Message from the Secretary
I am delighted to present the 2009–2011 Reconciliation Action Plan (RAP) Annual Progress Report. The RAP is an important declaration that the Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) is committed to working towards the goal of reconciliation between Aboriginal and Torres Strait Islander peoples and other Australians.
I am pleased to report that over the past twelve months, FaHCSIA has made significant progress in completing and working towards meeting all the action items identified in our Plan for the period July 2009 – June 2010. Our achievements reflect our role as the Australian Government lead agency for Indigenous Affairs, and our strong commitment to working with other departments to overcome Indigenous disadvantage.
While compiling this Annual Progress Report we noticed a common theme emerging from the lessons learnt. Across most action items it became apparent that success was a direct result of relationship building within communities and with key stakeholders.
Over the year, we continued to develop modules for our Cultural Appreciation Program and rolled these out across our Department. Through feedback from staff, we identified and implemented areas of improvement, which included Aboriginal and Torres Strait Islander staff facilitating the programs. We will continue to look for opportunities to include Indigenous issues in relevant training programs.
Over the next twelve months, we will continue to build on our achievements, reflect changes in the environment and reflect on our lessons learnt. The second year of our plan will set the agenda for our next RAP by building our Department's contribution to and promotion of reconciliation.
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Our vision for reconciliation
The Department's vision is that Aboriginal and Torres Strait Islander peoples, wherever they live, will have the same opportunities as other Australians to make informed choices about their lives, realise their full potential, and take responsibility for managing their own affairs.
Our Reconciliation Action Plan for 2009–2011
This RAP is FaHCSIA's third, and was developed by a working group comprised of Indigenous and non-Indigenous staff from across the Department. Feedback on ideas for action in this RAP was sought from staff, and suggestions were either incorporated or referred for inclusion in other Departmental business plans.
Our RAP for 2009–2011 has a number of prioritised actions that focus on how we operate as an organisation to achieve our vision of Reconciliation. It addresses how we plan to work together to continue building a culture of mutually respectful relationships, an understanding and respect for Indigenous culture, and to create improved opportunities for our Indigenous employees.
The working group wanted this RAP to result in a culturally appreciative workforce, a department that values, acknowledges and respects diversity and actively uses life experience, skills and knowledge as a source of advice on policy and delivery. It is intended that the elements of this RAP are incorporated into and become integral to individual business plans across the organisation. The working group is committed to surveying staff as part of the overall RAP evaluation, and incorporating both qualitative and quantitative data into the annual review in line with the Department's commitment to sound evidence based decision-making. This information will be fed into a range of governance bodies including the Executive Management Group, the Research and Evaluation Committee and the People Committee.
The Department is firmly of the view that Reconciliation is a process between groups of people, rather than an end point.
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Summary and Key Learnings
Our Annual Progress Report for 2009–2011 details progress against action items for the period July 2009 – June 2010.
A key learning from the implementation of the present RAP is that the process and the relationship building to achieve the desired outcomes is a most important aspect of the whole exercise. Metaphorically, the journey is more important than the destination. It should also be acknowledged that a thorough risk analysis needs to be carried out on the RAP as it is subject to many influences including the political environment, changing stakeholders and cultural nuances. Action items that are on track or not achieved should not be seen as a risk but more of an opportunity to recognise that Indigenous business is FaHCSIA's business and resetting relationships through action items in the RAP is as important as gaining an "Achieved" status.
One of the most rewarding changes was a direct result of commencing a weekly radio program and publishing five editions each year of Indigenous Newslines magazine. A direct result of this action was improved communication and information resources readily available to Indigenous and non-Indigenous people.
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Relationships
As a department, we aim to build mutually respectful relationships to ensure that our programs and policies address the real needs and aspirations of Indigenous Australians and to reflect the Government's commitment of closing the gap in Indigenous disadvantage.
Focus area: innovative engagement, leadership and results
| Action |
Target |
Actual progress |
Lessons learned |
Status |
- Pilot an intensive, sustainable, site-specific engagement model between the Indigenous Leadership and Engagement Group and the Perth Indigenous Coordination Centre.
|
Target communities identified. Staff Pilot program developed and delivered. |
Target communities were identified by Perth Indigenous Coordination Centre. These include
- Narrogin
- Moora
- City of Swan
An engagement workshop developed with the Perth Indigenous Coordination Centre and piloted in March 2010 for staff working with and in target communities. |
Building effective community relationships is a key to successful engagement.
Partnering with Perth Indigenous Coordination Centre and utilising and developing relationships contributed to success.
Participants benefited from content and the opportunity to network. |
Achieved |
| Implementation of pilot program for targeted communities delivered. |
Program prepared and consultation with communities taking place to plan dates for delivery.
Planning is progressing with the Indigenous Coordination Centre for delivery of community leadership programs that will help participants with a variety of Closing the Gap projects in communities. |
|
On track |
- Promote Aboriginal and Torres Strait Islander peoples' input into policy development, program implementation and service delivery by making the Indigenous Leadership Program database available to FaHCSIA staff.
|
Database complete and accessible. |
Past participant details have been distributed to FaHCSIA managers, providing details of who has attended the program from within their jurisdiction.
Availability of database promoted to FaHCSIA staff through the intranet. |
Review of the information available in the database has prompted limiting access to specific requests. |
Achieved |
| Consent obtained from interested Indigenous Leadership Program participants. |
Department sought permission on individual basis from participants to be involved in a range of planning/consultations directly related to the Indigenous Leadership Program. |
|
Achieved |
- Each program and payment area will incorporate appropriate consultation processes into their Indigenous access strategies as part of the development of the Mainstream Framework.
|
Action plans in place for the introduction of consultation mechanisms.
Action plans implemented. |
Action plans in each of the FaHCSIA program and payment areas have been implemented. |
FaHCSIA has a diverse range of mainstream program and payment areas. These areas have developed Action Plans some of which identify gaps in service delivery and the need for specific measurable strategies to address them. Work across the Department to strengthen and build on consultation and engagement mechanisms is progressing in line with the APS Framework for Engaging with Aboriginal and Torres Strait Islander Australians which is currently being finalised. |
Achieved |
| 100 per cent of program and payment area have consultation mechanisms in place. |
All program and payment areas have consultation mechanisms in place. |
|
Achieved |
- Inform, promote good news and share learnings through a whole of government publication and radio program for Indigenous communities.
|
Five editions of the newspaper published in each year. |
Magazine is in full production with four editions a year i.e. quarterly. The magazine is now being delivered to more than 4200 recipients, including 20,000 individual subscribers.
The recipients include most Indigenous organisations around Australia, all peak bodies including for example the National Congress, land and local councils and legal and health organisations.
All Australian Government Departments with an interest in Indigenous affairs are included as are public libraries and many schools with high numbers of Indigenous students. The magazine is available online at Indigenous website. |
|
Achieved |
| Weekly radio program operates over the two year period. |
A weekly radio program is in full production and is provided to 150 Indigenous broadcasters across the country. The radio program is available online at Indigenous website. |
|
Achieved |
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Respect
All our staff understand and respect Aboriginal and Torres Strait Islander peoples, cultures, histories and relationships to ensure that our programs and policies address their real needs and aspirations.
Focus area: celebrating and expanding FaHCSIA's Cultural Appreciation Program success and promoting artistic recognition
| Action |
Target |
Actual progress |
Lessons learned |
Status |
- Phase 2 of the Cultural Appreciation Program:
- Include more comprehensive cultural appreciation programs.
- Give priority to new and existing staff working in programs and payments relevant to Indigenous people.
- Increase staff awareness of FaHCSIA's work (e.g. policies and programs) with Indigenous Communities.
|
Development of Phase 2 of the Cultural Appreciation Program finalised. |
A total of 19 Cultural Appreciation Programs were run between December 2009 and June 2010. Approximately 245 staff participated in these sessions. |
Revision of the modules identified a more detailed and informative program is required to target more experienced staff to further enhance employees knowledge and understanding of Aboriginal and Torres Strait Islander issues in the workplace and in the Indigenous community.
Continue to look for opportunities to include Indigenous issues in relevant training programs.
Having Cultural Appreciation Programs on the induction checklist for new staff is an effective measure and attendance is strongly encouraged to ensure new staff undertake the appropriate training. |
Achieved |
- a) FaHCSIA will use best endeavours to ensure all Indigenous art displayed in FaHCSIA will include educative material about the artist and community/location.
b) Develop guidelines for displaying new Indigenous art, including educative material about the artist, the community or location and story.
c) Indigenous artwork and educative material more readily accessible to FaHCSIA staff, and used as part of the FaHCSIA environment (e.g. in meeting/conference rooms. |
All Indigenous acquisitions/gifts displayed in FaHCSIA that are on the asset register will include educative material about the artist, the community/location and story. |
Acquisitions/gifts policy guidelines developed to include educative material about the artist, the community/location and story. |
Assets register compiled for all FaHCSIA purchased items and educative material about the particular item accompanies all FaHCSIA assets.
It has been difficult keeping an assets register up to date when staff bring in personal items for display without informing the relevant section that manages the program. |
Achieved |
| Indigenous artwork and educative material more readily accessible to staff. |
Departmental staff can access a database that is available on FaHCSIA's Intranet. |
|
|
- Develop guidelines for culturally appropriate, accessible policy and program design and implementation (mainstream and Indigenous specific) in line with resetting the relationship principles of consultation, engagement and partnership.
|
Guidelines are developed, disseminated and promoted. |
A Framework for Engaging with Aboriginal and Torres Strait Islander Australians is being developed for use by APS agencies. |
Seeking input from Aboriginal and Torres Strait Islander Australians about what does and does not work in engagement has helped inform and shape the document. |
On track |
|
A Remote Service Delivery National Partnership Engagement Strategy that provides advice and guidance on engagement principles, practice and planning in the context of the Remote Service Delivery, has been distributed to all Remote Service Delivery Boards of Management which include Commonwealth, State and Territories and Local Government Representatives.
A series of Information Sheets on Engagement has also been finalised and is available as a resource on the Department's Mainstream Framework intranet site; it is also being distributed progressively to all program branches following discussions about engagement and linked to the action plans. |
|
Achieved |
- Naming protocol – FaHCSIA buildings and significant meeting/conference rooms to be attributed to Aboriginal and Torres Strait Islander leader/place names.
All FaHCSIA buildings/offices will (where possible) display Aboriginal and Torres Strait Islander flags in prominent locations. |
Policy and guidelines developed. |
In FaHCSIA National Offices, Aboriginal and Torres Strait Islander leader place names have been identified and are awaiting approval from necessary stakeholders and peak bodies. |
Future programs of this nature will require more extensive liaison and research with stakeholders and peak bodies e.g. The Federation of Aboriginal and Torres Strait Islander Languages, to ensure correct protocols and permissions are adhered to. |
On track |
| 100 per cent of offices are reviewed and where possible, flags are displayed. |
State and Regional offices have been reminded of their obligation to display Aboriginal and Torres Strait Islander flags where and when possible. A flag display exists at National Office. A project to have a flag at other offices in Canberra is awaiting a response from the building owner. FaHCSIA plan to conduct an audit of National Office, State Offices and Indigenous Coordination Centres during 2010. All major buildings that are occupied by FaHCSIA staff are expected to display Aboriginal and Torres Strait Islander flags by June 2010. |
|
On track |
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Opportunities
As an employer and the lead agency in Indigenous Affairs, we value our Aboriginal and Torres Strait Islander staff and encourage them to contribute to all areas of Departmental management and policy. We aim to continue our proactive recruitment and development of Indigenous staff by reducing barriers to employment, maximising support and providing opportunities for them to advance their careers in the Department and in the APS generally. In particular, FaHCSIA values innovative strategies to improve Indigenous peoples' access to mainstream programs and capitalise on success.
Focus area: evaluation, evidence, employment innovation and accessibility
| Action |
Target |
Actual progress |
Lessons learned |
Status |
- Undertake an evaluation of actions completed in the RAP including exploring potential for qualitative and quantitative data sources such as information accessible through the current or future staff surveys.
|
Review of potential data sources completed. |
Currently FaHCSIA relies on information provided through the Staff Survey. However additional data sources are being investigated for the delivery of the revised Aboriginal and Torres Strait Islander Workforce Strategy. These include point in time staff employment rates, participation rates in Indigenous programs and events, and comparative analysis of data including between Indigenous and non-Indigenous Australians as well as against data from other agencies. |
FaHCSIA will conduct research for potential data sources. This will cover all possible criteria for capture and evaluation of data. Data collection processes will be integrated across FaHCSIA and portfolio agencies. |
On track |
| Evaluation of 2008–09 actions submitted to RAP Steering Committee. |
Evaluation report submitted to Steering Committee. |
|
|
- Develop a new Aboriginal and Torres Strait Islander Workforce Strategy that will focus on career development, leadership and recruitment, especially entry level and school based opportunities.
Evaluative processes are embedded in the new workforce strategy. Evaluation of initiatives will include, but not be limited to, the use of workforce data from quarterly HR metrics reports and the annual Australian Public Service State of the Service report. |
New strategy launched |
The Strategy was approved by FaHCSIA's Executive Management Group Committee in August 2010. The launch of the Strategy has been delayed due to extensive consultation and advice from the Department of Education, Employment and Workplace Relations (DEEWR).
FaHCSIA consulted with DEEWR on their National Partnership Agreement on Indigenous Economic Participation. It was through this agreement that Indigenous employment targets were provided. These were then factored into the Workforce Strategy. |
FaHCSIA's Aboriginal and Torres Strait Islander Workforce Strategy will also incorporate a revised Identified Positions and Special Measures Policy to enhance employment opportunities for Aboriginal and Torres Strait Islander Peoples within the department and which will meet APS best practice at a minimum.
Additional measures need to be implemented to encourage students to consider a career with FaHCSIA post scholarship and, where appropriate, secure agreement from Business areas to offer entry-level positions for the students to compete for on merit. |
On track |
- Target entry level and school based opportunities in promoting our Department as an employer of choice to universities and high schools with a high population of Indigenous students.
Evaluation processes are embedded in the new workforce strategy. |
Develop and implement a communication strategy that complements the FaHCSIA Graduate Program. |
The development and implementation of a communication strategy that complements the delivery of the FaHCSIA Graduate Program is incorporated in FaHCSIA's Aboriginal and Torres Strait Islander Workforce Strategy 2010 – 2012.
FaHCSIA continues to partner with the Australian Public Service Commission and DEEWR on a range of entry level programs. |
FaHCSIA will conduct research and use existing data to identify schools/universities with an above average percentage of Indigenous students. This will assist in the review of the FaHCSIA's Indigenous employment promotional material. |
Achieved |
| Offer up to 10 positions in our 2010 Entry Level Program. |
16 Entry Level positions have been offered to Aboriginal and Torres Strait Islander people in 2010. Further work is progressing on work to promote FaHCSIA as an employer of choice for Aboriginal and Torres Strait Islander peoples at Career and Graduate promotional days. |
FaHCSIA will look into not placing a cap on the number of positions that we offer, as this may limit the pool of prospective employees. |
Achieved |
- Improve access to our mainstream programs and payments by Indigenous people through development, endorsement and promotion of the Indigenous Mainstream Framework, supported by a suite of implementation, planning and reporting tools.
|
Framework promoted widely. |
The Toolkit for Indigenous Service Provision is available on the FaHCSIA website. The Toolkit is a practical resource that consolidates information and resources into a single package that any FaHCSIA mainstream service provider can use to:
- Review their current practices;
- Build their knowledge and relationships; and
- Develop and implement evaluation strategies.
The Toolkit is designed to help increase the consistency of knowledge and practices supporting staff and organisations, funded by FaHCSIA, to achieve a high standard of service delivery. |
The Toolkit is a new initiative and review is ongoing. Lessons learnt on this action will be supplied in FaHCSIA's next progress report. |
Achieved |