Indigenous Employment and Capability
Strategy
2012–2014
A strategy for the recruitment, retention and capability and career development of Aboriginal
and Torres Strait Islanders in the Department of Sustainability, Environment, Water, Population
and Communities.
2012 – 2014
2
Message from the Secretary
I am pleased to present the Department of Sustainability, Environment, Water, Population and
Communities Indigenous Employment and Capability Strategy (IndECS) 2012–2014.
The strategy builds on the successful inaugural three year IndECS 2007– 2010. It carries over
many of the goals and initiatives from the previous strategy, but also introduces some new
aspirations and commitments. I believe this document will continue to assist the department
attract highly skilled, capable and engaged Aboriginal and Torres Strait Islander employees,
which is critical in our efforts to protect and preserve the environment.
The department places great value on the unique contribution made by Aboriginal and Torres
Strait Islander employees to the delivery of critical business outcomes. Given their close
relationship with the land and water, their input into our conservation and cultural heritage work
is invaluable. My support of this strategy recognises the contribution Aboriginal and Torres
Strait Islander employees make towards good public administration in the broader operation of
the department across many policy, program and corporate areas.
Through IndECS 2012–2014 and other meaningful employment initiatives, it is my vision to
increase the number of Aboriginal and Torres Strait Islander employees who recognise our
department as an ‘employer of choice’. The department’s record in attracting and retaining
employees is strong. Prior to the inaugural IndECS, we had 43 ongoing Aboriginal and Torres
Strait Islander employees. We now employ over 110 employees in ongoing positions, and an
even larger number of non-ongoing employees. I am proud of this achievement and remain
committed to continuing this trend into the future.
I also look forward to the department continuing to support broader Indigenous employment
opportunities through our commercial relationships with businesses operated by the traditional
owners in the three jointly managed national parks.
I commend IndECS 2012–2014 and affirm my commitment to the implementation of this
strategy.
Paul Grimes
Secretary
3
Introduction
The Department of Sustainability, Environment, Water, Population and Communities
(DSEWPaC) is responsible for implementing the Australian Government's policies to protect our
environment and heritage, and to promote a sustainable way of life. In achieving this, the
department recognises the valuable and significant contribution that can be made by Aboriginal
and Torres Strait Islander peoples through their connection with and responsibility for land,
water and heritage.
The Indigenous Employment and Capability Strategy (IndECS) 2012 –2014 (the strategy) builds
on the department’s inaugural IndECS 2007–2010. The inaugural strategy was successful in
supporting the recruitment, retention, and capability and career development of Indigenous
employees and addressing the need for a supportive and culturally inclusive work environment.
During the life of IndECS 2007–2010, ongoing Indigenous employee representation as a
percentage of the ongoing workforce of the department increased from 3 per cent in 2006 to 4.6
per cent (117 ongoing Indigenous employees). At the time this placed the department third on
the list of large Australian Government agencies (with more than 1000 ongoing staff) with above
average Aboriginal and Torres Strait Islander representation. The following table shows the
Aboriginal and Torres Strait Islander representation in the department from 2000 to the end of
the previous strategy.
DSEWPaC Ongoing Employee Data 2000 – 2010
Indigenous
All
DSEWPaC
%
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
37
40
38
44
43
52
60
62
98
110
117
1339
2.8%
1338
3.0%
1313
2.9%
1332
3.3%
1344
3.2%
1602
3.2%
1689
3.6%
1872
3.3%
2333
4.2%
2618
4.2%
2542
4.6%
Source: APSED
However, by 30 June 2011, this figure had dropped to 3.8%. The main reason for the percentage
decline between 31 December 2010 and 30 June 2011 was Machinery of Government changes
that led to the departure of the Arts Division, which had strong representation of Indigenous
employees, from the department. The target for ongoing Indigenous employee set in the IndECS
2012-2014 reflects this change and aims for an increase beyond the June 2011 figure of around
20 per cent over the life of the strategy.
It is important to note the department also has a significant number of non-ongoing Indigenous
employees, mostly working in the jointly managed parks in regional and remote Australia. At
June 2011, 56.8 per cent of the department’s Indigenous employees were engaged on a nonongoing basis, partly reflecting the seasonal nature of some of the work in the Parks. When nonongoing employees are included, Indigenous representation increased from 3.8 to 7.0 per cent of
all departmental employees as at June 2011.
In addition, the department makes a valuable contribution to significant business opportunities
for traditional owners in the three jointly managed national parks which, while not reflected in
departmental employment figures, has positive effects on Indigenous employment.
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The new strategy has been developed taking account of: evaluation findings and ongoing
stakeholder discussions about the success of initiatives under the first strategy; consultation with
Indigenous staff members and a range of departmental stakeholders and senior executives; views
expressed by Indigenous employees in the department’s biennial staff survey; input from the
2011 Annual Indigenous Employees Conference; and reference to issues identified in the 2009
Census Report of Aboriginal and Torres Strait Islander APS Employees. The strategy also
recognises that Indigenous employees come from diverse backgrounds and communities and
have differing employment and development needs and aspirations. The circumstances and
needs of Canberra-based Indigenous employees for example, may differ from those of
Indigenous employees in regional and remote jointly managed parks. Initiatives within this
strategy aim to address this range of requirements.
IndECS expresses the department’s continuing commitment to Aboriginal and Torres Strait
Islander employees and to the recruitment, capability development and career advancement of
Aboriginal and Torres Strait Islander people. It is also an invitation to Indigenous employees in
the department to feel encouraged and supported to grasp the opportunities offered and take the
next steps in managing and developing their own careers as public servants.
The employment of Aboriginal and Torres Strait Islander people within the organisation and the
building of relationships with the broader Aboriginal and Torres Strait Islander community
reinforce the department’s broader commitment to diversity and reconciliation in the workplace.
It also provides opportunities for career advancement in ways to maximise successful outcomes
for individual employees.
The department recognises that from time to time Aboriginal and Torres Strait Islander
employees will need to balance their professional public service responsibilities with their family
and community responsibilities and that this can sometimes be difficult to do. The department is
committed to supporting its employees in meeting these challenges.
The department is involved in significant policy and program decision-making that is relevant to
Aboriginal and Torres Strait Islander issues and communities. Recognising and utilising the
expertise of Aboriginal and Torres Strait Islanders is key to the success of these policies and
programs. However, the department does recognise that not all Aboriginal and Torres Strait
Islander employees work in Indigenous policy, program or service delivery related areas, and is
committed to providing broad career opportunities to Indigenous staff members.
Celebrating the achievements of Aboriginal and Torres Strait Islander employees across the
department facilitates information sharing and creates learning opportunities about Indigenous
peoples and concerns for non-Indigenous employees in the department. This sharing can also
promote collegiate work practices and improved cultural awareness and understanding.
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Strategy aims
The aims of the strategy are to:
1. Increase the department’s successful recruitment outcomes for Aboriginal and Torres Strait
Islander employees by increasing the representation of ongoing Indigenous employees to 4.5
per cent of the total workforce by 30 June 2014, including a particular focus on entry-level
recruitment programs.
2. Strengthen the focus on retaining Indigenous employees in the department.
3. Increase the capability and career development opportunities for Aboriginal and Torres Strait
Islander employees, including targeting opportunities to support successful career
progression.
4. Support Aboriginal and Torres Strait Islander employees and their supervisors and managers
in the workplace.
The department will market and promote itself as an employer of choice to Aboriginal and
Torres Strait Islanders.
These aims are detailed in the following four outcome statements.
Outcome 1 - Recruitment
Being innovative in our recruitment and selection processes will enhance the department’s
ability to be inclusive of Aboriginal and Torres Strait Islander people when filling vacancies.
Aboriginal and Torres Strait Islander employees make a significant contribution across many
areas of the department. With continued growth in Indigenous staff numbers, Indigenous issues
and perspectives are more likely to be taken into account in all aspects of departmental work.
Initiatives:
1.1. Continue to participate in a range of recruitment initiatives under the Special Measures1
provisions that include participation in the:
1.1.1. Australian Public Service Commission’s Indigenous Graduate recruitment
program.
1.1.2. Australian Public Service Commission’s Indigenous Cadetship recruitment
program.
1.2. Integrate and further develop all existing Indigenous entry-level employment initiatives
into a flexibly delivered Indigenous Entry-Level Pathways Program mapped to ongoing
employment opportunities where possible.
1.3. Encourage the use of Identified Positions2, particularly in areas that undertake policy
development and program delivery that impact on the Indigenous community. Support
the continued use of these measures in the jointly managed National Parks.
1
Special Measures provisions enable employment opportunities (including SES positions) to be advertised as restricted to
Aboriginal and/or Torres Strait Islander applicants. The availability of Special Measures provisions to enable this targeted
employment is authorised under section 8 of the Racial Discrimination Act 1975, which gives Australian legal recognition to
Article 1, Paragraph 4 of the International Convention on the elimination of all forms of racial discrimination. Further
information can be found in the Public Service Commissioner’s Direction’s 1999 under clause 4.2 (6) (a).
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
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1.4. Review and update the department’s Identified Positions Policy to ensure it reflects
current departmental needs and expectations and provides adequate guidance to all areas
of the department.
1.5. Continue the current practice of including the statement ‘Indigenous Australians are
encouraged to apply’ in every job advertisement placed in the print media.
1.6. Investigate the incorporation of traditional Indigenous skills and knowledge as selection
criteria, where relevant, in recruitment processes in the jointly managed parks.
1.7. Investigate the possibility of using Indigenous media for Identified and Special Measures
positions.
Outcome 2 – 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:
2.1. Investigate the barriers to, and the positive drivers for, retaining Indigenous employees
in the department and develop a response to the key findings.
2.2. Promote Aboriginal and Torres Strait Islander performance through rewards and
recognition during NAIDOC week.
2.3. Recognise cultural needs and obligations of Aboriginal and Torres Strait Islander
employees.
2.4. Conduct biennial Indigenous Employees’ Conferences.
2.5. Maintain a formal coaching and mentoring program.
2.6. Establish, maintain and support area-specific Indigenous Staff Networks (ISNs).
2.6.1. Executive Members (Chairperson, Vice President and Secretary) of the individual
Indigenous Staff Networks to meet as a group annually to discuss issues (and
solutions) in their ISNs and to participate in leadership development programs.
Outcome 3 – Capability/Career Development
Providing career development opportunities within a supportive framework is key to progressing
the careers of Aboriginal and Torres Strait Islander employees and will be pursued through a
number of initiatives. Career development for Aboriginal and Torres Strait Islander employees
is important for ongoing employment and to ensure that their skills and knowledge support the
work in which they are involved. Development opportunities are essential to support Indigenous
employees to compete in career advancement and promotion. Capability development is also a
key theme for the department as a whole in the coming years, and initiatives under IndECS will
make an important contribution to this broader agenda.
Initiatives:
‘criteria 1 and 2’. They are not legislated. Their use is based on long-standing APS policy, and best practice in the careful
consideration and determination of appropriate selection criteria for particular jobs. The key requirements of the criteria are:

an understanding of the issues affecting Aboriginal and/or Torres Strait Islander people; and

an ability to communicate sensitively and effectively with Aboriginal and/or Torres Strait Islander people.
3
The Australian Public Service Commission’s Aboriginal and Torres Strait Islander APS Employees Census Report 2005.
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3.1. Provide opportunities for capability and career development.
3.1.1
Identify any specific barriers to career advancement and vertical mobility faced by
Indigenous employees as a group and target initiatives to address them.
3.1.2
Investigate possible departmental responses to the workplace language and literacy
needs of Indigenous employees.
3.1.3
Promote and administer the Kevin McLeod Award, placing a particular emphasis
on the development opportunity provided by the project bursary offered by the
award.
3.2. Provide opportunities for leadership development for Indigenous staff members.
3.2.1
Expand the focus of the Annual Executive ISN Workshop to include a leadership
development training component.
3.2.2
Ensure the department’s Leadership Development Program take into account the
needs of Aboriginal and Torres Strait Islander employees with relevant program
content and delivery mechanisms.
3.3. Develop and support individual career plans between managers and Indigenous
employees that reflect capability development needs related to current jobs, career
aspirations and personal development needs.
3.4. Access the Australian Public Service Commission’s Indigenous APS careers—a
workshop for Indigenous APS 1–4 employees.
3.5. Access the Australian Public Service Commission’s Driving your career—a workshop for
Indigenous APS 5–6 employees.
3.6. Continue the Indigenous Secondment Program (IndSEC), redesigned to operate as three
month placements in Canberra or Darwin for remote area Indigenous employees,
supported by clear guidance for secondees and managers.
Outcome 4 – Workplace 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 the
department continue to recognise the achievements and contributions of employees in achieving
departmental business that relate to Indigenous Australians by providing opportunities for all
employees to participate in departmental and community events.
Communicating across cultures can be challenging and rewarding. Developing effective
communication processes will increase the opportunity for both Indigenous and non-Indigenous
employees to work together more effectively.
Initiatives:
4.1. Recognise NAIDOC Week as the key event of significance for the celebration of
Aboriginal and Torres Strait Islander culture and provide opportunities for all employees
to participate in departmental and community events.
4.1.1
Recognise two outstanding employees of the department through NAIDOC
Awards.
4.2. Recognise Reconciliation Week as a significant event for the department and provide
opportunities for all to participate.
8
4.3. Provide opportunities for all departmental staff to participate in cultural awareness training
programs.
4.3.1 Provide cultural awareness training to participants in the Graduate and School
Leaver Trainee Programs.
4.3.2
4.4
Provide new starter and regular refresher cultural awareness training to all staff
members in Indigenous programs/policy areas.
Continue the role of the Indigenous Development Coordinator.
Key Stakeholders
The following figure is a graphical representation of the key stakeholders of the IndECS Strategy
within the department.
Figure 1:
Executive
Board
Workforce
Management
Committee
Indigenous
Employees
IndECS
Indigenous
policy/
program
areas
Indigenous
Staff Networks
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Executive Board
The Executive Board is the central governance mechanism for the department. The board
provides assistance and advice to the Secretary in meeting responsibilities under the Public
Service Act 1999 to manage the department and meet accountability obligations to the
Parliament. It fulfills a coordination role in cross-cutting issues and decisions.
Workforce Management Committee (WMC)
The Workforce Management Committee is a standing committee of the Executive Board. Its
objective is to oversee the department’s achievement of best practice workforce management and
provide the Executive Board with recommendations on workforce policy issues and risks.
Indigenous policy/program areas
These are key areas within the department that develop policy and deliver programs to the
Indigenous community.
Indigenous Staff Networks
The ISN is the collective voice of Aboriginal and Torres Strait Islander employees within the
department.
Indigenous Employees
Indigenous employees are those individuals whose capability and career development needs and
aspirations are to be addressed by this strategy.
Reporting
Progress on the implementation of initiatives included in this strategy will be reported to the
Indigenous Employment Sub-Committee, Workforce Management Committee and to the
Executive Board. The department’s ISN will provide input where appropriate. Figure 2
demonstrates the reporting hierarchy.
Figure 2:
Executive Board
Workforce Management Committee
Indigenous
Development
Coordinator
IndECS 2012–2014:
DSEWPAC Indigenous
implementation activities
Staff Networks
Evaluation
The strategy will be reviewed annually on the anniversary of its implementation. A full and
complete review of all components of the strategy will be undertaken at the end of the
implementation phase by the Indigenous Development Coordinator.
The key evaluation questions are:
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1. Were the stated initiatives delivered?
a. Were the initiatives cost effective?
b. What were their impacts?
c. Were there any unintended consequences?
d. What lessons were learned from implementing the strategy?
2. Did the representation of Indigenous people as a percentage of the total departmental
workforce increase to 4.5 per cent over the life of the strategy?
a. If not, why not? Were barriers to attraction, recruitment or retention more
significant?
b. If the 4.5 per cent target was achieved or exceeded, what were the main
contributing factors?
3. How did the employment and classification profile of Indigenous staff members change
throughout the life of the strategy?
a. What opportunities for capability and career development were made available to
Indigenous staff members?
b. What impact did these development opportunities have on skills, knowledge and
career advancement for Indigenous staff?
c. Which activities made the greatest impact on increasing capability and enhancing
career development and why?
4. How inclusive of Indigenous staff members has the department been over the life of the
strategy?
a. Which initiatives have enhanced inclusion best?
b. What have been the barriers to inclusion?
5. What are the priorities in regard to the employment and capability development of
Indigenous staff members over the next phase of the strategy?
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Implementation Plan
2012–2014
The initiatives, actions and targets included in this plan demonstrate the department’s
commitment to achieving employment, development and retention outcomes for Aboriginal and
Torres Strait Islander employees.
Outcome 1 – Recruitment
Initiative
1.1
1.2
Lead Responsibility
Timeframe
Performance
Indicator

Ongoing

Workforce
Development
Section (WDS)
Workforce
Strategies Branch
(WSB)
1.1.2 Australian Public
Service Commission’s
Indigenous Cadetship
recruitment program.

WDS, WSB
Ongoing
Integrate and further
develop all existing
Indigenous entry-level
employment initiatives
into a flexibly delivered
Indigenous Entry-Level
Pathways Program
mapped to ongoing
employment
opportunities where
possible.



WDS, WSB
Parks Division
Supervising
Scientist Division
30 June 2012
At least one
Indigenous
graduate recruited
to the
department’s
graduate program
each year.
At least one
Indigenous cadet
recruited to the
department each
year.
WMC has
approved the
design of the
program and has
agreed to its
implementation.
Continue to participate
in a range of
recruitment initiatives
under the Special
Measures provisions
that include
participation in the:
1.1.1 Australian Public
Service Commission’s
Indigenous Graduate
recruitment program.
30 June 2013
Program launched
and in
implementation
phase.
30 June 2014
Program review
complete.
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1.3
1.4
Initiative
Lead Responsibility
Timeframe
Encourage the use of
Identified Positions
particularly in areas
that undertake policy
development and
program delivery that
impact on the
Indigenous community.
Support the continued
use of these measures
in the jointly managed
parks.
Review and update the
department’s Identified
Positions Policy to
ensure it reflects
current departmental
needs and expectations
and provides adequate
guidance to all areas of
the department.


WDS, WSB
Divisional
Executives and
Section Directors
Ongoing

30 June 2012
Workforce
Planning and
Strategic Support
Section (WPSS),
WSB
WDS, WSB
Indigenous Policy
Branch
Parks Division
Supervising
Scientist
divisions
Other divisional
Executives and
OSUs as required
Ongoing
Recruitment
Section, Shared
Corporate
Services Branch
(SCSB)
WPSS, WSB





1.5
Continue the current
practice of including
the wording
‘Indigenous Australians
are encouraged to
apply’ in every job
advertisement placed in
the print media.


1.6

Investigate the
incorporation of
traditional Indigenous 
skills and knowledge
as selection criteria,
where relevant, in
recruitment processes
in the jointly
managed parks.
Parks Australia
Division
WSB
Ongoing
1.7
Investigate the

possibility of using
Indigenous-specific
media for Identified and
Specified positions.

Workforce
Planning and
Strategic Support
Section (WPSS),
WSB
WDS, WSB
30 June 2012
Performance
Indicator
Advertising of all
relevant vacant
positions are
listed as Identified
Positions in press
and public service
gazette ads.
New, agreed
Identified
Positions Policy
accepted by
WMC and
communicated to
department.
All vacant
position
advertising
includes the
wording
‘Indigenous
Australians are
encouraged to
apply’.
Research findings
and
recommendations
considered and
endorsed by
WMC.
Research findings
and
recommendations
considered and
endorsed by
WMC.
13
Outcome 2 – Retention
2.1
Initiative
Lead Responsibility
Timeframe
Investigate the barriers
to, and the positive
drivers for, retaining
Indigenous employees
in the department and
develop a response to
the key findings.

31 December
2012
Working Party of
WSB, divisional
representatives
and ISN
representatives
30 June 2014
Performance
Indicator
Research findings
and
recommendations
considered and
endorsed by
WMC.
Key agreed
initiatives from
investigation
either
implemented or
identified for
inclusion in
2015–2018
IndECS.
Indigenous and
non-Indigenous
employees from
across the
department are
recognised and
rewarded each
year.
Enterprise
Agreement
conditions reflect
the needs of
Indigenous
employees.
2.2
Promote Indigenous
performance through a
rewards and recognition
program during
NAIDOC Week.

WDS, WSB
July each year
2.3
Recognise cultural
needs and obligations of
Indigenous employees.


WDS, WSB
Workforce
Environment
Section, WSB
Divisional
Executives/
Section Directors
WDS, WSB
Indigenous Staff
Network
Ongoing
Ongoing
Indigenous
employees’
conference held
2013.
All Indigenous
employees to
have access to a
mentor if they
desire one.
All Indigenous
employees invited
to participate in
the network.

2.4
Conduct biennial
Indigenous employees’
conferences.


2.5
Maintain a formal
coaching/ mentoring
program.

WDS, WSB
Ongoing
2.6
Establish, maintain and
support area-specific
Indigenous Staff
Networks.


WDS, WSB
Indigenous Staff
Networks
Indigenous staff
members
Ongoing
2.6.1 Convene annual


WDS, WSB
Annually
ISNs meet
regularly.
Annual ISN
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Initiative
Lead Responsibility
meetings of Executives
of individual ISNs.

Timeframe
Performance
Indicator
Executive
Meeting held.
Performance
Indicator
Relevant
opportunities
identified and
offered each year
as part of
divisional
workforce plans
and/or individual
staff performance
and development
processes.
Research findings
and
recommendations
considered by
WMC.
Indigenous Staff
Networks
Outcome 3 – Capability/Career Development
3.1
Initiative
Lead Responsibility
Timeframe
Provide opportunities
for capability and career
development.


WDS, WSB
Relevant
divisions
Ongoing
3.1.1 Identify any
specific barriers to
career advancement and
vertical mobility faced
by Indigenous
employees as a group
and target initiatives to
address them.

Working Party of
WSB, divisional
representatives
and ISN
representatives
31 December
2012
3.1.2 Investigate
possible departmental
responses to the
workplace language and
literacy needs of
Indigenous employees.

30 June 2014
Working Party of
WSB, divisional
representatives
and ISN
representatives
31 December
2012
30 June 2014
3.1.3 Promote and
administer the Kevin
McLeod Award, placing
a particular emphasis on
the development

WDS, WSB
Announced in
Reconciliation
Week annually
Key agreed
initiatives from
investigation
either
implemented or
identified for
inclusion in
2015–2018
IndECS.
Research findings
and
recommendations
considered and
endorsed by
WMC.
Key agreed
initiatives from
investigation
either
implemented or
identified for
inclusion in
2015–2018
IndECS.
Kevin McLeod
Award made each
year.
15
Initiative
3.2
3.3
3.4
3.5
Lead Responsibility
Timeframe
Performance
Indicator
3.2.1 Expand the
focus of the Annual
Indigenous Staff
Network (ISN)
Workshop to include a
leadership development
training component.


WDS, WSB
ISNs
Annually
3.2.2 Ensure that all
departmental Leadership
Development Program
offerings are fully
inclusive of Aboriginal
and Torres Strait
Islander employees and
take account of their
needs in program design
and delivery.

WDS, WSB
Ongoing
Annual ISN
Executive
Workshop
includes a specific
leadership
development
component which
was found to be
useful by
participants.
Feedback from
Indigenous staff
members
indicates that
departmental
leadership
programs and
events were
accessible and
met their needs.
75% of planned
learning and
development
activities
completed.
opportunity provided by
the project bursary
offered by the award.
Provide opportunities
for leadership
development for
Indigenous staff
members.
Indigenous
employees
Annually for the
period 1 July to
30 June.
Access the Australian
Public Service
Commission’s
Indigenous APS
careers—a workshop
for Indigenous APS 1–4
employees.


WDS, WSB
Relevant
divisions
Indigenous
employees
Ongoing
At least four
employees given
the opportunity to
attend a workshop
each year.
Access the Australian
Public Service
Commission’s Driving
your career—a


WDS, WSB
Relevant
divisions
Indigenous
Ongoing
At least two
employees given
the opportunity to
attend a workshop
Develop and support
individual career plans
between managers and
Indigenous staff
members that reflect
capability development
needs related to current
jobs, career aspirations
and personal
development needs.


16
Initiative
3.6
Lead Responsibility
workshop for
Indigenous APS 5–6
employees.
Continue the Indigenous 
Secondment Program

(IndSEC), redesigned to
operate as three month

placements in Canberra
or Darwin for remote
area Indigenous
employees, supported by
clear guidance for
secondees and
managers.
Timeframe
Performance
Indicator
each year.
Ongoing
At least two
employees to
participate each
year.
Performance
Indicator
Department
sponsors
culturally
appropriate
activities during
NAIDOC Week.
employees
WDS, WSB
Relevant
divisions
Indigenous
employees
Outcome 4 – Workplace Support
4.1
4.2
Initiative
Lead Responsibility
Timeframe
Recognise NAIDOC
Week as the key event
of significance for the
celebration of
Aboriginal and Torres
Strait Islander culture
and provide
opportunities for all to
participate.
4.1.1 Recognise two
outstanding employees
of the department
through NAIDOC
Awards

Department’s
senior
management.
July each year.

WDS, WSB
July each year
Recognise
Reconciliation Week as
a significant event for
the department and
provide opportunities
for all to participate.

Indigenous
Policy Branch,
AGLC
Late May each
year
Awards given to
two employees
for contributions
toward outcomes
in Indigenous
programs, policy
or other initiatives
that have
significantly
benefited
Indigenous
people.
One award to be
given to a
departmental
officer that
promotes
reconciliation
between
Indigenous and
non-Indigenous
employees of the
department.
17
4.3
4.3
Provide opportunities
for, and encourage
departmental staff to
participate in
Indigenous cultural
awareness training
programs.


WDS, WSB
Divisions and
branches
Ongoing
At least five oneday programs
conducted each
year.
4.2.1 Provide cultural
awareness training to
participants in the
Graduate and School
Leaver Trainee
Programs.


WDS, WSB
Graduate Team,
WPSS, WSB
Ongoing
All graduates
participate in
cultural
awareness
training during
their graduate
year.
4.2.2 Provide new
starter and regular
refresher cultural
awareness training to all
staff members in
Indigenous
programs/policy Areas.


WDS, WSB
Relevant
divisions
Ongoing
All new starters in
Indigenous
policy/program
areas participate
in cultural
awareness
training.
Continue the role of the
Indigenous
Development
Coordinator.

WDS, WSB
Ongoing
Refresher cultural
awareness
training sessions
are provided
annually for
employees in
Indigenous
policy/program
areas.
Position continues
to be occupied.
Evaluation
Lead Responsibility
Indigenous Development
Co-ordinator, WDS, WSB
Timeframe
30 June 2012
30 June 2013
30 June 2014
Performance Indicator
Annual review of IndECS complete and
adjustments made as required.
Annual review of IndECS complete and
adjustments made as required.
Final evaluation of IndECS 2012–2014
complete and considered by WMC.