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Bullarto-bulukDEDJTR’S ABORIGINAL INCLUSION ACTION PLAN 2018-20

ContentsDEDJTR’S ABORIGINAL INCLUSION ACTION PLAN 2018-20...................................................................................1

Acknowledgement.......................................................................................................................................................... 2Secretary’s foreword...................................................................................................................................................... 3Introduction.................................................................................................................................................................... 4About DEDJTR............................................................................................................................................................... 4Closing the Gap.............................................................................................................................................................. 5Victorian Charter of Human Rights and Responsibilities..............................................................................................6Policy drivers.................................................................................................................................................................. 6Vision.............................................................................................................................................................................. 6Principles........................................................................................................................................................................ 7Key action areas............................................................................................................................................................. 71. Recognition, respect, promotion and celebration of Aboriginal culture and heritage..........................................8

Case study................................................................................................................................................................... 9DEDJTR celebrates National Reconciliation Week 2017.............................................................................................9

Bendigo’s Dja Dja Wurrung Tram............................................................................................................................... 9

2. Genuine engagement, partnership and participation...........................................................................................10Case study.................................................................................................................................................................. 11

Yarram Entry – Aboriginal Sculpture Project.............................................................................................................11

Case study.................................................................................................................................................................. 12Engaging with Traditional Owners in land and resources..........................................................................................12

Participation in the management of Victoria’s Fisheries.............................................................................................12

Helping achieve Target One Million.......................................................................................................................... 12

Sustainable Hunting Action Plan.............................................................................................................................. 12

3. Place-based projects............................................................................................................................................. 13Case Study................................................................................................................................................................. 14

Wotjobaluk Country Signage.................................................................................................................................... 14

Case Study................................................................................................................................................................. 14Creative Victoria...................................................................................................................................................... 14

4. Employment.............................................................................................................................................................. 15Case study.................................................................................................................................................................. 17

BARPA fits out Mernda Rail Jobs Hub...................................................................................................................... 17

A community resource for all.................................................................................................................................... 17

Barpa builds Aboriginal capability............................................................................................................................. 17

Case study.................................................................................................................................................................... 17Jobs Victoria – Supporting Aboriginal students into careers with Victoria Police.........................................................17

5. Economic participation......................................................................................................................................... 18Case study.................................................................................................................................................................. 20

Implementation............................................................................................................................................................. 21

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Bullarto-buluk DEDJTR’S Aboriginal Inclusion Action Plan 2018-20DEDJTR’S Aboriginal Inclusion Action Plan 2018-20

Evaluation..................................................................................................................................................................... 21Governance.................................................................................................................................................................. 21

Victorian Government Secretaries’ Leadership Group on Aboriginal Affairs...............................................................21

DEDJTR Executive Board........................................................................................................................................ 21

DEDJTR Aboriginal Inclusion Action Plan Working Group.........................................................................................22

Bullarto-buluk: DEDJTR Aboriginal Inclusion Action Plan - Governance arrangements.................................................22

Acknowledgement We acknowledge Aboriginal people as Australia’s first peoples, and as the Traditional Owners and custodians of the land on which we live and work.

We recognise the strength of Aboriginal people and communities and the value of their contribution to enriching Victorian life through their daily work and involvement at key events.

We recognise all Aboriginal cultures and communities are diverse, and should be celebrated.

We acknowledge that the land is of spiritual, cultural and economic importance to Aboriginal people. We embrace the spirit of reconciliation, guaranteeing equality of outcomes and ensuring an equal voice.

The title Bullarto-buluk is a Boon Wurrung phrase meaning ’Progress/growth’. We gratefully use this with the permission of the Boon Wurrung Clan. The assistance of the Victorian Aboriginal Language Corporation is also acknowledged.

Note: throughout this document the term “Aboriginal” is used to refer to both Aboriginal and Torres Strait Islander people. Use of the terms “Koori”, “Koorie” and “Indigenous” are retained in the names of some programs and initiatives, and, unless noted otherwise, are inclusive of both Aboriginal and Torres Strait Islander peoples.

Authorised and published by the Victorian Government 1 Treasury Place, Melbourne.Department of Economic Development, Jobs, Transport and Resources 1 Spring Street Melbourne Victoria 3000T: (03) 9208 9999April 2018ISBN 978-1-925466-09-6 (Print) ISBN 978-1-925466-10-2 (online)

Unless indicated otherwise, this work is made available under the terms of the Creative Commons Attribution 3.0 Australia licence. To view a copy of this licence, visit creativecommons.org/licenses/by/3.0/au It is a condition of this Creative Commons Attribution 3.0 Licence that you must give credit to the original author who is the State of Victoria.

AccessibilityIf you would like to receive this publication in an accessible format, such as large print or audio, contact the Diversity and Inclusion Team at [email protected] or phone (03) 8392 7009.

This document is also available in accessible Word and PDF format at economicdevelopment.vic.gov.au

Cover Artwork © Gail Harradine Wotjobaluk/Djupagalk/Jadawadjali Traditional Owner, born Dimboola, Victoria

Title: “Wila 1”, Medium: Acrylic on canvas, Size:39.5(L) x 40(H) x 1.5(W) cm

Wila means the wind and what it carries in terms of spirituality and connection. It links us to others, and our pride in our identity, that we continually share with the wider community through our artistic expression and unique economic base.

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Secretary’s foreword I am pleased to present Bullarto-buluk, the renewed Department of Economic Development, Jobs, Transport and Resources (DEDJTR) Aboriginal Inclusion Action Plan 2018-20. This plan outlines the department’s commitment to working in partnership with Aboriginal Victorians to support inclusive economic participation, progress reconciliation and contribute to state and national efforts to ‘Close the Gap’.

The renewed plan builds on our commitment to empower Aboriginal Victorians through the Victorian Aboriginal Economic Strategy. Together, this will create greater economic opportunities for Aboriginal Victorians to secure jobs or operate businesses and to build self-esteem, economic wealth and positive role models within the Aboriginal community and to contribute to Victoria’s economy.

The department is committed to Aboriginal people representing two percent of its workforce by 2020. It will do this by strengthening understanding and recognition of Aboriginal culture and perspectives across all areas of its operations and creating internal employment opportunities. DEDJTR is also committed to ensuring its activity is inclusive of Aboriginal Victorians. It will do this by increasing Aboriginal participation in policy, projects and programs.

The department is also committed to partnering with Aboriginal Victorians and across government to support broader social outcomes for Aboriginal people. For instance, through the Jobs Victoria Employment Network the department has successfully partnered to reduce repeat offending. The department is building a pipeline of Aboriginal businesses by proactively inviting them to gain insights into overseas trade missions. The department is also increasing the capability and capacity of Aboriginal Victorians through employment and social procurement from Aboriginal businesses within the department and the Level Crossing Removal project.

Bullarto-buluk has been refreshed to reflect the department’s renewed commitment to contributing to Aboriginal self-determination at whole-of-government level and to strengthen delivery of the plan’s initiatives. As part of the refresh, the department’s overarching approach to engagement with Aboriginal communities has been articulated. Foundation principles of Respect, Relationships and Opportunities have been embedded to be consistent with Reconciliation Australia’s program areas and align Bullarto-buluk with the department’s Workforce Diversity and Inclusion Framework. Additionally, governance arrangements have been simplified to reflect the department’s organisational structure and governance.

Bullarto-buluk remains a living document that will be updated as learnings and new opportunities are identified and captured.

The ongoing success of this plan relies on leadership, strong governance and a commitment to delivery. All of us at DEDJTR are committed to ensuring this happens and look forward to the journey ahead.

Richard Bolt, Secretary

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IntroductionDEDJTR aims to continually strengthen its responsiveness to the needs and aspirations of Aboriginal Victorians.

To achieve this the department must maintain a strong understanding of the priorities and aspirations of Aboriginal Victorians and where these intersect with the department’s daily work and responsibilities. This understanding will be gained through strong ongoing relationships, built through genuine engagement and mutually beneficial partnerships.

Through this understanding, DEDJTR will deliver policies, projects, programs and initiatives that lead to quality and sustainable outcomes for Aboriginal Victorians.

Bullarto-buluk outlines DEDJTR’s vision to work in partnership with Aboriginal people and communities. The plan outlines how the department will engage its portfolios and the key economic levers it will use to support inclusive economic participation, progress reconciliation and contribute to state and national efforts to ‘Close the Gap’.

The department has clear responsibilities under the Victorian Aboriginal Affairs Framework. Certain portfolios also have responsibilities under the Traditional Owner Settlement and Native Title Agreements.

Bullarto-buluk sets out five key action areas that will guide the department’s portfolios, both individually and collectively, in delivering on its objectives. Regular reporting will also support the department to remain accountable in the plan’s delivery.

Bullarto-buluk provides insight into the department’s capacity to support improved social and economic outcomes for Aboriginal Victorians. It builds on the learnings and successes of previous governments and broader state and national efforts and provides an important building block for future work.

DEDJTR is committed to empowering Aboriginal Victorians to participate in the Victorian economy and to contribute to broader social and community outcomes

About DEDJTR DEDJTR drives economic development and job creation across Victoria through transport and ports, investment attraction and facilitation, trade, innovation, regional development and small business, together with key services to sectors such as agriculture, the creative industries, resources and the visitor economy.

Its role is to work with the private and public sectors and Victorian communities to sustainably develop Victoria’s economy and grow employment.

In delivering on its role the department must ensure growth is inclusive, with employment and incomes improved for all Victorians, including Aboriginal Victorians.

Underpinning the department’s performance is the collaborative efforts of its more than 3000 employees working on the development of partnerships, policies, projects and programs that foster innovation, creativity, productivity, investment and trade – and together create the conditions for sustainable economic growth across Victoria.

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Closing the Gap The Victorian Government is committed to the Council of Australian Government’s (COAG) National Indigenous Reform Agreement (Closing the Gap on Indigenous Disadvantage), a bipartisan agreement that aims to close the gap in key health, social and economic outcomes between Aboriginal and non-Aboriginal Australians.

In November 2012, the Victorian Government released its overarching Aboriginal policy framework, the Victorian Aboriginal Affairs Framework 2013-18 (VAAF). The VAAF aligns with Commonwealth Government commitments and has the primary goal of improving whole of life outcomes for Aboriginal Victorians through priority government action.

Bullarto-buluk and other Victorian Government department Aboriginal Inclusion Action Plans, commits to undertaking actions which will contribute towards the outcomes identified in the VAAF.

The DEDJTR AIAP aligns with broader state level strategies including the Victorian Aboriginal Economic Strategy 2013-20, the Victorian Aboriginal Inclusion Framework (VAIF) and Barring Djinang–Victorian Aboriginal Public Sector Employment Strategy. The relationship between these strategic documents is outlined below:

The VAIF sets out common principles of the department’s strategic approach to engage and partner with Aboriginal communities in Victoria. The department engages with a range of groups within Aboriginal communities and each program area has their own approach on when, how and who to engage.

The Victorian Aboriginal Business Strategy 2013-2020 aims to create more job opportunities and make it easier for Aboriginal Victorians to start new businesses or enhance existing businesses. This approach is supported by Tharamba Bugheen: Victorian Aboriginal Business Strategy 2017-2021.

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Victorian Charter of Human Rights and ResponsibilitiesIn its activities DEDJTR complies with the Victorian Charter of Human Rights and Responsibilities Act 2006, which recognises the rights of Aboriginal people to maintain their spiritual, material and economic relationship with resources under traditional laws and customs.

Policy driversBullarto-buluk aligns with the DEDJTR Economic Inclusion and Diversity Foundation Principles.

The foundation principles were developed to underpin the breadth of the department’s responsibility to promote inclusion across its workforce, programs, services and the Victorian economy.

The foundation principles are grouped under three themes: Respect, Relationships and Opportunities and extend within the plan to:

Respect Aboriginal people have equitable access to opportunities and services that promote inclusion and participation

Relationships we collaborate to empower Aboriginal communities

Opportunities Aboriginal people should have the same access and opportunities as others.

Bullarto-buluk also forms part of the department’s Workforce Diversity and Inclusion Framework which sets out four key pillars - Flexibility, Inclusion, Gender Equality and Life Stage.

The plan is a key component of the Inclusion focus area within the framework, alongside action plans regarding the inclusion of a range of groups, including people with disability and people from culturally diverse communities.

Vision DEDJTR will work in partnership with Aboriginal people and communities to support increased inclusive economic participation by Aboriginal Victorians.

This will be achieved by actively strengthening the inclusion of Aboriginal culture in the workplace, increasing Aboriginal participation in the design, implementation and evaluation of departmental policies, projects and programs, and improving Aboriginal access to economic opportunities through public, private and community sector opportunities.

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Principles DEDJTR aspires to embed the following principles across its portfolios:

We respect and acknowledge Aboriginal culture

We respect Aboriginal culture and believe it is deeply important and must be recognised and understood in all of our department’s daily work and practices.

We listen and learn In everything we do, we listen, learn and adjust our approaches to embrace the values of Aboriginal communities.

All actions make a difference Everything we do – understanding community need, designing, implementing, providing access to our policies, projects and services, and assessing the impact of our work – can make a difference to Aboriginal people.

We reject all forms of racism and intolerance

We acknowledge the fundamental human rights of Aboriginal people to maintain their identity and culture. We are committed to supporting a deeper appreciation of Aboriginal culture not only as our responsibility but as an important way of reducing and mitigating against the impact of racism that may be experienced by Aboriginal people.

Key action areasBullarto-buluk has five key action areas which guide the department towards its vision to work in partnership with Aboriginal people and communities to support inclusive economic participation for Aboriginal Victorians.

These action areas create a foundation for the delivery of DEDJTR policies and projects that incorporate Aboriginal perspectives and result in sustainable social and economic outcomes for Victorian Aboriginal communities.

The five key action areas are:

1 Recognition, respect, promotion and celebration of Aboriginal culture and heritage

2 Genuine engagement, partnership and participation

3 Place-based projects

4 Employment

5 Economic participation

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1. Recognition, respect, promotion and celebration of Aboriginal culture and heritage

Foundational principle

Respect - Aboriginal people have equitable access to opportunities and services that promote inclusion and participation

Indicator Percentage of team members that report increased confidence and skill in working effectively on Aboriginal issues and in partnership with Aboriginal communities and organisations.

Target Increase

Action Responsible group Time frame

Outcome 1 – DEDJTR actively acknowledges and celebrates Aboriginal culture

1.1 Review and communicate DEDJTR’s Welcome to Country and Acknowledgement of Traditional Owners protocol.

People and Workplace Services

All Groups

July 2018

Ongoing

1.2 Continue to develop and install Acknowledgement of Country signage, appropriate cultural material and other cultural symbols in departmental workplaces.


Ongoing

Outcome 2 – DEDJTR officers at all levels have increased cultural understanding awareness and capability

1.3 Develop and implement a communications plan that promotes the Bullarto-buluk’s progress and provides resources and tools for DEDJTR team members.

Stakeholder Communications and Channels

April 2018

Ongoing

1.4 Encourage DEDJTR team members to participate in Reconciliation Week, NAIDOC Week celebrations and other significant events and training.

All Groups


Ongoing

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Case study DEDJTR celebrates National Reconciliation Week 2017 As part of the 2017 National Reconciliation Week celebrations, the Secretary, Richard Bolt and team members from across the department came together to participate in an Aboriginal Heritage Walk at the Royal Botanic Gardens in Melbourne.

Team members commenced with a traditional smoking ceremony before undertaking a guided tour hosted by a local Aboriginal guide.

The tour provided an interactive and enriching cultural experience for colleagues, with participants gaining an understanding of native plants and their traditional uses first hand. Participants had the opportunity to appreciate their surroundings through sight, sound, touch and taste while learning about customary practices.

Team members discussed the significance of the land for Aboriginal people, their role as custodians of the land, and its role in the path to reconciliation.

Bendigo’s Dja Dja Wurrung TramIn July 2017 Bendigo Tramways launched the Bendigo’s Dja Dja Wurrung Tram, an initiative developed by Bendigo Heritage Attractions and the Dja Dja Wurrung people, through the Dja Dja Wurrung Clans Aboriginal Corporation.

Bendigo’s Dja Dja Wurrung Tram project involved introducing livery, artwork, and custom audio narratives to one of Bendigo’s active trams to celebrate and demonstrate recognition and respect to the Traditional Owners of the Bendigo area - the Dja Dja Wurrung people.

DEDJTR contributed $11,000 to the $48,850 project through its Transport Investing in Regions initiative. DEDJTR’s funding contribution went towards the writing, recording and editing of the custom audio narrative. The commentary was narrated by Dja Dja Wurrung people and accompanied by music and soundscapes.

The Dja Dja Wurrung Clans Aboriginal Corporation is the Registered Aboriginal Party recognised as the Traditional Owners of the land. The Corporation has been seeking opportunities to increase the public’s cultural awareness of the Dja Dja Wurrung and to develop new and interesting ways to share their stories.

The Dja Dja Wurrung traditional territory encompasses the Bendigo and Clunes goldfields and the Loddon and Avoca river watersheds.

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2. Genuine engagement, partnership and participationFoundational principle

Relationships - we collaborate to empower Aboriginal communities.

Indicator Aboriginal people participating in DEDJTR programs and initiatives.

Target Increase


Outcome 3 – DEDJTR consistently and effectively engages with Aboriginal stakeholders in policy development and delivery

2.1 Work closely with departmental agencies to support the objectives of Bullarto-buluk

All Groups Ongoing

2.2 Promote engagement with Aboriginal communities:

a. Develop and promote guidance materials on Aboriginal engagement

b. Include Aboriginal perspectives when reviewing, developing and evaluating policy by appropriately engaging with Aboriginal stakeholders

AIAP Working Group

Economic Strategy and Performance

AIAP Working Group

December 2018

Ongoing

2.3 Continue to work with Traditional Owners and other government agencies to improve recognition and protection of Aboriginal customary knowledge.

Agriculture Victoria Ongoing

2.4 Implement Traditional Owner Settlement Act 2010

and Native Title Act 1993 agreements.

Policy, Programs, Small Business and Employment

Victorian Fisheries Authority

Ongoing

2.5 Partner with Traditional Owners to develop a Traditional Owner game hunting strategy.


Ongoing

2.6 Engage with traditional owners to develop a better understanding of traditional Aboriginal fishing.


Victorian Fisheries Authority

Ongoing

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2.7 Identify opportunities for senior executives to meet on country with Aboriginal communities.

Regional Development Victoria and Agriculture Victoria

Ongoing

2.8 Facilitate networking opportunities between Aboriginal communities and the timber industry.


Ongoing

2.9 Leverage whole of government investment in growth industries to deliver social, economic and creative outcomes for Aboriginal people and communities.

Creative Victoria Ongoing

Case studyYarram Entry – Aboriginal Sculpture ProjectAboriginal Southern Cross and Nerran the Moon Sculpture, created by Gippsland artists Col Little and Deb Milligan was unveiled on Friday 22 September 2017. The sculpture celebrates the cultural heritage of Gippsland’s Gunaikurnai people and will welcome motorists into Yarram.

Located at the northern entry to Yarram, at the former site of a rundown drive-in visitor bay, the sculpture has interpretative text, landscaping and a safe parking bay for visitors wishing to take some travel rest and to view the sculpture.

The project has been designed with oversight by the Gunaikurnai Land and Waters Aboriginal Corporation. It tells an Aboriginal story about the local area, which is of important cultural significance to the Gunaikurnai people.

The work has also been supported by the nearby Wulgunggo Ngalu Learning Place, a specialised Aboriginal justice and learning centre, that assisted with the initial landscaping.

The $70,000 project has been funded by $52,500 from the Victorian Government’s Transport Investing in Regions initiative, $15,000 from VicRoads and $2,500 from Wellington Shire Council.

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Case study Engaging with Traditional Owners in land and resourcesTraditional Owners have an ongoing connection to country and a role in managing natural resources. DEDJTR’s agriculture portfolio (combining forestry, fisheries, game and agriculture) continues to seek to improve engagement and partnerships with recognised traditional owners.

In 2016, Agriculture Victoria partnered with the Department of Environment, Land, Water and Planning to hear from Traditional Owners about ways to improve recognition of Aboriginal knowledge in land and resources management. Traditional Owners said we need to prioritise better engagement and implementation of Native Title / Recognition and Settlement Agreements (RSAs).

Since then Agriculture Victoria has:

• Assigned a senior team member to the Dja Dja Wurrung RSA Implementation Project Control Group.

• Facilitated a team member information session on Recognition and Settlement Agreements.

• Organised an on-country cultural learning program by Dja Dja Wurrung Traditional Owner Corporation.

• Engaged the Federation of Victorian Traditional Owners to prepare case studies about how Traditional Owners can more easily express their culture and fulfil customary responsibilities when supported by respectful policy.

Participation in the management of Victoria’s Fisheries In late 2016, Fisheries Victoria hosted the inaugural Murray Cod Conference at Shepparton on Yorta Yorta Country. Yorta Yorta Elders, Uncle Col Walker and Norman Stewart, shared the Yorta Yorta spiritual connection to the iconic Murray Cod through their creation stories.

Fisheries Victoria, with support from the Australian Government Fisheries Research and Development Corporation, is working with Traditional Owners to increase their involvement in the management of Victoria’s fisheries. The project involves using multimedia - spoken words, recorded stories, archives and GIS mapping - to depict Victoria’s rich and varied Aboriginal customary fishing practices. To date, the Taungurung and Dja Dja Wurrung Traditional Owners have been engaged in the project.

Helping achieve Target One MillionThe Gunaikurnai Joint Management Rangers were a key partner in supporting on-ground works to improve access to fishing spots in Lake Tyers State Park. The works were undertaken by Parks Victoria using a $45,300 grant from Target One Million’s Better Fishing Facilities Program.

The Lake Tyers State Park is one of ten parks that are under a joint management partnership between the Gunaikurnai Land and Waters Aboriginal Corporation and the state.

Sustainable Hunting Action Plan In December 2016, the State Government released a Sustainable Hunting Action Plan that, among other things, commits to the development of a Traditional Owner Game Hunting Strategy in partnership with traditional owners.

The Sustainable Hunting Action Plan also commits to partner with Traditional Owners to continue to build participation in land management and conservation.

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3. Place-based projectsFoundational principle

Relationships - we collaborate to empower Aboriginal communities.

Indicator Percentage of Aboriginal people and communities reporting increased social and economic wellbeing as a result of DEDJTR projects, and a strengthened ability to benefit from and influence government initiatives.

Target Improve


Outcome 4 – DEDJTR’s strategic projects are inclusive of Aboriginal Victorians

3.1 In supporting the overarching objectives of Regional Partnerships, identify and deliver five projects in partnership with local rural Aboriginal communities to:

a. protect and raise awareness of Aboriginal cultural heritage

b. promote Aboriginal economic participation and improve access to mainstream services, and

c. promote and demonstrate recognition and respect for Aboriginal communities amongst the wider Victorian community.

Regional DevelopmentVictoria (All Groups)

2018-2020

3.2 Deliver five transport projects that are developed through strong partnerships with local rural Aboriginal communities.

Transport for Victoria 2018-2020

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Case StudyWotjobaluk Country SignageIn October 2017, a traditional smoking ceremony marked the completion of 18 new roadside signs welcoming people to Wotjobaluk country.

Horsham Rural City Council representative Councillor Mark Radford, VicRoads Acting Regional Director, Mal Kersting and representatives from the Barengi Gadjin Land Council Aboriginal attended an event to celebrate the project’s symbolic opening.

The Welcome to Country signs illustrate the Aboriginal connection to the land, by acknowledging the peoples of the Barengi Gadjin Land Council, who represent Traditional Owners from the Wotjobaluk, Jaadwa, Jadawadjali, Wergaia and Jupagulk peoples. The signs are located on the perimeter of the Barengi Gadjin Land Council Reconciliation Action Plan traditional land at strategic roadside locations on 100kmh roads.

The initiative continues to deliver on the Victorian Government’s commitment to recognise, respect and celebrate Aboriginal culture and heritage as outlined in the VAAF and is further supported by Bullarto-buluk.

The project was supported by $45,000 from the Victorian Government’s Transport Investing in Regions initiative and $22,000 from VicRoads.

Case StudyCreative VictoriaIn 2017, Creative Victoria supported two exciting new programs which celebrate, strengthen and promote Victorian First Peoples arts and provide opportunities for Aboriginal creatives in developing their careers.

Yirramboi First Nations Arts Festival is a new festival developed by the City of Melbourne, and supported by Creative Victoria. Yirramboi showcases and celebrates how international First Nations artists, are expressing and sharing their culture in contemporary ways.

Yirramboi (which means ‘tomorrow’ in the shared languages of the Boon Wurrung and Woi Wurrung people of the Kulin Nations) successfully engaged local Aboriginal creatives and community, as well as featuring First Nations artists from New Zealand, Canada, USA, Africa, Scotland, Pacific Islands, Wales and Taiwan.

The program included over 60 events spanning dance, music, visual art, theatre, film and talks, that were choreographed, produced, directed and performed by Indigenous artists in May 2017.

Yalingwa, a Woiwurrung word that means both ‘day’ and ‘light’, is a new Victorian Government program that will be delivered in partnership with the Australian Centre for Contemporary Art (ACCA) and the Tarrawarra Museum of Art in the Yarra Valley. Yalingwa incorporates a major biennial exhibition, new Indigenous arts fellowships and support for curatorial positions. The exhibitions will focus on new commissions by contemporary Indigenous artists, with the first to be hosted by ACCA in mid-2018.

The Yalingwa initiative has been developed in collaboration with Victoria’s Aboriginal and Torres Strait Islander arts sector. It will be overseen by an Advisory Committee that will bring together Aboriginal community and cultural leaders who will act as advisors, ambassadors and mentors, together with gallery representatives.

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4. EmploymentFoundational principle

Opportunities - Aboriginal people should have the same access and opportunities as others.

Indicator Increase employment of Aboriginal people at DEDJTR.

Target Aboriginal people to be two (2) per cent of the DEDJTR workforce


Outcome 5 – DEDJTR increases the proportion of staff who identify as Aboriginal and assists their career development

4.1 Actively attract and recruit Aboriginal people to achieve the department’s two per cent Aboriginal employment target:

a. Strengthen employment policies and practices to attract and recruit Aboriginal people and promote participation in employment programs.

b. Develop a talent pool of Aboriginal team members through expressions of interest, designated roles and by advertising DEDJTR employment opportunities in a range of media accessed by Aboriginal job seekers.

c. Continue to access Aboriginal employment programs, including graduate and traineeship programs, to employ Aboriginal graduates and trainees

d. Expand entry level pathways into the department for year 12 and VET students, including through the VPS Aboriginal VET Graduate Program

e. Offer opportunities such as internships, cadetships and scholarships to assist Aboriginal people with the completion of tertiary studies and transition into work

f. Deliver the Engaging Koorie Students in Primary Industries Project and continue to support agricultural science education and career development programs for Aboriginal students.

g. Target Aboriginal people when delivering and participating in the Youth Employment Scheme (YES) for young Victorians aged 15 to 24 to undertake a traineeship in the Victorian Public Service.

All Groups



All Groups

All Groups



All Groups


Agriculture Victoria


All Groups

Policy, Programs, Small Business and

December 2018

Ongoing

Ongoing

Ongoing

July 2018

Ongoing

Ongoing

July 2020

Ongoing

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h. Target Aboriginal people when delivering and participating in the four-year Jobs Victoria Youth Cadetship Scheme (JVYCS) pilot program to provide 135 YES graduates with cadetships.

Employment

All Groups

To 2020

4.2 Actively retain and progress Aboriginal team members to improve Aboriginal employment outcomes in the department:

a. Create career pathways by actively recruiting Aboriginal team members for senior roles and offering a management and executive leadership program to Aboriginal team members, such as the VPS Aboriginal Future Leaders Pilot Program

b. Provide all DEDJTR staff with professional development opportunities, including use of the VPS Cultural Capability Toolkit to strengthen their Aboriginal cultural understanding and capability

c. Continue to provide a culturally appropriate Employee Assistance Program for Aboriginal team members

d. Incorporate input from Aboriginal team members on strategies to support them and their career progression and implement these strategies, including through the VPS Regional Aboriginal Staff Networks

e. Improve data integrity by monitoring business groups’ Aboriginal employment outcomes, progression and participation in learning and development initiatives by Aboriginal team members

All Groups


All Groups



All Groups

All Groups



Ongoing

June 2019

Ongoing

October 2018

Ongoing

Ongoing

December 2019

Ongoing

4.3 Target Aboriginal people for recruitment to DEDJTR boards and committees.

All Groups Ongoing

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Case studyLXRA partners with Barpa to deliver sustainable social and economic benefits

BARPA fits out Mernda Rail Jobs HubThe Level Crossing Removal Authority (LXRA) appointed Barpa, an Aboriginal-owned social benefit supplier to manage the construction of the Mernda Rail project and fit out of the Mernda Rail Jobs Hub.

The Hub assists job seekers from a range of disadvantaged backgrounds to find employment on the Mernda Rail Extension Project.

Barpa was formed through a partnership between the Federation of Victorian Traditional Owner Corporations and Cockram Construction.

Inaugural Director and Business Development Manager, Jeremy Clark, says the formation of the company was driven by a desire to build the capacity of Traditional Owners through employment and training. They found that the construction industry was a great fit for this purpose and Mr Clark said, “There’s always construction; building things is something that’s always going to happen,”.

A community resource for allThe Mernda Rail Jobs Hub supports the community to find employment on the project and within the wider construction industry.

“We are going to be tapping into a group of people who traditionally face barriers to finding jobs in the construction industry – this includes people from disadvantaged, diverse and minority groups,” said Mr Joe Aygur, Project Director, Mernda Rail Extension.

“The overwhelming response to the Hub shows that people are excited to work on a major infrastructure project for their community, which is also close to their home and families.

“In addition to the Mernda Rail Jobs Hub, we also have established a network of industry specialists, service providers and social enterprises who will help to identify, prepare and place people in roles on our project,” he said.

“The Mernda Rail Jobs Hub is a unique opportunity for the community to gain access to jobs in construction and rail and we’re proud to be paving the way for job creation on major projects in the state,” Mr Aygur said.

Barpa builds Aboriginal capability Since launching in 2014, Barpa have grown steadily and now have 10 team members in six offices nationwide, and have undertaken 23 contracts across Australia. They offer skilled positions in areas such as contract administration, building coordination, construction estimation and building development.

Barpa also aids employees through a training program called Pathways to Construction which helps them plan a career path and gain qualifications. Jeremy emphasises the company does not offer charity but the opportunity for Aboriginal people to further their job opportunities and develop a career.

Jeremy says employees gain a sense of pride in their work, the ability to earn money, as well as in creating something tangible.

Barpa hopes the Mernda Jobs Hub will lead to more contract opportunities in Victoria, increasing the potential for social and economic benefits in the community.

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Case studyJobs Victoria – Supporting Aboriginal students into careers with Victoria PoliceDEDJTR, Skillinvest and Victoria Police are delivering an innovative school-based traineeship program through Jobs Victoria designed for Aboriginal and Torres Strait Islander youth across the state. The traineeship program aims to keep more Aboriginal students in school and offers a pathway to a career that may not have otherwise been available. The program is also helping to change negative perceptions about the police and aims to bolster the number of Aboriginal employees within the Victorian police force. Across the four years of the program, 60 Aboriginal students will be placed in local police stations in Victoria, gaining valuable skills and hands-on work experience while completing a Certificate III in Business Administration.

The current trainees are from rural Victoria, including Bairnsdale, Bendigo, Echuca, Geelong, Horsham, Mildura, Moe, Morwell, Portland and Sale as well as from Metropolitan Melbourne.

Trainee, Kyal Atkinson is in Year 11 at St Joseph’s School in Echuca. He is undertaking a school-based traineeship with Victoria Police, working at the Echuca police station and completing a Certificate III in Business Administration. Kyal has been participating in the Jobs Victoria school based traineeship program since February 2017, which is funded by Jobs Victoria and run by Skillinvest in partnership with Victoria Police. Kyal is interested in a career in the police force and aims to follow in his uncle’s footsteps. He sees this traineeship as a great opportunity to represent his community and work towards greater understanding and cooperation between the Aboriginal community and Victoria Police. To watch Kyal’s story, visit: jobs.vic.gov.au/working-stories/community-leaders-in-the-making.

5. Economic participationFoundational principle

Opportunities - Aboriginal people should have the same access and opportunities as others.

Indicator Employment (through procurement) of Aboriginal people by DEDJTR, its agencies and contractors.

Target Increase


Outcome 6 – DEDJTR contributes to Aboriginal business growth and workforce participation

5.1 Leverage whole-of-government procurement and contract management guidelines to increase Aboriginal economic participation to achieve the VPS 1 per cent procurement target.

a. Purchase gifts for overseas dignitaries and offices from local Aboriginal businesses through an open and transparent process.

b. Use the DEDJTR Social Procurement Policy to identify opportunities to increase procurement from Aboriginal businesses and service providers.

Strategic Procurement

Trade Victoria

All Groups

Ongoing

Ongoing

Ongoing

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5.2 Continue the strong representation of Aboriginal people on Regional Partnerships to ensure their voice is heard as part of the Partnerships approach.

Regional Development Victoria

Ongoing

5.3 Implement Tharamba Bugheen: Victorian Aboriginal Business Strategy 2017-2021.


Ongoing

5.4 Include Aboriginal business content and programming in the 2018 Small Business Festival.


August 2018

5.5 Develop a quarterly online Aboriginal business survey to track the growth of the Aboriginal business sector.


Ongoing

5.6 Deliver the Jobs Victoria Employment Network (JVEN) to provide long-term unemployed or at-risk people with sustained employment outcomes. This includes five JVEN services primarily targeting Aboriginal Victorians and other support service providers.


To 2020

5.7 Deliver jobs for 75 Aboriginal people in the Goulburn Murray region to transition to work from education and training through the Algabonyah Employment Partnerships program.


To 2020

5.8 Leverage the Major Transport Infrastructure Program contracts with the construction industry to require a 2.5 per cent Aboriginal employment target and the procurement of goods and services from Aboriginal enterprises. This includes:

a. The development of Aboriginal employment and training pathways and business opportunities into the infrastructure sector; and

b. Actively promoting Aboriginal business procurement with our construction partners, including a 3 per cent Social Enterprise and Aboriginal Business procurement target for LXRA.

Major Transport Infrastructure Program

Ongoing

5.9 Deliver initiatives that celebrate, strengthen and promote Victorian Aboriginal arts and provide opportunities for Aboriginal artists to develop their careers.

Creative Victoria Ongoing

5.10 Engage with Aboriginal organisations to realise their aspirations for agriculture businesses.


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5.11 Improve agriculture and biosecurity service delivery to, and engagement with Aboriginal communities.


5.12 Work with Visit Victoria to support Aboriginal tourism and inform Aboriginal tourism businesses and service providers of government support programs.

Creative Victoria

Visit Victoria

Ongoing

5.13 Engage with Aboriginal organisations to assist them to realise their aspirations for tourism

Visit Victoria Ongoing

5.14 Grow relationships between regional tourism boards and Aboriginal organisations/businesses working in tourism

Visit Victoria Ongoing

Case studyBuilding Aboriginal businesses, jobs and the next generation of skilled Aboriginal talent for Victoria’s infrastructure projects

Training for the Future is the Victorian Government’s skills and industry capability development program coordinated by LXRA and delivered in partnership between government and industry. The program aims to develop a sustainable, capable and inclusive supply chain and talent pipeline for the Victorian Government’s major transport and infrastructure projects.

Training for the Future has created an Aboriginal Inclusion Action Plan for industry to develop an Aboriginal supply chain and talent pipeline. Its plan is a commitment towards investing in the economic participation of Aboriginal businesses, people and communities by increasing the capability and capacity of Aboriginal businesses and people to grow and succeed in rail and infrastructure.

For example, in February 2018, investments in Aboriginal businesses and employment through the Major Transport Infrastructure Program’s LXRA project resulted in the removal of level crossings with over 189,000 Aboriginal employment hours, and a $20 million investment in Aboriginal businesses and social enterprises.

These investments also include building the next generation of skilled Aboriginal talent for Victoria’s major transport infrastructure projects.

Investments in Aboriginal businesses and employment through the Major Transport Infrastructure Program’s Level Crossing Removal Authority has resulted in the removal of level crossings with over 189,000 Aboriginal employment hours, along with a $20 million investment in Aboriginal businesses and social enterprises.

Leah Hunt, one of Training for the Future’s GEN44 participants, is a proud Jadawadjali, Gunditj-mara and Wamba Wamba woman who worked as a summer intern at Heritage Victoria, and is working with the Mernda Rail Extension Project team to create a community display of historical artefacts found at a heritage dig in Plenty Gorge Park.

GEN44 offers 44 paid internships per year in the rail, transport and infrastructure industry to people from marginalised backgrounds to create a diverse group of skilled graduates who are equipped for jobs in rail and transport.

Leah grew up in Bordertown, South Australia. After working at the Aboriginal Land Council in Horsham as a teenager, Leah moved to Melbourne to study Archaeology at La Trobe University. Leah is passionate about her studies and her dedication is evident in her work.

“Archaeology is an important job and one that should not be undertaken lightly as this is the future of my people and our culture, and it needs to be protected.”

She heard about the GEN44 program via a Narrm (Melbourne) Aboriginal Facebook page advertising the archaeological internship.

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Leah has been enjoying her internship, meeting other archaeologists and working closely with them, and on several interesting projects with Heritage Victoria and LXRA.

“I have been working in the Conservation Lab, where I have been conserving artefacts, and cataloguing them. I have also been out working on an excavation site in the city, where I had the opportunity to excavate and wet sieve. We found beads, animal bones, pieces of metal, such as nails, we also found ceramics and glass, marbles and parts of a doll.”

Leah would recommend the GEN44 Program to other students: “It’s a great way to enter into the industry and to build networks amongst the companies and relevant parties... This internship also provided a way for me to gain experience and knowledge.“

Given the unique nature of the work Leah has been doing with the Mernda team, her summer contract was extended through her final semester at university to provide the team with her archaeological expertise to assist with curating the artefacts exhibition.

Implementation All of DEDJTR’s portfolios have responsibility to implement Bullarto-buluk.

The Diversity and Inclusion Team in the People and Workplace Services Division undertakes a dual coordination role to:

• support the functions of the DEDJTR Aboriginal Inclusion Action Plan Working Group and

• meet with counterparts across the department to monitor the implementation of employment-related actions in Bullarto-buluk. Key representatives include the:

- Director Human Resources in Employment, Investment and Trade

- Director People and Culture in Transport for Victoria

- Director Office of the Coordinator-General in the Major Transport Infrastructure Program and

- Senior Advisor, Strategy and Planning.

EvaluationMonitoring and evaluation activities will be undertaken across the lifespan of the DEDJTR AIAP to track progress, and identify achievements, key learnings and future priorities.

This information will be used to assess and refresh Bullarto-Buluk during implementation. As a living document, our plan will be continuously reviewed and improved throughout its lifespan.

GovernanceVictorian Government Secretaries’ Leadership Group on Aboriginal Affairs Through this group, departmental Secretaries have been charged with responsibility for driving the change necessary at the service and administrative level to deliver improved outcomes for Aboriginal Victorians. Secretaries are responsible for driving the development and implementation of departments’ Aboriginal Inclusion Action Plans.

DEDJTR Executive BoardDEDJTR AIAP progress reports will be presented to the DEDJTR Executive Board (EB) biannually. EB membership includes the DEDJTR Secretary, Lead Deputy Secretaries, Heads and the Coordinator-General for each DEDJTR Group. The EB will consider recommendations and endorse decisions on future work plan priorities.

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DEDJTR Aboriginal Inclusion Action Plan Working Group Ongoing facilitation and coordination of the delivery of the AIAP will be undertaken by the Working Group which is convened by the Corporate Services Group and consists of representatives including DEDJTR Executive Directors and/or senior delegates from each DEDJTR Group and, where relevant, representatives from Aboriginal community controlled organisations, Aboriginal community representatives, local government, DEDJTR agencies and other State Government departments.

The Working Group meets quarterly and is responsible for:

• facilitating the delivery of the AIAP and the preparation, review and endorsement of the annual work plan

• providing input into the monitoring and evaluation framework

• facilitating and delivering on actions as Aboriginal Inclusion champions within their own areas, and

• providing AIAP action progress updates to include in quarterly, biannual and annual reports and the provision of recommendations for future actions.

Bullarto-buluk: DEDJTR Aboriginal Inclusion Action Plan - Governance arrangements

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Documents

Bullarto-buluk - economicdevelopment.vic.gov.au€¦ · Web viewa.Develop and promote guidance materials on Aboriginal engagement. ... (ACCA) and the Tarrawarra ... Leah moved to