Tasmanian Government Submission
HOUSE OF REPRESENTATIVES STANDING COMMITTEE ON INDIGENOUS AFFAIRS
PATHWAYS AND PARTICIPATION OPPORTUNITIES FOR INDIGENOUS AUSTRALIANS IN EMPLOYMENT AND BUSINESS
February 2020
MIN/19/2056/1 1 TASMANIAN GOVERNMENT SUBMISSION
Table of Contents
1.0 Summary ...... 2
2.0 Response to Areas of Inquiry ...... 3 2.1 The involvement of Government departments and agencies in facilitating business opportunities for Indigenous Australians ...... 3 2.2 Government employment programs and opportunities to build upon effective initiatives, and overcome barriers to employment ...... 4 2.3 Experience of successful enterprises initiated and owned by Indigenous Australians ...... 7 2.4 Identifying gaps and opportunities in the workforce and future growth sectors that could result in employment and enterprise options for Indigenous Australians ...... 7
3.0 Conclusion ...... 9
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1.0 SUMMARY
The Tasmanian Government welcomes the opportunity to provide a submission to the House of Representatives Standing Committee on Indigenous Affairs’ inquiry into the pathways and participation opportunities for Indigenous Australians in employment and business. As part of its commitment to Resetting the Relationship with Tasmanian Aboriginal communities, the Tasmanian Government is actively engaged in improving the employment and economic opportunities of Tasmanian Aboriginal people. By way of background, the Tasmanian Government is seeking to overcome entrenched barriers to employment and to expand the economic opportunities available to Tasmanian Aboriginal people, through:
workforce development and training initiatives;
the Tasmanian State Service Aboriginal Employment Strategy; and,
provision of business opportunities and support to Aboriginal organisations. Despite this work, there are further opportunities to be pursued, and other barriers to be overcome. The proportion of Young Aboriginal people (aged 20 to 24 years) in Tasmania who have completed schooling to Year 12 or equivalent – 66 per cent in 2016 – is similar to the proportion for young Aboriginal people Australia-wide (65 per cent in 2016). It is, however, lower than the equivalent proportion of other Tasmanian young people (81 per cent in 2016). (Note that from 2020, all young people in Tasmania are required to stay in education and/or training until they complete Year 12, gain a Certificate III, or turn 18, whichever comes first.) Many young Aboriginal people do not continue from school to tertiary education (such as university or TAFE) – in 2016, around 4 per cent of Aboriginal people (15 years and over) in Tasmania had attained a Bachelor degree or higher, compared with around 15 per cent of other Tasmanians. Addressing these barriers requires a coordinated approach across schools, tertiary education institutions (such as TAFE and universities), and industry. At the broader level, employment and supply-side targets can help to stimulate economic and employment opportunities. Indeed, the Tasmanian State Government has committed to an employment target of 3.5 per cent (of the workforce identifying as Aboriginal by 2022). A 3 per cent target has been proposed under the Launceston City Deal (a national partnership between the Australian and Tasmanian Governments, and the City of Launceston).
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2.0 RESPONSE TO AREAS OF INQUIRY
2.1 The involvement of Government departments and agencies in facilitating business opportunities for Indigenous Australians
The Tasmanian Government is working in partnership with the Australian Government to increase the employment opportunities of Tasmanian Aboriginal people, and to encourage the consideration of Aboriginal-owned businesses in the supply of goods and services. The Department of State Growth (State Growth) is aiming to increase Aboriginal employment and supplier-use in the delivery of land transport infrastructure projects. This is supported under the National Partnership Agreement on Land Transport Infrastructure Projects (which includes the Australian Government Indigenous Employment and Supplier- Use Infrastructure Framework). State Growth is also engaging with the Tasmanian office of the National Indigenous Australians Agency (NIAA) to support procurement by way of Aboriginal-owned businesses. Through this initiative, business owners are alerted to the procurement options available. In addition, the Tasmanian office of the NIAA is working with the Tasmanian Government (through State Growth and Business Tasmania) to explore how best to provide business advisory services to Tasmanian Aboriginal people and Aboriginal organisations. Funding for Aboriginal employment services, and other initiatives promoting small business, school engagement and transition to further education or employment activities, is provided by the Tasmanian office of the NIAA. Most of these services and initiatives are delivered by local Tasmanian Aboriginal organisations. The NIAA, along with the Tasmanian Government, also funds the Aboriginal Trainee Ranger program in Tasmania (under the Australian Government’s Working on Country initiative), and environmental activities that support building fee-for-service opportunities for Tasmanian Aboriginal people, such as fire management and land conservation. An example of Tasmanian Aboriginal people combining land conservation with tourism, and securing the economic benefits by consequence, is the wukalina Cultural Walk which has been part-funded by the Tasmania Government (to-date over $1.4 million, plus in-kind funding). The wukalina walk, established by the Aboriginal Land Council of Tasmania (ALCT), aims to immerse visitors in the places, practices, people and traditions of the Tasmanian Aboriginal people. Since opening in 2017, the walk has received architectural awards for its innovative hut design and was a finalist in the 2018 Tasmanian Tourism Awards. As for employment and business development in general, support is offered by the Australian Government’s Department of Employment, Skills, Small and Family Business. These include the Jobactive, Parents Next, Transition to Work, and the New Enterprise Incentive Scheme (NEIS) programs; however, none of these programs are aimed at Aboriginal people specifically.
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2.2 Government employment programs and opportunities to build upon effective initiatives, and overcome barriers to employment Employment programs and opportunities which might build upon effective initiatives, and overcome barriers to employment, fall into the broad categories of:
education, training, and employment;
employment targets; and,
Aboriginal-owned businesses. As described below, it is important that Aboriginal students are supported throughout the stages of schooling, further education, and employment. On the demand side, employment targets could help to bolster human resource practices, and greater promotion of the benefits of registering as an Aboriginal-owned business would be beneficial. 2.2.1 Education Effective initiatives are those which support Aboriginal students across schooling, tertiary education, and employment. Since many Aboriginal students are from families that had little opportunity to undertake further study, many students do not take up opportunities otherwise available to many non-Aboriginal students. It is important that Aboriginal students are well equipped to undertake the rigours of further education. Supports which build confidence across the spheres of education and employment are worthwhile in this regard. This may entail developing programs which encourage mentoring, provide skills in preparation for work or study (such as literacy and numeracy), or enable a mix of learning and on-the-job experience. The Tasmanian Government, through the Department of Education, employs Aboriginal Education Officers, Aboriginal Early Years Education Workers, and co-funds schools to employ Aboriginal Education Workers. These support teachers and Aboriginal students in the areas of wellbeing, access, participation, and engagement. Support is also provided for the transition from schooling to post-school opportunities. The Department of Education also participates in the Australian School-based Apprenticeships initiative and provides school-based apprenticeship or traineeships enabling year 10, 11 and 12 students to combine work and training to achieve a nationally recognised qualification, while still attending school and working toward their Tasmanian Certificate of Education (TCE). With over 140 approved qualifications to choose from in Tasmania, school-based apprenticeships or traineeships can provide a pathway into a career in a trade or other vocation, allowing young people early entry into their chosen field of work. They also provide employers with the opportunity to start training their future workforces from an early age and are a proven but under-used tool for improving the transition from school to work, as well as overall school completion rates.
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Aboriginal Education Services in the Department of Education is currently researching best practice models for school-based apprenticeships and traineeships, with the aim of attracting more Tasmanian Aboriginal students to these programs and increasing their likelihood of success. The Tasmanian Police Career Development Program enables Year 12 students from around the state to attend a four-day program at the Police Academy. This program introduces students to a career in policing and the recruitment team actively engages with schools and colleges to identify Aboriginal participants. 2.2.2 Training and Employment The Australian Government’s Indigenous Advancement Strategy (IAS) provides funding for a range of programs and services benefiting Indigenous Australians. IAS funding is delivered in line with three clear priorities, one of these being to improve employment, economic development and social participation. Currently there is only one Tasmanian Aboriginal organisation that receives IAS funding to provide employment services. Given the need for these services among the Tasmanian Aboriginal communities, and the ongoing availability of IAS funding in this area, there may be opportunities for the Tasmanian Government to work with the Tasmanian Regional Office of the NIAA in encouraging other Tasmanian Aboriginal organisations to apply for funding to help improve broader employment outcomes for Tasmanian Aboriginal people. The cost to students of undertaking training and study can be an inhibiting factor. Providing financial support to students who could not otherwise undertake study is important, and when the high rates of employment following successful completion of TAFE based courses is considered, financially supporting students to undertake vocational oriented studies shows itself to be an initiative which pays off. 2.2.3 Employment Targets At the industry-wide or institutional level, employment targets may be beneficial, in order to focus the effort of potential employers and highlight where human resource strategies might be bolstered. It is pleasing to see that the private sector is already putting such targets in place. For example, Coles has committed to increasing its Aboriginal and Torres Strait Islander workforce to 5 per cent (or 5,500 people) of the company’s total workforce by 2023. The Tasmanian Government also makes use of employment targets. Under the Tasmanian State Service Aboriginal Employment Strategy, released in June 2019, the Tasmanian Government is seeking to increase the proportion of its workforce comprised of Aboriginal employees from 3 per cent in 2016 to 3.5 per cent by 2022 (see Attachment A). In honouring its commitment to ensuring that the Tasmanian State Service workforce is representative of the wider Tasmanian population, the Tasmanian Government is:
working with Aboriginal organisations to facilitate workshops for Aboriginal people on how to apply for jobs in the Tasmanian State Service;
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dedicating specific positions for young Aboriginal people in Tasmanian State School Service school-based traineeships;
facilitating work experience opportunities for Aboriginal students;
developing an Aboriginal mentoring program; and,
supporting initiatives to build Aboriginal leadership and management capabilities. Target-setting has also been integrated into the Launceston City Deal, which has a 3 per cent target for employment of Aboriginal people and a 3 per cent target for use of Aboriginal- owned suppliers of goods and services (for construction of the University of Tasmania Launceston campus). Targets are most suitable for relatively large-scale organisations, projects, or industry associations, where there is more flexibility and scope for recruiting from a wider pool of applicants. Even with a large workforce the relatively modest size of the targets currently set translates into obtainable numbers-on-the-ground: for example, a 3 per cent target applied to a total workforce of 500 people, equates to the employment of 15 Aboriginal people. There is also support through wage subsidies. The Australian Government provides financial incentives to employers of young people (15 to 24 years), Aboriginal and Torres Strait Islander Australians, or older people (50 years and over). As noted in an evaluation of the Tasmanian Jobs Programme,1 though, it is generally the case that wage subsidies have little effect on an employer’s decision to hire an Aboriginal job seeker. 2.2.4 Aboriginal-owned Businesses As a promoter of Aboriginal-owned suppliers of goods and services, the Supply Nation database is a valuable resource. This database, which connects verified and registered Indigenous businesses to corporate, government and not-for-profit members lists around 50 Aboriginal-owned businesses active in Tasmania, but only seven are exclusively based in the State. By contrast, according to the ABS 2016 Census of Population and Housing data there were many more than seven businesses in Tasmania owned by people who identified as Aboriginal or Torres Strait Islander. The disparity between the number of businesses from Tasmania signed up to Supply Nation and the number of businesses which were recorded by the 2016 Census suggests that more could be done to promote the benefits of Supply Nation. The obvious benefit of signing up to Supply Nation is that a business’s potential client base is expanded, which brings the possibility of more work. Therefore, promoting this is vital. On this note, greater promotion of successful supply-side contractual arrangements with Aboriginal-owned business, such as those made under the Launceston City Deal, would be a step in the right direction.
1 Department of Employment. 2017. The Tasmanian Jobs Programme Evaluation. Australian Government (page 22).
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2.3 Experience of successful enterprises initiated and owned by Indigenous Australians The not-for-profit organisation, pakana Services, is a successful enterprise initiated and owned by Tasmanian Aboriginal people. It is an Aboriginal community-controlled and managed company with its own Board, the majority of whom identify as Aboriginal. Since its conception in 2011 and with commercial trading commencing in August 2013, pakana Services has become highly skilled in supporting the Tasmanian Government State Roads team in conservation, land management and maintenance across the road network. It has received funds from both the Tasmanian and Australian Governments. To date, pakana Services has trained 15 Tasmanian Aboriginal people, with 10 going on to gain full-time employment (three as park rangers and two as horticulture apprentices, as well as others in diverse full-time work). The organisation itself currently employs nine people. 2.4 Identifying gaps and opportunities in the workforce and future growth sectors that could result in employment and enterprise options for Indigenous Australians
The Tasmanian context offers unique employment and enterprise opportunities, as well as opportunities which pertain to the broader Australian context. Below are detailed the growth sectors of (1) land management; (2) tourism; and (3) aged and disability care. Land management is of deep cultural significance to Tasmanian Aboriginal people, and when combined with tourism might also realise economic benefits. Aged and disability care is a growth area of employment more broadly. 2.4.1 Land management Tasmania Parks and Wildlife Service offers an Aboriginal Trainee Ranger program, funded by the Tasmanian Government as well as through the Australian Government’s Working on Country initiative. Seven trainees are currently participating in the program, and on completion of their traineeship will be offered permanent positions with the Tasmania Parks and Wildlife Service. In addition, the Aboriginal Heritage Advisor traineeship program is a new Australian Government funded program in Tasmania which will offer four-year traineeships, including attendance at TAFE. Aboriginal Heritage Advisors are employed by the Tasmanian Government’s Department of Primary Industries, Parks, Water and Environment (DPIPWE) to provide advice on protection and management of Aboriginal heritage, on private and public lands including the Tasmanian Wilderness World Heritage Area (TWWHA). Heritage Advisors might also be employed by Aboriginal organisations, or self-employed as consultants and advisors. With regard to fire management, there is much to be gained by incorporating traditional cultural burning practices into current fire management programs, which also provides an
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opportunity for Aboriginal communities to connect with country. In acknowledging this, the Tasmanian Government will establish three specialist Aboriginal positions within Tasmania Parks and Wildlife Service, with the aim of furthering its understanding of cultural burning methods, and the impact of fire on Aboriginal heritage. The Tasmanian Government will also invite Aboriginal representation on the State-wide Fuel Reduction Steering Committee, to establish a pilot Grants program to support Tasmanian Aboriginal communities to engage in cultural burning practices. 2.4.2 Tourism The tourism industry in Tasmania is expanding. In the calendar year to June 2019, around 1.12 million visitors arrived in Tasmania (Tasmanian Visitor Survey data). Of these, around 52,000 (4.6 per cent) reported undertaking a Tasmanian Aboriginal cultural experience. There is a growing demand amongst visitors to access tourism experiences that respect, showcase and celebrate Aboriginal people and cultural heritage. One example is the wukalina Cultural Walk (as mentioned previously). Another is the Tasmanian Museum and Art Gallery (TMAG), which is Tasmania's leading natural, cultural and heritage organisation. TMAG has facilitated Tasmanian Aboriginal community-led projects that support traditional knowledge and practices. The kanalaritija project supported the training of a new generation of Tasmanian Aboriginal shell-stringers and led to the exhibition kanalaritija which is now on a national tour. The Tasmania Parks and Wildlife Service employ Discovery Rangers over the seasonal summer months. These rangers provide interpretive and cultural activities, including interpretation of Tasmanian Aboriginal culture, to enhance visitor experiences. 2.4.3 Aged and disability care Many job opportunities are being created under the National Disability Insurance Scheme (NDIS), including for Aboriginal and Torres Strait Islander people. Under the NDIS Aboriginal and Torres Strait Islander engagement strategy, governments have committed to partner with Aboriginal and Torres Strait Islander communities to design and deliver services. As a consequence, employment opportunities for Tasmanian Aboriginal communities in the disability and aged care sectors are likely to increase. Despite these opportunities, a lack of data on the numbers employed in these sectors, as well as the number of Tasmanian Aboriginal people with disability, makes it difficult to gauge demand. The lack of data also creates difficulties in planning for the number of skilled people required to deliver services or to provide administrative and co-ordinating support under the NDIS. Trained personnel with an understanding of Tasmanian Aboriginal people and of those who require support services are needed, in areas of both delivery and co-ordination. Members of Tasmanian Aboriginal communities more broadly are best placed to deliver services to their own communities, as well as work under the NDIS to co-ordinate the delivery of the scheme to community members.
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3.0 CONCLUSION
The Tasmanian Government is seeking to overcome entrenched barriers to employment and to expand the economic opportunities available to Tasmanian Aboriginal people, through workforce development and training initiatives, the implementation of the Tasmanian State Service ‘Aboriginal Employment Strategy to 2022’, and the provision of business opportunities and support to Aboriginal organisations. Despite this work, there are still further opportunities to be pursued, and other barriers to overcome. In this submission the following areas were identified as being worthy of consideration: (1) Supporting Aboriginal students as they move through schools, tertiary education institutions (such as TAFE and universities), and into employment. (2) At the broader level, setting Aboriginal employment and supply-side targets to stimulate economic and employment opportunities. (3) Employment and business opportunities for Tasmanian Aboriginal people in the areas of land management, tourism, and aged care and disability.
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Attachment A: Tasmania State Service Aboriginal Employment Strategy
Tasmanian State Service
Tasmanian State Service Aboriginal Employment Strategy to 2022
Respecting and celebrating the survival and enduring strengths of Aboriginal people, culture and history, and valuing the inherent and unique qualities, knowledge and experiences that Aboriginal employees bring to the Tasmanian State Service.
We would like to acknowledge the valued contribution of Aboriginal State Service employees, other State Service employees, Aboriginal Organisations and Service Providers in the development of the Strategy. The Tasmanian State Service acknowledges Aboriginal people as the traditional owners and custodians of lutruwita (Tasmania) and recognises Tasmanian Aboriginal people’s deep and continuous historical connection to the land and sea. Contents
Artwork details 2 Message from the Head of the Tasmanian State Service 4 Guiding Principles 7 Strategy Target 8 Making a Change Action area 1: Attract, recruit and 10 retain Aboriginal employees Action area 2: Develop career pathways 12 for Aboriginal employees Action area 3: Respect and celebrate Tasmanian 14 Aboriginal people, their values, culture and knowledge Action area 4: Employ Aboriginal people to 16 deliver culturally safe and inclusive services and programs
Governance, monitoring and reporting 18 Support and Contacts 18
1 About the artwork – Linking Journeys
The artwork featured on the inside cover of this Strategy (elements of which also appear throughout) is a printed lino-cut design with each section and image contained within the artwork representing Tasmanian Aboriginal people and culture. The kelp is a reminder of the need to sustain and look after our valuable resources and the background design represents different Tasmanian Aboriginal groups. The first of the three central circles represents Tasmanian Aboriginal organisations, the second represents Government agencies connecting with Aboriginal organisations, and the third represents all coming together with a strong focus on sustaining Tasmanian Aboriginal culture and Country.
Artist background and statement
Takira Simon-Brown is a Palawa woman born in Nipaluna (Hobart) in 1983 and resides on the Trumanyapayna area of Paradareme country. The majority of Takira’s family reside at Truwuna (Cape Barren Island). Takira is a descendant of Chief Mannalargenna of the Plangermaireener nation, and her grandmother, Joan Brown, was a well known and highly respected shell stringer from Cape Barren Island. Takira’s mother, June Brown, continues to practice the ancient and unique cultural practice of shell stringing. Takira is an advocate of Aboriginal mental health and firmly believes that art, music, healthy food and supportive family and friends are essential for everyone, particularly those who struggle with mental health issues. Takira is currently studying a combined Bachelor of Arts at the University of Tasmania.
2 Tasmanian State Service Tasmanian Aboriginal people have survived for over 40,000 years and belong to one of the oldest living cultures in the world. Tasmanian Aboriginal people are resilient, strong and dynamic and continue to expand the narrative to ensure their connectedness with culture, Country and Ancestors, thus, reaffirming the relationships between all things; to each other, to the environment and to the people that came before. This evolving narrative reinforces and strengthens interdependencies and reciprocal responsibilities which are fundamental to concepts of identity and the holistic wellbeing of Tasmanian Aboriginal people. Despite ongoing disadvantage and the impact of historical, cultural and social legacies, Tasmanian Aboriginal people are significant contributors to the Tasmanian community excelling in all aspects of life.
Aboriginal Employment Strategy to 2022 3 Message from the Head of the Tasmanian State Service
The Aboriginal Employment Strategy is a whole-of-Service approach that demonstrates the Tasmanian Government’s commitment to building a capable and versatile Aboriginal workforce across all levels and classifications of the Tasmanian State Service. The Strategy is grounded in the knowledge that Aboriginal people face long standing historical, cultural and social barriers to accessing employment. By providing improved employment opportunities, the Tasmanian Government is contributing to extending economic participation for Tasmanian Aboriginal people, with the follow-on benefits including improved health outcomes and a higher standard of living for Tasmanian Aboriginal people. The Strategy has been developed following statewide consultation with State Service Aboriginal employees, Tasmanian State Service agencies and Aboriginal organisations, unions and service providers.
Jenny Gale Head of the Tasmanian State Service
4 Tasmanian State Service The consultation process identified key themes including:
• respectful and culturally safe workplaces; • development opportunities for current employees; • opportunities for employment pathways and scholarships; • indigenisation of State Service work places/physical environment; and • the need for Aboriginal employees to be employed in areas that deliver services to Aboriginal people. The Strategy sets out the key objectives and actions to be implemented across the Tasmanian State Service to attract, retain and support the careers of Aboriginal people. The Tasmanian State Service Aboriginal Employment Strategy is supported by an Action Plan that provides implementation details and timeframes. While the Strategy focuses on attracting, retaining, supporting and progressing the employment of Aboriginal employees, it also recognises the important role that the Tasmanian State Service can have in providing opportunities for Aboriginal employees to gain transferable skills and experiences to progress career options both within and outside of the State Service. We will continue to work collaboratively across agencies and with Aboriginal people to implement the Strategy as we strive to attract, retain and support more Aboriginal people in all occupations and across all classifications, agencies and locations of the Tasmanian State Service.
Aboriginal Employment Strategy to 2022 5
Guiding Principles
• Aboriginal employees value-add to all workplaces. • Aboriginal people are resilient and draw on a range of inherent cultural strengths. • Aboriginal employees bring a unique set of knowledge, skills and experiences to the workplace. • Acknowledge that Aboriginal people have specific cultural and kin obligations. • Recognise the ongoing impact of historical, cultural and social legacies on Aboriginal people. • Recognise that Aboriginal employees may need to navigate a range of moral, cultural, political and personal dilemmas where their own values and expectations may not Please note: align with workplace policies, practices and expectations. Throughout the Strategy the term • The business of workplaces and work requirements ‘Aboriginal’ refers to all can be personal for Aboriginal employees where kin Aboriginal and Torres and/or community expectations can impact beyond Strait Islanders people. the work environment. In line with concepts of • Aboriginal people are not necessarily Aboriginal ‘experts’. indigeneity the Strategy will incorporate the • Accept that in order for people to be equal, sometimes use of local language we need to treat people differently. names for specific geographical locations as appropriate.
Aboriginal Employment Strategy to 2022 7 STRATEGY TARGET
The current Tasmanian State Service workforce estimation is that approximately 2.9% identify What the as Aboriginal1. ABS data2 shows that 5.5% of the Tasmanian population identifies as Aboriginal. Strategy aims ABS data also records that 3.8% of the total Tasmanian workforce are Aboriginal. to achieve The Aboriginal Employment Strategy introduces Those who participated in the consultation an aspirational target to increase the number of identified four key areas of action. Aboriginal employees working in the Tasmanian State Service from 3.0% in 2016 to 3.5% in 2022. 1. Attract, recruit and retain Aboriginal employees This targeted increase equates to approximately 2. Develop career pathways for Aboriginal an additional 150 Aboriginal employees and employees contributes significantly to an enhanced, inclusive 3. Respect and celebrate Tasmanian Aboriginal and diverse State Service workforce that people, their values, culture and knowledge represents the Tasmanian community it serves. 4. Employ Aboriginal people to deliver culturally 1. 2018 Tasmanian State Service Employee Survey safe and inclusive services and programs 2. 2016 ABS Census
8 Tasmanian State Service STRATEGY TARGET How the Strategy will achieve the target
Achieving the Tasmanian Aboriginal Employment Strategy target requires a demonstrated and ongoing commitment to working with and involving Aboriginal employees, Aboriginal organisations and services and Aboriginal people in the implementation of the Strategy and its associated actions. Regular and consistent Aboriginal input, feedback and advice relating to the Strategy and its actions will continue to inform and shape current and future initiatives. The State Service Management Office, in the Department of Premier and Cabinet, will lead the Strategy’s implementation and will collaborate across all Tasmanian State Service agencies. In addition to this the Office will undertake regular reviews to update the Action Plan and ensure that actions, including responsibilities and timeframes, are implemented, kept up to date and amended as appropriate.
Aboriginal Employment Strategy to 2022 9 MAKING A CHANGE : ACTION AREA 1 Attract, recruit and retain Aboriginal employees
The Tasmanian State Service is committed to Currently, the Tasmanian State Service has increasing the employment of Aboriginal people created 70 roles that are specifically for to ensure a workforce that is representative of Aboriginal employees. These roles cover the wider Tasmanian population. a range of occupations across various levels and awards including: To achieve this, the Aboriginal Employment Strategy and associated Action Plans rely heavily • rangers; on authentic, meaningful and ongoing consultation • policy officers; with Aboriginal State Service employees, • education officers; and Aboriginal stakeholders, Aboriginal organisations and service providers. • health liaison officers. Aboriginal employees have the capacity to bring An Aboriginal Employment Register is also new ideas, perspectives and strengths to the available to directly recruit Aboriginal people workforce and help to ensure the provision of into fixed term roles within the Tasmanian culturally responsive and respectful services State Service. to customers and clients. The Tasmanian State To address this action area the Tasmanian State Service is committed to creating and maintaining Service will focus on the following: a work environment that is attractive to Aboriginal employees and is a culturally safe workplace that can create, offer and support a range of employment opportunities and career options for Aboriginal employees.
10 Tasmanian State Service Objectives Actions
Encourage and support Work with Aboriginal organisations and service providers to facilitate workshops for Aboriginal people to apply Aboriginal people that provide information and assistance on how to apply for jobs in for jobs in the Tasmanian the Tasmanian State Service. State Service Investigate mentoring options for Aboriginal people seeking employment in the Tasmanian State Service. Review ‘Identified’ and ‘Tagged’ Statements of Duties to remove barriers to employment for Aboriginal people.
Develop and support Dedicate specific positions for young Aboriginal people in Tasmanian State Service school- career pathways for based traineeships. Aboriginal people Expand scholarship programs that support Aboriginal people’s career pathways into the State Service. Increase participation of Aboriginal people in graduate and agency led cadet programs.
Promote job opportunities Develop a guide for agencies on how to promote job opportunities and encourage to Aboriginal people Aboriginal people to apply for jobs in the Tasmanian State Service. Review the Aboriginal Employment Register to ensure its effectiveness and to increase its use within agencies and by Aboriginal people. Review the use of identified and tagged positions to ensure they are effective and facilitate engagement and employment of Aboriginal people in the State Service. Explore secondment opportunities between the State Service and Aboriginal organisations and other services who employ Aboriginal people. Investigate opportunities for mobility within the State Service for Aboriginal employees. Facilitate work experience opportunities for Aboriginal students.
Remove barriers to Develop Aboriginal cultural understanding training for selection panel members recruitment and selection and delegates. processes
Aboriginal Employment Strategy to 2022 11 MAKING A CHANGE : ACTION AREA 2 Develop career pathways for Aboriginal employees
The Tasmanian State Service aims to encourage and support Aboriginal employees in the Tasmanian State Service to have rewarding, valued and fulfilling careers. The Tasmanian State Service aims to create and drive workforce change to facilitate an increase in the number of Aboriginal employees in senior leadership and management roles.
Currently the Tasmanian State Service: • manages an Aboriginal Trainee Ranger program that enables trainee Aboriginal rangers to gain skills in land management; • sponsors the Ida West Scholarship, which provides financial assistance to Aboriginal students completing formal qualifications at university or through vocational education (such as TasTAFE) in health and human services fields; and • offers scholarships to Aboriginal employees to undertake a Graduate Certificate in the Public Sector Management Program.
To address this action area the Tasmanian State Service will focus on the following:
12 Tasmanian State Service Objectives Actions
Better understand the Map demographic profiles and classification levels of Aboriginal employees working in the Tasmanian State Service Tasmanian State Service. Aboriginal workforce
Build the leadership and Investigate, recommend and support initiatives to build Aboriginal leadership and management capabilities of management capabilities. Aboriginal employees Identify opportunities for scholarships for Aboriginal employees who want to undertake further education.
Identify factors which In collaboration with Aboriginal employees identify factors that impact on Aboriginal prevent the career employees’ attraction, retention and career progression. progression of Aboriginal employees
Promote learning and Develop and pilot an Aboriginal employee mentoring program. development opportunities Develop and pilot an Aboriginal employee buddying scheme. for Aboriginal employees Implement an Aboriginal employee newsletter to promote learning and development opportunities, and celebrate the strengths and success of Aboriginal employees.
Aboriginal Employment Strategy to 2022 13 MAKING A CHANGE : ACTION AREA 3 Respect and celebrate Tasmanian Aboriginal people, their values, culture and knowledge
The Tasmanian State Service respects and workplaces and improving service delivery and celebrates Tasmanian Aboriginal people and their was included in the 2018 trial of the school-based culture, and recognises Aboriginal employees as trainee program and training for kindergarten important and valued members of the workforce. teacher assistants. The Tasmanian State Service acknowledges the The State health sector is implementing the need for an explicit service-wide cultural respect Cultural Respect Framework for Aboriginal and Torres framework. The framework will outline the Strait Islander Health 2016–2026, incorporating an commitment to the process of indigenisation e-learning cultural respect training module and across State Service workplaces thus ensuring it is exploring ways to increase cultural respect inviting, culturally representative and inclusive training opportunities. work environments for Aboriginal employees and Aboriginal service users. To address this action area the Tasmanian State Service will focus on the following: Aboriginal people are acknowledged as Tasmania’s traditional owners at significant State Service events. Aboriginal cultural respect training is a key component of building inclusive
14 Tasmanian State Service Objectives Actions
Demonstrate respect for Improve awareness of significant Tasmanian and national Aboriginal events. Aboriginal culture Clarify and promote leave provisions, including flexible work practices to support Aboriginal employees to participate in significant Aboriginal cultural events, activities and obligations. Develop guidelines for employees and managers to clarify, inform and promote parameters relating to leave entitlements for Aboriginal employees.
Build cultural Develop and implement a Tasmanian State Service Aboriginal cultural respect understanding and respect training program. Develop protocols and procedures for providing an Acknowledgement and a ‘Welcome to Country’. This will include consideration of use for internal meetings.
Provide opportunities and Establish a voluntary group of Aboriginal employees in the Tasmanian State Service which support for Aboriginal provides a forum for employees to raise issues, support each other and review the progress employees to connect, of this Strategy and future initiatives. participate in, and Work with and support Aboriginal employees to organise regular meetings and Gatherings contribute to a range of for Aboriginal State Service employees. cultural and professional initiatives and experiences Support Aboriginal employees to attend, participate and contribute to regular meetings and Gatherings.
Value and celebrate Visually reflect Tasmanian Aboriginal culture across State Service workplaces, service Aboriginal culture in delivery areas and online services. Tasmanian State Service workplaces
Include Aboriginal Develop mechanisms and processes for Aboriginal employees’ unique voices to be heard, employees in the policy respected and valued across all sectors and levels of the Tasmanian State Service. development process Seek, promote and encourage Aboriginal employees’ input into policy development and and the design of service decision-making. delivery (refer to Action area 4)
Aboriginal Employment Strategy to 2022 15 MAKING A CHANGE : ACTION AREA 4 Employ Aboriginal people to deliver culturally safe and inclusive services and programs
The Tasmanian State Service workforce aims to reflect the community it serves, and acknowledges that Aboriginal employees bring value, unique expertise, knowledge and skills to all State Service agencies, service delivery and programs areas. Further to this, the State Service also recognises that Aboriginal employees are best placed to ensure informed, culturally inclusive and respectful service provision to Aboriginal people. Aboriginal people bring to the workplace unique historical, cultural and social perspectives and understandings based on their collective experiences that they can draw on to inform policy development and advice and service delivery for Aboriginal people across the State Service.
16 Tasmanian State Service Currently the Tasmanian State Service employs Aboriginal people to deliver services to Aboriginal people including: • Aboriginal Early Years Education Workers in Child and Family Centres; • Aboriginal Education Workers and Aboriginal Education Officers in schools; • Aboriginal Liaison Officers in major hospitals; • Aboriginal Discovery Rangers in Parks; and • Aboriginal Learning Facilitator and Senior Curator (Indigenous Cultures) in museums. While this action area focuses on ensuring culturally respectful and inclusive services to Aboriginal people, we also must recognise that Aboriginal employees should work in diverse roles across a range of Tasmanian State Service agencies and services, to help ensure that State Service programs are culturally responsive and celebrate the unique voices and culture of Tasmanian Aboriginal people. Opportunities and possibilities for Aboriginal employment in the Tasmanian State Service are not limited to those working in areas providing services to Aboriginal people. To address this action area the Tasmanian State Service will focus on the objectives and actions above:
Objectives Actions
Increase the number of Work with Tasmanian State Service agencies to identify opportunities Aboriginal people working in to increase the number of Aboriginal employees directly involved in the and leading service delivery delivery of services and programs to Aboriginal people. for Aboriginal people.
Aboriginal Employment Strategy to 2022 17 GOVERNANCE, MONITORING AND REPORTING Accountability Reporting
On behalf of the Employer, the Head of the State The State Service Management Office is Service has overall responsibility for implementing accountable for monitoring and reporting on the Aboriginal Employment Strategy. progress of the implementation of the Strategy to Heads of Agencies, through the Head of the Heads of Agencies are responsible for supporting State Service. the initiatives, championing and implementing actions within their agency and supporting Agencies will be required to report annually to whole-of-Service initiatives. To ensure successful the Office on the initiatives and actions they implementation of the Strategy, including achieving have implemented to support the Aboriginal the target of 3.5% Aboriginal employment in the Employment Strategy and Action Plan. Tasmanian State Service by 2022 it is vital that the key actions are regularly monitored and evaluated. A progress report will be published each year on the implementation of the Aboriginal An important component of the monitoring and Employment Strategy. evaluation process will involve ongoing, regular and meaningful consultation and communication with Aboriginal State Service employees, Aboriginal organisations and service providers, and Aboriginal people.
18 Tasmanian State Service Aboriginal Employment Strategy to 2022 19 Initiatives Action
Strategies
Department of Premier and Cabinet State Service Management Office Email: [email protected] Telephone: 6232 7040 Published May 2019 ISBN 978-1-925906-04-2 Copyright State of Tasmania 2019 20 Tasmanian State Service