Indigenous Employment and Capability Strategy 2012-2014 ( PDF

Indigenous Employment and Capability Strategy

2012–2014

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.

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SECRETARY’S MESSAGE

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.

Key findings from the review of the 2007–2010 strategy and valuable feedback from our Indigenous staff has been incorporated into the second iteration of the IndECS. This insight has reinforced our approach in developing or refining initiatives under each key outcome.

Notably, the Executive Board wanted to achieve greater integration between our initiatives and the broader APS Indigenous Employment Strategy, enabling us to better leverage opportunities and benefits from existing APS programs. We are also investigating how future recruitment models may include traditional Indigenous skills and knowledge as selection criteria. Our Leadership Development Program will be re-worked to ensure the design and delivery is inclusive of Indigenous employees’ needs, and cultural awareness training will be provided to all staff members in Indigenous programs and policy areas.

Language in the 2012–2014 strategy has been strengthened, placing emphasis on the approach rather than the statistical aim of the

initiative. This approach will further 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. The Executive Board endorses this strategy and 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. I am proud of this achievement and remain committed to continuing this trend into the future.

The Executive Board commends IndECS 2012–2014 and affirms our commitment to the implementation of this strategy.

Paul Grimes Secretary

2 | Indigenous Employment and Capability Strategy 2012–2014

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 2010Indigenous 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 per cent. The main reason for the percentage decline between 31 December 2010 and 30 June 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 cent over 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 cent of 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 departmental employees as at June 2011.

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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 - RecruitmentBeing 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 issues and 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 Measures1 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 Special Measures provisions enable employment opportunities (including SES positions) to be advertised as restricted to Aboriginal and/or Torres Strait Islander applicants. The availability of Special Measures provisions to enable this targeted employment is authorised under section 8 of the Racial Discrimination Act 1975, which gives Australian legal recognition to Article 1, Paragraph 4 of the International Convention on the elimination of all forms of racial discrimination. Further information can be found in the Public Service Commissioner’s Direction’s 1999 under clause 4.2 (6) (a).

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1.3. Encourage the use of Identified Positions2, particularly in areas that undertake policy development and program delivery that impact on the Indigenous community. Support the continued use of these measures in the jointly managed National Parks.

1.4. Review and update the 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 – RetentionThe retention of Aboriginal and Torres Strait Islander employees has been recognised as a critical challenge for APS agencies3. 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 Identified Positions, also referred to as Identified Criteria, is used to emphasise some of the skills, attributes or experience considered essential or desirable for the effective performance of the duties of a particular job. They are sometimes referred to as ‘criteria 1 and 2’. They are not legislated. Their use is based on long-standing APS policy, and best practice in the careful consideration and determination of appropriate selection criteria for particular jobs. The key requirements of the criteria are: • an understanding of the issues affecting Aboriginal and/or Torres Strait Islander people; and • an ability to communicate sensitively and effectively with Aboriginal and/or Torres Strait Islander people.

3 The Australian Public Service Commission’s Aboriginal and Torres Strait Islander APS Employees Census Report 2005.


2.5. Maintain a formal coaching and mentoring program.

2.6. Establish, maintain and support area-specific Indigenous Staff Networks (ISNs).

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

Outcome 3 – Capability/Career DevelopmentProviding 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.

Savana Cooper delivering an interpretive talk for Kakadu Park visitors, NT (DSEWPaC).

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Initiatives:

3.1. Provide opportunities for capability and career development.

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

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

3.1.3 Promote 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.

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

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

4.1.1 Recognise 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.

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

4.4 Continue the role of the Indigenous Development Coordinator.

Tony Carter with a Sooty Oystercatcher, Booderee National Park, Jervis Bay Territory (Director National Parks).

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Key StakeholdersThe 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 in meeting responsibilities under the Public Service Act 1999 to manage the department and meet accountability obligations to 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 Executive Board. Its objective is to oversee the department’s achievement of best practice workforce management and provide the Executive Board with 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.


ReportingProgress 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:

EvaluationThe 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?

a. Were the initiatives cost effective?

b. What were their impacts?

c. Were there any unintended consequences?

d. What lessons were learned from implementing the strategy?

2. 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?

a. If not, why not? Were barriers to attraction, recruitment or retention more significant?

b. If the 4.5 per cent target was achieved or exceeded, what were the main contributing factors?

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3. How did the employment and classification profile of Indigenous staff members change throughout the life of the strategy?

a. What opportunities for capability and career development were made available to Indigenous staff members?

b. What impact did these development opportunities have on skills, knowledge and career advancement for Indigenous staff?

c. Which activities made the greatest impact on increasing capability and enhancing career development and why?

4. How inclusive of Indigenous staff members has the department been over the life of the strategy?

a. Which initiatives have enhanced inclusion best?

b. What have been the barriers to inclusion?

5. What are the priorities in regard to the employment and capability development of Indigenous staff members over the next phase of the strategy?

Samantha Deegan on Field Island Kakadu Park, NT (DSEWPaC).


IMPLEMENTATION PLAN2012–2014

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.

Outcome 1 – Recruitment

INITIATIVELEAD RESPONSIBILITY TIMEFRAME

PERFORMANCE INDICATOR

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

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

• Workforce Development Section (WDS)

• Workforce Strategies Branch (WSB)

Ongoing At least one Indigenous graduate recruited to the department’s graduate program each year.

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

• WDS, WSB Ongoing At least one Indigenous cadet recruited to the department each year.

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.

• WDS, WSB 30 June 2012 WMC has approved the design of the program and has agreed to its implementation.

• Parks Division 30 June 2013 Program launched and in implementation phase.

• Supervising Scientist Division

30 June 2014 Program review complete.

1.3 Encourage the use of Identified Positions particularly in areas that undertake policy development and program delivery that impact on the Indigenous community. Support the continued use of these measures in the jointly managed parks.

• WDS, WSB

• Divisional Executives and Section Directors

Ongoing Advertising of all relevant vacant positions are listed as Identified Positions in press and public service gazette ads.

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

• Workforce Planning and Strategic Support Section (WPSS), WSB

• WDS, WSB

• Indigenous Policy Branch

• Parks Division

• Supervising Scientist Division

• Other divisional Executives and OSUs as required

30 June 2012 New, agreed Identified Positions Policy accepted by WMC and communicated to department.

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

• Recruitment Section, Shared Corporate Services Branch (SCSB)

• WPSS, WSB

Ongoing All vacant position advertising includes the wording ‘Indigenous Australians are encouraged to apply’.

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

• Parks Australia Division

• WSB

Ongoing Research findings and recommendations considered and endorsed by WMC.

1.7 Investigate the possibility of using Indigenous-specific media for Identified and Specified positions.

• Workforce Planning and Strategic Support Section (WPSS), WSB

• WDS, WSB

30 June 2012 Research findings and recommendations considered and endorsed by WMC.


Outcome 2 – Retention



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.

• Working Party of WSB, divisional representatives and ISN representatives

31 December 2012

Research findings and recommendations considered and endorsed by WMC.

30 June 2014 Key agreed initiatives from investigation either implemented or identified for inclusion in 2015–2018 IndECS.

2.2 Promote Indigenous performance through a rewards and recognition program during NAIDOC Week.

• WDS, WSB July each year Indigenous and non-Indigenous employees from across the department are recognised and rewarded each year.

2.3 Recognise cultural needs and obligations of Indigenous employees.

• WDS, WSB

• Workforce Environment Section, WSB

• Divisional Executives/ Section Directors

Ongoing Enterprise Agreement conditions reflect the needs of Indigenous employees.

2.4 Conduct biennial Indigenous employees’ conferences.

• WDS, WSB

• Indigenous Staff Network

Ongoing Indigenous employees’ conference held 2013.

2.5 Maintain a formal coaching/ mentoring program.

• WDS, WSB Ongoing All Indigenous employees to have access to a mentor if they desire one.

2.6 Establish, maintain and support area-specific Indigenous Staff Networks.

• WDS, WSB

• Indigenous Staff Networks

• Indigenous staff members

Ongoing All Indigenous employees invited to participate in the network. ISNs meet regularly.

2.6.1 Convene annual meetings of Executives of individual ISNs.

• WDS, WSB

• Indigenous Staff Networks

Annually Annual ISN

Executive Meeting held.

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Outcome 3 – Capability/Career Development



3.1 Provide opportunities for capability and career development.

• WDS, WSB

• Relevant divisions

Ongoing Relevant opportunities identified and offered each year as part of divisional workforce plans and/or individual staff performance and development processes.

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


31 December 2012

Research findings and recommendations considered by WMC.


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


31 December 2012

Research findings and recommendations considered and endorsed by WMC.


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

• WDS, WSB Announced in Reconciliation Week annually

Kevin McLeod Award made each year.




3.2 Provide opportunities for leadership development for Indigenous staff members.

3.2.1 Expand the focus of the Annual Indigenous Staff Network (ISN) Workshop to include a leadership development training component.

• WDS, WSB

• ISNs

Annually Annual ISN Executive Workshop includes a specific leadership development component which was found to be useful by participants.

3.2.2 Ensure that all departmental Leadership Development Program offerings are fully inclusive of Aboriginal and Torres Strait Islander employees and take account of their needs in program design and delivery.

• WDS, WSB Ongoing Feedback from Indigenous staff members indicates that departmental leadership programs and events were accessible and met their needs.

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

Indigenous employees Annually for the period 1 July to 30 June.

75% of planned learning and development activities completed.

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

• WDS, WSB


• Indigenous employees

Ongoing At least four employees given the opportunity to attend a workshop each year.

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

• WDS, WSB



Ongoing At least two employees given the opportunity to attend a workshop each year.

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.

• WDS, WSB



Ongoing At least two employees to participate each year.

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Outcome 4 – Workplace Support



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 to participate.

• Department’s senior management.

July each year. Department sponsors culturally appropriate activities during NAIDOC Week.

4.1.1 Recognise two outstanding employees of the department through NAIDOC Awards

• WDS, WSB July each year Awards given to two employees for contributions toward outcomes in Indigenous programs, policy or other initiatives that have significantly benefited Indigenous people.

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

• Indigenous Policy Branch, AGLC

Late May each year

One award to be given to a departmental officer that promotes reconciliation between Indigenous and non-Indigenous employees of the department.

4.3 Provide opportunities for, and encourage departmental staff to participate in Indigenous cultural awareness training programs.

• WDS, WSB

• Divisions and branches

Ongoing At least five one-day programs conducted each year.

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

• WDS, WSB

• Graduate Team, WPSS, WSB

Ongoing All graduates participate in cultural awareness training during their graduate year.

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

• WDS, WSB


Ongoing All new starters in Indigenous policy/program areas participate in cultural awareness training.

Refresher cultural awareness training sessions are provided annually for employees in Indigenous policy/program areas.




4.3 Continue the role of the Indigenous Development Coordinator.

• WDS, WSB Ongoing Position continues to be occupied.

Evaluation LEAD RESPONSIBILITY TIMEFRAME PERFORMANCE INDICATOR

Indigenous Development Co-ordinator, WDS, WSB

30 June 2012 Annual review of IndECS complete and adjustments made as required.

30 June 2013 Annual review of IndECS complete and adjustments made as required.

30 June 2014 Final evaluation of IndECS 2012–2014 complete and considered by WMC.

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Image creditsFront cover (L-R): Rebecca Shammas, John Gorton Building, Canberra (Andrew Tatnell); Panoramic view, Kakadu National Park, NT (Ian Oswald-Jacobs); Savana Cooper delivering an interpretive talk for Kakadu Park visitors, NT (DSEWPaC); Mutitjulu Spring, Uluru-Kata Tjuta National Park, NT (Andrew Hutchinson); Tony Carter with a Sooty Oystercatcher, Booderee National Park, Jervis Bay Territory (Director National Parks).

Back cover (L-R): David Thompson speaking at the Indigenous Employee Conference, Canberra (DSEWPaC); Mutitjulu Panorama, Uluru-Kata Tjuta National Park, NT (Director of National Parks; Samantha Deegan on Field Island Kakadu Park, NT (DSEWPaC); Booderee National Park, Jervis Bay Territory (Michelle McAulay).

Page 8 (L-R): Tony Carter with a Sooty Oystercatcher, Booderee National Park, Jervis Bay Territory (Director National Parks); Mutitjulu Panorama, Uluru-Kata Tjuta National Park. NT (Director of National Parks); Savana Cooper delivering an interpretive talk for Kakadu Park visitors, NT (DSEWPaC); Booderee National Park, Jervis Bay Territory (Michelle McAulay); Twin Falls, Kakadu National Park, NT (Colin Totterdell); Rebecca Shammas, John Gorton Building, Canberra (Andrew Tatnell); Samantha Deegan on Field Island Kakadu Park, NT (DSEWPaC); Yellow Waters at dawn, Kakadu National Park, NT (Sally Greenaway).

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Documents

Indigenous Employment and Capability Strategy 2012-2014 ( PDF