main roads western australia innovate reconciliation

Main Roads Western Australia

JULY 2017 – JULY 2019

Innovate ReconciliationAction Plan

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.

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2

3

Driving positive relationships between

Aboriginal and non-Aboriginal Australians

Our Vision for

Reconciliation

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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

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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

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Building

Opportunities

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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.

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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.

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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)

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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



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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

Timeline Timeline

Timeline



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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

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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



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 IndicatorPerformance Indicator



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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





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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



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July, 2017 - 2019

PHO

Native Title training is provided for staff working in relevant areas

Timeline

Responsibility


January, 2018

PHO

Information packages/sessions are available for Main Roads staff working on Aboriginal heritage and Native Title matters

Timeline

Responsibility


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


Ensure that Native Title is incorporated into processes to recognise the rights of Aboriginal Peoples

Action

2.4

RESPECT

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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




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



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


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


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

Timeline Timeline

Timeline



July, 2017 - 2019

MHRCoE

Develop availability for mentoring opportunities between employees and students

Timeline

Responsibility


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


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




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

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Action

4.1

Timeline

Timeline

Responsibility

Responsibility



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


Responsibility



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



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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.

main roads western australia innovate reconciliation

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