THE ACADEMY MODEL

THE ACADEMY MODEL

The Academy and our Industry Partners share a common objective to improve the economic and social wellbeing of all Aboriginal jobseekers and have their values recognised and embraced by the Australian nation as a whole for mutual benefit. In order to achieve this objective, program industry partners and key stakeholders will partner with the Academy to deliver Academy services. In this context of the partnership, all parties recognize the value of taking a more integrated approach with this opportunity to ensure that the corporate culture of employers is more inclusive of Aboriginal affairs, whilst at the same time maintaining high recruitment and training standards that embrace Aboriginal jobseekers through pathways into real and sustainable employment

THIS IS ACHIEVED THROUGH THE ‘ACADEMY MODEL’ WHICH WILL FOSTER THE DELIVERY OF:

1. Vocational support underpinned by connections to a range of additional services in health and wellness

-in many cases, this is the first critical steppingstone to engaging a person on a successful pathway which takes them to skill development and ultimately workforce participation.

2. Supporting Aboriginal jobseekers into stronger socio-economic participation both individually, and as a community

-so that employment becomes a more achievablenorm. In the long-term, the academy will contribute to reducing long-term (and in mostcases intergenerational) unemployment and address entrenched economic disadvantage,not just for individuals, but for their families.

3. Placed based implementation services that

-will connect Aboriginal jobseekers to multiple service partners across community. Academy ‘mentors’ will be a single-point ‘go to’ person, who will be pivotal for participants with significant and complex barriers to overcome before they can manage to progress along a positive pathway to social andeconomic participation.

4. Appropriate mentoring services

-through strong demonstrable ties to community. The Academy will provide a non-threatening and culturally engaging point of contact between community, industry and mainstream service providers.

5. Improvement of the job seeking experience

-for participants who might otherwise find navigating the various services both challenging and confusing; and unblocks systemic and operational barriers to effectively assisting these individuals.

6. Efficiency

-at a systemic level a physical, centralised, and coordinated service point that is accepted by community, contributes to greater efficiencies for our service partners through reducing duplication and pooling of resources.

7. A demand-driven service approach

working ‘works backwards’ to:
(a) identify an employer job commitment;
(b) work with the employer to develop their ‘cultural capacity’;
(c) identify necessary skills and training to meet the employer’s needs; and (d) engage and capacity-build Aboriginal jobseekers to win jobs.

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