Roundtable discussion on
‘Partnerships for Indigenous Success’

presented by

The Governor of Queensland, HE Ms Quentin Bryce AC
in partnership with The Global Foundation

As part of The Global Foundation’s Australia Unlimited 2008 program Her Excellency Ms Quentin Bryce AC, Governor of Queensland, co-convened a Roundtable discussion on ‘Partnerships for Indigenous Success’ with the Foundation, on Wednesday 28 May 2008 at Government House, Brisbane.

The purpose of the Roundtable was to bring together indigenous and private sector leaders and entrepreneurs with a view to:

• developing co-operative partnerships to facilitate economically self-sustaining and self-managed indigenous enterprises;
• exploring other opportunities for young entrepreneurs’ to become actively engaged in addressing indigenous disparity and for creating long-term successful indigenous enterprises;
• providing a forum for young entrepreneurs and other corporate representatives to listen to indigenous leaders’ experiences, concerns and ideas about how they can assist these communities and individuals.

The Roundtable included expert participants who brought a wealth of knowledge to discussions. After a moving welcome to country by Aunty Delmae Barton, Her Excellency, the Governor of Queensland, officially opened the Roundtable which was chaired by Lieutenant General John Sanderson AC and Dr Jackie Huggins AM.

The presentations helped to identify and stimulate discussion regarding the principles that enable indigenous enterprises in Queensland to be successful. Key among the agreed principles was that partnerships require a high degree of mutual trust and transparency as well as mutual knowledge sharing. It was also acknowledged that it is important to recognise earlier indigenous entrepreneurial successes and role models as part of building a collective knowledge base.

Networking between generations, indigenous communities and the wider community and between emerging and established players was noted also as vital to success. It was agreed there is a need to respect culturally sensitive models of leadership that acknowledge and actively utilise the role and knowledge of elders, as well as a need to pursue and adapt western leadership models.

Mr Rod Williams, Managing Director of Gongan Consultancy, presented on the need for the adaptation of Western models of management. Gongan Consultancy operates on the principles that Aboriginal and Torres Strait Islander people have a holistic approach to family and community well being and consider the communal impact that business activity may have. Mr Williams noted that developing a corporate fit to ensure wealth creation and balance with their cultural, social, environmental and economic aspirations is essential.

Knowledge was also shared on the processes involved where land is subject to Native Title, with transparency, respect, inclusiveness and shared vision identified as essential elements of negotiation in such circumstances.

The necessity for a paradigm shift in the corporate sector regarding employment of indigenous people was identified by Ms Gail Symons, General Manager, Global Work Force Initiatives, Qantas Airways. Such a shift would include a robust and comprehensive approach to training, as well as a shift towards a more inclusive employee culture. Ms Symons indicated that Qantas is committed to providing recruitment and commercial opportunities for indigenous Australians as well as providing education on indigenous culture for current employees.

As a positive example of indigenous inclusion, Mr Jim Tribe, founder of the steel construction company, Steel Spears, outlined how his company operates. The company was established for and is committed to indigenous employment and training in the construction sector. In addition, the Board of Steel Spears is comprised of two non-indigenous, two indigenous and one Torres Strait Islander, and fifty percent of all profits are gifted to socially beneficial projects in the indigenous community.

The Lockhardt River artists’ story was presented by Mr David Clarke, from the Queensland Government Office of the Department of Communities who was resident in Lockhardt River and involved with the inception and set up of the program. The work of the Lockhardt River artists is now internationally renowned. Crucial to the artists’ success were two cultural shifts - one a shift away from an economic dependence model to an entrepreneurial model, and the other a shift away from concern over external intervention in indigenous communities towards an acceptance of the potential positive benefits of collaboration with people external to the indigenous community with valuable knowledge, expertise and experience. Another factor key to the success of the Lockhardt River artists was the provision of a ‘safe place’ for members of the community to incubate and develop ideas. This was also noted as key to the success of indigenous enterprise more generally.

Other requirements identified include the need for pathways to extend the success of existing enterprises to the younger generation and into new areas. It was also recognised that long term mentors are essential to success, as well as role models and advisors who can assist with the early stages and development of indigenous enterprises.

In contrast to the Lockhardt River artists bringing traditional skills to the global community and to the global market, Carbon Media demonstrated entrepreneurial indigenous engagement with modern technology. Mr Wayne Denning, Managing Director of Carbon Media, described the company as a privately owned and operated Aboriginal company established in May 2006, which provides innovative multimedia productions, creative design and business management solutions. He emphasised that Carbon Media has a strong indigenous heritage and continues to focus on providing solutions to and for the indigenous community in Australia.

In the discussion about these various initiatives and models, other key points identified as fundamental to successful indigenous enterprise included:
• Practical, realistic training is required to make individuals work-ready.
• Financial returns should be shared fairly between parties, ‘in-kind’ rewards can also be shared e.g. knowledge and techniques.
• Financial returns should be recognised as a fair and elemental component of any entrepreneurial/ business partnership, being crucial to indigenous self-esteem. Arrangements should however be conscious of avoiding the traditional welfare model of assistance.
• Broad strategic engagement between communities, business and government is an important factor in enabling successful indigenous enterprise.
• There is a need to establish an apolitical central body whose prime objective would be to focus on indigenous entrepreneurial interconnectedness, and to support the establishment of robust networks, support, resources and opportunities.
• Underscoring the practical changes is the need for a philosophical change and recognition of the importance of culture, language and the inherent indigenous connection to country.

Summaries of the day made by Professor Kay Saunders AM, CEO of the Brisbane Institute and Mr Joe Ross, Chair of the Indigenous Water Policy Group, North Australia Indigenous Land and Sea Management Alliance, reflected the sense of enthusiasm amongst the participants. It was also recognised there is a need for serious commitment and work to ensure that the ideals and aspirations of individuals and communities lead to viable enduring outcomes. Her Excellency the Governor closed the Roundtable and generously hosted a luncheon for participants following.