McClelland Rural Services Pty Ltd

module eighthuman resourcemanagement

MANAGING INDIGENOUS PASTORAL LANDS

Pub no. 14/024

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MODULE 8human resource managementContents

Introduction 3Organisation Structure 3Staff Employment 3Staff Recruitment and Retention 3Staff Training 3Professional Development of Senior Staff 3

Organisation Structure 4

Staff Employment 6Remuneration and Conditions 6

Superannuation 7Workers’ Compensation 7

Occupational Health and Safety 8Staff Recruitment and Retention 10

ILC 10Other Indigenous Corporations 10Non-Indigenous Corporations 10Remote Jobs and Communities Program (RJCP) 11

Staff Training 12Training Packages, Skills and Programs 13Training Institutions and Providers 14

Institutes of Technology 14Training Providers 14Pastoral and Mining Companies 16Northern Territory Cattlemen’s Association 16

Sourcing Training and Finance for Training 16Professional Development of Senior Staff 18Professional Development Skills and Programs 19Professional Development Organisations 20

Australian Rural Leadership Program 20Jawun 20ORIC 21Other Individual Providers 21

List of Figures Figure 8. 1 Example of an Organisation

and Reporting Structure 4

List of PhotosCover Photo – Cowboy bootsPhoto 8.1 Station Manager Reporting

to the Board 5Photo 8.2 OH&S Training in

Motor Bike Safety 8Photo 8.3 Tailing the Mob 11Photo 8.4 Young Trainee Stockmen 12Photo 8.5 Training in Hoof Care 14Photo 8.6 Graduate Trainees at

Warrigundu Station 15 Photo 8.7 Group Training at Bohning

Yards Alice Springs 16Photo 8.8 Professional Training

for Senior Staff 19Photo 8.9 Australian Rural Leadership

Program Graduates 20Photo 8.10 It’s Not All About Work 23

Meat and Livestock Australia and State Departments 21

Sourcing Professional Development and Finance for Professional Development 22

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IntroductionModule 8 provides details relating to Human Resource (HR) Management. HR issues that a pastoral manager needs to consider include how the business is organised to achieve its objectives, employment, recruitment and retention, and training and professional development.

Organisation StructureBoards of Aboriginal pastoral corporations need organisation structures in place to manage the various roles, responsibilities and reporting relationships amongst staff of the pastoral business. An organisation structure guides individual task allocation, coordination and supervision of staff and is the basis for human resource management policy. Aboriginal pastoral corporations need to have a proper governance structure in place for strategic direction, responsibility and accountability, reporting and appointment of the Station Manager.

Staff EmploymentIn general, the northern cattle industry has been reliant on young people to provide the majority of labour. These young people receive ‘on the job’ training on pastoral stations. Managers need to be aware of award rates and statutory requirements for employment of staff. Staff needs to be supervised by competent Managers and Head Stockmen, who are aware of their duty of care in relation to Occupational Health and Safety (OHS).

At present, the industry is in a fragile financial state, resulting in a growing reliance by owners and managers on contract mustering, assisted by helicopters and other service providers. This is particularly relevant to those Indigenous properties which have small cattle herds and are unable to maintain full time mustering camps. Properties that rely on contractors as a key source of labour still need to adhere to statutory employment requirements.

Staff Recruitment and RetentionAs northern pastoral properties often have a high turnover of staff each season, recruitment and retention is a major issue. Staff needs to be educated on the career pathways that can lead to positions such as Head Stockmen and Managers, or jobs in rural service companies such as livestock agents and advisers. It may be possible for experienced staff to start their own businesses as contractors. Language, literacy and numeracy skills are important to progress in a career in the pastoral industry.

Staff Training Young people working in pastoral businesses benefit from training and employment, which enables them to become self-reliant and learn skills that can lead to rewarding careers in the pastoral industry. Training can be accredited to provide a formal qualification. Training which is not accredited such as horsemanship and low stress cattle handling, is also valued by pastoralists and trainees alike.

Professional Development of Senior StaffManagers, Head Stockmen and Board members benefit from professional development to further their careers and improve corporate governance of a pastoral business. Important needs include training in leadership, business management and governance as well as the latest in land and cattle management.

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Organisation StructureAn organisation structure is a diagram showing the responsibilities and reporting relationships amongst staff of a business. It illustrates task allocation, coordination and supervision, which are directed towards the achievement of the business objectives. It should also include governance and administrative responsibilities.

Figure 8.1 Example of an Organisation and Reporting Structure

Chairman of the Board

GOVERNANCE

MANAGEMENT

HeadStockman

BoardCommittees

Station Manager

Board

Administration

Stock CampMaintenanceSta�

Source: MRS

Figure 8.1 represents the structure of a typical commercially-focused Indigenous pastoral corporation with separation of ownership, management and staff. The Board represents the owners and is responsible for the operation and control of the company, in line with good governance principles. This includes the statutory requirements of the business in reporting to shareholders (who may be the local community) and to Government agencies.

The Board provides strategic direction in planning, decision making and major projects. It normally appoints the Station Manager who executes the plan for the business. The Station Manager reports regularly to the Board and may also be a member of the Board (Executive Board Member).

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The Station Manager is responsible for the ‘on the ground’ implementation of land and livestock management and infrastructure programs. The Station Manager directs operations through his senior staff such as the Head Stockman and Administrative and Maintenance staff. These employees communicate directly with the Manager and each other, and direct the junior staff on the day to day activities that need to be carried out. The Station Manager should develop a culture where staff communicate with each other in a positive manner and find the property a good place to work.

The photo below shows Station Manager, Mr Robin Yeeda of Lamboo Station, Halls Creek, Western Australia (WA) and Mr Mark Chmielewski, Manager of the WA Indigenous Landholder Services, Perth. They are reporting to the Nunjiwirri Aboriginal Corporation Board.

Source: KIMSS (DAFWA)

Photo 8.1 Station Manager Reporting to the Board

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Staff EmploymentRemuneration and ConditionsThe Board is normally responsible for setting salaries and employment conditions for the senior staff. This may be achieved through a remuneration committee of the Board. This committee may also set the direction of other staff or human resource matters as described in this section, including training and OHS.

From 31 December 2010, all employees are covered by the relevant ‘Modern Awards’ administered by Fair Work Australia. The Award Wages and Employment Standards for Pastoral Workers, as they relate to the Northern Territory (NT), Queensland (Qld) and Western Australia (WA) are given in the box below.

Award Wages and Employment Standards for Pastoral Workers

Federal AwardNFF 2010 Pastoral Award Fact Sheet

Federal Pastoral Award

Northern TerritoryNT Pastoral Award - NTCA Wages and Conditions Guide

NFF - Fair Work Information for Agricultural Workers

Fair Work – Wages Record Keeping Forms

QueenslandThe Federal Pastoral Award covers rural workers in Qld. The links detailed above for the Federal and NT awards provide all the information required for Qld workers.

Western AustraliaThe Federal Pastoral Award covers rural workers in WA. The links detailed above for the Federal and NT awards provide all the information required for WA workers.

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Statutory Requirements

As part of the statutory requirements for the employment of staff, it is necessary to provide both superannuation and workers’ compensation.

Superannuation

Since its introduction, employers have been required to make compulsory contributions to superannuation on behalf of most of their employees. From 1 July 2002, the minimum contribution has been set at 9% of an employee’s ordinary time earnings. The 9% is not payable on overtime rates, but is payable on remuneration items such as bonuses, commissions, shift loading and casual loadings.

Workers’ Compensation

All Australian employers need to have a worker’s compensation insurance policy that covers their workers for any injury sustained either in the workplace or, in most cases, travelling to and from their home to their place of work. Workers’ compensation is covered by individual state departments that have the responsibility of managing workers injured during work, their rehabilitation and their eventual return to work.

Western Australia: WorkCover WA is the state government department charged with the oversight of injury to workers, their medical requirements and their subsequent rehabilitation.

Northern Territory: NT Worksafe is the territory government department in charge of overseeing the management of workers’ compensation and work safety. It is the responsibility of the employer to arrange suitable workers’ compensation cover from an NT Worksafe-approved insurance company.

Queensland: WorkCover Qld is the authority responsible for overseeing the workers’ compensation and injury management system, assisting recovery at work and liaising with all parties involved to achieve the best possible outcome. In most cases employers must insure their workers through WorkCover Qld.

Work Cover Information for each Jurisdiction

WorkCover WA

Northern Territory WorkSafe

Northern Territory Workers Compensation - Worksafe

WorkCover Queensland

Applying for a Workers’ Compensation Policy through WorkCover Qld

www.workcoverqld.com.au/insurance/do-i-need-a-policy/taking-out-a-policy

www.workcoverqld.com.au/forms-and-resources/useful-links

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Occupational Health and SafetyOccupational Health and Safety (OH&S), also known as Workplace Health and Safety (WH&S), is a program to create a healthier workplace as well as reduce workplace injuries and deaths. To do this, all levels of government have introduced rules and regulations to protect workers from unsafe or unhealthy practices.

OH&S implementation in the workplace is important for both legal and financial reasons. All businesses have a ‘duty of care’ to employees and any other person who may enter a work site or workplace. This concept of ‘duty of care’ forms the basis of the legal requirements of the various OH&S Acts and Regulations. New work health and safety (WHS) laws commenced on 1 January 2012 in many states and territories to harmonise occupational health and safety (OH&S) laws across Australia. The following duties and obligations for employers are relevant to the new legislation:

• provide a safe and healthy workplace for all employees and other people who attend the workplace:

• provide work systems that are safe and without risk to health

• train employees to work in a safe and competent manner

• take steps to prevent injury, illness and disease

• consult with employees and their representatives over OHS matters

• provide for workplace inspectors to visit workplaces, investigate accidents and enforce provisions of the legislation.

Photo 8.2 OH&S Training in Motor Bike Safety

Source: Rural Industry Training and Extension

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Further Information on OH&SAustralian Government Business Topics – Occupational Health and Safety

Western AustraliaWorkCover Western Australia

Managing Safety Hazards in the Workplace

Northern TerritoryThe Northern Territory Cattlemen’s Association OH&S manual specifically for the cattle industry

Northern Territory WorkSafe

Northern Territory WorkSafe – Safety Management

Northern Territory WorkSafe – Legislation Update

QueenslandQld Workplace Health and Safety

Qld WH&S Rights and Obligations

Qld Small to Medium Enterprises Program

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Staff Recruitment and RetentionAccording to a 2007 report on Indigenous Employment and Engagement in the Northern Pastoral Industry, the industry experienced difficulty attracting and retaining skilled workers, to the extent that the production capacity and profitability of businesses was affected. These staff recruitment and retention difficulties occurred, despite the fact that the industry operated in a region where there are large Aboriginal populations experiencing very high unemployment rates; and where there is a strong history and association with the pastoral industry.

The Indigenous employment situation has worsened since then, due to the severe downturn in the live export trade. Despite this, there are obvious benefits in development of a socially and eco-nomically stronger pastoral industry, through improved recruitment and retention of experienced Aboriginal staff.

Employment on Indigenous pastoral stations is being fostered in various ways by the Indigenous Land Corporation (ILC), other Indigenous and non-Indigenous corporations and government employment programs.

ILCThe ILC operates their cattle businesses with a strong focus on the employment and training of local Indigenous people. They co-operate with non-Indigenous corporations in organising training.

ILC has a wholly owned subsidiary, National Indigenous Enterprises Pty Ltd, which advertises throughout WA, NT and Qld for Managers and Head Stockmen (Trainee Supervisors) for ILC stations. According to its recruitment advertisements, ILC has residential employment-based training programs on each of its owned/operated properties which prepare Indigenous Australians for careers in agriculture. Successful trainees are provided with job opportunities within ILC businesses or with other pastoral industry employers.

Other Indigenous CorporationsIndigenous pastoral corporations recruit from their own communities. They also employ non-Indigenous staff, when necessary. Many of the larger stations have an annual recruitment and training program. Both larger and smaller stations receive support from the Indigenous Landholder Services, Kimberley Indigenous Management Support Service (KIMSS) and Pilbara Indigenous Landholder Service (PILS) in WA and Indigenous Pastoral Program (IPP) in the NT. These services and programs have had a positive impact on property productivity, employment and economic development in the northern pastoral industry.

Non-Indigenous CorporationsMost non-Indigenous corporations have corporate social responsibility or equal opportunity policies in relation to assisting Indigenous people to be involved in the cattle industry. They are aware that employment of local Aboriginal people in more remote areas can reduce recruitment on-costs, and create a social benefit for the wider community. This extends to encouraging good Indigenous contractors to provide mustering and weed and feral animal control.

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Training is linked to employment and management and staff need to have a strong and cohesive level of cultural awareness. Managers have to be patient in establishing relationships to improve employee reliability. Retention is enhanced if a number of employees come from the same community.

The Northern Territory Cattlemen’s Association (NTCA) Indigenous Employment Program is a partnership between the ILC and the NTCA. The program aims to help Indigenous youth make the transition from the Community Development Employment Projects (CDEP) Program into the pastoral industry and develop and strengthen the sustainability of the pastoral industry workforce.

The program currently supports up to 65 participants throughout the NT. The NTCA is responsible for recruitment, provision of industry-recognized training, placement into jobs and on-station mentoring. It hopes to expand Indigenous participation in the pastoral industry across the NT. Career pathways are established for participants to develop professionally.

The program has been running for three seasons and has seen an annual increase in participation. It has secured ongoing funding until June 2013 and has offices in Alice Springs and Katherine.

Remote Jobs and Communities Program (RJCP)The CDEP Program and other employment services will be replaced by the Remote Jobs and Communities Program (RJCP) from 1 July 2013. CDEP has been an important support for Indigenous people seeking work in the pastoral industry. It is intended the RJCP will continue to be an important employment strategy tool for Indigenous people.

Photo 8.3 Tailing the Mob

Source: Beef Central

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Staff TrainingTraining, especially for young people, needs to be competency-based and linked to real employment outcomes such as ‘job starts’ or workplace experience after a training period. There is a shortage of skills in the northern pastoral industry. Many non-Indigenous and Indigenous pastoral operations have positive and culturally sensitive programs to train and employ Indigenous youth. Thus there are opportunities for young Indigenous people in communities to:

• acquire knowledge and skills in the pastoral industry

• reconnect with their land and country

• reconnect with their forefathers’ recent history on cattle stations where they:

» used their knowledge of country

» developed skills in horsemanship, cattle mustering and handling.

Young people in northern Indigenous communities may be able to find other land- based traineeships and employment opportunities. These include roles as environmental rangers or contractors providing fee for service management of weeds and wildfire or roles in tourism, hospitality and meat processing. Some of these skills can also be applied to related activities such as transport, roads, building, construction and mining services.

Group training on-site or ‘on the job’ offers opportunities to Indigenous youth to gain social skills, independence and confidence. Often trainees from the same community can provide mutual support; so identifying training buddies is important. A particular community can establish links with a pastoral station. On-site training provides a means to experience a situation away from a welfare mindset, in an environment free of drugs and alcohol. It requires the support of Traditional Owners including aunts, uncles and older men and women in the community.

Photo 8.4 Young Trainee Stockmen

Source: KIMSS

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Career advancement after training may be limited by low language, literacy and numeracy skills in Indigenous youth. Again the support of the community is required in getting youth to attend school to alleviate this barrier, and for trainers to be aware of this limitation. Numeracy and literacy assistance is available at training institutes, but attending school is a priority. Schools may be able to take advantage of work experience opportunities on local properties, to introduce their students to the cattle industry.

Training Packages, Skills and ProgramsCompetency-based training units are mapped to the National Training Qualification Package. Once participants have completed a selected number of units which may include Recognition of Prior Learning (RPL) by an independent Recognised Training Organisation (RTO), they can receive a Certificate.

Available training includes:

• Certificate I, II and III, Rural Operations

• Certificate II, III and IV Agriculture (Beef Cattle Production)

• Certificate II Animal Studies

• Certificate II Conservation and Land Management

• Certificate II in Meat Processing (Abattoirs)

• Chemical Use Accreditation

• Low Stress Cattle Handling

• Horsemanship/Colt Starting

• Hoof Care/Horse Shoeing

• Maintenance of plant, machinery and improvements (vehicles, motor cycles, fencing and watering points)

• Fire control and management

• First Aid

• Occupational Health and Safety (OH&S)

A separate training opportunity which is relevant to pastoral communities is the Defence Indigenous Development Program (DIDP) — a joint initiative between the Department of Defence, the Department of Education, Employment and Workplace Relations and the NT Department of Education and Training. It involves a seven month residential program that aims to provide young Aboriginal and Torres Strait Islander adults with the life skills and confidence to secure opportunities and sustain continuous employment of their choice.

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Source: Beyond Billabong

Training Institutions and ProvidersTraining institutions and providers give ongoing support to the Indigenous pastoral sector and are important in an industry with a high turnover of staff and competition from the mining industry.

Institutes of Technology

• Charles Darwin University campus in Katherine

• Kimberley Training Institute in the Kimberley.

Training Providers

Many training providers deliver accredited training modules on property and at centres which include those focused on imparting skills to Indigenous people. Others may not provide accredited training, but it is nevertheless valued by pastoralists (such as horsemanship and low stress cattle handling).

Residential training properties provide a valuable service to regional communities and often offer guidance to troubled youth. These include:

• Bina-Waji Nyurra–Nga (Burks Park) campus at Halls Creek in the Kimberley, WA which is mentored by KIMSS

• Out Station North at Springvale, North Qld which also provides links to employment opportunities.

Photo 8.5 Training in Hoof Care

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Indigenous Land Corporation

The ILC has training facilities where youth ‘live in’, are paid wages and placed in jobs on northern Australian properties as follows:

• Kimberley region, WA:

» Roebuck Plains Station (pastoral – beef & export depot), east of Broome

» Myroodah Station (pastoral-beef ), east of Broome on Fitzroy River

» Home Valley Station (pastoral and tourism), in the east Kimberley

• Cape York, Qld

» Merepah Station (pastoral-beef ), near Coen

• Far North Qld:

» Crocodile-Welcome Stations (pastoral-beef ), near Laura

» Bulimba Station (pastoral-beef ) via Chillagoe

• South East Qld:

» Mimosa Station (pastoral-beef ), near the Bunya Mountains

• NT:

» Gunbalanya Station and Meats (pastoral-abattoir) in Arnhem Land

» Warrigundu Station (pastoral-beef ) near Katherine.

Photo 8.6 Graduate Trainees at Warrigundu Station

Source: ILC

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Pastoral and Mining Companies

Non-Indigenous and Indigenous pastoral companies, as well as mining companies on pastoral land, are proactive in offering in-house training to Indigenous youth. This provides control over curriculum to meet their specific requirements. It may include a combined job-ready and life skills course, followed by a pre-vocational course through institutes and other Registered Training Organisations (RTOs). Workplace Language, Literacy and Numeracy (LLN) can be introduced into the pre-employment courses to assist Indigenous youth. Station-based training is ‘hands on’ and can extend to OH&S and First Aid.

Northern Territory Cattlemen’s Association

The NTCA has training facilities offering practical cattle handling courses at Bohning Saleyards in Alice Springs.

Photo 8.7 Group Training at Bohning Yards Alice Springs

Source: Northern Territory Cattlemen’s Association

Sourcing Training and Finance for TrainingThe following organisations can assist in arranging training for pastoral industry skills as well as other programs as the need arises.

Indigenous Landholder Services (ILS) WA, including KIMSS and PILS and supported by Farm Training WA.

Indigenous Pastoral Program in NT (DPIF, ILC, Land Councils and NTCA)

ILC, either directly or in conjunction with the training programs listed above.

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Pastoral companies also offer focused Indigenous training schemes – these schemes can be a term or condition in sub-leasing or grazing licence arrangements they have with Indigenous pastoral land holders. Some of these companies provide the training through the programs offered by ILS, IPP and ILC and described above.

Key sources of finance to pay for training include:

• ILC

• state and territory departments of agriculture/primary industry

• federal bodies including the Department of Education, Employment and Workplace Relations (DEEWR)

• training institutes

• Aboriginal corporations.

Employers who employ Aboriginal and Torres Strait Islander peoples can get financial help from the Australian Government through the Indigenous Wage Subsidy (IWS) program. Employers are paid an incentive when they employ eligible people on a continuing basis after 13 and 26 weeks in a job. Some employers may also be eligible for retention bonuses and funds to cover training costs.

Individual pastoralists, who value training and developing their staff, often finance it from their own budgets.

Training for Indigenous People in the Northern Pastoral Industry

• Training can be accredited to provide a formal qualification.

• Training which is not accredited such as horsemanship and low stress cattle handling, is valued by pastoralists and trainees alike.

• Language, literacy and numeracy skills are important to progress in a career in the pastoral industry.

• Community support is necessary to improve school attendance and keep youth in training.

• Stations can provide high school students with work experience in the cattle industry.

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Contacts for Training Who Can Also Recommend Private Providers

WA: Indigenous Landholder Services (KIMSS and PILS)

NT: Indigenous Pastoral Program

Northern Australia: Indigenous Land Corporation Employment and Training

NT: Charles Darwin University Katherine Campus

WA: Kimberley Training Institute

Northern Australia: Indigenous Wage Subsidy

Professional Development of Senior StaffStaff need to continue training beyond initial qualifications to maintain and upgrade their skills for a career in the pastoral industry. Managers, Head Stockmen and Board members benefit from professional development aimed at leading and regenerating regional and remote communities. Successful leadership in this area attracts some of the benefits of entering the mainstream workforce, including having a stable, local and dedicated workforce.

There are a number of government, corporate, industry, and consulting organisations and individuals from both the Indigenous and non-Indigenous sectors, with skills and experience who are keen to help Indigenous communities. It is important for communities to feel comfortable with the programs and be willing to access these avenues of assistance.

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Professional Development Skills and ProgramsFor senior staff and Indigenous corporation boards, there is a need for professional development that covers leadership, business management and governance. Training in latest best practice in land and cattle management is also very important.

There are a number of training programs which can assist Indigenous pastoralists:

• Australian Rural Leadership Program

• Governance: Improving the Governance of Pastoral Enterprises (Direction)

• Governance: Monitoring the Strategic Directions of the Business (Indigenous)

• Office of the Registrar of Indigenous Corporations (ORIC) Governance Training

• Business Management (Property Management and Business Planning)

• Certificate IV in Training and Assessment (for which experienced managers may achieve Recognition of Prior Learning)

• Workshops in business management, sustainable grazing, animal nutrition and reproduction and genetics.

Source: Beyond Billabong

Photo 8.8 Professional Training for Senior Staff

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Professional Development OrganisationsAustralian Rural Leadership Program

Senior Indigenous and non-Indigenous pastoralists in northern Australia and their communities have benefitted from participation in the Australian Rural Leadership Program, the flagship program of the Australian Rural Leadership Foundation. This program provides an intensive leadership course which brings together people from many different parts of Australia. The program is about creating leaders who provide the backbone to rural and regional Australia across a range of agriculture and social service sectors.

The program is delivered over 17 months with participants involved in a comprehensive program that equips them to advance the interests of their industries, communities, and rural Australia. Some Federal government assistance is provided to the program and participants make a monetary contribution to demonstrate their commitment.

The photo that follows shows two Indigenous graduates of the program, Mr Alan Lawford, Manager of Bohemia Downs, Halls Creek and Mr Steve Craig, Manager of Mistake Creek, Katherine.

Jawun

Jawun provides skilled people from their corporate partners and connects them with Indigenous communities to share knowledge and experience. The aim of the program is to assist Indigenous people in their desire and determination to regenerate their communities.

Knowledge and expertise is shared by:

• supporting Indigenous leadership to deliver their strategies and vision

• using corporate and philanthropic involvement to build the capabilities of Indigenous people and organisations

• fostering Indigenous economic and social development in a way that encourages people to take responsibility for their own lives

Photo 8.9 Australian Rural Leadership Program Graduates

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• focusing efforts ‘in place’ with communities who are ready and willing to engage

• building a network where Indigenous, government, corporate and philanthropic ideas can be shared.

ORIC

There is suitable governance training for Indigenous corporation board members through the Office of the Registrar of Indigenous Corporations (ORIC).

Other Individual Providers

Previously, FarmBis was an important source of funds for training in farm business management, bookkeeping and accounting; however the FarmBis program has now been discontinued.

In WA, the Department of Agriculture and Food provides assistance for this training through Farm Training WA.

Grazing for Profit schools for Indigenous managers has received some support from the ILC.

Some professional development providers have also recognised the gap in governance and business management skills in Indigenous businesses and can provide these services.

Meat and Livestock Australia and State Departments

Workshops and Field days are Arranged by These Bodies

Animal Nutrition – Nutrition EDGE

Reproduction and Genetics – Artificial Insemination, Breeding Edge, Breeding For Profit, Bull Selection Pregnancy Diagnosis

Business Management – Business EDGE, Testing Management Options, Stock Course

Sustainable Grazing- Grassfed Beef Production and Production Feeding Stoctake: Balancing Supply and Demand, Rangeland Management, Grazing Land Management EDGE

http://futurebeef.com.au/resources/workshops/

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Sourcing Professional Development and Finance for Professional DevelopmentSourcing professional development training and funds is the same as that described for training. The key sources are:

• The ILS WA and the IPP NT can broker the provision of staff development programs and organise workshops

• The technical institutes have higher level programs such as Training and Assessment.

• Finance for professional development is available from state and federal departments and the ILC.

• The Australian Rural Leadership program is accessible by nomination and partly funded.

• Jawun funds skilled people who can work through ILS and IPP.

• Pastoral companies can invite Indigenous Head Stockmen and Managers to attend on-station workshops.

In a number of Indigenous pastoral enterprises, assistance for the Board and management has been provided by way of an Indigenous or non-Indigenous industry mentor. In some cases this has been accommodated through a seat on the Board for a non-executive board member to offer practical advice in both station and business management.

Usually, the mentor is selected by the Board from a list of trusted and respected Indigenous and non-Indigenous people who:

• are successful and well known in the industry

• have a lifetime (or long standing) experience in practical station management

• have an empathy with Indigenous people

• have good communication and people skills.

People who have fulfilled this role have contributed to the success of the respective businesses, particularly in their start up phase and in times of difficulty for management and business development.

Officers in the ILS and IPP programs include skilled and experienced staff from the Land Councils, ILC, peak industry bodies and consultants – they provide valuable mentorship as part of their normal duties and service. Some pastoral companies have also added these roles and responsibilities to their executive and senior management positions, to liaise with Indigenous communities.

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Professional Development for Indigenous People in the Northern Pastoral Industry

• Managers, Head Stockmen and Board members benefit from professional development to further their careers and improve corporate guidance.

• Important needs include training in leadership, business management and governance as well as the latest in land and cattle management.

• Corporate and philanthropic involvement can build the capabilities of Indigenous people and organisations.

• ILS, IPP and state departments can broker provision of staff development programs and organise workshops.

• A respected Mentor to the Board and to Management is a valuable addition to professional development and the success of an Indigenous pastoral business.

Further Reading

Australian Rural Leadership Program

Jawun

ORIC Governance Training

Database for Educational and Vocational Training in Australia

Photo 8.10 It’s Not All About Work