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Indigenous Employment and Capability Strategy

2012–2014

A strategy for the recruitment, retention and capability and career development of Aboriginal and Torres Strait Islanders in the Department of Sustainability, Environment, Water, Population and Communities.

2012 – 2014

Message from the Secretary

I am pleased to present the Department of Sustainability, Environment, Water, Population and Communities Indigenous Employment and Capability Strategy (IndECS) 2012–2014.

The strategy builds on the successful inaugural three year IndECS 2007– 2010. It carries over many of the goals and initiatives from the previous strategy, but also introduces some new aspirations and commitments. I believe this document will continue to assist the department attract highly skilled, capable and engaged Aboriginal and Torres Strait Islander employees, which is critical in our efforts to protect and preserve the environment.

The department places great value on the unique contribution made by Aboriginal and Torres Strait Islander employees to the delivery of critical business outcomes. Given their close relationship with the land and water, their input into our conservation and cultural heritage work is invaluable. My support of this strategy recognises the contribution Aboriginal and Torres Strait Islander employees make towards good public administration in the broader operation of the department across many policy, program and corporate areas.

Through IndECS 2012–2014 and other meaningful employment initiatives, it is my vision to increase the number of Aboriginal and Torres Strait Islander employees who recognise our department as an ‘employer of choice’.The department’s record in attracting and retaining employees is strong. Prior to the inaugural IndECS, we had 43 ongoing Aboriginal and Torres Strait Islander employees. We now employ over 110 employees in ongoing positions, and an even larger number of non-ongoing employees. I am proud of this achievement and remain committed to continuing this trend into the future.

I also look forward to the department continuing to support broader Indigenous employment opportunities through our commercial relationships with businesses operated by the traditional owners in the three jointly managed national parks.

I commend IndECS 2012–2014 and affirm my commitment to the implementation of this strategy.

Paul Grimes

Secretary

Introduction

The Department of Sustainability, Environment, Water, Population and Communities (DSEWPaC) is responsible for implementing the Australian Government's policies to protect our environment and heritage, and to promote a sustainable way of life. In achieving this, the department recognises the valuable and significant contribution that can be made by Aboriginal and Torres Strait Islander peoples through their connection with and responsibility for land, water and heritage.

The Indigenous Employment and Capability Strategy (IndECS) 2012 –2014(the strategy) builds on the department’s inaugural IndECS 2007–2010. The inaugural strategy was successful in supporting the recruitment, retention, and capability and career development of Indigenous employees and addressing the need for a supportive and culturally inclusive work environment.

During the life of IndECS 2007–2010, ongoing Indigenous employee representation as a percentage of the ongoing workforce of the department increased from 3 per cent in 2006 to 4.6 per cent (117 ongoing Indigenous employees). At the time this placed the department third on the list of large Australian Government agencies (with more than 1000 ongoing staff) with above average Aboriginal and Torres Strait Islander representation. The following table shows the Aboriginal and Torres Strait Islander representation in the department from 2000 to the end of the previous strategy.

DSEWPaC Ongoing Employee Data 2000 – 2010

2000 / 2001 / 2002 / 2003 / 2004 / 2005 / 2006 / 2007 / 2008 / 2009 / 2010
Indigenous / 37 / 40 / 38 / 44 / 43 / 52 / 60 / 62 / 98 / 110 / 117
All DSEWPaC / 1339 / 1338 / 1313 / 1332 / 1344 / 1602 / 1689 / 1872 / 2333 / 2618 / 2542
% / 2.8% / 3.0% / 2.9% / 3.3% / 3.2% / 3.2% / 3.6% / 3.3% / 4.2% / 4.2% / 4.6%

Source: APSED

However, by 30 June 2011, this figure had dropped to 3.8%. The main reason for the percentage decline between 31 December 2010 and 30June 2011 was Machinery of Government changes that led to the departure of the Arts Division, which had strong representation of Indigenous employees, from the department. The target for ongoing Indigenous employee set in the IndECS 2012-2014 reflects this change and aims for an increase beyond the June 2011 figure of around 20 per centover the life of the strategy.

It is important to note the department also has a significant number of non-ongoing Indigenous employees, mostly working in the jointly managed parks in regional and remote Australia. At June 2011, 56.8 per centof the department’s Indigenous employees were engaged on a non-ongoing basis, partly reflecting the seasonal nature of some of the work in the Parks. When non-ongoing employees are included, Indigenous representation increased from 3.8 to 7.0 per cent of all departmentalemployees as at June 2011.

In addition, the department makes a valuable contribution to significant business opportunities for traditional owners in the three jointly managed national parks which, while not reflected in departmental employment figures, has positive effects on Indigenous employment.

The new strategy has been developed taking account of: evaluation findings and ongoing stakeholder discussions about the success of initiatives under the first strategy; consultation with Indigenous staff members and a range of departmental stakeholders and senior executives; views expressed by Indigenous employees in the department’s biennial staff survey; input from the 2011 Annual Indigenous Employees Conference; and reference to issues identified in the 2009 Census Report of Aboriginal and Torres Strait Islander APS Employees. The strategy also recognises that Indigenous employees come from diverse backgrounds and communities and have differing employment and development needs and aspirations. The circumstances and needs of Canberra-based Indigenous employees for example, may differ from those of Indigenous employees in regional and remote jointly managed parks. Initiatives within this strategy aim to address this range of requirements.

IndECS expresses the department’s continuing commitment to Aboriginal and Torres Strait Islander employees and to the recruitment, capability development and career advancement of Aboriginal and Torres Strait Islander people. It is also an invitation to Indigenous employees in the department to feel encouraged and supported to grasp the opportunities offered and take the next steps in managing and developing their own careers as public servants.

The employment of Aboriginal and Torres Strait Islander people within the organisation and the building of relationships with the broader Aboriginal and Torres Strait Islander community reinforce the department’s broader commitment to diversity and reconciliation in the workplace. It also provides opportunities for career advancement in ways to maximise successful outcomes for individual employees.

The department recognises that from time to time Aboriginal and Torres Strait Islander employees will need to balance their professional public service responsibilities with their family and community responsibilities and that this can sometimes be difficult to do. The department is committed to supporting its employees in meeting these challenges.

The department is involved in significant policy and program decision-making that is relevant to Aboriginal and Torres Strait Islander issues and communities. Recognising and utilising the expertise of Aboriginal and Torres Strait Islanders is key to the success of these policies and programs. However, the department does recognise that not all Aboriginal and Torres Strait Islander employees work in Indigenous policy, program or service delivery related areas, and is committed to providing broad career opportunities to Indigenous staff members.

Celebrating the achievements of Aboriginal and Torres Strait Islander employees across the department facilitates information sharing and creates learning opportunities about Indigenous peoples and concerns for non-Indigenous employees in the department. This sharing can also promote collegiate work practices and improved cultural awareness and understanding.

Strategy aims

The aims of the strategy are to:

  1. Increase the department’s successful recruitment outcomes for Aboriginal and Torres Strait Islander employees by increasing the representation of ongoing Indigenous employees to 4.5 per cent of the total workforce by 30 June 2014, including a particular focus on entry-level recruitment programs.
  2. Strengthen the focus on retaining Indigenous employees in the department.
  3. Increase the capability and career development opportunities for Aboriginal and Torres Strait Islander employees, including targeting opportunities to support successful career progression.
  4. Support Aboriginal and Torres Strait Islander employees and their supervisors and managers in the workplace.

The department will market and promote itself as an employer of choice to Aboriginal and Torres Strait Islanders.

These aims are detailed in the following four outcome statements.

Outcome 1 - Recruitment

Being innovative in our recruitment and selection processes will enhance the department’s ability to be inclusive of Aboriginal and Torres Strait Islander people when filling vacancies.

Aboriginal and Torres Strait Islander employees make a significant contribution across many areas of the department. With continued growth in Indigenous staff numbers, Indigenous issuesand perspectives are more likely to be taken into account in all aspects of departmental work.

Initiatives:

1.1.Continue to participate in a range of recruitment initiatives under the Special Measures[1] provisions that include participation in the:

1.1.1.Australian Public Service Commission’s Indigenous Graduate recruitment program.

1.1.2.Australian Public Service Commission’s Indigenous Cadetship recruitment program.

1.2.Integrate and further develop all existing Indigenous entry-level employment initiatives into a flexibly delivered Indigenous Entry-Level Pathways Program mapped to ongoing employment opportunities where possible.

1.3.Encourage the use of Identified Positions[2],particularly in areas that undertake policy development and program delivery that impact on the Indigenous community. Supportthe continued use of these measures in the jointly managed National Parks.

1.4.Review and updatethe department’s Identified Positions Policy to ensure it reflects current departmental needs and expectations and provides adequate guidance to all areas of the department.

1.5.Continue the current practice of including the statement ‘Indigenous Australians are encouraged to apply’ in every job advertisement placed in the print media.

1.6.Investigate the incorporation of traditional Indigenous skills and knowledge as selection criteria, where relevant, in recruitment processes in the jointly managed parks.

1.7.Investigate the possibility of using Indigenous media for Identified and Special Measures positions.

Outcome 2 – Retention

The retention of Aboriginal and Torres Strait Islander employees has been recognised as a critical challenge for APS agencies[3]. To this end the department is committed to increasing the retention rates of its Aboriginal and Torres Strait Islander workforce and will develop and implement several key initiatives to foster retention.

Initiatives:

2.1.Investigate the barriers to, and the positive drivers for, retaining Indigenous employees in the department and develop a response to the key findings.

2.2.Promote Aboriginal and Torres Strait Islander performance through rewards and recognition during NAIDOC week.

2.3.Recognise cultural needs and obligations of Aboriginal and Torres Strait Islander employees.

2.4.Conduct biennial Indigenous Employees’Conferences.

2.5.Maintain a formal coaching and mentoring program.

2.6.Establish, maintainand support area-specific IndigenousStaff Networks (ISNs).

2.6.1.Executive Members (Chairperson, Vice President and Secretary) of the individual Indigenous Staff Networks to meet as a groupannually to discuss issues (and solutions) in their ISNs and to participate in leadership development programs.

Outcome 3 – Capability/Career Development

Providing career development opportunities within a supportive framework is key to progressing the careers of Aboriginal and Torres Strait Islander employees and will be pursued through a number of initiatives. Career development for Aboriginal and Torres Strait Islander employees is important for ongoing employment and to ensure that their skills and knowledge support the work in which they are involved. Development opportunities are essential to support Indigenous employees to compete in career advancement and promotion. Capability development is also a key theme for the department as a whole in the coming years, and initiatives under IndECS will make an important contribution to this broader agenda.

Initiatives:

3.1. Provide opportunities for capability and career development.

3.1.1Identify any specific barriers to career advancement and vertical mobility faced by Indigenous employees as a group and target initiatives to address them.

3.1.2Investigate possible departmental responses to the workplace language and literacy needs of Indigenous employees.

3.1.3Promote and administer the Kevin McLeod Award, placing a particular emphasis on the development opportunity provided by the project bursary offered by the award.

3.2.Provide opportunities for leadership development for Indigenous staff members.

3.2.1Expand the focus of the Annual Executive ISN Workshop to include a leadership development training component.

3.2.2Ensure the department’s Leadership Development Program take into account the needs of Aboriginal and Torres Strait Islander employees with relevant program contentand delivery mechanisms.

3.3.Develop and support individual career plans between managers and Indigenous employees that reflect capability development needs related to current jobs, career aspirations and personal development needs.

3.4.Access the Australian Public Service Commission’s Indigenous APS careers—a workshop for Indigenous APS 1–4 employees.

3.5.Access the Australian Public Service Commission’s Driving your career—a workshop for Indigenous APS 5–6 employees.

3.6.Continue the Indigenous Secondment Program (IndSEC), redesigned to operate as three month placements in Canberra or Darwin for remote area Indigenous employees, supported by clear guidance for secondees and managers.

Outcome 4 – Workplace Support

The department is committed to providing a supportive and culturally inclusive work environment for its Aboriginal and Torres Strait Islander employees. It is important that the department continue to recognise the achievements and contributions of employees in achieving departmental business that relate to Indigenous Australians by providing opportunities for all employees to participate in departmental and community events.

Communicating across cultures can be challenging and rewarding. Developing effective communication processes will increase the opportunity for both Indigenous and non-Indigenous employees to work together more effectively.

Initiatives:

4.1.Recognise NAIDOC Week as the key event of significance for the celebration of Aboriginal and Torres Strait Islander culture and provide opportunities for all employees to participate in departmental and community events.

4.1.1Recognise two outstanding employees of the department through NAIDOC Awards.

4.2.Recognise Reconciliation Week as a significant event for the department and provide opportunities for all to participate.

4.3.Provide opportunities for all departmental staff to participate in cultural awareness training programs.

4.3.1 Provide cultural awareness training to participants in the Graduate and School Leaver Trainee Programs.

4.3.2Provide new starter and regular refresher cultural awareness training to all staff members in Indigenous programs/policy areas.

4.4Continue the role of the Indigenous Development Coordinator.

Key Stakeholders

The following figure is a graphical representation of the key stakeholders of the IndECS Strategy within the department.

Figure 1:

Executive Board

The Executive Board is the central governance mechanism for the department. The board provides assistance and advice to the Secretary inmeetingresponsibilities under the Public Service Act1999 to manage the department and meet accountability obligationsto the Parliament. It fulfills a coordination role in cross-cutting issues and decisions.

Workforce Management Committee (WMC)

The Workforce Management Committee is a standing committee of the ExecutiveBoard. Its objective is to oversee the department’s achievement of best practice workforce management and provide the Executive Boardwith recommendations on workforce policy issues and risks.

Indigenous policy/program areas

These are key areas within the department that develop policy and deliver programs to the Indigenous community.

Indigenous Staff Networks

The ISN is the collective voice of Aboriginal and Torres Strait Islander employees within the department.

Indigenous Employees

Indigenous employees are those individuals whose capability and career development needs and aspirations are to be addressed by this strategy.

Reporting

Progress on the implementation of initiatives included in this strategy will be reported to the Indigenous Employment Sub-Committee, Workforce Management Committee and to the Executive Board. The department’s ISN will provide input where appropriate. Figure 2 demonstrates the reporting hierarchy.

Figure 2:

Evaluation

The strategy will be reviewed annually on the anniversary of its implementation. A full and complete review of all components of the strategy will be undertaken at the end of the implementation phase by the Indigenous Development Coordinator.

The key evaluation questions are:

  1. Were the stated initiatives delivered?
  2. Were the initiatives cost effective?
  3. What were their impacts?
  4. Were there any unintended consequences?
  5. What lessons were learned from implementing the strategy?
  6. Did the representation of Indigenous people as a percentage of the total departmental workforce increase to 4.5 per cent over the life of the strategy?
  7. If not, why not? Were barriers to attraction, recruitment or retention more significant?
  8. If the 4.5 per cent target was achieved or exceeded, what were the main contributing factors?
  9. How did the employment and classification profile of Indigenous staff members change throughout the life of the strategy?
  10. What opportunities for capability and career development were made available to Indigenous staff members?
  11. What impact did these development opportunities have on skills, knowledge and career advancement for Indigenous staff?
  12. Which activities made the greatest impact on increasing capability and enhancing career development and why?
  13. How inclusive of Indigenous staff members has the department been over the life of the strategy?
  14. Which initiatives have enhanced inclusion best?
  15. What have been the barriers to inclusion?
  16. What are the priorities in regard to the employment and capability development of Indigenous staff members over the next phase of the strategy?

Implementation Plan

2012–2014

The initiatives, actions and targets included in this plan demonstrate the department’s commitment to achieving employment, development and retention outcomes for Aboriginal and Torres Strait Islander employees.