Reconciliation Action Plan
2014–2016
The artist and his work:
Dennis Anderson
Artwork used throughout this document is by Dennis Anderson, an aboriginal employee at the Department of Industry.
The artwork depicts elements of ‘country’ and community in and around Carnarvon Gorge in Queensland.
“My art is a representation of my peoples’ traditional stencil art style – it illustrates our spiritual connection to ‘country’”. Dennis is also taking part in ensuring the language of the Bidjara people is not lost, some of those words are included below. He provides a personal perspective at page 19.
Boomerang Wangal Hand Marda
Claw Kangaroo Dhina Ngarrgu Shield Burrgu
Serpent Rainbow Munda Garrda Emu Gulbari
RAP Contact
RAP Secretariat,
People and Planning Branch Phone: +61 2 6102 9308 Email: [email protected]
“My art is a representation of my peoples’
traditional stencil
art style”
Secretary’s Foreword
Through our structure, which brings together many of the key drivers for Australia’s prosperity, the department is uniquely placed to have an impact on reconciliation and closing the gap.
I am pleased to present the Department of Industry’s Reconciliation Action Plan (RAP). Aboriginal and Torres Strait Islander People have been the custodians of this land for thousands of years. However, economic and social outcomes for Aboriginal and Torres Strait Islander peoples remain far short of the outcomes for non-Indigenous Australians.
Our RAP acknowledges and responds to these two key facts. I am particularly interested to build on the various engagements our department has with Aboriginal and Torres Strait Islander peoples and to consider what we as an organisation can contribute to advancement for Aboriginal and Torres Strait Islander people. While progress has been made, this challenge remains and income and employment gaps remain stark.
The department is committed to playing its part in closing the gap in Aboriginal and Torres Strait Islander people’s disadvantage. Through our structure, which brings together many of the key drivers for Australia’s prosperity, the department is uniquely placed to have an
productivity and competitiveness by bringing together industry, energy, resources, science and skills to create and support jobs, build skills and capability and to develop and implement sustainable policies and programmes. A key focus of the Government’s commitment is to provide opportunities through key industry programmes to promote Aboriginal and Torres Strait Islander businesses and skills development to capture the economic opportunities and benefits to areas of Aboriginal and Torres Strait Islander entrepreneurship and skills development.
The development of this RAP represents a stepping up of our commitment to and action towards reconciliation. As well as committing to employing and retaining Aboriginal and Torres Strait Islander staff, our RAP emphasises actively using the levers for economic growth and social inclusion that we hold in our programmes to improve the lives of Australia’s First Peoples and their communities. I look forward to working with the staff of the department and our stakeholders to achieve our approach to support and promote reconciliation.
Glenys Beauchamp Secretary
RECONCILIATION IN ACTION MURDI PAAKI – CASE STUDY
Following approaches from Indigenous leaders, the department has assisted in identifying and advancing economic development opportunities in the Murdi Paaki region of Western NSW. Working with the NSW Aboriginal Land Council – Far West Zone, in partnership with the Murdi Paaki Regional Assembly and the NSW Department of Aboriginal Affairs, the project has succeeded in trialling a new engagement model to help communities build more effective economic development collaborations. The project has operated mainly from Broken Hill and has involved the sixteen communities of the Murdi Paaki region.
The Broken Hill Centre of Excellence in Indigenous Creativity will be a major Arts and creativity hub bringing together many forms of activity and creative expression for economic leverage. This project from has grown from an embryonic concept to an initiative commanding a wide and diverse support base. The Murdi Paaki Regional Assembly is currently negotiating funding opportunities to progress this initiative.
Major opportunities have emerged for possible infrastructure contributions from the Broken Hill City Council and discussions are underway with external parties both regionally and across Australia. The Centre aspires to be both unique and iconic and its approach includes commercialisation, training, enterprise development and collaborative governance. This project will involve and benefit the entire region and has the potential to touch hundreds of lives in areas of economic participation, skills development, identity, pride and cultural resilience.
The Murdi Paaki Energy Solutions project aims to implement regional and community level solutions to energy costs and sustainability for the sixteen communities in the region. Energy solutions are likely to include community-owned renewable
management and to participate in jobs associated with installation and maintenance.
Through effective regional coordination, it is envisaged there are significant opportunities to leverage assets such as land and labour to enter the sustainable energy economy, providing new avenues for wealth creation and employment.
A strategic business model has been developed which would see seventeen jobs created and would result in Australia’s first regional level response to energy sustainability by Aboriginal people. The aspiration is to transition to an Aboriginal owned and controlled regional energy company within two years. The project leaders are currently negotiating investment opportunities with a range of parties.
The trials commenced in 2013 and so far have resulted in two major accomplishments which continue to be progressed.
Photo – the landscape around Broken Hill
Our vision for reconciliation
The Department of Industry’s vision for reconciliation is to foster partnerships with Aboriginal and Torres Strait Islander people to accelerate economic productivity and wellbeing for Australia’s First Peoples and their communities.
These partnerships include:
■ working together to expand Australia’s resource base, consistent with the principles of environmental responsibility and sustainable development;
■ boosting employment and economic development in Aboriginal and Torres Strait Islander communities;
■ building pathways with vocational educators and industry for a new generation of Aboriginal and Torres Strait Islander professionals;
■ creating greater participation in science and technology in Aboriginal and Torres Strait Islander communities; and
■ working with Aboriginal and Torres Strait Islander businesses to set-up, capture emerging opportunities and prosper.
We envisage a better future where we make a stronger and more sustainable impact through the exchange of knowledge and ideas in policy and programme development and strengthening relationships with Aboriginal and Torres Strait Islander peoples.
We want to become an employer of choice for Aboriginal and Torres Strait Islander peoples across the breadth of opportunities in our programmes and services.
...to foster partnerships with
Aboriginal and Torres Strait
Islander people to accelerate
economic productivity and
wellbeing for Australia’s First
Peoples and their communities.
Our business
We work with stakeholders to enable growth and productivity for globally competitive industries through building skills and capability, supporting science and innovation, encouraging investment and improving regulation. The department employs approximately 3000 staff of which around 1% are Aboriginal and Torres Strait Islanders. Our staff work in a variety of geographic locations across Australia, including capital cities and regional centres, and overseas.
To embrace and drive ways of achieving growth and productivity as well as economic and social benefits, we:
■ recognise the keys to success lie in the collaboration of vocational education, skills and a strong science and research base;
■ bring together business, research bodies, government and the broader community;
■ lead and co-ordinate strategies for the energy and resources sectors;
■ help Australian companies become more competitive and take advantage of new business opportunities;
■ focus on promoting technological, social and environmental innovation and shaping businesses, industries and the workforce to turn these opportunities into action.
Across all these fields of endeavour we aim to increase participation and capability and foster a culture of collaboration for all Australians. We are committed to working with Australia’s First Peoples to achieve this.
The department employs
approximately 3000 staff of
which around 1% are Aboriginal
and Torres Strait Islanders.
Our reconciliation plan
This is the Department of Industry’s inaugural RAP and it combines the ongoing reconciliation initiatives of our former organisations with a range of new opportunities. It takes into account the lessons we learnt in implementing our previous RAPs, our experience and achievements to date, the changes and ideas that divisions have put forward, the views of our stakeholders, and our plans for the future. Our RAP is an expression of genuine and concrete commitments that we make together.
Our new RAP will build on the relationships we have established and encourage new
partnerships that are good for reconciliation and good for our business. The RAP is supported by the Executive and all staff will have a role to contribute to its implementation both personally and professionally through their work.
This RAP was developed and its actions championed by a Working Group chaired by our reconciliation champion Deputy Secretary Subho Banerjee and co-chair Deputy Secretary Sue Weston. The Working Group also includes representatives from our Indigenous
Employees Network, programme and policy officers who work within our business areas and staff who have an interest in being part of and contributing to the RAP outcomes.
In developing this RAP we consulted with the department’s Executive Board and
Reconciliation Australia, as well as referring to RAP initiatives from other public and private sector organisations.
Our RAP recognises that we already contribute to closing the gap through our policies, programmes and services. However, we need to continue to raise awareness within the department of what we are achieving. This will encourage us to build on these good beginnings and to do more to attract Aboriginal and Torres Strait Islander people to work in and with our department. Together we can raise awareness of reconciliation through our contributions in industry, energy, resources, science, skills and small business.
Together we can raise awareness
of reconciliation through our
contributions in industry, energy,
resources, science, skills and
small business.
Relationships
Focus area: To build mutually respectful relationships to ensure our programmes and policies enable a collaborative approach to fostering economic and social development.
As an employer, the department will benefit from the skills, experience and perspectives of Aboriginal and Torres Strait Islander Australians.
Action Responsibility Timeline Measurable Target
1.1 Develop and work with a network of Aboriginal and Torres Strait Islander leaders focused on an exchange of information and ideas on issues of mutual importance.
RAP Champion Annually from
August 2014
Members of the Executive and the RAP Committee will meet with Aboriginal and Torres Strait Islander leaders at least once a year.
1.2 Secure resources to promote greater participation in science and technology within Aboriginal and Torres Strait Islander communities by development of:
■ Questacon ScienceLines – Indigenous Outreach programme engage students and communities in science and related fields though shows and workshops;
■ Indigenous Paths Into Science project – a collection of video interviews with Aboriginal and Torres Strait Islander people who are engaged with science and technology and related fields;
■ Video Conference Program – using a variety of platforms to make our hands-on style of workshop more accessible to regional and remote communities;
■ Indigenous Knowledge – promote complementarities between culture, knowledge, capability, science and research.
Head of Division, Questacon
Ongoing from July 2014
Planned annual targets are met (budget contingent)
Learning is shared and documented through internal publications and case studies.
Action Responsibility Timeline Measurable Target
1.3 Increase visibility of the range of connections the department has with Aboriginal and Torres Strait Islander peoples on policy and programme activities.
RAP Working Group Secretariat From September 2014
Included as an agenda item twice a year at the Operational Frameworks Committee and Evaluation & Governance Committee meetings. Activities, case studies and/or stories are shared a minimum of twice a year (departmental events, divisional meetings and Intranet).
Case studies and stories are Incorporate into the internal RAP communications plan.
1.4 A RAP Working Group is maintained to support the implementation and progress of the RAP and engages with staff.
RAP Champion/General Manager, People & Planning Branch
From August 2014 RAP Working Group oversees the development, endorsement and launch of the RAP.
RAP Working Group meets quarterly to monitor progress on RAP actions; report annually to Reconciliation Australia (RA) and the Executive Board.
1.5 The RAP 2014-2016 is communicated and promoted. General Manager, People &
Planning Branch General Manager, Communications Branch All Heads of Divisions
Indigenous Employees Network
From August 2014
Email to be sent to All Staff notifying them of new RAP.
New Department of Industry RAP to be posted on intranet and department website.
Regular communication to all staff of progress against the RAP and reconciliation achievements.
Promotion during National Reconciliation Week (NRW) and NAIDOC Week.
1.6 Increase the communication and participation in culturally significant events celebrated by the department.
General Manager, People &
Planning Branch All Heads of Division
Indigenous Employees Network
Ongoing from August 2014
Key dates of significance are communicated, with background information as appropriate.
Celebrate NRW by providing opportunities for Aboriginal and Torres Strait Islander employees and other employees to build relationships.
Organise at least two internal events each year with an increase of
Respect
Focus area: Fostering a deeper respect for and understanding of Australia’s First Peoples cultures and perspectives on our policy objectives gives rise to new ideas and avenues that enhance the wellbeing of all Australians.
Action Responsibility Timeline Measurable Target
2.1 Promote Welcome to Country (where appropriate) and Acknowledgement of Country at all public events, and other meetings (as required).
Taking the lead of the Secretary, the use of this acknowledgment reflects our organisation’s purpose and capacity to support Aboriginal and Torres Strait Islander economic and social development. Suggested message:
“Today we meet on Aboriginal land, the land of the (traditional owners) people. We celebrate Aboriginal and Torres Strait Islander people’s continuing care for country. Let us also work together to improve economic and social opportunities for Australia’s first peoples, a key part of our organisation’s mission.”
Chief Operating Officer
All Staff as appropriate
From August 2014
Acknowledgment of Country and Welcome to Country protocol promoted to all staff.
Welcome to Country is included where appropriate at official functions.
Acknowledgement of Country details provided to all SES and EL2s.
Local Elders are invited to open key or high profile departmental events.
2.2 Invite Aboriginal and Torres Strait Islander groups to present lunch-time seminars to raise staff awareness of Aboriginal and Torres Strait Islander issues and build relationships.
General Manager, People & Planning Branch
From August 2014 Biannual scheduling of seminars.
2.3 Identify opportunities to participate in shared learning with Aboriginal and Torres Strait Islander scholars, leaders, land practitioners and training providers and build our cultural proficiency in our approaches to resources, business development/opportunities and skills exchange and economic development (e.g. Murdi Paaki engagement pilot).
Head of Division, Entrepreneur Development Head of Division, Business Services Head of Division, Skills
& Energy Programmes
From August 2014 Two opportunities identified each year and outcomes shared through Secretary’s message or case studies on the intranet.
Aboriginal and Torres Strait Islander peoples and organisations are consulted at relevant stakeholder meetings and opportunities (where our departmental agenda may intersect with Aboriginal and Torres Strait Islander community interests).
Action Responsibility Timeline Measurable Target
2.4 Celebrate and participate in significant Aboriginal and Torres Strait Islander cultural events (for example NAIDOC Week).
General Manager, People
& Planning Branch All Heads of Division Indigenous Employees Network
From August 2014 Departmental events are promoted and staff attendance encouraged.
Attendance numbers are monitored at events with a view to increase staff participation over the next two years.
Intranet pages link to significant cultural events information.
Information is shared with our portfolio agencies as appropriate Ensure that there are opportunities and provisions under the new Enterprise Agreement to support Aboriginal and Torres Strait Islander employees to participate in local NAIDOC Week events.
2.5 Raise staff awareness of Aboriginal and Torres Strait Islander peoples and cultures and improve cultural competence by:
■ providing staff with access to Aboriginal and Torres Strait Islander cultural awareness training;
■ exploring the cultural competence needs of our staff business to enable better conversations and connections to carry out our business;
■ sharing outcomes and case studies from successful stakeholder and client engagement.
General Manager, People
& Planning Branch General Manager, Corporate Capability &
Facilities Branch
From August 2014 Targeted training provided to those staff who engage with Aboriginal and Torres Strait Islander peoples.
Cultural awareness training conducted a minimum of four times per year and available for all staff – as part of the departmental Learning & Development Strategy.
Aboriginal and Torres Strait Islander flags are displayed in major departmental buildings and the viability of renaming some of major meeting rooms explored to reflect Aboriginal and Torres Strait Islander heritage/culture.
Progress, experiences and/or stories reported in Secretary’s message and/or intranet three times per year.
Opportunities
Focus area: The department’s responsibilities for industry, resources, energy, skills, science and innovation place it at the heart of driving growth and productivity in Australia. Through our programme, policies and services we provide mutually beneficial opportunities for Aboriginal and Torres Strait Islander peoples, organisations, and communities across Australia to share in economic development and social inclusion.
Action Responsibility Timeline Measurable Target
3.1 Promote and facilitate Aboriginal and Torres Strait Islander economic reform and engagement opportunities with Aboriginal and Torres Strait Islander communities e.g. Murdi Paaki Industry development and investment pilot in far west NSW.
Head of Division, Entrepreneur Development Head of Division, Business Services
Head of Division, Skills &
Energy Programmes Other Heads of Divisions as appropriate
From August 2014 Scoped opportunities for portfolio engagement with the Murdi Paaki initiative.
Departmental representatives attend two Aboriginal and Torres Strait Islander business industry events a year.
The department’s hotline and business.gov.au are promoted and used to assist Aboriginal and Torres Strait Islander businesses to grow new markets and capture emerging opportunities. Relevant feedback and findings are reported.
Promote Aboriginal and Torres Strait Islander business success stories twice a year in the Secretary’s weekly message and the intranet pages.
Promote case studies and success stories through the Single Business Service centre communication strategies.
Encourage the Wajarri Yamatji community to access the economic development opportunities within the Indigenous Land Use Agreement (ILUA) for the Murchison Radio-astronomy Observatory and through a future agreement for the Square Kilometre Array.
Head of Division, Square Kilometre Array Project
From August 2014 Delivered benefits reported over the term of the ILUA.
Action Responsibility Timeline Measurable Target
3.2 Build relationships internally and with other government and industry groups to support Aboriginal and Torres Strait Islander business and economic reform.
Single Business Service centre – AusIndustry and other Division Heads as appropriate.
Ongoing from August 2014
Key linkages with other Commonwealth departments including Indigenous Business Australia are identified and where appropriate acted upon.
Links between Single Business Service centre and other Divisions on Aboriginal and Torres Strait Islander interests and RAP issues are identified and acted upon.
RAP achievement briefings are provided to the Chief Economist and the Economic & Analytical Services twice a year.
3.3 Increase active engagement with Aboriginal and Torres Strait Islander businesses to cultivate new opportunities.
Explore new options for Aboriginal and Torres Strait Islander businesses to increase their share of government procurement within the department.
Chief Operating Officer Ongoing from August 2014
Develop our relationship with and improve promotion of services through Supply Nation with the view to increase the department’s procurement by 2% each financial year.
Improved feedback processes and tracking of Aboriginal and Torres Strait Islander supply procurement across the department.
3.4 Employment of an Indigenous Engagement Officer to work with Aboriginal and Torres Strait Islander Small to Medium Enterprises (SMEs to assist them in accessing business advisory services.
Heads of Division – Single Business Service centre – AusIndustry
Ongoing: six monthly reporting on firms assisted and impact
Increased engagement by Aboriginal and Torres Strait Islander businesses with the Single Business Service centre services and advice.
3.5 Investigate the further development of community projects like the
“Calvary Project” and the WELL funded “Aboriginal Adult Literacy Campaign Project 2013-2014”.
Head of Division, Skills Policy
Ongoing from August 2014, then on a rolling basis (subject to funding)
15-20 participants participated per project.
Action Responsibility Timeline Measurable Target
3.6 Analyse and report on data from the VET Activity project and the USI to identify how many Aboriginal or Torres Strait Islander students have undertaken nationally recognised training.
Head of Division, Skills Policy
First reporting from mid-2015
TVA report published by July 2015.
USI Report published by July 2016.
3.7 Encourage and support positive cultural change between the mining sector and Aboriginal and Torres Strait Islander communities through the Working in Partnership (WIP) initiative, including:
■ facilitating regional workshops that encourage participation of Aboriginal and Torres Strait Islander communities, mining companies and service providers to: build regional links and networks to meet community and industry priorities; facilitate industry access to a local pool of Aboriginal and Torres Strait Islander businesses and employees; and develop regional Aboriginal and Torres Strait Islander business plans
■ hosting the Digedi Indigenous business service directory
■ contributing to projects under the Memorandum of Understanding (MoU) on Indigenous Employment and Enterprise Development between the Australian Government and the Minerals Council of Australia.
Head of Division, Resources Ongoing from August 2014
Number of new jobs, business opportunities and regional partnerships attributable to WIP workshops and projects under the MoU.
The number of businesses listed on Digedi and website activity increased within the first year.
3.8 Encourage staff to:
■ volunteer in Aboriginal and Torres Strait Islander organisations by raising awareness of this opportunity under our Staff Volunteering Policy;
■ donate to Aboriginal and Torres Strait Islander organisations that are registered charities through the Departmental workplace giving programme.
Chief Operating Officer By February 2015 Staff advised of organisations through which they can volunteer services or undertake payroll donations.
In the first two years, 2% of all staff takes up the opportunity to volunteer for or donate to an Aboriginal and Torres Strait Islander organisation.
Action Responsibility Timeline Measurable Target
3.9 Collaborate with Portfolio agencies and external organisations to:
■ identify employment opportunities or secondments for Aboriginal and Torres Strait Islander staff with a focus on remote areas; and
■ investigate the possibility of secondments from state-based portfolio Indigenous recruits (including CSIRO recruits) to Canberra for short periods.
General Manger, People
& Planning Branch in consultation with Portfolio HR Managers
By March 2015 The viability of employment opportunities and secondments explored and implemented where possible.
3.10 Increase the department’s Aboriginal and Torres Strait Islander employment through the delivery of an Aboriginal and Torres Strait Islander Employment Strategy including:
General Manger, People &
Planning Branch
From August 2014 The number of Aboriginal and Torres Strait Islander employees is increased consistent with Aboriginal and Torres Strait Islander employment initiatives and towards the Government’s participation aim of 2.7%.
■ continued participation in whole of Government entry level recruitment initiatives e.g. cadetships, graduates, work experience
■ building on our current relationships with universities Aboriginal and Torres Strait Islander careers centres and in partnership develop an employment strategy for graduate and internship opportunities within the department;
■ employing Aboriginal and Torres Strait Islander people with the relevant skill sets through a State/Regionally based traineeship programme.
Heads of Division – Single Business Service centre – AusIndustry (and other Heads of Division where appropriate)
Up to 6 trainees are employed as part of a State/Regional based Aboriginal and Torres Strait Islander Traineeship by February 2015.
3.11 Retain, support and connect our Aboriginal and Torres Strait Islander employees through the new Employment Strategy including:
■ the implementation of buddy, mentoring and Network initiatives;
General Manager, People
& Planning Branch
From August 2014 Established network and mentoring system by October 2014.
The number of Aboriginal and Torres Strait Islander employees is increased towards the Government’s participation aim of 2.7%.
Action Responsibility Timeline Measurable Target
3.12 Develop trade measurement communication materials and provide mutually beneficial opportunities. on trade measurement specifically for Aboriginal and Torres Strait Islander communities.
Head of Division, National Measurement Institute through the Legal Metrology Branch
By September 2014 Improved awareness of the roles of trade measurement and improved compliance with trade measurement legislation in communities.
3.13 Support the wellbeing of Aboriginal and Torres Strait Islander communities through research funding, including through: the Cooperative Research Centres for Aboriginal and Torres Strait Islander Health (CRC-ATSIH) and Remote Economic Participation (CRC-REP).
Heads of Division – Single Business Service centre – AusIndustry
From July 2014 to 2018-2019 (CRC- ATSIH)
From July 2014 to 2017-2018 (CRC-REP)
The research funding has assisted in improving the health, wellbeing, employment and educational outcomes for Aboriginal and Torres Strait Islander people in the communities participating in these programmes.
3.14 Promote the findings of the Low Income Energy Efficiency Programme (LIEEP) to Aboriginal and Torres Strait Islander people, organisations, and communities across Australia. LIEEP is providing funding to 20 projects across Australia to trial different approaches to assisting disadvantaged and vulnerable households, including Aboriginal and Torres Strait Islander households, to make energy savings, combat rising energy prices and increase household comfort levels.
Head of Division, Energy By June 2016 An end of programme report is published which makes recommendations for future policies and programmes based on the LIEEP funded trials for different approaches to assisting disadvantaged and vulnerable households.
3.15 Work with networks and partners to increase Aboriginal and Torres Strait Islander people engagement in science and foster related programmes as per the recommendations of Inspiring Australia commissioned Expert Working Group reports – Indigenous engagement with science: towards deeper understandings; Inspiration from the deserts: science engagement in and about Australia’s desert regions;
Science engagement and tropical Australia: building a prosperous and sustainable future for the north.
Head of Division, Questacon
Ongoing from August 2014
Subject to funding, Aboriginal and Torres Strait Islander people engagement with science is increased consistent with Report recommendations.
RECONCILIATION IN ACTION JAWUN – CASE STUDY
The Department supports Jawun secondment opportunities for a number of staff to promote reconciliation and, where possible, economic growth for Indigenous communities. Jawun is an organisation conceived by Noel Pearson in 2000 and its central principle is about people helping each other. Corporate, government and Aboriginal leaders come together to share their skills and knowledge to create real change.
At the centre of Jawun is the belief that it is a basic human right for people to build financial security and to be in charge of their own destiny which ultimately leads to breaking the cycle of welfare dependency.
Jawun finds skilled people in corporate and government Australia and connects them with organisations in Indigenous communities to share knowledge and expertise in various regions across Australia. Those regions include:
■ Cape York
■ Goulburn-Murray
■ The Kimberley
■ Inner Sydney
■ Central Coast
■ North East Arnhem Land
Our staff have been able to share some of their skills and experience to realise positive outcomes in Cape York, the Goulburn-Murray and the Kimberley.
One of the secondees, Dwayne Purdy from Energy Division participated in a Jawun secondment to Shepparton, part of the Goulburn-Murray Region of Victoria, in 2013. During his secondment, Dwayne worked on a project to assist his sponsoring organisation with recommendations for ways to further their engagement with potential employers to ultimately maximise youth employment in the region.
Dwayne also participated in local events, cultural activities and spent time on country with community elders to better understand the heritage of the Yorta Yorta and Bangerang peoples.
“My experience with the Jawun Programme has provided me with a greater insight into the issues faced by Aboriginal communities in regional Australia”.
“My relationship with the community didn’t finish after my six week secondment and I have maintained a relationship with the Goulburn-Murray region through an ongoing voluntary role with my sponsor organisation”.
“I would encourage anyone to look at the Jawun Programme as a way to understand issues faced by regional or remote Aboriginal communities and the impacts we as government have when developing or implementing policy”.
Photo – Dwayne (pictured second from right) with other Jawun participants.
Tracking progress and reporting
Action Responsibility Timeline Measurable Target
4.1 Our RAP is published on the departmental and Reconciliation Australia websites.
General Manager, People
& Planning Branch
August 2014 RAP is accepted by Reconciliation Australia. RAP is endorsed by Executive Board and implemented by the RAP Working Group.
4.2 RAP initiatives and strategies will be monitored on a quarterly basis and progress reported to the Executive Board twice a year.
RAP Champion and Working Group Secretariat
Quarterly meetings from August 2014 RAP Working Group to undertaken four meetings per year.
Progress reported to the Executive Board every six months.
Results reported internally and updates provided to Reconciliation Australia as appropriate.
4.3 Provision of RAP Impact Measurement Questionnaire report to Reconciliation Australia annually.
RAP Working Group Secretariat August 2014/2015/2016 RAP progress is reported each year in the RAP Impact Measurement Questionnaire.
4.4 RAP reviewed annually. RAP Champion and RAP Working Group
August 2015/2016 RAP updated in partnership with Reconciliation Australia.
Amendments agreed and published on both websites.
WORKING FOR THE DEPARTMENT – A PERSONAL PERSPECTIVE
“My name is Dennis Anderson, I am a Bidjara man and I’m originally from Charleville QLD.
I came into the department through the Indigenous Australian Government Development Programme. The programme will give me a diploma qualification, work experience, on-the- job-training and development. This will hopefully lead to long term employment.
It is becoming more apparent to me that what you can achieve within the department is only limited by your imagination. Great opportunities don’t come along every day in life and when they do, my advice to others is to grab them with both hands and hold on.
I’ve learnt that success does not come without sacrifice and commitment. The support and guidance I’m receiving through the programme is very much assisting me in my transition to a public service career.
I am particularly interested in the RAP initiative and working to promote reconciliation for my fellow Aboriginal & Torres Strait Islander brothers and sisters. Reconciliation to me will only be achieved when Aboriginal and Torres Strait Islander people have regained pride in their identity without being treated in some way as not worthy.
Reconciliation must offer Indigenous Australians the same opportunities as other Australians, but with the recognition needed in respect to what was taken. This will contribute greatly to closing the gap.”
Photo – Dennis Anderson (right) with Uncle Fred Conway on country at Carnarvon Gorge.
“I’ve learnt that success does
not come without sacrifice
and commitment”
RECONCILIATION IN ACTION SCIENCELINES – CASE STUDY
ScienceLines is the Indigenous Outreach programme of Questacon – the National Science and Technology Centre. ScienceLines develops and delivers programmes and activities specifically designed to increase the engagement of young Indigenous audiences with science and technology in a culturally appropriate way. ScienceLines also works with students from non-Indigenous backgrounds to increase their awareness and appreciation of Indigenous knowledge and science.
The programme has developed partnerships with Indigenous community leaders who provide guidance on programme development. ScienceLines offers a broad range of activities, including video conferences, a touring programme with live shows and hands-on workshops, teacher professional development sessions, and a video project showcasing the work of Aboriginal and Torres Strait Islander people in the fields of science and technology.
Find Your Science Hero was a project initiated and delivered by ScienceLines for ACT Department of Education and Training’s Indigenous Student Aspirations Programme.
Students involved in the Find Your Science Hero were asked to identify a family or community member that inspired them, and to investigate how their ‘hero’ used science and technology to help them in their work or hobbies. For example, one student spoke about her brother who used Lego to design and build models; another spoke of her grandfather who used traditional knowledge and science to create a very productive backyard vegetable patch; while a another student spoke of his cousin who is a filmmaker and uses technology and science (e.g. the physics of light) to make his films.
.
Photo - Kiara Barker from Charnwood-Dunlop Public School in the ACT, presenting her Find Your Science Hero project at Questacon as part of National Reconciliation Week 2012.
RECONCILIATION IN ACTION COOPERATIVE RESEARCH
CENTRE FOR REMOTE ECONOMIC PARTICIPATION AND NINTI ONE – CASE STUDY
The Remote Australia Online Atlas (RAO Atlas) is an online tool produced by Ninti One in conjunction with the Cooperative Research Centre for Remote Economic Participation - which is delivered by the Department for the Australian Government, to provide detailed data about remote Australia in an attractive and visual form. This resource increases all Australians’
accessibility to knowledge about remote Australia and the people who live there. Put simply - it aims to transform remote knowledge into remote opportunity. Because 25 per cent of the Aboriginal and Torres Strait Islander population people live in Remote Australia this resource assists in better planning for service delivery and increases awareness of the issues that affect Aboriginal and Torres Strait Islander peoples.
This resource takes datasets from the Australian Bureau of Statistics (ABS) and converts them into easy-to-follow interactive maps displaying trends of all 194 Statistical Local Areas (SLAs) of remote and very remote Australia. It uses ABS census data from 2001, 2006 and 2011 to enable the trends to be compared across difference timeframes. Four major themes being Demographics, Lifestyle, Labourforce and Business across remote Australia are illustrated with hundreds of datasets.
Further information about the RAO Atlas can be found on the Ninti One website (http://www.nintione.com.au/resource/search) and via the Cooperative Research Centre for Remote Economic Participation (http://crc-rep.com/).
