Innovate Reconciliation Action Plan - Main Roads Western Australia - Main Roads WA
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Main Roads Western Australia Innovate Reconciliation Action Plan JULY 2017 – JULY 2019
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
Contents
A message from the Managing Director 4
Our Vision for Reconciliation 6
Our Business 8
Our RAP Journey 10
Building Opportunities 12
Continuing on our Road to Reconciliation: 2017-2019 14
Diversity Working Group (DWG)
1. Relationships 16
2. Respect 21
27
3. Opportunities
3. Reporting 32
A MESSAGE FROM THE
MANAGING DIRECTOR
WE ARE
COMMITTED TO
MAKING A CHANGE
IN OUR INDUSTRY AND
PROGRESSING
RECONCILIATION
Peter Woronzow
Acting Managing Director of Main Roads
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:
1 Building even stronger relationships with Aboriginal
peoples and communities;
2 Creating greater understanding for ourselves and our
partners of Aboriginal heritage and cultures; and
3 Providing opportunities for Aboriginal peoples through
our activities and our industry.
Our Vision for
Reconciliation
Driving positive relationships between
Aboriginal and non-Aboriginal Australians
6
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”
7
Our
Business
Our contracting capabilities
are extensive; we aim to
include clauses in our contracts
encouraging support of both
Aboriginal businesses and
employment targets.
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.
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.
Contractors Contractors
Great
South west
Southern
Region
Region
Contractors Contractors
pilbara metropolitan
Region Region
WA
GOVERnMENT
Mai
a
goldfields Wheatbelt
a li
Ro r
n
Region t Region
ad s
Contractors Western Aus Contractors
mid-west
kimberley
gascoyne
Region
Region
Contractors Contractors
Diagram 1. Main Roads Western Australia’s Simplified Regional Organisational Structure.
9
Our
RAP Journey
2008-2010 RAP
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.
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.
10The 2012-2014 RAP
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.
11Building
Opportunities
12NUDGE 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.
13Continuing on our
Road to Reconciliation:
2017-2019
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.
By making decisions for
tomorrow, not just today,
we will be well positioned to
provide the best opportunities
for current and future
generations.
14Diversity
Working Group (DWG)
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
151. RELATIONSHIPS
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.
Action Responsibility
Diversity Working Group (DWG) actively monitors the RAP Chair DWG
1.1 development and implementation of actions, tracking
progress and reporting.
Timeline Timeline
December, 2017 February and August, 2017 -2019
Performance Indicator Performance Indicator
DWG oversees the development, Ensure Aboriginal peoples are
endorsement and launch of the RAP represented on the DWG
Meet at least twice per year
Establish Terms of Reference for the to monitor and report on RAP
DWG implementation
16Action
Raise internal and external awareness of our RAP to promote reconciliation across
1.5 our community and sector
Responsibility Responsibility
PHO
Talent and Program
Performance Consultant (TPPC) Timeline
July, 2017 - 2019
Timeline
December, 2017 Performance Indicator
Promote reconciliation
Performance Indicator through ongoing active
RAP added to information engagement with all
pack stakeholders
RAP information included
in new employee induction
package
Responsibility
Chair DWG
Timeline
January and July,
2017 – 2019
Performance Indicator
Implement and review a
strategy to communicate
our RAP to all external
stakeholders
19Relationships
Action
Develop and maintain mutually beneficial relationships with Aboriginal peoples,
1.3 communities and organisations to support positive outcomes
Responsibility Timeline
Principal Heritage Officer (PHO) July, 2017
Performance Indicator
Develop and implement an Meet with local Aboriginal organisations
engagement plan to work with our to develop guiding principles for future
Aboriginal stakeholders engagement
Responsibility Responsibility
PHO PHO
Timeline Timeline
July, 2017 - 2018 December, 2018
Performance Indicator Performance Indicator
Provide support via funding for the Completion of the Aboriginal Journeys
project over three years between 2016 Project
and 2018 Develop strategy to implement the
Support and review the progress of the results of the research on Main Roads’
project through monthly reports and road network via signage, information
meetings with ECU researchers boards or other strategies
Receive reports and other materials
from ECU annually for each stage of the
project
Action
Continue to support the ECU Western Australian Aboriginal Journey’s Project.
1.4 A research project into traditional Aboriginal journey ways and how they intersect
with the road network
18Action
Celebrate National Reconciliation Week (NRW) by providing opportunities to build
1.2 and maintain relationships between Aboriginal peoples and other Australians
Responsibility
Chair DWG
Timeline
May, 2018 – 2019
Responsibility
Manager HR – Communities of Performance Indicator
Expertise (MHRCoE)
Organise at least one internal
Timeline event for NRW each year
27th May – 3rd June Register our NRW event via
Reconciliation Australia’s
Performance Indicator
NRW website
NRW to be promoted on
iRoads to increase awareness
and understanding
Responsibility
Responsibility Chair DWG
Chair DWG
Timeline
Timeline May, 2018 – 2019
27th May – 3rd June
Performance Indicator
Performance Indicator Support an external NRW
Ensure DWG members event
participate in an external
event to recognise and
celebrate NRW
1720
2. REspect
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.
Action
Engage staff in understanding the significance of Aboriginal cultural protocols,
2.1 such as Welcome to Country and Acknowledgement of Country, to ensure there is a
shared meaning
Responsibility Responsibility Responsibility
Internal Communication MHRCoE MHRCoE
Manager/Business Managers
Timeline Timeline
Timeline July, 2017 – 2019 December, 2018
December, 2017
Performance Indicator Performance Indicator
Performance Indicator Invite a Traditional Owner Create acknowledgement
Review and promote a to provide a Welcome to plaques to be placed at
cultural protocol document Country at least once a Front Reception across WA
for Welcome to Country year
and Acknowledgement of
Country
Responsibility
Responsibility Timeline Meeting Organiser
MHRCoE/PHO December, 2017
Timeline
Performance Indicator July, 2017 - 2019
Develop a list of key contacts for organising a
Welcome to Country and maintaining respectful Performance Indicator
partnerships Include Acknowledgement
of Country at the
Responsibility Timeline commencement of
TPPC December, 2017 important internal and
external meetings
Performance Indicator
Addition of Acknowledgement Statement into
online induction at next review
21RESPECT
Action
2.2 Provide Aboriginal Cultural Awareness Training to increase Staff Cultural Awareness
Responsibility Responsibility
TPPC Chair DWG
Timeline Timeline
July, 2017-2019 March and October, 2017-2019
Performance Indicator Performance Indicator
Develop and implement a
Provide opportunities for DWG members, RAP
cultural awareness training
champions, HR managers and other key leadership
strategy for our staff which
staff to participate in cultural training
defines cultural learning
Ensure all employees are able to access cultural
needs of employees in all
awareness training by holding Aboriginal Cultural
areas of our organisation
Awareness Training sessions annually
and considers various ways
cultural learning can be
provided
Responsibility
Responsibility TPPC
TPPC Timeline
Timeline March, June, September and
July, 2017 December, 2017-2019
Performance Indicator Performance Indicator
Investigate opportunities to Encourage all staff to
work with local Traditional participate in the PSC Sharing
Owners and/or Aboriginal Culture online module by
consultants to develop making it available on iRoads
cultural awareness training
22Action
Provide opportunities for Aboriginal staff to engage with their culture and
2.3 communities by celebrating NAIDOC Week
Responsibility Timeline
HR Team July, 2017-2019
Performance Indicator
Review policies and procedures to ensure there are no barriers to staff participating in
NAIDOC Week
Responsibility
Internal Communications Manager (ICM)
Timeline
July, 2017-2019
Performance Indicator
Provide opportunities for all Aboriginal staff to
participate with their cultures and communities
during NAIDOC Week
23RESPECT
Action
Ensure that Native Title is incorporated into processes to recognise the rights of
2.4 Aboriginal Peoples
Responsibility Responsibility
PHO PHO
Timeline Timeline
January, 2018 July, 2017 - 2019
Performance Indicator Performance Indicator
Information packages/sessions Future Native Title Act
are available for Main Roads staff notifications incorporated into
working on Aboriginal heritage our processes
and Native Title matters Recognise the rights of
Aboriginal peoples through the
Native Title Act
Responsibility
PHO
Timeline
July, 2017 - 2019
Performance Indicator
Native Title training is provided for staff
working in relevant areas
24Action
Liaise with Aboriginal Stakeholders to protect and avoid disturbance of Aboriginal
2.5 Heritage Sites
Responsibility Responsibility
PHO PHO
Timeline Timeline
27th May – 3rd June, 2018 - 2019 July, 2017 – 2019
Performance Indicator Performance Indicator
Promotion of the rights of Training provided to Main Roads
Aboriginal people and the employees surrounding Aboriginal
value of cultural heritage heritage sites.
Responsibility
PHO
Responsibility
PHO Timeline
July, 2017 - 2019
Timeline
January, 2018 Performance Indicator
Continue to liaise with Aboriginal
Performance Indicator stakeholders to protect and
Procedures implemented for Aboriginal avoid disturbances at Aboriginal
consultation and management of heritage sites.
Aboriginal cultural heritage sites.
Conduct surveys with Traditional
Procedures are developed outlining Owners to avoid disturbing
the guiding principles for consultation, Aboriginal heritage Sites
identification and management of Aboriginal heritage surveys
Aboriginal heritage sites and values conducted with the involvement
of the relevant Aboriginal groups
to ensure that sites are not
inadvertently disturbed
2526
3. Opportunities
We are providing opportunities for Aboriginal peoples through our activities and our industry to
encourage greater participation and diversity.
Action
3.1 Investigate opportunities to improve and increase Aboriginal Representation.
Responsibility Responsibility
Recruitment Officer (RO) / TPPC RO
Timeline Timeline
December, 2017 July, 2017 – 2019
Performance Indicator Performance Indicator
Engage with existing Aboriginal Advertise all vacancies in Aboriginal media
staff to consult on employment
strategies, including
professional development Responsibility Performance Indicator
RO Develop and implement
Timeline an Aboriginal peoples
September, 2017 – 2019 employment and
retention strategy
Responsibility
MHRS
Timeline Responsibility
Aboriginal Employment Initiatives Taskforce (AEIT)
July, 2017-2019
Timeline
Performance Indicator December, 2019
Review HR and recruitment procedures and
policies to ensure there are no barriers to
Performance Indicator
Aboriginal employees and future applicants Incorporate the Regional Services Reform
participating in our workforce (including targets in our recruitment (percentage of
maximising the use of section 50d of the Equal vacancies).
Opportunity Act 1984) • Great Southern: 5% • Pilbara: 13%
• Kimberley: 38% • South West: 4%
Collect information on our current Aboriginal • Mid West: 10% • Wheatbelt: 4.5%
and Torres Strait Islander staff to inform future
employment opportunities
27Opportunities
Action
3.2 Support education and training opportunities such as traineeships and scholarships.
Responsibility Timeline
MHRCoE July, 2017-2019
Performance Indicator
Main Roads Aboriginal School Based Traineeship Program to be run once a year,
supporting at least one trainee
Commit to one trainee annually
Responsibility Responsibility
TPPC TPPC
Timeline Timeline
July, 2017-2019 July, 2017 – 2019
Performance Indicator Performance Indicator
Create a mentoring/buddy system Identify training/professional
development opportunities for the
trainee(s)
28Action
3.3 Support the Indigenous Australian Engineering Summer School (IAESS) program.
Responsibility
MHRCoE
Timeline
January, 2018-2019
Performance Indicator
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
Responsibility
MHRCoE
Timeline
July, 2017 - 2019
Performance Indicator
Develop availability for mentoring opportunities between
employees and students
29Opportunities
Action
Investigate opportunities to incorporate Aboriginal Contracting Partners within our
3.4 organisation
Responsibility Responsibility
Manager Contracts (MC) Aboriginal Employment Initiatives Taskforce (AEIT)
Timeline Timeline
July, 2018 December, 2019
Performance Indicator Performance Indicator
Promotion of the rights of Aboriginal people Incorporate the Regional Services Reform
and the value of cultural heritage targets in our contracts (percentage of
workforce)
Promoting prequalification of Aboriginal • Great Southern: 5% • Pilbara: 13%
businesses via workshops and the Main Roads • Kimberley: 38% • South West: 4%
website, enhanced by the introduction of the • Mid West: 10% • Wheatbelt: 4.5%
Road Minor Works (RMW) category
Responsibility Responsibility
MC MC
Timeline Timeline
July, 2017 - 2019 December, 2017
Performance Indicator Performance Indicator
Develop and communicate to staff a Explore options to develop and
list of Aboriginal businesses that can be implement tender evaluation criteria to
used to procure goods and services increase Aboriginal participation
Review procurement policies and Developing and creating a corporate
procedures to identify barriers to dashboard to report on Aboriginal
Aboriginal businesses to supply our businesses working with Main Roads
organisation with goods and services (e.g. number of contracts, number of
Develop one commercial relationship prequalified Aboriginal businesses)
with an Aboriginal and/or Torres Strait
Islander owned business
Investigate Supply Nation membership
3031
4. REPORTING
Tracking and reporting continuous progress.
Action
4.1 Report RAP achievements, challenges and learnings to Reconciliation Australia.
Responsibility Timeline
MHRCoE 30 July, 2017-2019
Performance Indicator
Complete and submit the RAP Impact Measurement
Questionnaire to Reconciliation Australia annually.
Responsibility Timeline
MHRCoE Biennially, 2017-2019
Performance Indicator
Investigate participating in the RAP Barometer.
32Action
4.2 Report RAP achievements, challenges and learnings internally and externally.
Responsibility Timeline
MHRCoE July, 2018-2019
Performance Indicator
Report on completion of Annual report to Corporate
Sharing Culture online Executive
module (PSC)
Report on and analyse the
percentage of staff who have
completed the eLearning
module (Cultural Awareness
Module)
Responsibility
Responsibility Chair DWG/ MHRCoE
MHRCoE Timeline
Timeline November, 2017-2019
August, 2018-2019
Performance Indicator
Performance Indicator Publically report our RAP
Reporting completed and achievements, challenges
submitted annually to and learnings
Reconciliation Australia
33Reporting
Action
4.3 Review, refresh and update the RAP
Responsibility Timeline
Chair DWG/ MHRCoE January, 2019
Performance Indicator
Liaise with Reconciliation Australia to develop a new RAP based on learnings,
challenges and achievements
Responsibility Timeline
Chair DWG/ MHRCoE April 2019
Performance Indicator
Send draft RAP to Reconciliation Australia for formal feedback and
endorsement
34CONTACT DETAILS
Faye Turner
Manager Human Resources
Communities of Expertise
Phone: (08) 9323 6271
Email: faye.turner@mainroads.wa.gov.au
35About 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 Bynder
BA 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.You can also read
