Reconciliation Action Plan
2015–2017
Department of Industry, Innovation and Science
The artist and his work:
Dennis Anderson
Artwork used throughout this document is by Dennis Anderson, a founding member of the department’s Indigenous Employees Network.
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
“My art is a representation of my peoples’
traditional stencil art style”
Photo – Dennis Anderson (right) with Uncle Fred Conway on country at Carnarvon Gorge. “The Gorge is a special place to my people”.
“I am a Bidjara man and I’m originally from Charleville QLD.
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 first Australians the same opportunities as other Australians, but with the recognition needed in respect to what
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, Innovation and Science’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 other 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 impact on
and competitiveness by bringing together industry, business, energy, resources and science to create and support jobs, 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 entrepreneurship, business development and employment opportunities.
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 BALARGARDI BARNAGARDI -
ACROSS TO THE OTHER LAND ART EXHIBITION – CASE STUDY
The Wajarri Art Exhibition - Balagardi Barnagardi: Across to the Other Land was held in Canberra, July 2015. The exhibition showcased the relationship that exists between two very different but linked worlds; the life and history of the Wajarri People and the scientific and radio astronomy projects that co-exist on the same land.
The aim of the exhibition was to explore new opportunities for economic and cultural benefits for the Wajarri artists who exhibited their work and to support the aim of the RAP Committee to contribute to good economic and social outcomes for Aboriginal and Torres Strait Islander peoples.
The Murchison Radio-astronomy Observatory, the Australian Square Kilometre Array Pathfinder and the Murchison Widefield Array are currently located on Wajarri land, and in the not too distant future, the Square Kilometre Array (SKA) itself will also be hosted on the same land. The Wajarri People have been custodians of the area for tens of thousands of years and their relationship to the land and sky is an important part of Australia’s Aboriginal and Torres Strait Islander heritage.
The exhibition was organised by the Australian Square Kilometre Array Office (ASKAO) with support from AusIndustry, the RAP Committee, the Diversity Team, CSIRO and the Meenangu Wajarri Aboriginal Corporation.
The exhibition showcased over 35 works and five artists travelled from the Mid-West of Western Australia to be present for the duration of the exhibition. The event received great media coverage and on social media. The exhibition was very well attended and those people who came appreciated being able to speak to the artists about their work, their Country and learning more about Aboriginal and Torres Strait Islander art and culture. The exhibition was a great success with many of the artworks sold, and all proceeds going to the artists.
Photo – the Balargardi Barnagardi art exhibition featuring
‘Dishes’ by artist Dana Anaru in the foreground
Our vision for reconciliation
The Department of Industry, Innovation and Science’s vision for reconciliation is to foster partnerships with Aboriginal and Torres Strait Islander people to accelerate productivity and wellbeing for Australia’s First Peoples and their communities.
These partnerships include:
■ boosting employment and economic development in Aboriginal and Torres Strait Islander communities;
■ working with Aboriginal and Torres Strait Islander businesses to set-up, capture emerging opportunities and prosper;
■ creating greater participation in science and technology in Aboriginal and Torres Strait Islander communities; and
■ working together to expand Australia’s resource base, consistent with the principles of environmental responsibility and sustainable development.
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 supporting science and commercialisation, growing business investment and improving business capability and streamlining regulation. The department employs approximately 2500 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 industry sectors 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;
■ assist 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 2500 staff of
which around 1% are Aboriginal
and Torres Strait Islanders.
Our reconciliation plan
The Department of Industry, Innovation and Science’s RAP combines the ongoing
reconciliation initiatives of our former organisations and responsibilities 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 Committee chaired by our reconciliation champion Katherine Harman. 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 and stakeholders 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. 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 and small business.
Together we can raise awareness
of reconciliation through our
contributions in industry, energy,
resources, science 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
October 2015
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 shared learning on culture, knowledge, capability, science and research.
Head of Division, Questacon
Ongoing from October 2015
Planned annual targets are met (budget contingent)
Learning is shared and documented through internal publications and case studies.
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 October 2015 Activities, case studies and/or stories are shared a minimum of twice a year (departmental events, divisional meetings and intranet)
Action Responsibility Timeline Measurable Target
1.4 A RAP Committee is maintained to support the implementation and progress of the RAP and engages with staff.
RAP Champion/General Manager, People & Planning Branch
From October 2015 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 2015-2017 is communicated and promoted. General Manager, People &
Planning Branch General Manager, Communications Branch All Heads of Divisions
Indigenous Employees Network
From October 2015 Email to be sent to All Staff notifying them of new RAP.
New Department of Industry, Innovation and Science 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
From October 2015 Key dates of significance are communicated, with background information as appropriate.
Celebrate NRW and NAIDOC week by providing opportunities for Aboriginal and Torres Strait Islander employees and other employees to build relationships. Organise at least two internal events each year aiming for staff participation rate of 50%.
Partner with Portfolio agencies to celebrate key cultural events of significance.
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 October 2015 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 EL staff.
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 October 2015 Biannual scheduling of seminars.
2.3 Identify opportunities to participate in shared learning with Aboriginal and Torres Strait Islander scholars, leaders, land practitioners and Councils and build our cultural proficiency in our approaches to resources, business development/
opportunities and skills exchange and economic development (for example,Many Rivers Project in the Kimberly Region and the Gulf Savannah development project in Queensland).
Heads of Divisions Questacon, National Measurement Institute, Resources, Energy, AusIndustry Business Services
Other Heads of Division as appropriate
From October 2015 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 October 2015 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 staff to enable better conversations and connections in terms of business intersections;
■ sharing outcomes and case studies from successful stakeholder and client engagement.
General Manager, People
& Planning Branch Deputy CFO, Finance &
Facilities Branch
From October 2015 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 including State Offices – 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, business, resources, energy, science and innovation place it at the heart of driving growth and productivity in Australia. Through our programmes, 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 including –
■ the Twofold Bay Aboriginal Corporation and Eden Local Aboriginal Land Council economic development proposal to have cruise ships stop at Merimbula;
■ engagement on the Far West NSW initiative involving assistance to communities, working with the Department of Prime Minister & Cabinet’s Regional Network and NSW Government;
■ the delivery of Australian Small Business Advisory Services (ASBAS) Programme for the Many Rivers Project in the Kimberly region of Western Australia and the Gulf Savannah development project in Queensland.
Head of Division, AusIndustry Entrepreneur Development Head of Division, AusIndustry, Business Services
Other Heads of Divisions as appropriate
From October 2015
Scoped opportunities enacted for portfolio engagement with Aboriginal and Torres Strait Islander communities, for example the Far West NSW initiative.
Departmental representatives attend two Aboriginal and Torres Strait Islander business industry events a year and participate in the PM&C Aboriginal and Torres Strait Islander Regional network to champion economic development.
The business.gov.au digital presence and business.gov.au 13 28 46 contact centre are used to assist Aboriginal and Torres Strait Islander businesses to grow new markets and capture emerging opportunities. Relevant feedback and findings are reported.
Aboriginal and Torres Strait Islander business success stories and case studies are promoted twice a year in the Secretary’s weekly message and the intranet pages.
ASBAS, working with Many Rivers, facilitates and hosts pop up shops to showcase a range of products produced by Aboriginal and Torres Strait Islander and disadvantaged small businesses from regional and remote communities.
3.2 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
Project Director, Australian Square Kilometre Array Office
From October 2015
Delivered economic, cultural and educational benefits reported over the term of the ILUA.
An exhibition of artwork by Wajarri Yamatji artists is held in Canberra during NAIDOC Week.
3.3 Build relationships internally and with other government and industry groups to support Aboriginal and Torres Strait Islander business and economic reform.
AusIndustry and other Division Heads as appropriate.
Ongoing from October 2015
Key linkages with other Commonwealth departments including Indigenous Business Australia and PM&C’s Regional Manager Network are identified and where appropriate acted upon.
Links between AusIndustry and other Divisions on Aboriginal and Torres Strait
Action Responsibility Timeline Measurable Target
3.4 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 Chief Financial Officer All Heads of Divisions as appropriate
Ongoing from October 2015
A Social Procurement Policy Strategy is implemented mid-2015 to provide better access and create linkages to Aboriginal and Torres Strait Islander businesses.
Develop our relationship with, and improve promotion of services through, Supply Nation with the view to increasing procurement from Aboriginal and Torres Strait Islander businesses up to 2.53% by 2018/19 20 (in accordance with Government’s new Indigenous Procurement Policy).
Improved feedback processes and tracking of Aboriginal and Torres Strait Islander Indigenous business supply procurement across the department is implemented by 2016, including through improvements to our Financial Management Information Reporting System.
3.5 Participate in the Jawun secondment programme involving the short term placement of key skilled staff in targeted Aboriginal and Torres Strait Islander communities.
General Manager, People and Planning
Ongoing from October 2015
Staff are able to offer specific skill sets, knowledge and expertise on secondment based projects for requesting Aboriginal and Torres Strait Islander communities.
3.6 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 plan.
Head of Division, Resources
Ongoing from October 2015
Number of new jobs, business opportunities and regional partnerships attributable to WIP workshops.
3.7 Encourage staff to:
■ volunteer in Aboriginal and Torres Strait Islander organisations by raising awareness of this opportunity under our Staff Volunteering Policy;
General Manager, People and Planning
By June 2016 Staff encouraged annually to volunteer services or undertake payroll donations
Action Responsibility Timeline Measurable Target
3.8 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/
departmental Aboriginal and Torres Strait Islander recruits (including CSIRO recruits and Aboriginal and Torres Strait Islander trainees) to Canberra for short periods.
General Manager, People
& Planning Branch in consultation with Portfolio HR Managers
By March 2016 Portfolio agencies are engaged early 2016 proposing the use of employment opportunities and secondments.
3.9 Increase the department’s Aboriginal and Torres Strait Islander employment through the delivery of an Aboriginal and Torres Strait Islander Employment Strategy including:
■ continued participation in whole of Government entry level recruitment initiatives e.g. traineeships, 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 peoples with the relevant skill sets through a State based traineeship program
■ exploring mobility and secondment opportunities between the department and other APS agencies or the private sector.
General Manager, People
& Planning Branch Chief Operating Officer
From October 2015
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 3% by 2018
Up to 7 trainees are employed and supported as part of a State/Regional based Aboriginal and Torres Strait Islander Traineeship in 2015 (and up to a further 10 trainees are engaged in both 2016 and 2017)
3.10 Retain, support and connect our Aboriginal and Torres Strait Islander employees through the Employment and Retention Strategy including:
■ the implementation of buddy, mentoring and Network initiatives;
■ encouraging Aboriginal and Torres Strait Islander employees to identify through the Aurion system.
General Manager, People
& Planning Branch
From October 2015
Established network and mentoring system by October 2015.
The number of Aboriginal and Torres Strait Islander employees is increased towards the Government’s participation aim of 3% by 2018.
Increased rates of identification.
Action Responsibility Timeline Measurable Target
3.11 Develop trade measurement communication materials and provide mutually beneficial opportunities on trade measurement specifically for Aboriginal and Torres Strait Islander communities
General Manger, People
& Planning Branch
Ongoing from 2015
Improved awareness of the roles of trade measurement and improved compliance with trade measurement legislation in communities.
In latter half of 2015, trade measurement posters are provided to Aboriginal and Torres Strait Islander communities (500 localities) and radio announcements undertaken in English and ten Aboriginal and Torres Strait Islander languages.
3.12 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)
Head of Division, AusIndustry Business Services
Ongoing from October 2015 to 2018-2019 (CRC-ATSIH) Ongoing from October 2015 to 2017-2018 (CRC-REP)
Through reporting commitments, evaluation and reviews, confirm 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 programs.
3.13 Promote the findings of the Low Income Energy Efficiency Program (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, AusIndustry Business Services
By June 2016 An end of program report is published which makes recommendations for future policies and programs based on the LIEEP funded trials for different approaches to assisting disadvantaged and vulnerable households.
3.14 Work with networks and partners to increase Aboriginal and Torres Strait Islander people engagement in science and foster related programs 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 October 2015
Subject to funding, Aboriginal and Torres Strait Islander people engagement with science is increased consistent with Report recommendations.
A Science Circus visit to North Western NSW communities is staged late 2015, budget dependent.
NEW EMPLOYMENT INITIATIVE – Indigenous Traineeship Programme
Photo – (Back left to right) Matt Boyley, Kelly Hayes, Glenys Beauchamp, Jarrod Atkinson, Deedren Stanton, Sue Weston (Seated left to right) Tyrone Streeting, Sarah Ellis, Ethulla Sansbury, Timisha Venck
In 2015, the department launched an exciting new employment initiative designed to establish new career pathways, capability development and retention for Aboriginal or Torres Strait Islander employees. The department’s pilot State based Indigenous Traineeship programme incorporated six trainees placed in our AusIndustry state offices, and one trainee each located in the Australian Dumping Commission and in Canberra.
The Traineeship Programme aims to alleviate the issue of people being away from families and communities, which can be a deterrent for some Aboriginal and Torres Strait Islander employees taking up employment opportunities in Canberra.
The trainees engage in practical work-experience and structured tailored training, which will see them attain a nationally
recognised qualification at the end of the twelve month
traineeship. A Certificate III in Government will provide them with the necessary foundations skills to continue as valued members of the department and the Australian Public Service.
The trainees have declared that coming together in Canberra to undertake key modules of training is one of the highlights of the programme. Concentrated training takes place four times during the traineeship, in five-day blocks, allowing the trainees to grow their capability together and to strengthen their friendships and networks.
A visit to Canberra also provided an opportunity to meet with the traineeship champions Secretary Glenys Beauchamp, Deputy Secretary Sue Weston and RAP Chair and Chief Information Officer Matt Boyley. The trainees enjoyed opportunity to share their positive experiences on the programme, their career aspirations and reported that they will encourage family and
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 Aboriginal and Torres Strait Islander 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 Aboriginal and Torres Strait Islander 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, Redfern, North East Arnhem Land, the Goulburn-Murray and the
One of the 2015 secondees, Peter Gregory, reflected on his experience:
“On my Jawun secondment I had the privilege of working the Yolngu people of the remote North East Arnhem Land. With many dependent on a “work for the dole” type of welfare, my task was to develop some tools to help them turn these funded activities into micro enterprises that could earn revenue. A small step towards building economic independence!
My tools included ideas about selling online, a simple map to think through the viability of a business idea, a menu of ideas on how to market a product or service, and in particular to create the vital ‘unique selling proposition’. My small contribution will continue to be built on by future Jawun secondees, and I hope that I played a small part in making a real difference to the Yolngu people.
A visit to the remote community of Gapuwiyak had a profound impact on me as I
experienced the very friendly and welcoming Yolngu people, saw the capability they had to become more independent,and sensed the uncertainty and limited confidence in doing it.”
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
October 2015 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 October 2015 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 2016/2017 RAP progress is reported each year in the RAP Impact Measurement Questionnaire.
4.4 RAP reviewed annually. RAP Champion and RAP Working Group
August 2016/2017 RAP updated in partnership with Reconciliation Australia.
Amendments agreed and published on both websites.
RAP Contact
RAP Secretariat,
People and Planning Branch Phone: +61 2 6102 9308 Email: [email protected]
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/).
