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IndeCs Indigenous employment and Capability strategy

2007–2010

a strategy for the recruitment, retention and capability and career development of aboriginal and torres strait Islanders in the department of the environment and Water resources

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I am pleased to present the department of the environment and Water resources’ Indigenous employment and Capability strategy (IndeCs) 2007–2010.

IndeCs identifies four key outcomes that will drive the recruitment, retention and capability and career development and advancement for aboriginal and torres strait Islander employees in the department. specific initiatives with identified timeframes and performance indicators will be implemented to deliver these important and, I believe, achievable outcomes.

as we all know, Indigenous peoples have a unique relationship with land and water.

this department is responsible for the development of policy and the delivery of programmes to both the Indigenous and wider community that impact on these natural resources. It is therefore important that we recruit and retain highly skilled and highly capable aboriginal and torres strait Islanders who will help us deliver on these critical business outcomes.

While recent trends have indicated a decline in the number of aboriginal and torres strait Islanders working in the australian public service, I am happy to report that numbers in the department are on the increase. the state of the service statistical bulletin 2004/05 reported that we had 43 ongoing Indigenous employees and in 2005/06 we had 50 ongoing Indigenous employees. I expect that this trend will continue with the appointment of the department’s Indigenous development Coordinator.

I commend this strategy to you and affirm my commitment to the continuing recruitment, development, career management and retention of aboriginal and torres strait Islander employees in the department.

david borthwick secretary

message from the secretary

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Introductionthe australian government department of the environment and Water resources develops and implements national policy, programs and legislation to protect and conserve australia’s natural environment and cultural heritage. In achieving this, the department recognises the valuable and significant contribution that can be made by aboriginal and torres strait Islanders through their connection with and responsibility for land and water. the Indigenous employment and Capability strategy expresses the department’s commitment to aboriginal and torres strait Islander employees throughout the organisation and to the recruitment, capability development and career advancement of aboriginal and torres strait Islander people.

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 commitment to diversity and reconciliation in the workplace. the department is committed to the continuing development, career management and retention of aboriginal and torres strait Islander employees and to providing opportunities for career advancement in ways to maximise successful outcomes.

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.

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the department is involved in significant policy and programme decision-making that is relevant to aboriginal and torres strait Islander issues. recognising and utilising the expertise of aboriginal and torres strait Islanders is key to the success of these policies and programmes. However, the department does recognise that not all aboriginal and torres strait Islander employees have a desire to work in Indigenous policy, programme or service delivery related areas, but, instead, have aspirations and expertise in other areas.

Celebrating the achievements of aboriginal and torres strait Islander employees across the department enables the sharing of information and creates learning opportunities about aboriginal and torres strait Islanders in the department. this also promotes collegiate work practices and provides opportunities for all employees to improve cultural awareness and understanding.

as at 30 June 2006 the department had 50 ongoing employees which represented 3% of total ongoing employees. this placed the department fifth on the list of large agencies (agencies with more than 1000 ongoing staff ) which had above average aboriginal and torres strait Islander representation. the following table shows the aboriginal and torres strait Islander representation in the department from 1999 to 2006.

DEW: Ongoing Indigenous employees, 1999 to 2006

1999 2000 2001 2002 2003 2004 2005 2006 average

Indigenous 37 35 36 35 40 39 43 50 39.7

total deW 1395 1306 1303 1286 1305 1317 1582 1674 1396.1

% Indigenous 2.7 2.7 2.8 2.7 3.1 3.0 2.7 3.0 2.8

source: apsed

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Outcome 1 – Recruitment

being innovative in our recruitment and selection processes will enhance our 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 aspects of the department and we will grow this to ensure that all aspects of our work considers Indigenous issues.

Initiatives:

1.1. develop 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 programme

1.1.2. australian public services Commission’s Indigenous Cadetship recruitment programme

1.1.3. australian public service Commission’s Indigenous traineeship recruitment programme

1.1.4. department of employment and Workplace relations’ Indigenous australian Contract management development programme

1.2. encourage the use of Identified Positions2, particularly in areas that undertake policy development and programme delivery that impact on the Indigenous community. encourage the continued use of these measures in the jointly managed parks.

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

1.4. develop a School to Work Transition programme

1.5. Investigate the possibility of using an employment consultant.

1 Special Measures provisions enable non-ses employment opportunities 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) (b) (i).

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: • anunderstandingoftheissuesaffectingAboriginaland/orTorresStraitIslander

people; and • anabilitytocommunicatesensitivelyandeffectivelywithAboriginaland/or

torres strait Islander people.

strategy aimsthe aims of the strategy are to:

1. Increase the successful recruitment outcomes in the department for aboriginal and torres strait Islander employees by increasing the representation of Canberra based ongoing employees to 3% and overall department representation to 4% by 30 June 2010.

2. Increase the retention rates for aboriginal and torres strait Islander employees in the department.

3. Increase the capability and career development opportunities for aboriginal and torres strait Islander employees in the department.

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:

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Outcome 2 – Retention

the 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:

1.1. promote aboriginal and torres strait Islander performance through rewards and recognition during naIdoC week

1.2. recognise cultural needs and obligations of aboriginal and torres strait Islander employees

1.3. Conduct regular Indigenous employee conferences

1.4. establish a formal coaching and mentoring programme

1.5. establish an agency wide formal Indigenous staff network

1.6. Conduct exit interviews/surveys with all separating ongoing aboriginal and torres strait Islander employees.

Outcome 3 – Capability/Career Development

providing career development opportunities within a supportive framework is key to furthering 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.

Initiatives:

3.1. provide opportunities for capability and career development

3.2. develop and support individual career plans3.3. access the australian public service

Commission’s Indigenous APS careers – a workshop for Indigenous aps 1-4 employees

3.4. access the australian public service Commission’s Driving your career – a workshop for Indigenous aps 5-6 employees

3.5. develop and support an internal exchange programme.

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 senior management continue to recognise naIdoC week as the most culturally significant time of year for aboriginal and torres strait Islanders and to continue to provide 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

4.2. provide opportunities for all departmental staff to participate in cultural awareness training programmes

4.3. Continue the role of the Indigenous development Coordinator.

3 the australian public service Commission’s Aboriginal and Torres Strait Islander APS Employees Census Report 2005.

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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: IndECS Key Stakeholders

Workforce Management Committee (WMC):

WmC is a key governance committee of the executive roundtable that provides strategic oversight for workforce issues such as recruitment, performance management, learning and development and occupational health and safety.

Indigenous Employment Sub-Committee:

the Indigenous employment sub-committee is a sub-committee of WmC and was established to provide leadership to the department on Indigenous recruitment and capability and career development matters.

Indigenous Policy/Programme areas:

Key areas within the department that develop policy and deliver programmes to the Indigenous community.

Indigenous Staff Network:

the collective voice of aboriginal and torres strait Islander employees within the department.

Indigenous Employees:

the individual employees whose capability and career development needs and aspirations are to be addressed by this strategy.

Departm

ent of the Environment and Water ResourcesWorkforce Management

Committee

IndECS

Indigenous Staff

Network

Indigenous Employees

Indigenous Policy/

Programme areas

Indigenous Employment

Sub-committee

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Figure 2: IndECS Reporting Hierarchy

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 roundtable. the department’s Indigenous staff network (Isn) will provide input where appropriate. Figure 2 demonstrates the reporting hierarchy.

Executive Roundtable

Workforce Management

Committee

Indigenous Employment

Sub-committee

The Strategy: Implementation

Activities

DEW Indigenous Staff Network

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.

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Implementation plan 2007–2010

the initiatives, actions and targets included in his plan demonstrate the department’s commitment to achieving employment, development and retention outcomes for aboriginal and torres strait Islander employees.

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Outcome 1 – Recruitment

Initiative lead responsibility timeframe performance Indicator

1.1 develop 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 programme

employee development section, people management branch

ongoing at least one Indigenous graduate recruited to deWs graduate programme each year

1.1.2 australian public service Commission’s Indigenous Cadetship recruitment programme

employee development section, people management branch

ongoing at least one Indigenous cadet recruited to deW each year

1.1.3 australian public service Commission’s Indigenous traineeship recruitment programme

employee development section, people management branch

ongoing at least one Indigenous trainee recruited to deW each year

1.1.4 department of employment and Workplace relations’ Indigenous australian Contract management development programme

employee development section, people management branch

ongoing at least one programme participant is recruited to deW each year

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Initiative lead responsibility timeframe performance Indicator

1.2 encourage the use of Identified Positions in areas that undertake policy development and programme delivery that impact on the Indigenous community. encourage the continued use these measures in the jointly managed parks.

employee development section, people management branch; divisional executive and section directors

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

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

recruitment planning and support section, people management branch

ongoing all vacant position advertising includes the wording ‘Indigenous Australians are encouraged to apply’.

1.4 develop a School to Work Transition programme employee development section, people management branch

31 december 2007 WmC has approved the design of the programme and has approved it for implementation

1.5 undertake an analysis of the possibility of engaging an employment broker to assist in the recruitment and career development of Indigenous employees in the department

employee development section, people management branch

31 december 2007 analysis completed and report and recommendations tabled for consideration by the Indigenous employment sub-Committee

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Outcome 2 – Retention

Initiative lead responsibility timeframe performance Indicator

2.1 promote Indigenous performance through a rewards and recognition programme during naIdoC Week

employee development section, people management branch

July each year Indigenous employees from across the department are recognised and rewarded each year

2.2 recognise cultural needs and obligations of Indigenous employees

employee development section, people management branch

When developing Collective agreements (Ca) and australian Workplace agreements (aWa) prior to august 2009

Ca and aWa employment conditions reflect the needs of Indigenous employees

2.3 Conduct regular Indigenous employees conferences

employee development section, people management branch; Indigenous staff network

ongoing • Inauguralconferenceheldapril 2007

• 2ndconferenceheld april 2009

2.4 establish a formal mentoring and coaching programme

employee development section, people management branch

31 december 2007 WmC has approved the design of the programme and has approved it for implementation

2.5 establish an agency wide formal Indigenous staff network

employee development section, people management branch; Indigenous staff network (Canberra based)

31 december 2007 all Indigenous employees invited to participate in the network

2.6 Conduct exit interviews/surveys with all separating ongoing Indigenous employees

people management branch with support from divisions

ongoing all submitted interviews/surveys reviewed

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Outcome 3 – Capability/Career Development

Initiative lead responsibility timeframe performance Indicator

3.1 provide opportunities for capability and career development

employee development section, people management branch

ongoing relevant opportunities identified and offered each year

3.2 develop and support individual career plans supervisors of Indigenous employees

annually for the period 1 July to 30 June

75% of planned learning and development activities completed

3.3 access the australian public service Commission’s Indigenous APS careers – a workshop for Indigenous aps 1-4 employees

employee development section, people management branch

ongoing at least 4 employees given the opportunity to attend a workshop each year

3.4 access the australian public service Commission’s Driving your career – a workshop for Indigenous aps 5-6 employees

employee development section, people management branch

ongoing at least 2 employees given the opportunity to attend a workshop each year

3.5 develop and support an internal exchange programme

employee development section, people management branch

31 december 2007 WmC has approved the design of the programme and has approved it for implementation

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Outcome 4 – Workplace Support

Initiative lead responsibility timeframe performance Indicator

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 deW employees to participate in departmental and community events

deW senior management July each year department sponsors culturally appropriate activities during naIdoC Week

4.2 provide opportunities for, and encourage, departmental staff to participate in Indigenous cultural awareness training programmes

employee development section, people management branch; deW division and branch Heads

ongoing Five one-day programmes conducted each year

4.3 Continue the role of the Indigenous development Coordinator

employee development section, people management branch

ongoing position continues to be occupied

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