Aboriginal and Torres Strait Islander Cultural … acknowledge Aboriginal and Torres Strait Islander...

Aboriginal and Torres Strait Islander Cultural Capability Action Plan 2017–2020

Department of the Premier and Cabinet Public Service Commission

Aboriginal and Torres Strait Islander readers please be aware that this document may contain images of a deceased person or persons. The Queensland Government ackowledges with utmost respect Aboriginal and Torres Strait Island protocol.

We acknowledge Aboriginal and Torres Strait Islander peoples as the Traditional Owners and Custodians of this Country.

We recognise their connection to land, sea and community.

We pay our respect to them, their cultures, and to their Elders, past, present and emerging.

About the artist—Sid DomicBorn in Rockhampton, Queensland, Sid Domic is a descendent of the Kalkadoon people of Mount Isa.

Proud of his Indigenous heritage, Sid has been a practicing Aboriginal artist for 16 years. Sid’s grandmother, Ivy Domic, has been a major influence in Sid’s artwork, where her stories continue to be represented.

Sid is also passionate about learning more about his Kalkadoon heritage and his family connections to Mount Isa and Palm Island. Throughout his career, Sid has worked to increase his knowledge and promote Aboriginal culture and heritage.

In 2010 and 2011, Sid was selected to design the Indigenous All Stars’ jersey and was commissioned to design custom headgear for Johnathan Thurston. His work has also been exhibited at the Rebecca Hossack Gallery in London.

Sid currently works with the University of Queensland on outreach and engagement—promoting tertiary pathways for Aboriginal and Torres Strait Islander students.

While receiving much recognition for this artwork, Sid is also known for his 15-year career as an accomplished rugby league player. He has also played for NRL teams including the Brisbane Broncos and Penrith Panthers, as well as the English Super League.

About the artwork—ReconciliationThe Aboriginal and Torres Strait Islander Cultural Capability Action Plan artwork represents reconciliation and the Department of the Premier and Cabinet and Public Service Commission’s responsibility to engage with Aboriginal and Torres Strait Islander people and communities, to build connections across government, bring departments together, and lead a shared vision. This shared vision will carry the voices of many through establishing relationships, respect and opportunity. It is only through our actions and openness for collaboration that reconciliation can be achieved.

The colours used throughout the artwork have different meanings. Blue represents the rivers, green represents the lowlands to acknowledge the Townsville region and the Torres Strait Islander culture, red represents the land, and yellow represents the sun.

The large circle symbolises the Aboriginal and Torres Strait Islander communities and Traditional Owner groups..

The journey lines represent communities progressing forward together.

The lines connecting the centre point to the outer circles, symbolising relationships and partnerships. Through shared vision, striving towards one common purpose, working collaboratively at all levels, and turning vision into reality.

The rivers in this painting represent ripples in the landscape. Ripples of raised expectations, heightened aspirations and capability.

Message from the Director-General and Chief ExecutiveOn behalf of the Department of the Premier and Cabinet (DPC) and the Public Service Commission (PSC), we are pleased to present the Aboriginal and Torres Strait Islander Cultural Capability Action Plan 2017–2020 (the plan). As the lead agencies of the Queensland public service, we have a responsibility to provide whole-of-government leadership in developing a more culturally responsive and inclusive environment that values and respects the contribution of our state’s first peoples.

The plan reaffirms the importance of the public service becoming more representative and inclusive of Aboriginal and Torres Strait Islander people and establishes clear and effective actions to facilitate this for the period of 2017–2020. The plan builds upon the important work we have done in implementing previous Aboriginal and Torres Strait Islander Cultural Capability Action Plans and the Queensland Government Reconciliation Action Plan 2009–2012. We are proud this plan continues successful initiatives previously implemented, such as increasing the number of Aboriginal and Torres Strait Islander people engaged under the Policy Futures Graduate Program, and creates new initiatives like our partnership with Banaam, an Indigenous cultural education provider.

These initiatives and others outlined in the plan will focus attention on building cultural capability that will affect the policies and legislation we develop for the benefit and empowerment of Aboriginal and Torres Strait Islander people, as well as all of Queensland.

We encourage all employees to get involved and contribute to the actions in this plan in order to ensure the delivery of policies, services and outcomes that are responsive to the unique cultural needs of Aboriginal and Torres Strait Islander Queenslanders.

Dave Stewart Director-General Department of the Premier and Cabinet

Robert Setter Commission Chief Executive Public Service Commission

What is Aboriginal and Torres Strait Islander cultural capability?Cultural capability is the understanding of Aboriginal and Torres Strait Islander cultures and their history, the integration of those cultures into work practices, and an appreciation of those cultures in our decision making and service delivery. Cultural capability is fundamental to ensuring Aboriginal and Torres Strait Islander people enjoy the same opportunities as non-Indigenous Queenslanders. Our cultural capability initiatives have reached some significant milestones over the past two years, and through our leadership we will continue to influence and improve corporate direction and policy outcomes.

Cultural Capability Action PlanThe Aboriginal and Torres Strait Islander Cultural Capability Action Plan 2017–2020 is the third plan released by DPC and PSC.

Our plan is aligned with the Queensland Government Aboriginal and Torres Strait Islander Cultural Capability Framework (the framework), which provides strategic direction for Queensland Government agencies’ cultural capability planning.

The framework’s strategic vision is to provide efficient, effective and responsive services to Aboriginal and Torres Strait Islander people by ensuring their perspectives are an inherent part of core business across all agencies, underpinned by five principles:

1. valuing culture

2. leadership and accountability

3. building cultural capability to improve economic participation

4. engagement with Aboriginal and Torres Strait Islander people and businesses

5. culturally responsive systems and services.

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ScopeOur plan includes actions for DPC and PSC and covers three years from 2017 to 2020. Each action aligns with one of the five principles and is designed to enhance the economic participation of Aboriginal and Torres Strait Islander Queenslanders, and improve relationships with our First Peoples by delivering services in a culturally sensitive manner.

Monitoring and reportingA report outlining half-year and full-year results will be prepared and submitted to the whole-of-government Cultural Agency Leaders Committee.

The DPC Cultural Capability Working Group will meet at least once a year to monitor activities, discuss potential issues and agree on the half-year report.

Aboriginal and Torres Strait Islander staffAs articulated in the Queensland Public Sector Inclusion and Diversity Strategy 2015–2020, we have committed to reach a target of three per cent of employees who identify as being of Aboriginal and/or Torres Strait Islander descent. This plan recognises that target and includes specific actions to make DPC and PSC employers of choice for Aboriginal and Torres Strait Islander people. Our actions focus on the pipeline of graduates coming out of universities and tapping into the skills and knowledge of Aboriginal and Torres Strait Islander employees.

The employee data included on the next page shows the number of employees identifying as being of Aboriginal and/or Torres Strait Islander descent. To achieve the agreed diversity target of three per cent, DPC will need to engage an additional nine employees who identify as Aboriginal and/or Torres Strait Islander. In order to reach its three per cent target, PSC will need to engage an additional two employees who identify as being of Aboriginal and/or Torres Strait Islander descent.

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Aboriginal and Torres Strait Islander indicators

Permanent60.00%

Temporary40.00%

DPC

Permanent100.00%

PSCPermanent

76.89%

Temporary18.08%

Casual4.69%

Contract0.34%

QPS

483 Total headcount

77 Total headcount

DPC – June 2017 PSC – June 2017

5 Indigenous

1 Indigenous


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Mar-15 Jun-15 Sep-15 Dec-15 Mar-16 Jun-16 Sep-16 Dec-16 Mar-17 Jun-17

Employees identifying as Aboriginal and Torres Strait Islander (%)

DPC PSC QPS

Note: DPC in this dataset excludes Corporate Administration Agency and Arts Queensland.

94.41% 93.51%

73.49%

0%

10%

20%

30%

40%

50%

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80%

90%

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DPC PSC QueenslandPublic Sector

Census return rate – June 2017 The percentage of people who returned their

Equality of Employment Opportunity census form.

Aboriginal and Torres Strait Islander employees by employment basis – June 2017

Permanent60.00%

Temporary40.00%

DPC

Permanent100.00%

PSCPermanent

76.89%

Temporary18.08%

Casual4.69%

Contract0.34%

QPS

483 Total headcount

77 Total headcount

DPC – June 2017 PSC – June 2017

5 Indigenous

1 Indigenous


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Aboriginal and Torres Strait Islander employees by employment basis – June 2017

94.41% 93.51%

73.49%

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10%

20%

30%

40%

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60%

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ConsultationIn July and August 2017, employees were invited to participate in the development of the plan through Yammer and a web link, which was advertised in the staff e-newsletter ‘Newsflash’. Employees were asked to identify areas of focus in the plan and 34 people responded. Results are recorded in the table on the right:

Answer choices Responses

Increasing our awareness of Aboriginal and Torres Strait Islander culture (valuing culture)

8.82% 3

Improving leadership and accountability in our organisation 0% 0

Building our cultural capability to increase employment and economic participation for Aboriginal and Torres Strait Islander people

41.18% 14

Better engagement with Aboriginal and Torres Strait Islander people

20.59% 7

Developing culturally responsive systems, services and policies

29.41% 10

TOTAL 34

What do you think should be the main focusof our efforts over the next three years?

Answered: 34 Skipped: 0

Increasing our awareness of Aboriginal andTorres Strait Islander culture (valuing culture)

Improving leadership and accountability in our organisation

Building our cultural capability toincrease employment and economic participation

for Aboriginal and Torres Strait Islander people

Better engagement with Aboriginaland Torres Strait Islander people

Developing culturally responsive systems, services and policies

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

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DPC Aboriginal and Torres Strait Islander Cultural Capability Actions for 2017–20

Action Responsible Timing Outcome Cultural capability framework principle

Strengthen our acknowledgement of NAIDOC week and support a whole of 1 William Street approach to marking significant cultural events.

Policy Division Annually Raise awareness of Aboriginal and Torres Strait Islander culture.

Implement a coordinated program of NAIDOC week events in July each year.

Brand the DPC intranet with Aboriginal and Torres Strait Islander theming for the month of July (Communication Services).

Hold one Aboriginal and Torres Strait Islander focused Speakers Series event per year (Organisational Culture).

Valuing culture

Build partnerships with universities and researchers to raise awareness of Indigenous policy issues and support the development of evidence-based policy.

Policy Division Annually One Indigenous focused research seminar event held annually.

Culturally responsive systems and services

Raise the profile within the department of Aboriginal and Torres Strait Islander owned businesses.

Policy Division Ongoing We will have procured goods or services from at least two Indigenous-owned businesses.

Building cultural capability to improve economic participation

Appoint an Aboriginal and Torres Strait Islander cultural capability champion of change.

Policy Division/Human Resources

Champion appointed by 31 March 2018

A member of DPC’s senior executive appointed as cultural capability champion.

The champion encourages staff participation in events and delivers positive messaging to build staff engagement and awareness.

The champion encourages staff to nominate as allies to support cultural capability initiatives.

Leadership and accountability


Strengthen the Policy Futures Graduate Program by maintaining and expanding the pool of volunteer mentors for the Aboriginal and Torres Strait Islander identified candidates.

Organisational Culture Ongoing Approach 2017 and 2018 Aboriginal and Torres Strait Islander graduate participants to act as mentors for 2019 applicants.

Mentor to be offered at the point of application.


Raise awareness and develop partnerships to support Aboriginal and Torres Strait Islander not-for-profit and non-government organisations (NGO) through the implementation of the DPC Corporate Social Responsibility Plan.

Organisational Culture Ongoing Develop at least one relationship with an NGO that supports Aboriginal and Torres Strait Islander people.

Aboriginal and Torres Strait Islander engagement and stronger partnerships

Support endorsed Aboriginal and Torres Strait Islander initiatives with internal communication promotion using strategic and organisational newsletters and intranets.

Communication Services Ongoing Dedicate one issue of DPC Newsflash themed for Aboriginal and Torres Strait Islander initiatives.

Valuing culture

Raise the profile of Aboriginal and Torres Strait Islander success stories and promote cultural awareness across the portfolio.

Communication Services

Organisational Culture

Annually Write and publish a minimum of four Aboriginal and Torres Strait Islander feature stories each year in strategic and organisational newsletters.

Relevant business areas will also support endorsed Aboriginal and Torres Strait Islander initiatives with Yammer posts as required.

Valuing culture

Develop an Aboriginal and Torres Strait Islander recruitment and retention pipeline.

Organisational Culture

Communication Services

Public Service Commission

Human Resources

Social Policy

December 2018

Develop promotional materials to highlight the stories of Aboriginal and Torres Strait Islander participants in the Policy Futures program.

Present the pipeline to Corporate Governance Group (CGG) for consideration.



Incorporate Indigenous procurement into the DPC Strategic Procurement Plan and Corporate Procurement Plan. Include actions and targets as appropriate.

Corporate Governance October 2017 Plans will guide procurement activities with appropriate focus on Indigenous procurement.

Plans will be linked to divisional business plans to ensure identified actions are delivered.


Actively challenge assumptions and perceptions to reduce unconscious bias and build a culture of equal opportunity.

Human Resources and recruitment and selection panels

Ongoing All panel members and key decision-makers attend recruitment and selection training, which includes unconscious bias training.

Recruitment and selection panels are provided with a toolkit that supports inclusive work practices.

All staff have access to unconscious bias training through iLearn.


Identify opportunities and partnerships to attract diverse talent pools for vacancies.

Human Resources

All managers to support the advertising of roles through new networks

Ongoing Vacant positions to be advertised through new networks including Murri Radio and Koori Mail where appropriate.

Recruitment and selection data (Springboard) will show increased diversity in talent pools on application and appointment.


Staff have access to relevant training programs that raise cultural awareness and educate staff about the importance of a diverse and inclusive workforce. For example, Banaam, interactive ochre and unconscious bias.

Human Resources to source training

All staff to proactively nominate for training opportunities

Ongoing Staff commit to increasing awareness and knowledge of diversity and inclusion by participating in programs, events and initiatives.

A range of programs are made available to staff to build capability in relation to workforce diversity and inclusion (online and face-to-face).

Culturally responsive systems and services


Develop and implement opportunities that support the career progression of Aboriginal and Torres Strait Islander people into senior level and leadership positions.

Public Service Commission/Department of Aboriginal and Torres Strait Islander Partnerships

Ongoing Incorporate findings from the Community Insights research.

Identifying and supporting capable individuals.

Mentoring, supporting and developing talented Aboriginal and Torres Strait Islander people to take on senior level and leadership roles.

Develop influential promotional materials to highlight the stories of successful Aboriginal and Torres Strait Islander employees that will support recruitment, retention and career progression.


Invite a speaker to attend an Office of the Queensland Parliamentary Counsel (OQPC) professional development forum and discuss issues in delivering legal services to Aboriginal and Torres Strait Islander people and communities.

Office of the Queensland Parliamentary Counsel

Ongoing At least one event held annually. Culturally responsive systems and services

Update drafting precedents and encourage use of the term ‘Aboriginal People and Torres Strait Islanders’, where relevant, in new principal and amending legislation.

Office of the Queensland Parliamentary Counsel

Ongoing Drafting precedents will be updated as required. Culturally responsive systems and services

DPC

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Copyright

This publication is protected by the Copyright Act 1968.© State of Queensland, March 2018.

Licence

This work is licensed by the Department of the Premier and Cabinet under a Creative Commons Attribution (CC BY) 4.0 International licence. To view a copy of this licence, visit: https://creativecommons.org/licenses/by/4.0/

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