Readers should be aware that this action plan may contain images of Aboriginal and Torres Strait Islander peoples who
may be deceased, or culturally sensitive areas of significance. Seeing images of deceased persons in photographs, films and
books may cause sadness or distress and in some cases, offend against strongly held cultural prohibitions.
The term Aboriginal used throughout this document refers to Aboriginal and Torres Strait Islander peoples
A message from the Managing Director
Our Vision for Reconciliation
Our Business
Our RAP Journey
Building Opportunities
Continuing on our Road to Reconciliation: 2017-2019
Diversity Working Group (DWG)
1. Relationships
2. Respect
3. Opportunities
3. Reporting
Contents4
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A MESSAGE FROM THE
MANAGING DIRECTOR
Peter Woronzow
Acting Managing Director of Main Roads
WE ARE
COMMITTED TO MAKING A CHANGE IN OUR INDUSTRY AND
PROGRESSINGRECONCILIATION
I am pleased to present Main Roads Western Australia’s
Reconciliation Action Plan (RAP) 2017 – 2019.
At Main Roads we recognise that there is an unacceptable level
of disadvantage in living standards, life expectancy, education,
health and employment experienced by Aboriginal peoples.
We are committed to making a change in our industry and
progressing reconciliation. One means of doing that is through
the implementation of this plan.
This plan identifies the actions and initiatives that we have
committed to implement over the next 2 years. Through this
plan, our employees and key stakeholders will remain focussed
on the following three areas:
Building even stronger relationships with Aboriginal
peoples and communities;
Creating greater understanding for ourselves and our
partners of Aboriginal heritage and cultures; and
Providing opportunities for Aboriginal peoples through
our activities and our industry.
1
2
3
Driving positive relationships between
Aboriginal and non-Aboriginal Australians
Our Vision for
Reconciliation
6
7
At Main Roads we believe that creating and maintaining meaningful relationships with Aboriginal communities is an important role for our organisation. Therefore our vision for reconciliation is to continue to drive positive relationships between Aboriginal and non-Aboriginal Australians, and build a mutual respect and understanding with Aboriginal communities and stakeholders.
To symbolise our commitment to reconciliation, the Aboriginal flag is now permanently flown at the Don Aitken Centre, our head office located in East Perth.
As a State-wide agency, Aboriginal communities are important stakeholders and our actions should keep in mind Aboriginal heritage, cultural and social concerns, as well as native title rights. This is reflected in the current RAP for 2017-2019, which has been documented in the form of an Innovate RAP to help ensure progress.
Reconciliation Australia describes an Innovate RAP as a document to give organisations the freedom to develop and trial new and innovative approaches and/or implement programs for cultural learning, Aboriginal employment and supplier diversity.
Our RAP targets are a work in progress and will continue to be reviewed where appropriate, to drive reconciliation in our workplace and challenge ourselves to achieve our vision. By the conclusion of this RAP in 2019, we hope to have achieved progress on all actions outlined.
“To symbolise our commitment to reconciliation,
the Aboriginal flag is now permanently flown at
our head office located in East Perth”
Our contracting capabilities
are extensive; we aim to
include clauses in our contracts
encouraging support of both
Aboriginal businesses and
employment targets.
Our
Business
8
We are one of the most geographically spread Government road agencies in the world, responsible for over 18,400 kilometres of highways and main roads across Western Australia. We employ over a thousand people, seven of which voluntarily identify as being Aboriginal and/or Torres Strait Islander.
9
WAGOVERnMENT
Main Roads Western AustraliaGreat
SouthernRegion
Contractors Contractors
Contractors
Contractors
Contractors
Contractors
Contractors
Contractors
pilbaraRegion
goldfieldsRegion
mid-westgascoyne
Region
kimberleyRegion
WheatbeltRegion
metropolitanRegion
South westRegion
There are many more people involved in keeping our organisation moving. In addition to staff, we also have many contracting partners (as depicted in the below diagram), that are spread across our entire organisation.
Diagram 1. Main Roads Western Australia’s Simplified Regional Organisational Structure.
Main Roads began the journey to reconciliation in 2008 with our first RAP driven by our Diversity Committee. This is now our third RAP to continue our work towards Aboriginal Engagement. Through past RAPs we aimed to contribute to reconciliation by continuing to provide and extend safe and efficient road networks, developing a community access program, providing meaningful employment opportunities and sought to build mutual respect and enhance relationships.
This initial RAP formalised activities and involved the identification and implementation of further actions and initiatives. These initiatives were in line with our Corporate Strategies and Values, recognising that our workforce is comprised of a variety of backgrounds and perspectives that are vital to our success in enhancing community lifestyle and ensuring economic prosperity.
Our
RAP Journey
2008-2010 RAP
10
This marked our second documented commitment to reconciliation and saw the continued support of many successful initiatives. One of the initiatives was supporting a number of students through the Indigenous Australian Engineering Summer School (IAESS), assisting Aboriginal youth in discovering firsthand the importance of engineering.
The 2012-2014 RAP
11
NUDGE Foundation: The foundation was successfully launched in 2006 with Main Roads contributing
as one of the founding and ongoing partners. Their focus is on ensuring that young people can access
jobs in the Civil Construction Industry by increasing training and career development opportunities
for regional, disadvantaged and Aboriginal peoples in Western Australia.
Projects: There have been many projects that have supported Aboriginal employment including the
Tonkin Highway Extension Project, New Perth Bunbury Highway and Geraldton Southern Transport
Corridor Stage Two Project.
Recent projects include the North West Coastal Highway stages one and two and Gateway WA. In
particular, through the Gateway WA project four Aboriginal trainees were engaged under the Priority
Start Program and completed a Certificate III in Civil Construction. These trainees then continued
their employment on the project as qualified construction workers. We have also integrated
Aboriginal landscaping and public artworks on multiple projects including Gateway.
The addition of the following clause to our road construction and maintenance contracts that reads
“the Contractor must use its best endeavours to provide employment to Aboriginal and Torres Strait
Islander people during the course of the Project”, displays our commitment to improve employment
opportunities.
13
The 2017 – 2019 RAP reflects the maturing of Main Roads’ journey towards reconciliation, and was developed to focus on:
• Building even stronger relationships with Aboriginal peoples and communities;
• Creating greater understanding for ourselves and our partners of Aboriginal heritage and cultures; and
• Providing opportunities for Aboriginal peoples through our activities and our industry.
This action plan is championed by our Executive Leadership Team and seeks to drive positive relationships and build a mutual respect and understanding with Aboriginal communities.
Continuing on our
Road to Reconciliation:2017-2019
By making decisions for
tomorrow, not just today,
we will be well positioned to
provide the best opportunities
for current and future
generations.
14
Main Roads’ DWG was formed to consult with various members of our organisation, providing alternate points of view and continuous development through a forum to share ideas and achieve goals.
The key role of the DWG in relation to the RAP is to:
• Identify key stakeholders and opportunities to promote the awareness and progress of reconciliation
• Increase employee engagement in the process of reconciliation• Monitor the progress and review the implementation of this plan• Advocate and champion the promotion of the aims of this plan.
It is important to us that our DWG is reflective of our diverse workplace and community in which we operate within; all staff members are welcome to become involved
Diversity
Working Group (DWG)
15
We are building even stronger relationships with Aboriginal peoples and communities, in order to facilitate the achievement of organisational goals by connecting people and maintaining partnerships with the community.
Diversity Working Group (DWG) actively monitors the RAP development and implementation of actions, tracking progress and reporting.
Chair DWG
December, 2017 February and August, 2017 -2019
DWG oversees the development, endorsement and launch of the RAP
Ensure Aboriginal peoples are represented on the DWG
Establish Terms of Reference for the DWG
Meet at least twice per year to monitor and report on RAP implementation
1. RELATIONSHIPS
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Action
1.1Responsibility
Timeline Timeline
Performance Indicator Performance Indicator
January and July,2017 – 2019
December, 2017
July, 2017 - 2019
Chair DWG
Talent and Program Performance Consultant (TPPC)
PHO
Implement and review a strategy to communicate our RAP to all external stakeholders
RAP added to information pack
RAP information included in new employee induction package
Promote reconciliation through ongoing active engagement with all stakeholders
Raise internal and external awareness of our RAP to promote reconciliation across our community and sector
Action
1.5
Timeline
Timeline
Timeline
Responsibility
Responsibility Responsibility
Performance Indicator
Performance Indicator
Performance Indicator
19
PHO PHO
Principal Heritage Officer (PHO)
July, 2017 - 2018 December, 2018
July, 2017
Provide support via funding for the project over three years between 2016 and 2018
Completion of the Aboriginal Journeys Project
Develop and implement an engagement plan to work with our Aboriginal stakeholders
Support and review the progress of the project through monthly reports and meetings with ECU researchers
Receive reports and other materials from ECU annually for each stage of the project
Develop strategy to implement the results of the research on Main Roads’ road network via signage, information boards or other strategies
Meet with local Aboriginal organisations to develop guiding principles for future engagement
Relationships
Develop and maintain mutually beneficial relationships with Aboriginal peoples, communities and organisations to support positive outcomes
Continue to support the ECU Western Australian Aboriginal Journey’s Project.A research project into traditional Aboriginal journey ways and how they intersect with the road network
Action
Action
1.3
1.4
Responsibility Responsibility
Responsibility
Timeline Timeline
Timeline
Performance Indicator Performance Indicator
Performance Indicator
18
27th May – 3rd JuneMay, 2018 – 2019
May, 2018 – 2019
27th May – 3rd June
Chair DWGChair DWG
Chair DWG
Manager HR – Communities of Expertise (MHRCoE)
NRW to be promoted on iRoads to increase awareness and understanding
Ensure DWG members participate in an external event to recognise and celebrate NRW
Support an external NRW event
Organise at least one internal event for NRW each year
Register our NRW event via Reconciliation Australia’s NRW website
17
Celebrate National Reconciliation Week (NRW) by providing opportunities to build and maintain relationships between Aboriginal peoples and other Australians
Action
1.2
TimelineTimeline
Timeline
Timeline
ResponsibilityResponsibility
Responsibility
Responsibility
Performance IndicatorPerformance Indicator
Performance Indicator
Performance Indicator
We are creating greater understanding for ourselves and our partners of Aboriginal heritage and cultures, to achieve a more respectful organisation that is able to deliver core business activities.
Engage staff in understanding the significance of Aboriginal cultural protocols, such as Welcome to Country and Acknowledgement of Country, to ensure there is a shared meaning
July, 2017 - 2019
July, 2017 – 2019 December, 2018December, 2017
December, 2017
December, 2017
Meeting Organiser
MHRCoE MHRCoEInternal Communication Manager/Business Managers
MHRCoE/PHO
TPPC
Review and promote a cultural protocol document for Welcome to Country and Acknowledgement of Country
Develop a list of key contacts for organising a Welcome to Country and maintaining respectful partnerships
Addition of Acknowledgement Statement into online induction at next review
Include Acknowledgement of Country at the commencement of important internal and external meetings
Invite a Traditional Owner to provide a Welcome to Country at least once a year
Create acknowledgement plaques to be placed at Front Reception across WA
2. REspect
Action
2.1
Timeline
Timeline TimelineTimeline
Timeline
Timeline
Responsibility
Responsibility ResponsibilityResponsibility
Responsibility
Responsibility
Performance Indicator
Performance Indicator Performance IndicatorPerformance Indicator
Performance Indicator
Performance Indicator
21
July, 2017
March, June, September and December, 2017-2019
March and October, 2017-2019July, 2017-2019
TPPC
TPPC
Chair DWGTPPC
Develop and implement a cultural awareness training strategy for our staff which defines cultural learning needs of employees in all areas of our organisation and considers various ways cultural learning can be provided
Investigate opportunities to work with local Traditional Owners and/or Aboriginal consultants to develop cultural awareness training
Encourage all staff to participate in the PSC Sharing Culture online module by making it available on iRoads
Provide opportunities for DWG members, RAP champions, HR managers and other key leadership staff to participate in cultural training
Ensure all employees are able to access cultural awareness training by holding Aboriginal Cultural Awareness Training sessions annually
Provide Aboriginal Cultural Awareness Training to increase Staff Cultural Awareness
Action
2.2
TimelineTimeline
TimelineTimeline
ResponsibilityResponsibility
ResponsibilityResponsibility
Performance Indicator Performance Indicator
Performance IndicatorPerformance Indicator
22
RESPECT
Internal Communications Manager (ICM)
HR Team
July, 2017-2019
July, 2017-2019
Provide opportunities for all Aboriginal staff to participate with their cultures and communities during NAIDOC Week
Review policies and procedures to ensure there are no barriers to staff participating in NAIDOC Week
Provide opportunities for Aboriginal staff to engage with their culture and communities by celebrating NAIDOC Week
Action
2.3
Responsibility
Responsibility
Timeline
Timeline
Performance Indicator
Performance Indicator
23
July, 2017 - 2019
PHO
Native Title training is provided for staff working in relevant areas
Timeline
Responsibility
Performance Indicator
January, 2018
PHO
Information packages/sessions are available for Main Roads staff working on Aboriginal heritage and Native Title matters
Timeline
Responsibility
Performance Indicator
July, 2017 - 2019
PHO
Future Native Title Act notifications incorporated into our processes
Recognise the rights of Aboriginal peoples through the Native Title Act
Timeline
Responsibility
Performance Indicator
Ensure that Native Title is incorporated into processes to recognise the rights of Aboriginal Peoples
Action
2.4
RESPECT
24
27th May – 3rd June, 2018 - 2019 July, 2017 – 2019
January, 2018
July, 2017 - 2019
PHO PHO
PHO
PHO
Promotion of the rights of Aboriginal people and the value of cultural heritage
Training provided to Main Roads employees surrounding Aboriginal heritage sites.
Procedures implemented for Aboriginal consultation and management of Aboriginal cultural heritage sites.
Continue to liaise with Aboriginal stakeholders to protect and avoid disturbances at Aboriginal heritage sites.
Procedures are developed outlining the guiding principles for consultation, identification and management of Aboriginal heritage sites and values
Conduct surveys with Traditional Owners to avoid disturbing Aboriginal heritage SitesAboriginal heritage surveys conducted with the involvement of the relevant Aboriginal groups to ensure that sites are not inadvertently disturbed
Timeline Timeline
Timeline
Timeline
Responsibility Responsibility
Responsibility
Responsibility
Performance Indicator Performance Indicator
Performance Indicator
Performance Indicator
Liaise with Aboriginal Stakeholders to protect and avoid disturbance of Aboriginal Heritage Sites
Action
2.5
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December, 2017 July, 2017 – 2019
September, 2017 – 2019
Recruitment Officer (RO) / TPPC RO
RO
Engage with existing Aboriginal staff to consult on employment strategies, including professional development
Advertise all vacancies in Aboriginal media
Develop and implement an Aboriginal peoples employment and retention strategy
Timeline Timeline
Timeline
Performance Indicator Performance Indicator
Performance Indicator
We are providing opportunities for Aboriginal peoples through our activities and our industry to encourage greater participation and diversity.
Investigate opportunities to improve and increase Aboriginal Representation.
3. Opportunities
Action
3.1
July, 2017-2019
MHRS
Review HR and recruitment procedures and policies to ensure there are no barriers to Aboriginal employees and future applicants participating in our workforce (including maximising the use of section 50d of the Equal Opportunity Act 1984)
Collect information on our current Aboriginal and Torres Strait Islander staff to inform future employment opportunities
Timeline
Responsibility Responsibility
Responsibility
Responsibility
Performance Indicator
27
Incorporate the Regional Services Reform targets in our recruitment (percentage of vacancies).
• Great Southern: 5%• Kimberley: 38%• Mid West: 10%
ResponsibilityAboriginal Employment Initiatives Taskforce (AEIT)
TimelineDecember, 2019
Performance Indicator
December, 2017
• Pilbara: 13%• South West: 4%• Wheatbelt: 4.5%
TPPC TPPC
MHRCoE
July, 2017-2019 July, 2017 – 2019
July, 2017-2019
Create a mentoring/buddy system Identify training/professional development opportunities for the trainee(s)
Main Roads Aboriginal School Based Traineeship Program to be run once a year, supporting at least one trainee
Commit to one trainee annually
Opportunities
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Support education and training opportunities such as traineeships and scholarships.
Action
3.2
Responsibility Responsibility
Responsibility
Timeline Timeline
Timeline
Performance Indicator Performance Indicator
Performance Indicator
July, 2017 - 2019
MHRCoE
Develop availability for mentoring opportunities between employees and students
Timeline
Responsibility
Performance Indicator
January, 2018-2019
MHRCoE
Build relationships with students at high school age with the help of NUDGE Foundation
Main Roads to financially support the program and send employee(s) to attend IAESS
Timeline
Responsibility
Performance Indicator
29
Support the Indigenous Australian Engineering Summer School (IAESS) program.
Action
3.3
July, 2018
July, 2017 - 2019 December, 2017
Manager Contracts (MC)
MC MC
Promotion of the rights of Aboriginal people and the value of cultural heritage
Promoting prequalification of Aboriginal businesses via workshops and the Main Roads website, enhanced by the introduction of the Road Minor Works (RMW) category
Develop and communicate to staff a list of Aboriginal businesses that can be used to procure goods and services
Explore options to develop and implement tender evaluation criteria to increase Aboriginal participation
Develop one commercial relationship with an Aboriginal and/or Torres Strait Islander owned business
Review procurement policies and procedures to identify barriers to Aboriginal businesses to supply our organisation with goods and services
Developing and creating a corporate dashboard to report on Aboriginal businesses working with Main Roads (e.g. number of contracts, number of prequalified Aboriginal businesses)
Investigate Supply Nation membership
Timeline
Timeline Timeline
Responsibility
Responsibility Responsibility
Performance Indicator
Performance Indicator Performance Indicator
Opportunities
30
Investigate opportunities to incorporate Aboriginal Contracting Partners within our organisation
Action
3.4
ResponsibilityAboriginal Employment Initiatives Taskforce (AEIT)
TimelineDecember, 2019
Performance IndicatorIncorporate the Regional Services Reform targets in our contracts (percentage of workforce)
• Great Southern: 5%• Kimberley: 38%• Mid West: 10%
• Pilbara: 13%• South West: 4%• Wheatbelt: 4.5%
Tracking and reporting continuous progress.
Report RAP achievements, challenges and learnings to Reconciliation Australia.
30 July, 2017-2019
Biennially, 2017-2019
MHRCoE
MHRCoE
Complete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia annually.
Investigate participating in the RAP Barometer.
4. REPORTING
32
Action
4.1
Timeline
Timeline
Responsibility
Responsibility
Performance Indicator
Performance Indicator
August, 2018-2019
November, 2017-2019
July, 2018-2019
MHRCoE
Chair DWG/ MHRCoE
MHRCoE
Report on completion of Sharing Culture online module (PSC)
Annual report to Corporate Executive
Report on and analyse the percentage of staff who have completed the eLearning module (Cultural Awareness Module)
Reporting completed and submitted annually to Reconciliation Australia
Publically report our RAP achievements, challenges and learnings
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Report RAP achievements, challenges and learnings internally and externally.
Action
4.2
TimelineTimeline
Timeline
ResponsibilityResponsibility
Responsibility
Performance IndicatorPerformance Indicator
Performance Indicator
Chair DWG/ MHRCoE
Chair DWG/ MHRCoE
January, 2019
April 2019
Liaise with Reconciliation Australia to develop a new RAP based on learnings, challenges and achievements
Send draft RAP to Reconciliation Australia for formal feedback and endorsement
Reporting
Review, refresh and update the RAP
Action
4.3
Responsibility
Responsibility
Timeline
Timeline
Performance Indicator
Performance Indicator
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Faye TurnerManager Human Resources Communities of Expertise
Phone: (08) 9323 6271Email: [email protected]
CONTACT DETAILS
About the Artwork
djooroot djena koorliny kendjil(Walk this Path Together)
Tracks, trails and roads wind throughout Western Australia, connecting people and place. Traditionally Aboriginal people walked the tracks and
trails to connect with each other and to place. Today people connect with each other and with place by travelling on the many roads that wind across
the country.
This artwork represents the old and the new and our connection to a shared landscape where we walk together into the future.
We have the ability to move forward as one people with understanding and acceptance of our differences. Different roads, different tracks, different
trails; no one element on the artwork dominates the other therefore applying a sense of equilibrium to difference.
The artwork also acknowledges Aboriginal country that overlays the landscape, old and new. Aboriginal land continues to be visible and it is this
that supports the foundation of the painting.
About the Artist
Barbara BynderBA Arts
HDR Preliminary Anthropology
Professional Certificate in Indigenous Research
Masters Candidate Philosophy
I was born in the Wheatbelt town of Bruce Rock in Western Australia. My earliest influence and introduction to art was via my uncle, Charles Pickett, a self-taught Noongar artist who paints in the Carrolup art style. Being a modern Aboriginal woman I am enthused by the change in direction of Aboriginal artists from dot painting to the more expressive contemporary styles that suggests a desire to simultaneously maintain culture and heritage whilst conceptualizing understanding and awareness of an evolving Aboriginal society. My passion is to educate the wider community to the richness and diversity of Aboriginal art, culture and heritage. I am also passionate about Noongar boodja; it defines me and is who I am.
The artwork also acknowledges Aboriginal country that overlays the landscape, old and new. Aboriginal land continues to be visible and it is this that supports the foundation of the painting.
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