shoalhaven, Submission No. 79, p. 1. Back |
177 |
Mr Mikael Smith, Coordinator, Aboriginal and
Multicultural Policy and Programs, City of Port Phillip Council,
Transcript of Evidence, 11 April 2006, p. 59. Back |
178 |
Northern Land Council, Submission No.
103, p. 6. Back |
179 |
Ms Jane Lawton, State Operations Manager, Northern
Territory, Mission Australia, Transcript of Evidence, 19
August 2005, p. 61. Back |
180 |
Northern Land Council, Submission No.
103, pp. 2, 7. Back |
181 |
Professor Marcia Langton, Submission No.
66, p. 2. Back |
182 |
Professor Jon Altmann, Submission No. 88,
p. 2. Back |
183 |
Productivity Commission, Overcoming Indigenous
Disadvantage: Key Indicators 2007 Indigenous Report, 1 June
2007, Sect 11.1, p. 11.17. Total remote comprises remote and very
remote areas. Back |
184 |
New South Wales Government, Submission No.
111, p. 4. Back |
185 |
Professor Jon Altmann, Submission No. 88,
p. 4. Back |
186 |
Productivity Commission, Overcoming Indigenous
Disadvantage: Key Indicators 2007 Indigenous Report, 1 June
2007, Overview, p. 57. Back |
187 |
Mr David Galvin, General Manager, Indigenous Land
Corporation, Transcript of Evidence, 17 February
2006, p. 48. Back |
188 |
Mr Wayne See Kee, General Manager, Torres Strait
Regional Authority, Transcript of Evidence, 16 May 2007,
p. 20. Back |
189 |
Mr Bob Harvey, Group Manager, Indigenous
Employment and Business Group, Department of Employment and
Workplace Relations, Transcript of Evidence, 22 May 2006,
p. 13. Back |
190 |
Mr Bob Harvey, Group Manager, Indigenous
Employment and Business Group, Department of Employment and
Workplace Relations, Transcript of Evidence, 22 May 2006,
p. 13. Back |
191 |
Mr Bob Harvey, Group Manager, Indigenous
Employment and Business Group, Department of Employment and
Workplace Relations, Transcript of Evidence, 22 May 2006,
p. 2. Back |
192 |
Mr Larry Kickett, Transcript of Evidence,
28 October 2005, p. 46. Back |
193 |
See Ms Lyndal O'Neill, Manager, People Services,
Brisbane City Council, Transcript of Evidence,
29 July 2005, p. 25; Mr Les Collins, Indigenous Employment
Strategist, Brisbane City Council, Transcript of Evidence,
29 July 2005, pp. 25-26; Mr Lester Davis, Manager, Learning and
Development, Newmont Australia Ltd, Transcript of
Evidence, 27 October 2005, p. 37; Miss Jane Lawton, State
Operations Manager, Northern Territory, Mission Australia,
Transcript of Evidence, 19 August 2005, p. 43; Alice
Springs Desert Park, Submission No. 84, pp. 1-2. Back |
194 |
Miss Jane Lawton, State Operations Manager,
Northern Territory, Mission Australia, Transcript of
Evidence, 19 August 2005, pp. 43-44. Back |
195 |
Alice Springs Desert Park, Submission No.
84, p. 2. Back |
196 |
Mr Bob Harvey, Group Manager, Indigenous
Employment and Business Group, Department of Employment and
Workplace Relations, Transcript of Evidence, 22 May 2006,
p. 8. Back |
197 |
New South Wales Government, Submission No.
111, p. 30. Back |
198 |
Productivity Commission, Overcoming Indigenous
Disadvantage: Key Indicators 2007 Indigenous Report, 1 June
2007, Sect 11.1, p11.17. Back |
199 |
Productivity Commission, Overcoming Indigenous
Disadvantage: Key Indicators 2007 Indigenous Report, 1 June
2007, Sect 11.1, p. 11.17. Back |
200 |
New South Wales Government, Submission No.
111, p. 6. Back |
201 |
Commissioner John Kirwan, Office of the
Commissioner for Public Employment, Northern Territory,
Transcript of Evidence, 11 July 2005, p. 23. Back |
202 |
Queensland Indigenous Local Government
Association, Submission No. 81, p. 1. Back |
203 |
New South Wales Government, Submission No.
111, p. 14. Back |
204 |
Ms Lisa Giacomelli, Manager, Community
Development, Blacktown City Council, Transcript of
Evidence, 19 August 2005, p. 28. Back |
205 |
Mr Rohan Buettel, Department of Communications,
Information Technology and the Arts, Transcript of
Evidence, 6 February 2006, p. 33. Back |
206 |
Central Australian Aboriginal Congress Inc,
Submission No. 101, p. 2. Back |
207 |
Queensland Government, Submission No.
105, p. 12. Back |
208 |
Mr Ron Weatherall, Executive Director, Employment
and Indigenous Initiatives, Queensland Department of Employment and
Training, Transcript of Evidence, 29 July 2005, p. 16.
Back |
209 |
Miss Jane Lawton, State Operations Manager,
Northern Territory, Mission Australia, Transcript of
Evidence, 19 August 2005, pp. 43, 47. Back |
210 |
Australia Post, Submission No. 96, p. 1.
Back |
211 |
Australia Post, Submission No. 96, p. 4.
Back |
212 |
Umoona Aged Care Aboriginal Corporation,
Submission No. 31, p. 6. Back |
213 |
City of Marion, Submission No. 28, p. 2;
see also Umoona Aged Care Aboriginal Corporation, Submission
No. 31, p. 3. Back |
214 |
Umoona Aged Care Aboriginal Corporation,
Submission No. 31, p. 5; Miss Jane Lawton, State
Operations Manager, Northern Territory, Mission Australia,
Transcript of Evidence, 19 August 2005, pp. 45-46; Mr
Craig Buller, Regional Manager, Engagement and Culture, National
Australia Bank, Transcript of Evidence, 11 April 2006, p.
42. Back |
215 |
Mr Bob Harvey, Group Manager, Indigenous
Employment and Business Group, Department of Employment and
Workplace Relations, Transcript of Evidence, 22 May 2006,
p. 8. Back |
216 |
Department of Employment and Workplace Relations,
Supplementary Submission 108e, p. 7. Back |
217 |
Ms Joanne Caldwell, Group Manager, Intensive
Support Unit, Department of Employment and Workplace Relations,
Transcript of Evidence, 22 May 2006, p. 9. Back |
218 |
Miss Jenny McGuire, Transcript of
Evidence, 28 October 2005, p. 37. Back |
219 |
Miss Jenny McGuire, Transcript of
Evidence, 28 October 2005, p. 37. Back |
220 |
Steering Committee for the Review of Government
Service Provision, Overcoming Indigenous Disadvantage: Key
Indicators 2005,
http://www.pc.gov.au/gsp/reports/indigenous/keyindicators2005/overview/index.html,
accessed 25 September 2006. Back |