Meet quarterly to monitor and report on RAP implementation. Communicate RWG meeting outcomes internally via STAFFnet, all staff emails and/or face-to-face updates. Appoint an internal RAP Champion from Senior Executive management. Revise and update the established RWG Terms of Reference. September, December each year After each meeting, annually in March, June, September, December each year July 2017 Annually in March each year Aboriginal and Torres Strait Islander Staff National Committee Celebrate National Reconciliation Week (NRW) to strengthen and maintain relationships between Aboriginal and Torres Strait Islander and other staff Hold one National Office NRW event each year. Organise one internal NRW event in each State and Territory Office each year. Encourage NRW event collaborations with other Government agencies through sharing resources, event coordination logistics and costs, particularly within the State Office Delivery Network where several agencies are in one location. Register our NRW events via Reconciliation Australia’s NRW website. Encourage staff and senior leaders to participate in external events to recognise and celebrate NRW. Annually, 27 May – 3 June Annually, 27 May – 3 June Annually, 27 May – 3 June Annually, 27 May – 3 June Annually, 27 May – 3 June Lead – Branch Manager, People Services Branch Supported by: Executive Management Group Aboriginal and Torres Strait Islander Staff National Committee Delivery Network State Office Managers
Raise internal and external awareness of our RAP to promote reconciliation across our business and sector Develop and implement a strategy to communicate to internal and external stakeholders: Our RAP and the scope and mandate of the RWG, including all Reconciliation Week events Reaffirm our commitment to working with Aboriginal and Torres Strait Islander people, communities, stakeholders Reinforce our commitment to be an employer of choice for Aboriginal and Torres Strait Islander people. Promote reconciliation through ongoing active engagement with all stakeholders at dates of national significance. Promote our RAP through external meetings, attendance at events and festivals, and secondment opportunities with DSS funded organisations. Ensure our RAP is aligned with all corporate departmental policies and plans through Departmental governance procedures. Ensure new starter orientation/on-boarding include information on the RAP, RWG and CORE Cultural Learning Program. Our senior leaders are engaged in the delivery of RAP outcomes through activities including but not limited to: Individual Performance Development Agreements Influencing CORE cultural learning completions for their business streams Participating in Garma Festival award nominations Encourage staff participation in significant cultural events in local areas Annually from May 2018 Biannually in May and July each year Annually from December 2017 Annually in July each year September 2017 Annually from July 2017 Lead – Chair, RAP Working Group Supported by: Corporate Services Group Indigenous Champion Executive Management Group Indigenous Reform Committee Program Office Aboriginal and Torres Strait Islander National Committee
Participating and encouraging staff participation in NAIDOC and Reconciliation Week activities Remind all Aboriginal and Torres Strait Islander staff that the DSS cultural leave policy allows for up to three days paid leave for Aboriginal and Torres Strait Islander staff to participate in cultural activities including NAIDOC Week celebrations, and one day paid miscellaneous leave for non-Indigenous staff to attend NAIDOC Week cultural activities. Continue to build relationships with external agencies related to our core business and vision for reconciliation Continue relationships with key agencies involved in the development and implementation of the CORE Cultural Learning Program to ensure ongoing monitoring, evaluation and enhancements. Explore opportunities to build collaborative relationships with external agencies in each State and Territory to broaden provision of DSS programs and services. Strengthen stakeholder relationships with up to 10 tertiary education providers across all States and Territories, building on the Indigenous Internship Program to increase graduate recruitment. Annually from July 2018 Biannually in February and July each year Annually in July each year Lead – Branch Manager, People Services Branch Supported by: All senior leaders Indigenous Champion Delivery Network Office Managers Continue to provide a data resource that aims to improve the understanding of, and policy response to, the diverse circumstances faced by Aboriginal and Torres Strait Islander children, their families and communities Continue to strengthen and develop relationships with key agencies and external stakeholders that utilise LSIC data. Provide feedback to families and communities participating in the study through Community Booklets and Feedback Sheets. Hold an LSIC event during NAIDOC Week utilising key staff and stakeholders. Annually from July 2017 Annually – in December each year Annually – during NAIDOC Week Lead – Branch Manager, Policy Evidence Branch Supported by: Executive Manager – National Centre
cultural protocols as part of the way our organisation functions Ensure that Aboriginal and Torres Strait Islander cultural protocols are embedded for National Office and each State and/or Territory and specific local communities, reinforcing the need for sensitivity in language/traditional protocols at the local level. Invite a local Traditional Owner to provide a Welcome to Country at all national focus events, including but not limited to: Reconciliation Week NAIDOC Week Wear it Purple Day events International Day of People with Disability. All staff to provide Acknowledgement of Country at all public events. Maintain and review a list of key contacts for organising a Welcome to Country. Include Acknowledgement of Country at the commencement of all internal meetings. Create and display an Acknowledgment of Country plaque in all of our office buildings. Include Acknowledgement of Country in standard Departmental templates including PowerPoint presentations and email footers. June 2018 Annually in May Annually in July Annually in August Annually in December Reported annually in September List to be created by May 2018 and updated biannually each year Reported annually in September December 2017 December 2017 Supported by: Aboriginal and Torres Strait Islander Staff National Committee Delivery Network State Office Managers State and Territory/Regional Office Managers Property, Security and Business Continuity Branch Communication Services Branch
Celebrate NAIDOC Week and provide opportunities for Aboriginal and Torres Strait Islander staff to engage with culture and community during NAIDOC Week Review HR policies and procedures to ensure there are no barriers to staff participating in NAIDOC Week activities, including communications to advertise events and alert managers to leave entitlements. Provide opportunities for all staff to participate in local internal and external NAIDOC Week events. Support all staff to participate in NAIDOC Week events in the local community. Hold an internal NAIDOC Week event in National Office and the Delivery Network in all States and Territories. Indigenous Champion to encourage State Managers through direct communications to organise NAIDOC Week celebrations in their local offices, and where possible in collaboration with other government agencies. Annually in June each year Annually in July each year Annually in July each year Annually in July each year Annually in May each year Lead – Branch Manager, People Services Branch Supported by: Executive Management Group Indigenous Champion Aboriginal and Torres Strait Islander Staff National Committee Delivery Network State Office Managers Opportunities Diversity and inclusion is a priority for DSS and we strive to be an employer of choice for Aboriginal and Torres Strait Islander people, while also supporting those staff to have meaningful careers. DSS is that we surpassed our original target of four per cent last year, and have already achieved our 2017 target of five per cent Aboriginal and Torres Strait islander staff representation. We aim to increase our target by one per cent each year for the life of this RAP. Establishing economic relationships with Indigenous businesses provides the opportunity for those businesses to be involved in the delivery of DSS services. Our business relationships also allow DSS the opportunity to expand our services and support to Aboriginal and Torres Strait Islander people and their communities through acknowledging significant local knowledge and expertise..
Encourage the uptake of leave to up skill Aboriginal and Torres Strait Islander staff. Increase Aboriginal and Torres Strait Islander supplier diversity Implement and promote the Department’s Indigenous Procurement Policy. Set a target in line with procurement requirements established by the Department of Prime Minister and Cabinet each year (previously 3 per cent) for goods and services from Aboriginal and Torres Strait Islander owned businesses. Develop at least five commercial relationships biannually (10 annually) with Aboriginal and/or Torres Strait Islander businesses. Promote procurement opportunities to Aboriginal and Torres Strait Islander businesses, including through Supply Nation, to increase the financial value of Indigenous procurements. Examine opportunities to expand contracts with trusted Indigenous suppliers. Biannually in June and December each year By 30 September annually. Biannually in June and December each year Biannually in June and December each year Biannually in June and December each year Lead – Branch Manager, Financial Management and Procurement Branch Supported by: Executive Management Group Senior Management Group
Tracking progress and reporting Action Target Timeline Responsibility Report RAP achievements, challenges and learnings to Reconciliation Australia for inclusion in the RAP Impact Measurement Report Complete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia. Investigate participation in the RAP Barometer. Develop and implement systems and capability needs to track, measure and report on RAP activities. 30 September annually September 2017 December 2017, with annual review each year Lead – Branch Manager, People Services Branch Report RAP achievements, challenges, learnings and solutions internally and externally Publically report our RAP achievements, challenges and learnings to: Executive Management Group via the People and Communications Committee Indigenous Reform Committee Workplace Consultative Forum Biannually in June and December each year Biannually in June and December each year Quarterly progress report in January, April, July and October each year Quarterly progress report in March, June, September and December each year Annually in June each year Lead – Branch Manager, People Services Branch Supported by: Executive Management Group RAP Working Aboriginal and Torres Strait Islander Staff National Committee
DSS website. Review, refresh and update RAP Liaise with Reconciliation Australia to develop a new RAP based on learnings, challenges and achievements. Send draft RAP to Reconciliation Australia for formal feedback and endorsement. October 2019 January 2020 Lead – Branch Manager, People Services Branch Supported by: RAP Working Group Aboriginal and Torres Strait Islander Staff National Committee