Reconciliation Action Plan

Transcription

1 Refreshed January 2016 Reconciliation Plan Opportunity through learning

2 Artwork information The Department of Education and Training Reconciliation Tree was created during National Reconciliation Week 2014 with the aim of illustrating individuals and the department s commitment to reconciliation. Panels of the Reconciliation Tree were sent to the department s state, territory and regional offices to ensure all employees had the opportunity to sign one of the leaves of the tree. There are over 500 signed leaves on the tree, which are a constant reminder that the department s employees are proud to support reconciliation and Indigenous business is everyone s business. The Reconciliation Tree is displayed permanently in the department s National Office in Canberra. Pen and printing ink on paper (134cm x 98cm). Acknowledgment: Special thanks go to all Department of Education and Training employees involved in the development of this RAP specifically: Department of Education and Training RAP Working Group members the Department of Education and Training Aboriginal and Torres Strait Islander Employee Committee Department of Education and Training focus group participants the Department of Education and Training RAP team external stakeholders who were consulted in the development process Reconciliation Australia for their guidance. Disclaimer: The Department of Education and Trainingacknowledges diversity and respectfully uses both the terms Indigenous and Aboriginal and Torres Strait Islander peoples interchangeably throughout this document. Contact: If you would like further information about the Department of Education and Training RAP or if you have any comments you would like to share, please ReconciliationPlan_Education@Education.gov.au Commonwealth of Australia 2014 With the exception of the Commonwealth Coat of Arms, the department s logo, any material protected by a trade mark and where otherwise noted all material presented in this document is provided under a Creative Commons Attribution 3.0 Australia ( licence. The details of the relevant licence conditions are available on the Creative Commons website (accessible using the links provided) as is the full legal code for the CC BY 3.0 AU licence ( by/3.0/au/legalcode). The Department of Education and Training must be attributed as the author of the material. As far as practicable, material for which the copyright is owned by a third party will be clearly labelled. The department has made all reasonable efforts to ensure that this material has been reproduced in this document with the full consent of the copyright owners. Copyright requests and enquiries concerning further authorisation should be addressed to: The Copyright Officer, Department of Education and Training, Location code C50MA10 GPO Box 9880 Canberra ACT 2601 or ed to copyright@education.gov.au. The terms of use for the Commonwealth Coat of Arms are available from the It's an Honour website. Where a copyright owner, other than the Commonwealth, is identified with respect to this material, please contact that third party copyright owner directly to seek permission. ISBN

3 Secretary s foreword I am excited to present our updated Reconciliation Plan (RAP). Our RAP helps ensure that Indigenous business is everyone s business in the Department of Education and Training. We work in a department that touches the lives of every Australian and others in a positive way, which is so important for our future. This includes getting the best start in life through early learning, going to school and being positive about what school can offer, going on to higher education, vocational education and training, research and lifelong learning and supporting Australia s fourth largest export industry of international education. The Department of Education and Training is committed to remaining an employer of choice for Aboriginal and Torres Strait Islander peoples. Through our RAP we aim to increase our representation of Aboriginal and Torres Strait Islander people to 4.5 per cent by December I am proud to be the Secretary of a department that encourages our people to use their cultural capabilities. The RAP challenges us to improve outcomes for Aboriginal and Torres Strait Islander peoples. The secondment project on page 16 is a practical example of how we aim to transform our ways of doing business and more importantly, close the gap in education outcomes for Aboriginal and Torres Strait Islander peoples. Through this action we propose to partner with organisations to build our individual and organisational capability. Thank you to everyone who has worked so hard to update our RAP. I cannot think of a more powerful combination than education and reconciliation to enable people to reach their full potential and to improve lives. Lisa Paul AO PSM January 2016 Secretary s foreword 1

4 Message from our Indigenous Leader As an Indigenous person and the Department of Education and Training s Indigenous Leader, I am proud to work in an organisation where Indigenous business is everyone s business. The department s commitment to Indigenous business is reflected in our organisational and individual accountability. The department s Corporate Plan clearly communicates that Indigenous business is everyone s business, which flows down into business plans and Individual Performance and Development Plans for each employee. Our department takes the lead in working towards closing the gap in educational outcomes for Aboriginal and Torres Strait Islander peoples. While there are specific Aboriginal and Torres Strait Islander policies and programmes, the real heavy lifting in education is done by ensuring all policies and programmes address the needs and aspirations of Aboriginal and Torres Strait Islander peoples. As a department we recognise that cultural capability is essential to delivering effective work outcomes. Our RAP actions support our people to deepen their cultural understanding through building an environment based on respect, trust, positive relationships, equality and opportunities for all people. This enables our people to have the right skills and awareness to develop and implement policies and programmes which have a positive impact on outcomes for Aboriginal and Torres Strait Islander peoples. Our department has lots of opportunities to make a difference and our RAP will empower all of our employees to take those opportunities and run with them. Kevin Brahim 2 Message from our Indigenous Leader

5 Message from Reconciliation Australia On behalf of Reconciliation Australia, I congratulate the Department of Education and Training on its refreshed Stretch Reconciliation Plan (RAP). Education and training are fundamental building blocks for reconciliation and I know that the Department s RAP will have the capacity to influence national educational policies and programs from early childhood to academic research. It is particularly pleasing to see the Department lend its support to our Narragunnawali: Reconciliation in Schools and Early Learning program, which aims to build reconciliation among the next generation. This RAP reflects the Department of Education and Training s commitment to creating a safe and inclusive environment for Aboriginal and Torres Strait Islander peoples and to ensuring its diverse workforce is better attuned to the goals of reconciliation. This will ensure the Department fosters strong relationships, respect and trust between the broader community and Aboriginal and Torres Strait Islander peoples. I thank and congratulate everyone involved in refreshing the Department of Education and Training RAP for their leadership and dedication. I wish you well during its implementation over the coming years and look forward to seeing the outcomes of your reconciliation initiatives. Reconciliation Australia's RISE Framework Reflect At this level, organisations commit to a predetermined set of generic actions to achieve. Innovate At this level, actions are negotiated to encourage innovation and flexibility to test and pilot strategies. Stretch At this level, an organisation invests in expanding and embedding tested and proven strategies to improve workplace culture, attitudes and business practices. Elevate At this level, organisations are leading the way in advancing reconciliation on a national level. Justin Mohamed Chief Executive Officer, Reconciliation Australia Message from Reconciliation Australia 3

6 Our vision The Department of Education and Training s vision is Opportunity through learning. Our RAP supports the department to deliver quality education and training opportunities to Aboriginal and Torres Strait Islander peoples through our five RAP goals: culture, understanding, support, partnership and influence. Our mission The Department of Education and Training aims to enrich the early years of children s lives through quality child care and early childhood learning, supporting world class school education and vocational education and training systems, and enabling the delivery of quality higher education, international education and research that contribute to Australia s society and the global economy. The department operates on the principle that Indigenous business is everyone s business, which means that all employees consider our RAP in their work. This also means we work in partnership with Aboriginal and Torres Strait Islander peoples and communities to ensure all our policies and programmes do their part to achieve the Council of Australian Governments (COAG) Closing the Gap targets. Our RAP goals Our RAP goals are guiding principles that direct the department s approach to reconciliation; reminding us how we can each contribute towards improving outcomes for Aboriginal and Torres Strait Islander peoples. 1 Culture Our departmental culture is based on trust, equitable opportunities, respect and building a culturally capable workforce to achieve positive outcomes that address the needs and recognise the strengths of Aboriginal and Torres Strait Islander peoples. 2 Understanding Our people consciously apply their own learnings and think about how their work impacts on the lives of Aboriginal and Torres Strait Islander peoples and communities. 3 Support Using specialised recruitment and retention pathways we work with and support our Aboriginal and Torres Strait Islander employees to succeed. 4 Partnership We collaborate with relevant agencies and Aboriginal and Torres Strait Islander stakeholders and leverage their expertise and perspectives to inform our work. 5 Influence We use our funding, national policy responsibilities and partnerships strategically to drive better education and training outcomes that meet the needs of Aboriginal and Torres Strait Islander peoples. 4 Our vision Our mission Our RAP goals

7 Our department The Department of Education and Training was formed in December The department is organised around four major clusters of work: early childhood and child care; schools and youth; skills and training and higher education, research and international education. Since 2013, Indigenous-specific policy and programmes have been the responsibility of the Department of Prime Minister and Cabinet. However, most funding for education of Aboriginal and Torres Strait Islander children and students continues to come through mainstream funding rather than Indigenousspecific programmes. So it remains crucial that our department, which maintains policy responsibility for this mainstream funding, considers carefully the impact of our work on Aboriginal and Torres Strait Islander peoples and their communities. At 30 June 2015, the department comprised a total of 1670 employees including 116 employees located across offices in each state and territory. At this date, 38 employees identified as being of Aboriginal and/or Torres Strait Islander descent which equated to 2.28 per cent of the department s workforce. Our business The Department of Education and Training is responsible for the Australian Government s national education and training policies and programmes helping all Australians access quality and affordable child care, early childhood education, school education, skills and training, higher education, international education and academic research. The department supports the Australian Government s priority for accelerated effort and increased action to close the gap in education outcomes for Aboriginal and Torres Strait Islander peoples. Education is fundamental to improving economic and social wellbeing for all Australians and we understand that our policies and programmes must work for everyone. The department is responsible for all significant education policy levers held by the Australian Government, therefore the department must take a leadership role in the national effort to achieve the four education-related COAG Closing the Gap targets. These targets are: 95 per cent of all Indigenous four-year-olds are enrolled in early childhood education (by 2025) close the gap between Indigenous and non-indigenous school attendance within five years (by 2019) halve the gap for Indigenous children in reading, writing and numeracy within a decade (by 2018) halve the gap for Indigenous people aged in Year 12 or equivalent attainment rates (by 2020). The majority of Aboriginal and Torres Strait Islander students are enrolled in schools in metropolitan and regional locations and are supported by non-indigenous specific education policies and programmes; therefore our potential to impact the lives of Aboriginal and Torres Strait Islander students is significant. Our department Our business 5

8 Our RAP governance support and resources The development and implementation of this RAP is made possible using a coordinated internal RAP governance structure; involving representatives from every part of the department who bring with them an enormous range of skills, expertise and experience. The resources that support this RAP include our: Indigenous Business is Everyone s Business Committee The Indigenous Business is Everyone s Business Committee is chaired by a deputy secretary and comprises senior employees from across the department. The Committee aims to ensure the philosophy of Indigenous business is everyone s business is embedded across the department. Members provide strategic direction for the implementation of RAP actions, work with other departmental committees to maximise RAP deliverables and champion the RAP in their work areas. Aboriginal and Torres Strait Islander Employee Committee The Aboriginal and Torres Strait Islander Employee Committee supports our Aboriginal and Torres Strait Islander employees and offers strategic advice to the department on workplace and workforce matters affecting Aboriginal and Torres Strait Islander employees. Executive Board and senior committees The department s Executive Board and senior governance committees are committed to the RAP and actively embed the philosophy Indigenous Business is Everyone s Business into our governance and business. Diversity and RAP Team The Diversity and RAP team is the secretariat for the Indigenous Business is Everyone s Business Committee and provides ongoing support across the department for implementing the RAP and supporting Australia s reconciliation journey. Indigenous Leader The Indigenous Leader, Kevin Brahim, works with the Secretary and governance committees to ensure the department is identified as an employer of choice for Aboriginal and Torres Strait Islander peoples, and the expertise of Aboriginal and Torres Strait Islander employees is supported and valued in all departmental business. The Indigenous Leader co-chairs the Aboriginal and Torres Strait Islander Employee Committee and is a member of the Indigenous Business is Everyone s Business Committee. 6 Our RAP governance support and resources

9 Culture Our departmental culture is based on trust, equitable opportunities, respect and building a culturally capable workforce to achieve positive outcomes that address the needs and recognise the strengths of Aboriginal and Torres Strait Islander peoples. What success in this goal will look like: All employees recognise that Indigenous business is everyone s business and this is core to being effective in everyday work. Employees strive to create a legacy to be the best public servants they can be by strengthening and demonstrating Aboriginal and Torres Strait Islander cultural capability in everything that we do. We respect Aboriginal and Torres Strait Islander cultural protocols, participate in cultural events and continuously develop our understanding and knowledge of Aboriginal and Torres Strait Islander peoples and cultures. Goal 1.1 An Indigenous business is everyone s business framework is developed which will include initiatives and strategies to build the cultural capability of the department. The Indigenous business is everyone s business framework is developed and embedded with employees. All employees who complete the People Capability Framework (PCF) also complete the Indigenous Cultural Capabilities Set within the PCF. All new starters attend Indigenous Cultural Awareness Training within six months of commencement. A wide range of internal and external cultural awareness training and learning resources are available on the Indigenous Cultural Awareness Learning and Development tools intranet page. As part of the Secretary s Excellence Awards, an annual Indigenous Business is Everyone s Business award is presented to employees who have demonstrated an ongoing commitment to reconciliation and improving outcomes for Aboriginal and Torres Strait Islander peoples. June 2016 July 2015 December 2014 and then ongoing June 2015 and reviewed and updated each December 2014 Group Manager, People Communication and Legal Group (PCLG) All Senior Executive Service (SES) All employees New starters managers Group Manager, PCLG Diversity and RAP team Aboriginal and Torres Strait Islander Employee Committee Indigenous Business is Everyone s Business (IBEB) Committee Group Manager, PCLG Culture goal 7

10 1.2 Aboriginal and Torres Strait Islander cultural protocol resources are available to all employees. The Respecting Country and Cultures of Aboriginal and Torres Strait Islander Peoples Guidelines are developed to guide employees in acknowledging traditional owners and organising a welcome to country. The guidelines are communicated and promoted to all employees and are available on the Department of Education and Training website, intranet page and the GovShare website. The department makes relevant external cultural protocol resources available on our intranet to ensure employees are following the protocols of the land that they are visiting. December 2014 and then ongoing December 2015 Aboriginal and Torres Strait Islander Employee Committee Indigenous Leader State Network 1.3 We celebrate and strengthen the department s commitment to reconciliation and support employees to make individual contributions towards reconciliation. The department hosts at least three internal events during National Reconciliation Week to provide opportunities for employees to strengthen their cultural capability and build relationships with their local community. Strong employee participation at National Reconciliation Week events. Each cluster will host one reconciliation themed event/activity/learning opportunity per year outside of National Reconciliation Week to maintain momentum and engagement with reconciliation throughout the year. Employees are encouraged to use the workplace giving programme to show their support for improving outcomes for Aboriginal and Torres Strait Islander peoples. May June 2015 May June 2015 September 2014 July 2015 Branch Manager, Communication Branch All employees Associate and Deputy Secretaries Clusters All employees Group Manager, PCLG 8 Culture goal

11 1.4 The department commemorates and celebrates Aboriginal and Torres Strait Islander peoples, cultures, history and connection to country. The department hosts at least three internal events during National Aborigines and Islanders Day Observance Committee (NAIDOC) Week to provide opportunities for employees to celebrate the history, cultures and achievements of Aboriginal and Torres Strait Islander peoples. Strong employee participation in NAIDOC Week external community events and departmental NAIDOC Week events. A calendar is created to understand, acknowledge and commemorate Aboriginal and Torres Strait Islander days of significance, which are identified by the Aboriginal and Torres Strait Islander Employee Committee. July 2015 July 2015 January 2015 Branch Manager, Communication Branch All employees Branch Manager, Communication Branch Diversity and RAP team Aboriginal and Torres Strait Islander Employee Committee To me, Australia s reconciliation journey is about seeking a world that treats all people with kindness and respect, and where difference and diversity is valued. I appreciate that reconciliation creates a space for people of all cultures to work together towards a positive, fairer future. Millie Hayes, Skills Programme Group Lara Norman, Western Australia State Office Culture goal 9

12 Goal Understanding Our people consciously apply their own learnings and think about how their work impacts on the lives of Aboriginal and Torres Strait Islander peoples and communities. What success in this goal will look like: The department s employees understand the importance of their own work to addressing the specific needs and aspirations of Aboriginal and Torres Strait Islander children, young people, adults and communities. Employees are provided with the tools, processes and policies to make informed business decisions regarding closing the gap and reconciliation. 2.1 Our business processes create individual and organisational accountability for Indigenous business being everyone s business in the Department of Education and Training. The Indigenous Business is Everyone s Business Committee meets a minimum of four times a year. All business plans include actions that contribute to meeting the RAP targets and other planning and performing documents include commitments towards achieving the RAP and embedding the philosophy that Indigenous business is everyone s business. Internal RAP surveys are conducted periodically to evaluate the success of reconciliation strategies and guide future reconciliation strategies. Quarterly commencing March 2014 Reviewed September 2015 September 2015 The Executive All employees Diversity and RAP team 2.2 Our policies and programmes reflect the needs and aspirations of Aboriginal and Torres Strait Islander peoples and communities. Mechanisms are in place to regularly promote and facilitate discussions to share learnings and best practice on Indigenous policy matters. The learning outcomes from these forums will also inform the development of new policy proposals in the department. Reviewed September 2015 Strategy and Impact Committee 10 Understanding goal

13 2.3 Our procurement policies increase the department s engagement with Aboriginal and Torres Strait Islander owned and/or operated businesses. The department exceeds the Australian Public Service target of awarding 3% of domestic contracts to Indigenous enterprises by The department will ensure we meet our annual targets under the new Indigenous Procurement Policy (IPP) and strive to exceed the target in relation to internal operations procurements. The IPP targets are: contracts (or equivalent to $367,724) contracts (or equivalent to $1,011,241) contracts (or equivalent to $1,287,034) Reviewed September 2015 Group Manager, Finance, Parliamentary and Assurance Group Shared Services Centre Understanding goal 11

14 Goal Support Using specialised recruitment and retention pathways we work with and support our Aboriginal and Torres Strait Islander employees to succeed. What success in this goal will look like: The department is recognised by its stakeholders and the Australian community as an employer of choice who genuinely values, respects and supports difference and diversity of Aboriginal and Torres Strait Islander cultures in our workplace. 3.1 The department develops a recruitment and career development plan to attract and retain Aboriginal and Torres Strait Islander employees. The Indigenous Recruitment and Career Development Plan is developed and implemented with a specific focus on retention and increasing the number of Aboriginal and Torres Strait Islander employees at all levels and across all clusters. The Indigenous Recruitment and Career Development Plan is evaluated annually. The review will include consideration of the progress towards achieving actions and the suitability of representational targets to ensure they are still considered a stretch in the context of any machinery of government changes. The representation of Aboriginal and Torres Strait Islander employees is increased to 3.5 per cent. The representation of Aboriginal and Torres Strait Islander employees is increased to 4 per cent. The representation of Aboriginal and Torres Strait Islander employees is increased to 4.5 per cent. December 2014 then ongoing implementation January 2016 December 2015 December 2016 December 2017 Branch Manager, People Branch in consultation with Aboriginal and Torres Strait Islander Employee Committee Branch Manager, People Branch in consultation with Aboriginal and Torres Strait Islander Employee Committee Group Manager, PCLG Group Manager, PCLG Group Manager, PCLG 12 Support goal

15 Aboriginal and Torres Strait Islander employees have the support and resources to develop career development plans and undertake career planning. The Indigenous Australian Government Development Programme, the Graduate Programme and the Indigenous Cadetship Programme are used to recruit a minimum of 10 Aboriginal and Torres Strait Islander employees each year. To reach prospective Aboriginal and Torres Strait Islander employees, we promote employment opportunities with the department through targeted Aboriginal and Torres Strait Islander media and networks. Independent surveys are conducted to ascertain how current and recently departed Aboriginal and Torres Strait Islander employees feel about working in the department and the work of the department. Face-to-face workshops are conducted with the Aboriginal and Torres Strait Islander Employee Network to identify issues and priority actions for the following 12 months. June 2015 and re-evaluated each subsequent year December 2014 Reviewed September 2015 Reviewed September 2016 June 2014 Group Manager, PCLG Aboriginal and Torres Strait Islander employees Group Manager, PCLG Group Manager, PCLG Group Manager, PCLG Aboriginal and Torres Strait Islander Employee Committee Branch Manager, People Branch in consultation with the Aboriginal and Torres Strait Islander Employee Committee The fact that the Department has a RAP and an active RAP Committee shows that the Department and its staff are committed to the achievement of positive outcomes for Aboriginal and Torres Strait Islander peoples. Sandra Chamberlain, Evidence and Assessment Group The Aboriginal cultural workshop gave me foundation knowledge of Aboriginal history and cultures and this helped me to understand and more deeply appreciate an Aboriginal perspective which is so different from my own experience. Karen Cooper, Schooling Group Reconcilation is about understanding all of us have important histories. Glen Watson, Evidence and Assessment Group Support goal 13

16 Goal Partnership We collaborate with relevant agencies and Aboriginal and Torres Strait Islander stakeholders and leverage their expertise and perspectives to inform our work. What success in this goal will look like: We use strong mutually beneficial relationships with internal and external stakeholders to reflect on our work and develop strategies that support the delivery of quality education outcomes for Aboriginal and Torres Strait Islander peoples and communities. 4.1 We have tools to assist us to engage with identified internal and external stakeholders. Internal knowledge sharing mechanisms, including formal and informal mentoring relationships with Aboriginal and Torres Strait Islander employees and non-indigenous employees are established and evaluated. Submit the RAP Impact Measurement Questionnaire and a RAP annual report to Reconciliation Australia. December 2014 September 2015 Group Manager, PCLG 4.2 We build and maintain relationships with our stakeholders. Employees are provided with opportunities to participate in the Jawun Indigenous Community Secondment Program and work with other organisations, including Indigenous Community Volunteers. We will encourage the department s six portfolio agencies to develop RAPs. Reviewed September 2015 Reviewed September 2015 Branch Manager, People Branch 14 Partnership goal

17 The department encourages portfolio agencies, service providers and stakeholders to engage with the reconciliation agenda by promoting our RAP and our RAP annual report to them. The department will interact with colleagues in Prime Minister and Cabinet including the regional managers annually to share information about the impact of our respective and collective policies. Reviewed September 2015 Reviewed September 2015 All employees Branch Manager, Governance Quality and Access Branch State and Territory managers We collaborate with the Department of Employment and the Shared Services Centre to embed Indigenous business 4.3 is everyone s business into the everyday work of the Shared Services Centre. A representative from the Shared Services Centre is a member of the Indigenous Business is Everyone s Business Committee. All Shared Services Centre employees are invited to participate in the department s RAP related activities and events. Shared Services Centre employees recognise the important role their work plays in improving outcomes for Aboriginal and Torres Strait Islander peoples. Reviewed September 2015 Reviewed September 2015 Reviewed September 2015 Shared Services Centre Shared Services Centre Shared Services Centre Partnership goal 15

18 Goal Influence We use our funding, national policy responsibilities and partnerships strategically to drive better education and training outcomes that meet the needs of Aboriginal and Torres Strait Islander peoples. What success in this goal will look like: We use innovative methods of working with Aboriginal and Torres Strait Islander peoples and communities and other stakeholders. We utilise our experiences and learnings to influence funding levers where it matters, so we can be informed educational and training policy developers, improve education and training outcomes and close the gap. 5.1 The department implements a project based on a variety of partnerships with Indigenous community organisations, government agencies, Indigenous businesses and businesses focussed on Indigenous servicing and employment. Employees will spend time on secondment with organisations to create a two-way learning relationship. The project aims to build individual and organisational cultural capability. The project will be guided by annual focus areas selected by the Executive to influence our operations and improve outcomes for Aboriginal and Torres Strait Islander peoples. Key stakeholders/partners are consulted in the design of the secondment project, including the project plan. Secondment project partnerships are reviewed annually and are maintained (unless exceptional circumstances arise) over the life of the RAP. Representative from each cluster in the department spends time on secondment each year and are enriched by the experience. Communication of learnings from employees experiences on secondment occur at least quarterly through a variety of effective channels and approaches. June 2016 September 2016 September 2016 September 2016 Secondment Project Lead Secondment Project Lead Secondment Project Lead Secondment Project Lead 16 Influence goal

19 Instances are reported where employees are influenced and their work is informed by secondment opportunities and communication of learnings. Progress is made towards long term improvements in education and training outcomes as assessed by the Executive, accepting that major improvements may take longer than the lifetime of this RAP. September 2016 September 2017 Secondment Project Lead Secondment Project Lead 5.2 Early Childhood and Child Care cluster ensures that the implementation of the Child Care Assistance Package supports further participation of Aboriginal and Torres Strait Islander families and children. A clear focus on Aboriginal and Torres Strait Islander outcomes is factored into the Child Care Assistance Package to provide affordable, accessible and flexible child care. Participation of Aboriginal and Torres Strait Islander families and children improves following the implementation of the Jobs for Families package in July Baseline data is established with ongoing collection, evaluation and monitoring that focuses on Aboriginal and Torres Strait Islander children and families, to ensure the Jobs for Families Package results in better outcomes. Work closely with the Secretariat of National Aboriginal and Islander Child Care (SNAICC) and other stakeholders to support Budget Based Funded services that provide child care for Indigenous children and families to transition to the Child Care Subsidy arrangements. Ongoing Ongoing Ongoing to July 2017 Group Manager, Early Childhood Strategy Group Branch Manager, Legislation Reform Branch Branch Manager Quality, Coordination and Evaluation Branch Branch Manager, Child Care Payments Policy Branch Branch Manager, Stakeholder Engagement and Budget Based Funded Branch Manager, Child Care Safety Net Branch Influence goal 17

20 5.3 Early Childhood and Child Care cluster will implement an Indigenous Early Learning Engagement Project, which seeks to increase the proportion of Indigenous children engaged in early learning, focusing initially on Long Day Care. Development and implementation of a strategy to improve the Aboriginal and Torres Strait Islander early years workforce, and ultimately the participation of Aboriginal and Torres Strait Islander children in child care and early learning services. Commencing December 2015, continuing to 2017 Director, Workforce Development and My Child Branch Manager, Quality, Coordination and Evaluation Branch 5.4 Early Childhood and Child Care cluster and the Schools and Youth Cluster support improved attendance at school and preschool by Aboriginal and Torres Strait Islander children. Our programmes including the Budget Based Funded Programme and Inclusion Support Programme provide opportunities to gain insights into improved early childhood learning, parental engagement and school transitions that could ultimately lead to a reduction in the disparity in school-readiness and educational outcomes between Indigenous and non- Indigenous children. The implementation of the Integrated Service Delivery Project, Connected Beginnings, improves school readiness of Indigenous children in selected communities by strengthening the integration of existing early childhood, maternal and child health and family support services. The department works collaboratively with state and territory governments and stakeholders to develop and implement a new strategy for the COAG s schooling related priority areas and to further accelerate improvements in relation to the Closing the Gap targets. This strategy takes into account evidence of what works from implementation of actions under the current Aboriginal and Torres Strait Islander Education Plan Ongoing Ongoing from July 2016 New strategy in place from late 2015 and ongoing January 2015 and ongoing Branch Manager, Stakeholder Engagement and Budget Based Funded Branch Manager, Inclusion Support and Budget Branch Branch Manager, Stakeholder Engagement and Budget Based Funded Branch Manager, Student Participation Branch Branch Manager, Student Participation Branch 18 Influence goal

21 Appropriate data is collected, identified and used to support the development of the strategy and we measure progress and drive improvement against key performance indicators. A clear focus on Aboriginal and Torres Strait Islander participation is integral to Australian Government support for preschool programmes. A new Closing the Gap target for preschool is agreed with states and territories. Through national peak parent organisations and other stakeholders, Early Childhood and Child Care Cluster and Schools and Youth cluster will actively promote the Narragunnawalli: Reconciliation in Schools and Early Learning programme to promote parental engagement and strengthen relationships between the wider Australian community and Aboriginal and Torres Strait Islander peoples. Provision and regular updates of relevant school location data to Reconciliation Australia to support implementation and monitoring of the Narragunnawali: Reconciliation in Schools and Early Learning programme. January 2015 and ongoing January 2015 and ongoing January 2016 September 2014 September 2014 Branch Manager, National Data Reform Branch Branch Manager, Assessment and Early Learning Branch Branch Manager, Assessment and Early Learning Branch Branch Manager, Student Participation Branch Branch Manager, Stakeholder Engagement and Budget Based Funded Branch Manager, National Data Reform Branch 5.5 Schools and Youth cluster helps employees understand that Indigenous business is everyone s business and how to reflect that in their core business. Business areas are supported to review their current practices and consider how best to apply the principle of Indigenous business is everyone s business. Policy development in Schools and Youth Cluster is informed by the findings of research into transition patterns for Aboriginal and Torres Strait Islander peoples through school to higher education. October 2014 and ongoing August 2015 and ongoing Branch Manager, Student Participation Branch Branch Manager, School to Work and Strategic Priorities Branch Influence goal 19

22 5.6 Higher Education, Research and International cluster works with Higher Education Institutions to support Aboriginal and Torres Strait Islander academics to thrive. Four 2014 Office for Learning and Teaching (OLT) Fellowships by Aboriginal and Torres Strait Islander academics and/or fellowships on Aboriginal and Torres Strait Islander topics are successfully undertaken and completed. An increase of at least one per year in the number of Aboriginal and Torres Strait Islander academics as members of the Australian Learning and Teaching Fellows. At least one OLT grant application that extends completed OLT work focussed on an Aboriginal and Torres Strait Islander matter is successful following a competitive process. March 2016 July 2015 October 2015 Higher Education, Research and International cluster Executive OLT Higher Education, Research and International cluster Executive OLT Higher Education, Research and International cluster Executive OLT 5.7 Higher Education, Research and International cluster works with education and training institutions to provide early opportunities for strong performing, interested, Aboriginal and Torres Strait Islander students to work in the department. Develop partnerships with high performing universities to increase the number of Aboriginal and Torres Strait Islander peoples participating in the department s Graduate Programme. Partner with identified high performing Higher Education providers to develop more effective pathways from higher education to employment in the department. September 2017 September 2017 Branch Manager, Governance, Access and Quality Branch Branch Manager, Governance, Access and Quality Branch 20 Influence goal

23 5.8 Higher Education, Research and International cluster researches the transitions to employment and the earnings differentials for Aboriginal and Torres Strait Islander graduates and communicates the results. Research completed and results used on departmental website and appropriate documents. June 2015 Branch Manager, Economic and Market Analysis Branch 5.9 Skills and Training cluster works to improve the successful transition of Indigenous Australian apprentices into Certificates III. Increased proportion of commencing Aboriginal School Based apprentices. Increased proportion of Indigenous apprentices that study at a Certificate III. Commencing 2016 with implementation in 2017 Commencing 2016 with implementation in 2017 Policy Development Skills Development and Apprenticeship Policy Branch Implementation Network Delivery Branch Policy Development Skills Development and Apprenticeship Policy Branch Implementation Network Delivery Branch In my team, we support Indigenous businesses by choosing to engage an Indigenous owned and operated catering business for any special work events. The food is always delicious and a real talking point! Lee Katauskas, Industry Skills and Quality Group Reconciliation is about all cultures being inclusive of each other which will then enable people to achieve their goals in a respectful environment. Susan Gallagher, Evidence and Assessment Group Influence goal 21

24 5.10 Skills and Training cluster undertakes two pilot projects in Northern Australia aligned to the Northern Australia White Paper. Two pilot projects focused on increased Indigenous participation in training linked to emerging industries in Northern Australia. Note: these projects are in addition to the 11 additional Industry Skills Fund Skills Advisers that have commenced in Northern Australia which includes several with experience in working with Indigenous organisations. These additions, along with a reduced employer cocontribution rate for businesses expanding into Northern Australia were specifically in response to the Northern Australia White Paper. As part of the interim evaluation of the ISF to commence in February 2016, consideration will be given to a number of Indigenous specific projects that can be presented as pilot projects, that will likely require guideline waiver by the Minister. Commencing 2016 with implementation in 2017 Note: there is potentially capacity for these projects to commence and be implemented in the calendar year 2016 pending expected project costs and the call on reduced funding in the ISF Skills Development and Apprenticeship Policy Branch Note: under current programme delivery/ policy split arrangements, the policy area is responsible for the delivery of pilots Skills and Training cluster builds Indigenous data capability through an analysis of current data sets and develop strategies for improvements. Improved data capture and analysis practices First quarter 2016 for data analysis and second quarter 2016 for strategies Branch Manager, VET Market Information Branch 22 Influence goal

25 Respect, Relationships and Matrix Respect Relationships 1.1 An Indigenous business is everyone s business framework is developed which will include initiatives and strategies to build the cultural capability of the department. Respect Relationships 1.2 Aboriginal and Torres Strait Islander cultural protocol resources are available to all employees. Respect 1.3 We celebrate and strengthen the department s commitment to reconciliation and support employees to make individual contributions towards reconciliation. Respect Relationships 1.4 The department commemorates and celebrates Aboriginal and Torres Strait Islander peoples, cultures, history and connection to country. Respect Relationships 2.2 Our policies and programmes reflect the needs and aspirations of Aboriginal and Torres Strait Islander peoples and communities. Respect Relationships 5.1 The department implements a project based on a variety of partnerships with Indigenous community organisations, government agencies, Indigenous businesses and businesses focussed on Indigenous servicing and employment. Employees will spend time on secondment with organisations to create a two-way learning relationship. The project aims to build individual and organisational cultural capability. The project will be guided by annual focus areas selected by the Executive to influence our operations and improve outcomes for Aboriginal and Torres Strait Islander peoples. Respect Relationships 2.3 Our procurement policies increase the department s engagement with Aboriginal and Torres Strait Islander owned and/or operated businesses. Relationships 3.1 The department develops a recruitment and career development plan to attract and retain Aboriginal and Torres Strait Islander employees. Respect Relationships 4.1 We have tools to assist us to engage with identified internal and external stakeholders. Relationships 4.2 We build and maintain relationships with our stakeholders. Relationships 4.3 We collaborate with the Department of Employment and the Shared Services Centre to embed Indigenous business is everyone s business into the everyday work of the Shared Services Centre. Relationships 5.2 Early Childhood and Child Care cluster ensures that the implementation of the Child Care Assistance Package supports further participation of Aboriginal and Torres Strait families and children. (relationships and opportunities) Relationships 5.5 Schools and Youth cluster helps employees understand that Indigenous business is everyone s business and how to reflect that in their core business. Respect Relationships 5.6 Higher Education, Research and International cluster works with Higher Education Institutions to support Aboriginal and Torres Strait Islander academics to thrive. Relationships 5.10 Skills and Training cluster undertakes two pilot projects in Northern Australia aligned to the Northern Australia White Paper. Relationships 2.1 Our business processes create individual and organisational accountability for Indigenous business being everyone s business in the Department of Education and Training. 5.3 Early Childhood and Child Care cluster will implement an Indigenous Early Learning Engagement Project, which seeks to increase the proportion of Indigenous children engaged in early learning, focusing initially on Long Day Care. Relationships 5.4 Early Childhood and Child Care Cluster Schools and Youth Cluster supports improved attendance at school and preschool by Aboriginal and Torres Strait Islander children Relationships 5.7 Higher Education, Research and International cluster works with education and training institutions to provide early opportunities for strong performing, interested, Aboriginal and Torres Strait Islander students to work in the department. Relationships 5.8 Higher Education, Research and International cluster research the transitions to employment and the earnings differentials for Aboriginal and Torres Strait Islander graduates and communicate the results. 5.9 Skills and Training cluster works to improve the successful transition of Indigenous Australian apprentices into Certificates III Skills and Training cluster builds Indigenous data capability through an analysis of current data sets and develop strategies for improvements Respect, Relationships and Section Name Matrix 23

26 Greg (Yidinji) Joseph. Dance of the Brolga Acrylic on canvas Artwork information During National Reconciliation Week 2013 artist Greg (Yidinji) Joseph facilitated painting workshops with department employees and created a suite of four beautiful Aboriginal paintings. Dance of the Brolga is one of the four paintings and represents the department s commitment to supporting and promoting Australia s reconciliation journey. Workshop participants contributed to the painting by putting their handprint and white dots throughout the canvas. Yidinji generously shared stories with participants about his own art practice, his family in North Queensland and his culture.