SOCIAL JUSTICE IN

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					Social Justice Framework
2008 - 2012
at 31 March 2009
FOREWORD
by ROSS WOODWARD
ACTING DIRECTOR GENERAL



Social Justice is about all people receiving a fair go at the opportunities of life. It is about
recognising that our society is made up of many different communities and working to
promote cohesion and inclusiveness over the singling out of particular groups of people.

However because life is not always a level playing field, the NSW Government has a
number of affirmative action policies and programs for people in groups more likely than
most to face disadvantage. These groups include Aboriginal and Torres Strait Islanders,
people from culturally and linguistically diverse backgrounds, people with disabilities, older
people and women.

These policies and programs include the Aboriginal and Torres Strait Islander Employment
policy, Equal Employment Opportunity planning and reporting frameworks, the Ethnic
Affairs Priorities Statement for people from culturally and linguistically diverse
backgrounds, the Spokeswomen’s Program for women and the Disability Action Plan for
people with disabilities.

Because of our work in providing a legislative and policy framework to support a strong
and sustainable local government in NSW, our role in relation to social justice is twofold.
We actively practice the principles of social justice in the way we conduct our own
business activities and we also work to promote them and encourage and support local
councils to practice them in their day-to-day activities.

Our ultimate aim is to ensure that all people we serve and, by extension, the people that
councils serve get equal opportunity for access to services and resources, that their rights
are recognised, and that they are consulted in appropriate and meaningful ways and
otherwise have the opportunity to participate in decision-making that affects their lives.

It is important that at DLG we strive for a balanced workforce profile and the skills to meet
current and future service requirements, and a supportive work environment to underpin
this.

This framework and the plans and strategies that sit within it set out some of the ways in
which we do this.




                                               i
CONTENTS
                                                                     Page

1.             What is Social Justice?                                 1


2.             What is the DLG Social Justice Framework?               3


3.             How does DLG Promote Social Justice to Local
               Councils in NSW?                                        7


4.             Equal Employment Opportunity                            11


5.             Culturally and Linguistically Diverse People            16


6.             Women                                                   21


7.             People with Disabilities                                25


8.             Aboriginal and Torres Strait Islander People            28


9.             Older People                                            31


Appendix I     DLG Social Justice Corporate Planning and Reporting
               Requirements Table                                      33


Appendix II    Legislation and Whole-of-Government Service Delivery
               Policies and Frameworks                                 36


Appendix III   Acronyms used in this document and
               Acknowledgement                                         39




                                    ii
Attachments


Attachment 1   General Social Justice Strategy                        40


Attachment 2   Equal Employment Opportunity (EEO)
               Annual reporting and management plan 2005/2006         44


Attachment 3   Ethnic Affairs Priority Statement –
               EAPS Forward Plan 2007 - 2011                          53


Attachment 4   Women’s Employment and Development Strategy            61


Attachment 5   Disability Action Plan                                 63


Attachment 6   Aboriginal and Torres Strait Islander Employment and
               Development Strategy                                   94




                                    iii
1. WHAT IS SOCIAL JUSTICE?
Social Justice is about promoting a more socially inclusive society for all people, and in
particular for those groups of people most likely to be marginalised or in vulnerable
situations, such as Aboriginal and Torres Strait Islanders, children, people from culturally
and linguistically diverse backgrounds, people with disabilities, older people, women and
young people.


Social Justice Principles
                                                                    Differences
Social justice is based on four interrelated principles of
equity, rights, access and participation, to ensure that:           that make a
   There is equity in the distribution of resources                 Difference
   Rights are recognised and promoted

   People have fairer access to the economic resources and services essential to meet
    their basic needs and to improve their quality of life and

   People have better opportunities for genuine participation and consultation about
    decisions affecting their lives.


                 Social Justice is a PROCESS, not a PROGRAM


NSW Government Strategic Direction for Social Justice

The development of a just and harmonious society has been a long-term policy and aim of
the NSW Government, advanced by a number of reforms which commenced in the 1970s
to ensure NSW Government services broadly reflect and responds to the needs of the
Australian community they serve.

These reforms are addressed through a number of mandatory public sector initiatives that
include:

       Equal Employment Opportunity (EEO) planning and reporting framework and
        workforce profiling. There are four target groups – Aboriginal and Torres Strait
        Islander (ATSI) communities, Culturally and Linguistically Diverse (CALD)
        communities, people with disabilities and women

       Aboriginal and Torres Strait Islander Employment and Development Strategy

       Ethnic Affairs Priorities Statement (EAPS) to address the needs of CALD
        communities

       Disability Action Plan (DAP) for people with disabilities

       NSW Government’s Commitment to Women
                                               1
      Women’s Employment and Development Strategy

      Towards 2030 – Planning for our changing population

These initiatives assist public sector agencies, including the Department of Local
Government (DLG), to integrate equity into their core business processes, through
planning, implementing, evaluating and reporting procedures.


The State Plan

The State Plan, launched in November 2006, Chapter 4 Fairness and Opportunity of
reaffirms a commitment social justice. It highlights a number of relevant priority initiatives
for the NSW Government including:
     Priority F1: Improved health and education for Aboriginal People
     Priority F2: Increased employment and community participation for people with
        disabilities
     Priority F3: Improved outcomes in mental health
     Priority F4: Early intervention to tackle disadvantage.

A link to the State Plan is available on the DLG homepage at www.dlg.nsw.gov.au.


NSW Government’s 2006-07 Strategic Management Framework

All sector-wide State Government policies and frameworks for social justice target groups
are detailed in the NSW Government’s 2006-07 Strategic Management Framework.
Relevant details from the Framework, including legislation and whole-of-government
service delivery policies and frameworks are included in Appendix III.

A full copy of the Framework is available at
www.premiers.nsw.gov.au/WorkAndBusiness/WorkingForGovernment/StrategicManagem
entFramework




                                              2
2. WHAT IS THE DLG SOCIAL JUSTICE FRAMEWORK?
The DLG Social Justice Framework is an overarching policy that sets out the corporate
plans, priorities and actions on diversity and equity issues over the next four years for the
Department of Local Government.

      The DLG Social Justice Framework aims to create a diverse, skilled and
          discrimination free workplace by enhancing staff employment
                    and development policies and practices.


It is a flexible framework that may be built upon to take into account any additional and/or
varying corporate responsibilities in relation to social justice. It is consistent with our
corporate values and has links with other important DLG policies and plans including those
discussed below.


DLG Corporate Values

Collaboration       We will recognise, support and encourage people working together
                    effectively

Leadership          We will lead by example and encourage continuous improvement

Integrity           We will behave in an ethical and professional manner


                    We will be open and honest and respectful of those we deal with
Fairness and
Equity

Communication       We will consult and collaborate with each other and our stakeholders



DLG Code of Conduct
The Framework links with our Code of Conduct. DLG, as part of the NSW Public Service
and a public employer, has an obligation to the community to conduct our business
diligently, efficiently, impartially and with integrity. The Code of Conduct has been
developed in accordance with the principles of ethical and responsible decision-making
and embodies public sector values including integrity and respect for the community and
people. It encourages us to think about the standards we expect of one another and how
they can become part of everyday practice.


 The DLG Code of Conduct is given to all staff as part of induction training and is
 available on the DLG intranet under ‘Staff Induction’ on the ‘Human Resources
                                 Section Page’.



                                             3
DLG Corporate Plan
The Social Justice Framework is designed as a four-year framework to align it with the
DLG’s four-year Corporate Plan. However, the Framework is flexible enough so that it and
the plans it contains may be reviewed more frequently, in accordance with statutory
requirements for planning and reporting and with changing priorities and needs.


    The current DLG Corporate Plan is available under ‘Documents’ on the DLG
                                   Intranet.


Responsibility for Social Justice in DLG

It is the responsibility of the Executive and Branch Managers to manage DLG’s social
justice programs and initiatives. The Deputy Director General is our Employment Equity
Director and has a special role in managing EEO and the Spokeswomen’s Program.


Coordination of Social Justice in DLG

The Social Justice Committee was established to coordinate DLG’s social justice
programs and initiatives. The roles of the committee are to:

      more effectively coordinate and monitor DLG’s corporate responsibilities in relation
       to planning and reporting social justice initiatives including EEO, Ethnic Affairs
       Priorities Statement, Disability Action Plan and Spokeswomen’s Program.

      promote social justice within DLG.

      provide recommendations to management regarding the implementation of social
       justice initiatives in DLG.


  For further information about the work of the Social Justice Committee, contact
 your committee branch/unit representative. Details about committee members are
       available on the Social Justice Committee homepage on the intranet.


Participation by DLG Staff

All DLG staff are strongly encouraged to participate in planning, implementation and
reporting of initiatives developed within this Framework. Staff may contact their Social
Justice Committee branch/unit representative to find out how they may best do this.

Components of the Framework

The following diagram sets out the DLG’s corporate responsibilities in relation to social
justice and where these sit within the DLG’s Social Justice Framework. Further information
is provided in Appendix I.



                                            4
Key Priority Areas

Key priority areas for the Social Justice Framework are:

      Physical Access
      Communication
      Staff
      Services

General Social Justice Strategy

Strategies that relate to more than one social justice group are contained in the General
Social Justice strategy.

   The General Social Justice Strategy is attached in full as Attachment 1 to the
   Social Justice Framework. For more information about implementation of the
               strategy, contact a Social Justice Committee member.




                                             5
            DLG’s Social Justice Corporate Planning and Reporting Requirements


              State Plan and NSW Strategic Planning Framework
              State Plan and NSW Strategic Planning Framework

                                                                                                  DLG Corporate
                                                                                                  DLG Corporate
               DLG Social Justice Framework
               DLG Social Justice Framework                                                           Plan
                                                                                                       Plan

          EEO
            EEO                                       Ethnic Affairs          Towards 2030
     Annual Reporting/        Disability Action        Ethnic Affairs          Towards 2030
      Annual Reporting/        Disability Action   Priorities Statement      Planning for our
    Management Plan &           Plan (DAP)          Priorities Statement      Planning for our
I    Management Plan &
     Workforce Profile
                                  Plan (DAP)              (EAPS)
                                                            (EAPS)
                                                                           changing population
                                                                            changing population
      Workforce Profile     Report to DADHC
N                            Report to DADHC        Report to CRC            Report to DPC
      Report to PEO                                  Report to CRC            Report to DPC
       Report to PEO                                                                                 DLG
T                                                                                                     DLG
E                                                                                                  Operational
R
                                                                                                   Operational
N
                    EEO
                     EEO
          Aboriginal Employment &                DLG
                                                                        DLG
                                                                         DLG
                                                                                                      Plan
                                                                                                       Plan
           Aboriginal Employment &                DLG             strategies under
A              Development                 strategies under        strategies under
                 Development                strategies under     Our Commitment to
                  Strategy                Two Ways Together       Our Commitment to
L                   Strategy               Two Ways Together           Women
                                                                        Women
                                            Report to DAA
                                             Report to DAA          Report to OFWP
                   EEO                                               Report to OFWP
F                   EEO
           Women’s Employment
            Women’s Employment
O         & Development Strategy
           & Development Strategy
C
U                                                  EXTERNAL FOCUS
                     EEO
S                     EEO
          - people with disabilities
            - people with disabilities
                - people from
                                                                                                      DLG
                                                                                                      DLG
                  - people from
              CALD backgrounds
               CALD backgrounds                                                                   Annual Report
                                                                                                   Annual Report
                                                                6
3. HOW DOES DLG PROMOTE SOCIAL JUSTICE TO
LOCAL COUNCILS IN NSW?

DLG’s Role

DLG’s primary role is to provide a clear policy and legislative framework to local
government in NSW. We prepare legislation, provide advice, monitor councils’ financial
performance and compliance with legislation and guidelines, improve local government
performance and shape and implement government policy and programs.

While we aim to practice the principles of social justice in the way we conduct our own
business activities within DLG, we also have an important role in promoting social justice
principles, policies and programs to the local government sector in NSW and in
encouraging and supporting local councils to integrate equity, access, participation and
rights principles within their day-to-day operations.


This is in accordance with DLG’s vision:

    “of a strong and sustainable local government sector that works
                  together to meet community needs”

The Social Justice Framework includes initiatives within it aimed at local councils that
enhance our capacity to achieve this vision.


Social Justice Resource Kit
This kit was developed for DLG staff to assist us to apply the principles of social justice
throughout all of our activities, and particularly in communicating with people from seven
social justice target groups including:
      Aboriginal and Torres Strait Islander People
      Children
      People from Culturally and Linguistically Diverse Backgrounds
      People with Disabilities
      Women
      Older people
      Young people
It is available on the DLG Intranet under Social Justice Resource Kit.


Means by which DLG promotes social justice principles to councils

a. Legislation
The Council’s Charter in section 8 of the Local Government Act 1993 requires councils to
provide directly or on behalf of other governments adequate, equitable, appropriate,
efficient and effective services, and facilities, after consultation. Amongst other things the
charter directs councils to also exercise their functions in a manner consistent with the
principles of multiculturalism.

                                              7
Clause 200(2) of the Local Government (General) Regulation 2005 requires all councils to
develop a social/community plan at least every five years in accordance with Social and
Community Planning and Reporting Guidelines issued by DLG. A social/community plan
examines and prioritises the needs of the local community, as identified through research
including a demographic analysis and consultation with the local community. The plan
must also specifically discuss the needs of seven target community groups that may be
disadvantaged in some way including those listed in section 1. The needs analysis must
result in the formulation of access and equity activities that council and/or other agencies
could implement to address identified needs. Priority initiatives identified in the
social/community plan must be considered for inclusion in councils’ management plans for
implementation and progress should be reported on in councils’ annual reports.


b. Guidelines and other publications
All DLG policies, guidelines and practice notes issued to councils are consistent with
principles of social justice. For example, the Guidelines for the Payment of Expenses and
Provision of Facilities to Mayors and Councillors in NSW, released to councils in 2006,
includes extensive reference to principles of social justice. An example is that the
guidelines encourage councils to consider including in their policies a commitment to
reimbursing carer expenses (such as child care costs) to councillors so that those with
carer responsibilities are not financially disadvantaged for attending council meetings and
civic functions.


The DLG's Creating Active Communities. Physical activity guidelines for local councils aim
to assist council’s local communities to be more physically active, particularly groups which
are less likely to be so. These groups include women, older people, indigenous people,
people from culturally and linguistically diverse backgrounds and people with disabilities.
The guidelines include issues facing each of these groups in relation to participating in
physical activity, opportunities for physical activity, and examples of physical activity
initiatives provided by councils.

c. Integrated planning and reporting
The Department is lead agency for working collaboratively with local government on a new
integrated planning and reporting process which will include long term strategic planning. It
is proposed that councils be required to base their Community Strategic Plan on social
justice principles and to prepare a Community Engagement Strategy. Councils will be
encouraged to base their Community Engagement Strategy on social justice principles so
that the needs of social justice groups are considered when consulting on the Community
Strategic Plan.

The Department has prepared draft legislation and guidelines following extensive
consultation with the local government sector. It is intended to introduce the draft
legislation to Parliament in 2009. It is proposed to implement the changes over three years
so that all councils will be operating under the new framework by the next local
government elections in 2012.

d. Social Justice Initiatives Survey

DLG undertakes this biennial survey of NSW councils that includes questions on social
justice initiatives for the following groups:
     Aboriginal and Torres Strait Islander People
     People from Culturally and Linguistically Diverse Backgrounds
     People with Disabilities
                                             8
       Women
       Older people

A report on findings is made available to all councils.

e. Promoting Diversity in Leadership in Local Government Project
The lack of diversity in leadership roles has long been and continues to be an issue within
the local government sector in NSW and other jurisdictions. Councils continue to be
significantly under-represented by particular community groups, including Aboriginal
people, people from culturally and linguistically diverse backgrounds, women, young
people and people with a disability in both councillor and senior management roles. The
result is that these under-represented groups are less likely to have a 'voice' in decision-
making about local issues affecting them in their local area.
The Department of Local Government, Local Government Managers Australia NSW and
the NSW Local Government and Shires Associations have commenced a joint project to
explore and attempt to address this issue so that council decision-makers are more
representative of the communities they serve.

It is hoped that the outcomes of this project will be a comprehensive and useful range of
strategies to assist councils to increase the level of diversity in positions of leadership in
local government.

f. Local Government Reform - Promoting Better Practice Program
The Promoting Better Practice Program is a review process that is part of the local
government reform program. The program aims to improve the viability and sustainability
of councils through a ‘health check’ process that gives the council confidence about what
is being done and helps focus attention on key priorities.
Amongst the many areas reviewers focus on, councils are examined for how they perform
in terms of implementing social justice principles. The aim of the program is to generate
momentum for a culture of continuous improvement and greater compliance with the
various legislation, to promote good governance and ethical conduct and to identify and
share innovation and good practice in this and other areas. For example, the reviewers
examine councils’ social/community and EEO planning, implementation and reporting
processes and give constructive feedback to councils regarding their performance in these
and other areas relevant to social justice.


g. Characteristics of Candidates and Councillors
The DLG conducts a survey of candidates and councillors following each round of local
government elections. The 2004 report is the fifth in a series of reports, the purpose of
which is to provide information about the representation of the community on local
councils. As well as describing the characteristics of councillors and candidates at 148
local government elections held between March and December 2004, this report identifies
trends over time. The report follows a similar format to that of the 1999-2000 report and
includes the following:

   information about Aboriginal and/or Torres Strait Islander candidates and councillors,
    which was collected for the first time at the 1999 elections
   information about the first language spoken by councillors, which was also collected for
    the first time at the 1999 elections
   selected candidate and councillor characteristics for each council such as gender, age
    and experience.

                                              9
A report relating to the 2008 election is currently being prepared and should be available in
mid-2009.

h. Projects focusing on specific community groups
The DLG has a number of other specific projects and programs that focus on particular
community groups or issues. These are described below in the relevant section of the
framework covering that group.




                                             10
4. EQUAL EMPLOYMENT OPPORTUNITY (EEO)
What is EEO?
   EEO means equality of access to, participation and representation in jobs and
   conditions/benefits in the workplace for every employee or potential employee.


 EEO means fair employment practices based on merit, where a person’s ability is
judged on their skills, knowledge and aptitude and not on factors like their, or their
     relatives’, friends’ or colleagues’ sex, pregnancy, race or ethno-religious
 background, marital status, disability, homosexuality, transgender, age or carers’
                                    responsibilities.


EEO means fair work practices free from discrimination, harassment and bullying*.

* Some key terms
      Direct discrimination is simply treating someone unfairly or differently because of
       their gender, disability, carers’ responsibilities, racial or ethno religious background,
       sexual orientation or age etc.
      Indirect discrimination is where there are policies and practices that appear to be
       neutral but have an unequal impact on particular groups.
      Harassment is a form of discrimination. It is any form of unwelcome or
       unreciprocated behaviour which makes an employee or visitor feel intimidated,
       offended or belittled in the workplace.
      Bullying is a form of workplace violence and harassment, which is covered under
       Occupational Health and Safety legislation.

EEO is focused on the workforce of an organization and therefore has an internal focus.

Which are the EEO target groups?

There are four ‘EEO target groups’ designated as such because it is recognised that they
are more likely than most to face disadvantage in seeking and maintaining employment.
They are:
    Aboriginal and Torres Strait Islanders
    People from Culturally and Linguistically Diverse Backgrounds
    People with Disabilities
    Women.


Legislative and Policy Framework

Part 9A of the NSW Anti-Discrimination Act 1977 requires NSW Government agencies,
including DLG, to implement EEO.
In accordance with Treasury Circular 08-8, as a small agency the DLG is now only
required to report on EAPS and EEO initiatives every three years. However, such
agencies can elect to report more regularly.
The DLG will continue to report its EAPS initiatives annually, but will only report its EEO
initiatives triennially.
                                               11
Which agency is responsible for overseeing implementation of EEO in NSW?
The Public Employment Office (PEO) of the NSW Department of Premier and Cabinet is
responsible for overseeing the implementation of EEO in NSW.



How does EEO affect us?
As employees:

We have the right to:
   a workplace that is free from unlawful discrimination, harassment and bullying;
   fair practices and behaviour in your workplace;
   competitive merit-based selection processes for recruitment and promotion;
   training and development that enables you to be productive in your work and to
     pursue a career path;
   equal access to benefits and conditions including flexible working arrangements;
   fair processes to deal with work-related complaints and grievances.

We have the responsibility to:
   work to the best of your ability and provide quality service to customers;
   recognise the skills and talent of other staff members;
   act to prevent discrimination, harassment and bullying against others in your
     workplace;
   respect differences among your colleagues and customers such as cultural and
     social diversity;
   treat people fairly (don’t discriminate against, harass or bully them).

As a supervisor/manager:

We have the same rights and responsibilities as staff members and also have the
responsibility to:
    take steps to ensure that all work practices and behaviours are fair in your
      workplace;
    ensure the work environment is free from all forms of unlawful discrimination,
      harassment or bullying;
    provide employees with information and resources to enable them to carry out their
      work;
    consult employees about decisions that affect them;
    provide all employees with equal opportunity to apply for available jobs, higher
      duties, job rotation schemes and flexible working arrangements;
    ensure selection processes are transparent and the methods used are consistent;
    provide all employees with equal access to fair, prompt and confidential processes
      to deal with complaints and grievances;
    give your employees equal access to relevant training and development
      opportunities;
    identify special training and development needs of EEO group members in your
      team, and help them gain access to training and development opportunities;
    participate in learning opportunities and seek feedback to help you manage staff
      effectively.
Source: Office of Employment, Equity & Diversity “What is EEO?”




                                                                  12
How does DLG practice and promote EEO?
DLG is responsible for ensuring its workplace rules, policies, practices and behaviours are
fair and free from discrimination and harassment. We are responsible for ensuring all
workers are valued and respected and have equal access to opportunities and to develop
their full potential and pursue a career path of their choice. Some relevant policies and
plans in our induction kit and on our intranet site include:
     Harassment in the Workplace: Policy and Procedures
     Grievance Policy and Procedures
     Communication and Language Services

Social Justice Resource Kit
This kit was developed for DLG staff to assist us to apply the principles of social justice
throughout all of our activities, and particularly in communicating with people from seven
social justice target groups including:
      Aboriginal and Torres Strait Islander People
      Children
      People from Culturally and Linguistically Diverse Backgrounds
      People with Disabilities
      Women
      Older people
      Young people
It is available on the DLG Intranet under Social Justice Resource Kit.

Dignity and Respect in the Workplace Charter

In 2006 the DLG Executive, OH&S Committee and the Joint Consultative Committee
signed off on a Dignity and Respect in the Workplace Charter incorporating key principles
in the NSW Government’s Dignity and Respect: Policy and Guidelines on preventing and
managing workplace bullying. This encourages us to review and develop our policies to
eliminate workplace bullying in the context of managing and assessing occupational health
and safety risks and to adapt existing grievance handling systems to address any
complaints. Anti-bullying training is an important element of the risk management
approach and we are taking active steps to ensure appropriate training of staff is
undertaken regularly as part of implementing the Policy and Guidelines.


EEO Annual Reporting and Management Plan
Each year DLG completes and forwards to the Public Employment Office an EEO Annual
Reporting and Management Plan that includes three parts:


a. Statistics on current and past levels of employment of EEO target groups
The PEO has developed an annual collection of data about the characteristics of public
sector employees called the ‘Workforce Profile’. DLG is required to collect staff EEO
statistical data and forward this annually to the PEO. Staff personal data is usually collated
from Staff EEO Data Collection sheets completed during induction. This provides
confidential and anonymous statistical and other information about EEO in the Public
Sector, which can be used for forward planning and benchmarking of agencies. DLG
statistics are compared in our annual report to NSW State Government benchmarks in
terms of percentages and distribution.
Benchmarks for EEO groups affected by past and/or continuing disadvantage or
discrimination in employment include:
                                      13
      women – benchmark of 60% of all positions in the Department (35% of positions
       Grade 12 or above)
      Aboriginal people and Torres Strait Islanders – benchmark of 2% of all positions in
       the Department
      members of racial, ethnic and ethno-religious minority groups – benchmark of 20%
       of all positions in the Department, and
      people with a disability – benchmark of 12% of all positions in the Department
       (requiring workplace adjustment – 7%)

b. Information about policies and programs we have undertaken over the past year
towards achieving:
     a diverse and skilled workforce
     improved employment access and participation for EEO groups, including
        affirmative action strategies.

For example we have signed the Dignity and Respect in the Workplace Charter (discussed
in section 4), conducted a Springboard Program, a career and personal development
program for women employees, and established the Social Justice Committee.

c. Information about policies and programs we plan to implement over the next year, also
towards achieving above targets.

For example we committed to conducting a Leadership Development Program, completing
a review of EEO management planning and reporting in councils, and developing the
Social Justice Framework.

In addition we must report annually on progress in implementing EEO in our Annual
Report.

   The DLG’s current EEO Reporting and Management Plan is attached in full as
    Attachment 2 to the Social Justice Framework. For more information about
     implementation of the Plan, contact a Social Justice Committee member.

  Further information about EEO planning and reporting may be obtained from a
                       Social Justice Committee member.
     Policies and plans for specific EEO target groups including our EAPS for
multicultural communities, our Spokeswomen’s Plan, our Disability Action Plan and
our Aboriginal Employment and Development Strategy are referred to in more detail
              in the relevant sections of the Social Justice Framework.

How does DLG promote EEO to local councils?

a. Integrated planning and reporting
The Department is lead agency for working collaboratively with local government on a new
integrated planning and reporting process which will include long term strategic planning. It
is proposed that councils be required to base their Community Strategic Plan on social
justice principles and to prepare a Community Engagement Strategy. Councils will be
encouraged to base their Community Engagement Strategy on social justice principles so
that the needs of social justice groups are considered when consulting on the Community
Strategic Plan.

                                             14
The Department has prepared draft legislation and guidelines following extensive
consultation with the local government sector. It is intended to introduce the draft
legislation to Parliament in 2009. It is proposed to implement the changes over three years
so that all councils will be operating under the new framework by the next local
government elections in 2012.

b. Review of councils’ EEO management planning and reporting

In 2005 DLG undertook a review of a sample of councils’ EEO management plans and
annual report extracts to gauge the level of compliance with EEO planning and reporting
legislation. The review was undertaken with the assistance of staff from the PEO. The
report on the review makes a number of recommendations.

The recommendations will be used to inform the development of a web-based resource on
workforce planning to assist councils undertake workforce planning. The resource will
include strategies to encourage a diversity of employees who reflect the demographics of
the council area. Workforce planning is a proposed requirement of the Integrated Planning
and Reporting reforms (see a. Integrated Planning and Reporting above)..

       Contact the Policy and Research Branch of DLG for more information.

c. Skills Shortages
Since 2007 the DLG has run the Local Government Skills Shortage Scholarships program
in conjunction with the Department of Planning. The program aims to increase the number
of tertiary students entering employment in NSW local government in areas of acute skills
shortage and to raise awareness of local government as an employer.

The Program provides two types of scholarships – the General scholarship and the
Planning scholarship. Each scholarship provides funding of $2,500 to each successful
council, which the council is required to at least match.

d. Promoting Diversity in Leadership in Local Government Project
The lack of diversity in leadership roles has long been and continues to be an issue within
the local government sector in NSW and other jurisdictions. Councils continue to be
significantly under-represented by particular community groups, including Aboriginal
people, people from culturally and linguistically diverse backgrounds, women, young
people and people with a disability in both councillor and senior management roles. The
result is that these under-represented groups are less likely to have a 'voice' in decision-
making about local issues affecting them in their local area.
The Department of Local Government, Local Government Managers Australia NSW and
the NSW Local Government and Shires Associations have commenced a joint project to
explore and attempt to address this issue so that council decision-makers are more
representative of the communities they serve.

It is hoped that the outcomes of this project will be a comprehensive and useful range of
strategies to assist councils to increase the level of diversity in positions of leadership in
local government.




                                             15
5. Culturally and Linguistically Diverse People
What are EAPS and the Principles of Multiculturalism?
EAPS
An Ethnic Affairs Priorities Statement, or ‘EAPS’, is a NSW Government agency’s main
vehicle for implementing the Principles of Multiculturalism. An EAPS is an agency’s
planning and reporting framework for multicultural strategies aimed at assisting their
culturally and linguistically diverse (CALD) clients.

In essence, an agency’s EAPS is an acknowledgement of the different linguistic, religious,
racial and ethnic backgrounds of their clients in the community, their needs and the steps
the agency may take to promote a cohesive and harmonious society in which diversity is
valued.

The EAPS Standards Framework, available to agencies since 1998, assists agencies to
recognise and develop multicultural initiatives across five key activity areas and at various
‘levels’. It assists agencies plan EAPS initiatives and measure progress over time.
Principles of Multiculturalism
These are enshrined in legislation and include:

Principle 1
All individuals in New South Wales should have the greatest possible opportunity to
contribute to, and participate in, all aspects of public life in which they may legally
participate.

Key Objective 1:       Leadership

Principle 2
All individuals and institutions should respect and make provision for the culture, language
and religion of others within an Australian legal and institutional framework where English
is the common language.

Key Objective 2:      Community Harmony

Principle 3
All individuals should have the greatest possible opportunity to make use of and participate
in relevant activities and programs provided or administered by the Government of New
South Wales.

Key Objective 3:      Access and Equity

Principle 4
All institutions of New South Wales should recognise the linguistic and cultural assets in
the population of New South Wales as a valuable resource and promote this resource to
maximise the development of the State.

Key Objective 4:    Economic & Cultural Opportunities




                                              16
Does EAPS apply to Aboriginal and Torres Strait Islander people?

EAPS and the principles of multiculturalism were not developed for Aboriginal and Torres
Strait Islander people as their needs are considered in another portfolio area. However a
number of EAPS strategies and the principles of multiculturalism may equally apply to
indigenous communities.

See Attachment 1 – General Social Justice Strategy for strategies that relate to more than
one social justice group.

What is the difference between EAPS and EEO?

EAPS is designed to assist agencies meet the needs of their culturally and linguistically
diverse (CALD) clients in the general community and primarily has an external focus.

EEO covers cultural diversity too. However because EEO is about the workplace it has
more of an internal or organisational focus.

Some initiatives may serve both, for example, cross-cultural training for staff. Where
relevant, these are cross-referenced in both DLG EAPS and EEO plans.

Legislative and Policy Framework
The Community Relations Commission and Principles of Multiculturalism Act 2000 outlines
the principles of multiculturalism for NSW and outlines the role of the Community Relations
Commission in promoting, assessing and reporting on the implementation of strategies
supporting the principles.

A Council’s Charter, contained in section 8 of the Local Government Act 1993, also states
that a council will perform its functions “in a manner that is consistent with and actively
promotes the Principles of Multiculturalism” (s. 8(1) dot point three).

The White Paper Cultural Harmony the Next Decade 2002 – 2012 contains the Community
Relations Plan of Action 2012. The Plan of Action 2012 articulates the state’s four key
objectives aligned to the Principles of Multiculturalism (listed above) and formulates the
future directions of the EAPS program, under the headings of the state’s four key
objectives.

Since 1983 departments and statutory authorities have had to prepare an EAPS
comprising a forward plan and retrospective report regarding multicultural strategies for
their culturally and linguistically diverse (CALD) clients. Key agencies must apply the
EAPS Standards Framework, which includes EAPS strategies in five key activity areas
including: Planning and Evaluation, Programs and Services, Communication, Staffing and
Funding.

From 1997 departments and statutory authorities have been required to report on their
EAPS activities in their Annual Report.




                                            17
Which agency is responsible for overseeing the implementation of EAPS in NSW?

The Community Relations Commission for a Multicultural NSW (CRC) has responsibility
for overseeing the implementation of EAPS in NSW.

How does DLG practise and promote the Principles of Multiculturalism?
DLG is classified as an ‘EAPS Key Agency’ by the CRC due to its role in providing a
legislative and policy framework for NSW councils. In accordance with legislative
requirements, the DLG develops and reviews its EAPS, currently every two years.

Because we are a key agency we must also measure our progress in applying EAPS over
time using the EAPS Standards Framework.

See our DLG EAPS Forward Plan 2007-2011 attached.

   The EAPS Forward Plan 2007 - 2011 is attached in full as Attachment 3 to the
   Social Justice Framework. For more information about implementation of the
               strategy, contact a Social Justice Committee member.


Social Justice Resource Kit
This kit was developed for DLG staff to assist us to apply the principles of social justice
throughout all of our activities, and particularly in communicating with people from seven
social justice target groups including:
      Aboriginal and Torres Strait Islander People
      Children
      People from Culturally and Linguistically Diverse Backgrounds
      People with Disabilities
      Women
      Older people
      Young people
It is available on the DLG Intranet under Social Justice Resource Kit.

The DLG was also involved in a joint project with the CRC to adapt the Standards
Framework for use by councils as described below.




                                             18
How does DLG promote the principles of multiculturalism to local
councils?
a. Integrated planning and reporting
The Department is lead agency for working collaboratively with local government on a new
integrated planning and reporting process which will include long term strategic planning. It
is proposed that councils be required to base their Community Strategic Plan on social
justice principles and to prepare a Community Engagement Strategy. Councils will be
encouraged to base their Community Engagement Strategy on social justice principles so
that the needs of social justice groups are considered when consulting on the Community
Strategic Plan.

The Department has prepared draft legislation and guidelines following extensive
consultation with the local government sector. It is intended to introduce the draft
legislation to Parliament in 2009. It is proposed to implement the changes over three years
so that all councils will be operating under the new framework by the next local
government elections in 2012.

b. Implementing the principles of multiculturalism locally: information kit for
councils
In 2006 the CRC and DLG conducted a joint pilot project to develop an information kit and
planning framework to assist local councils plan, implement and evaluate multicultural
initiatives in their local government areas and to assist them measure their progress over
time. The kit and framework were launched to councils in September 2008.

 The kit and framework were released to councils via circular and available on the
             DLG website at www.dlg.nsw.gov.au in September 2008.

c. Review of social/community plans
The DLG reviews local councils’ social/community plans as part of the Promoting Better
Practice review program (described in section 3). Social/community plans contain
information on how a council is going to meet the needs of its community, including those
from culturally and linguistically diverse backgrounds. Councils are given feedback from
DLG in a review report on many aspects of their operations, including their
social/community planning and community services.

  Information about the Promoting Better Practice review program may be found
under ‘Local Government Reform Program: Promoting Better Practice’ on the DLG
                   website homepage at www.dlg.nsw.gov.au

d. Promoting Diversity in Leadership in Local Government Project
The lack of diversity in leadership roles has long been and continues to be an issue within
the local government sector in NSW and other jurisdictions. Councils continue to be
significantly under-represented by particular community groups, including Aboriginal
people, people from culturally and linguistically diverse backgrounds, women, young
people and people with a disability in both councillor and senior management roles. The
result is that these under-represented groups are less likely to have a 'voice' in decision-
making about local issues affecting them in their local area.
The Department of Local Government, Local Government Managers Australia NSW and
the NSW Local Government and Shires Associations have commenced a joint project to
explore and attempt to address this issue so that council decision-makers are more
representative of the communities they serve.
                                           19
It is hoped that the outcomes of this project will be a comprehensive and useful range of
strategies to assist councils to increase the level of diversity in positions of leadership in
local government.

e. Social Justice Initiatives Survey
DLG undertakes this biennial survey of NSW councils that includes questions on social
justice initiatives for the following groups:
     Aboriginal and Torres Strait Islander People
     People from Culturally and Linguistically Diverse Backgrounds
     People with Disabilities
     Women
     Older people
A report on findings is made available to all councils.

f. Characteristics of Candidates and Councillors
The DLG conducts a survey of candidates and councillors following each round of local
government elections. The 2004 report is the fifth in a series of reports, the purpose of
which is to provide information about the representation of the community on local
councils. As well as describing the characteristics of councillors and candidates at 148
local government elections held between March and December 2004, this report identifies
trends over time. The report follows a similar format to that of the 1999-2000 report and
includes the following:

   information about Aboriginal and/or Torres Strait Islander candidates and councillors,
    which was collected for the first time at the 1999 elections
   information about the first language spoken by councillors, which was also collected for
    the first time at the 1999 elections
   selected candidate and councillor characteristics for each council such as gender, age
    and experience.

A report relating to the 2008 election is currently being prepared and should be available in
mid-2009.




                                             20
6. WOMEN
Legislative and Policy Framework

Part 9A of the NSW Anti-Discrimination Act 1977 requires NSW Government agencies,
including DLG, to implement EEO.

NSW Government’s Commitment to Women
Our Commitment to Women is the NSW Government’s policy document that outlines
government policy on improving the status of women and enhancing opportunities and
access to women in NSW. NSW agencies are required to report annually in their Annual
Reports on any initiative that relates to the Government’s Commitment to Women. This
includes women in the workplace and in the broader community.

        Our Commitment to Women is available at www.women.nsw.gov.au

Which agency is responsible for overseeing the implementation of ‘Our
Commitment to Women’ in NSW?
The Office for Women’s Policy in the NSW Department of Premier and Cabinet has
responsibility for overseeing the implementation of Our Commitment to Women in NSW.


How does DLG promote the NSW Government’s Commitment to
Women?
Women’s Liaison Officer (WLO)
The Women’s Liaison Officer (WLO) acts as a contact point between management and
female staff. The WLO meets regularly with the DLG’s Director for Employment Equity, the
Deputy Director General.

Social Justice Resource Kit
This kit was developed for DLG staff to assist us to apply the principles of social justice
throughout all of our activities, and particularly in communicating with people from seven
social justice target groups including:
      Aboriginal and Torres Strait Islander People
      Children
      People from Culturally and Linguistically Diverse Backgrounds
      People with Disabilities
      Women
      Older people
      Young people
It is available on the DLG Intranet under Social Justice Resource Kit.

Women’s Employment and Development Strategy
The Social Justice Committee has developed a Women’s Employment and Development
Strategy to improve employment access and participation for female staff in the DLG. The
Strategy aims to maintain or improve the representation of women so that they comprise at
least 60% of all positions in the Department and at least 35% of Grade 12 and above
positions.


                                            21
The Strategy seeks to achieve this by ensuring that recruitment practices comply with
equal employment opportunity requirements, establishing a mentoring program for female
staff, encouraging female staff to participate in relevant training and making information
about training available, and ensuring that the needs and achievements of female staff are
recognised through regular communication with the Executive and appropriate events.

 Women’s Employment and Development Strategy is available in attachment 4 of
the Social Justice Framework. For more information about implementation of the
                Plan, contact a Social Justice Committee member.

How does DLG promote the NSW Government’s Commitment to Women
to local councils?

a. Integrated planning and reporting
The Department is lead agency for working collaboratively with local government on a new
integrated planning and reporting process which will include long term strategic planning. It
is proposed that councils be required to base their Community Strategic Plan on social
justice principles and to prepare a Community Engagement Strategy. Councils will be
encouraged to base their Community Engagement Strategy on social justice principles so
that the needs of social justice groups are considered when consulting on the Community
Strategic Plan.

The Department has prepared draft legislation and guidelines following extensive
consultation with the local government sector. It is intended to introduce the draft
legislation to Parliament in 2009. It is proposed to implement the changes over three years
so that all councils will be operating under the new framework by the next local
government elections in 2012.

b. National Framework for Women in Local Government: an information kit for
councils
We have a major role in actively promoting women’s participation in local government,
particularly in decision-making roles such as councillor and senior management positions.
To this end we auspiced the National Framework in Local Government (NFWLG) NSW
Coordination Group, which included representatives from the LGSA, Premier’s Department
and councils, to assist promote the NFWLG to NSW local councils. The Coordination
Group conducted research on the implementation of the NFWLG in NSW, held a forum for
councils and, as a result, developed the National Framework for Women in Local
Government: an information kit for councils that includes strategies to assist councils
increase representation of women in senior leadership roles, including in senior
management and elected representative roles, in councils.

   The National Framework for Women in Local Government: information kit for
       councils may be found on the DLG website at www.dlg.nsw.gov.au.

c. Promoting Diversity in Leadership in Local Government Project
The lack of diversity in leadership roles has long been and continues to be an issue within
the local government sector in NSW and other jurisdictions. Councils continue to be
significantly under-represented by particular community groups, including Aboriginal
people, people from culturally and linguistically diverse backgrounds, women, young
people and people with a disability in both councillor and senior management roles. The
result is that these under-represented groups are less likely to have a 'voice' in decision-
making about local issues affecting them in their local area.
                                             22
The Department of Local Government, Local Government Managers Australia NSW and
the NSW Local Government and Shires Associations have commenced a joint project to
explore and attempt to address this issue so that council decision-makers are more
representative of the communities they serve.

It is hoped that the outcomes of this project will be a comprehensive and useful range of
strategies to assist councils to increase the level of diversity in positions of leadership in
local government.

The Project has informed the establishment of the following two initiatives:

Joint Ministerial Advisory Council for Women in Local Government (JMAC)

The purpose of the JMAC is to oversee the implementation of two actions plans – one
aimed at increasing the representation of women amongst senior staff, the other aimed at
elected representatives. The action plans were developed by two working groups
comprising representatives of the local government sector.

The JMAC is chaired by the Minister for Local Government and the Minister for Women
and includes representatives of local councils, local government peak bodies, local
government professional organisations and women’s organisations.

Minister’s Awards for Women in Local Government
The Minister for Local Government and the Minister for Women established an awards
program to:
    recognise and increase public awareness of the contribution of women to local
       government in NSW and
    encourage more women to take on leadership roles in local government in NSW

There are four categories of awards:
    Member of staff – metropolitan council
    Member of staff – regional/rural council
    Elected representative – metropolitan council
    Elected representative – regional/rural council

The inaugural awards were presented in 2008 and are being presented annually as part of
International Women’s Day celebrations. The Department has established a page on its
website about the awards including information about winners.

d. Review of social/community plans
The DLG reviews local councils’ social/community plans as part of the Promoting Better
Practice review program (described in section 3). Social/community plans contain
information on how a council is going to meet the needs of its community, including
women. Councils are given feedback from DLG in a review report on many aspects of their
operations, including their social/community planning and community services.

e. Social Justice Initiatives Survey
DLG undertakes this biennial survey of NSW councils that includes questions on social
justice initiatives for the following groups:
     Aboriginal and Torres Strait Islander People
     People from Culturally and Linguistically Diverse Backgrounds
     People with Disabilities
     Women
     Older people
                                              23
A report on findings is made available to all councils.

f. Characteristics of Candidates and Councillors
DLG conducts a survey of candidates and councillors following each round of local
government elections. The 2004 report is the fifth in a series of reports, the purpose of
which is to provide information about the representation of the community on local
councils. As well as describing the characteristics of councillors and candidates at 148
local government elections held between March and December 2004, this report identifies
trends over time. The report follows a similar format to that of the 1999-2000 report and
includes the following:

   information about Aboriginal and/or Torres Strait Islander candidates and councillors,
    which was collected for the first time at the 1999 elections
   information about the first language spoken by councillors, which was also collected for
    the first time at the 1999 elections
   selected candidate and councillor characteristics for each council such as gender, age
    and experience.

A report relating to the 2008 election is currently being prepared and should be available in
mid-2009.




                                              24
7.     PEOPLE WITH DISABILITIES
Legislative and policy framework

Section 9 of the NSW Disability Services Act 1993 requires most NSW Government
agencies to develop a new Disability Action Plan (DAP) every three years and submit it to
the Department of Ageing, Disability and Home Care (DADHC). The DAP should include
strategies to ensure that an agency’s services can be used by most people with
disabilities, including staff.

These strategies relate to the following areas:
    physical access
    employment in the public sector
    training of staff
    information about services
    positive community attitudes and
    complaints procedures

NSW agencies are required to report in their Annual Reports on the implementation of
their Disability Action Plans.

Which agency is responsible for overseeing the implementation of Disability Action
Plans in NSW?

The Department of Ageing, Disability and Home Care (DADHC) has responsibility in this
area. Agencies and councils may also send their Disability Action Plans to the Human
Rights and Equal Opportunity Commission which keeps a register of approximately 400
plans for viewing on line or for download, together with implementation reports in many
cases.


How does DLG support people with a disability?
The DLG has developed a Disability Action Plan for the period 2008 – 2012.

 The DLG Disability Action Plan is available in attachment 5 of the Social Justice
  Framework. For more information about implementation of the Plan, contact a
                      Social Justice Committee member.

Social Justice Resource Kit
This kit was developed for DLG staff to assist us to apply the principles of social justice
throughout all of our activities, and particularly in communicating with people from seven
social justice target groups including:
      Aboriginal and Torres Strait Islander People
      Children
      People from Culturally and Linguistically Diverse Backgrounds
      People with Disabilities
      Women
      Older people
      Young people
It is available on the DLG Intranet under Social Justice Resource Kit.



                                             25
How does DLG help local councils to support people with a disability?

a. Integrated planning and reporting
The Department is lead agency for working collaboratively with local government on a new
integrated planning and reporting process which will include long term strategic planning. It
is proposed that councils be required to base their Community Strategic Plan on social
justice principles and to prepare a Community Engagement Strategy. Councils will be
encouraged to base their Community Engagement Strategy on social justice principles so
that the needs of social justice groups are considered when consulting on the Community
Strategic Plan.

The Department has prepared draft legislation and guidelines following extensive
consultation with the local government sector. It is intended to introduce the draft
legislation to Parliament in 2009. It is proposed to implement the changes over three years
so that all councils will be operating under the new framework by the next local
government elections in 2012.

b. Promoting Diversity in Leadership in Local Government Project
The lack of diversity in leadership roles has long been and continues to be an issue within
the local government sector in NSW and other jurisdictions. Councils continue to be
significantly under-represented by particular community groups, including Aboriginal
people, people from culturally and linguistically diverse backgrounds, women, young
people and people with a disability in both councillor and senior management roles. The
result is that these under-represented groups are less likely to have a 'voice' in decision-
making about local issues affecting them in their local area.
The Department of Local Government, Local Government Managers Australia NSW and
the NSW Local Government and Shires Associations have commenced a joint project to
explore and attempt to address this issue so that council decision-makers are more
representative of the communities they serve.

It is hoped that the outcomes of this project will be a comprehensive and useful range of
strategies to assist councils to increase the level of diversity in positions of leadership in
local government.

c. Review of councils’ EEO management planning and reporting
In 2005 DLG undertook a review of a sample of councils’ EEO management plans and
annual report extracts to gauge the level of compliance with EEO planning and reporting
legislation. The review was undertaken with the assistance of staff from the PEO. The
report on the review makes a number of recommendations. The recommendations will be
used to inform the development of workforce planning guidelines under proposal 2.5 -
Workforce Planning Assistance - in A New Direction for Local Government position paper
released by DLG in late 2006. The proposed guidelines aim to assist councils prepare
workforce plans, including strategies to encourage a diversity of employees who reflect the
demographics of the council area.

d. Review of social/community plans
The DLG reviews local councils’ social/community plans as part of the Promoting Better
Practice review program (described in section 3). Social/community plans contain
information on how a council is going to meet the needs of its community, including people
with a disability. Councils are given feedback from DLG in a review report on many
aspects of their operations, including their social/community planning and community
services.
                                             26
e. Social Justice Initiatives Survey
DLG undertakes this biennial survey of NSW councils that includes questions on social
justice initiatives for the following groups:
     Aboriginal and Torres Strait Islander People
     People from Culturally and Linguistically Diverse Backgrounds
     People with Disabilities
     Women
     Older people
A report on findings is made available to all councils.

f. Characteristics of Candidates and Councillors
The DLG conducts a survey of candidates and councillors following each round of local
government elections. The 2004 report is the fifth in a series of reports, the purpose of
which is to provide information about the representation of the community on local
councils. As well as describing the characteristics of councillors and candidates at 148
local government elections held between March and December 2004, this report identifies
trends over time. The information collected includes whether the candidate identifies as
having a disability.

A report relating to the 2008 election is currently being prepared and should be available in
mid-2009.




                                             27
8.    ABORIGINAL AND TORRES STRAIT ISLANDER
      PEOPLE
Legislative and policy framework

Two Ways Together: NSW Aboriginal Affairs Plan 2003-2012
In 2001 the NSW Government announced a new plan to manage Aboriginal Affairs in
NSW. Two Ways Together: NSW Aboriginal Affairs Plan 2003-2012 is the NSW
Government’s ten year plan for Aboriginal Affairs. It provides the foundation for a whole-of-
government approach to planning and delivering services to Aboriginal people and
communities across NSW. The DLG is involved in a number of initiatives, as discussed
below.

Making It Our Business: Improving Aboriginal Employment in the NSW Public
Sector NSW Policy Statement 2006-2008
This policy and its accompanying Strategic Framework and Resource Guide 2006-2008
set the direction for encouraging a greater involvement of Aboriginal people in the future of
the public service in NSW. They establish a framework to guide agencies to recruit and
retain Aboriginal people and provide strategies that offer flexibility in meeting current and
future workforce needs.

Which agency is responsible for overseeing the implementation of ‘Two Ways
Together’ in NSW?

The Department of Aboriginal Affairs has responsibility for overseeing the implementation
of Two Ways Together in NSW.


How does DLG support Aboriginal and Torres Strait Islander people?

The Social Justice Committee has developed an Aboriginal and Torres Strait Islander
Employment and Development Strategy to increase the representation of Aboriginal and
Torres Strait Islander people to 2% of all staff. The Strategy seeks to achieve this by
strengthening partnerships between the DLG and the local Aboriginal community,
improving the quality of service outcomes to the Aboriginal community, promoting
employment and development opportunities for Aboriginal people, and recognising and
valuing Aboriginal culture.

   The DLG Aboriginal and Torres Strait Islander Employment and Development
  Strategy is attached in full as Attachment 6 to the Social Justice Framework. For
  more information about implementation of the strategy, contact a Social Justice
                                  Committee member.




                                             28
Social Justice Resource Kit
This kit was developed for DLG staff to assist us to apply the principles of social justice
throughout all of our activities, and particularly in communicating with people from seven
social justice target groups including:
      Aboriginal and Torres Strait Islander People
      Children
      People from Culturally and Linguistically Diverse Backgrounds
      People with Disabilities
      Women
      Older people
      Young people
It is available on the DLG Intranet under Social Justice Resource Kit.

How does DLG assist councils to support Aboriginal and Torres Strait
Islander people?

a. Integrated planning and reporting
The Department is lead agency for working collaboratively with local government on a new
integrated planning and reporting process which will include long term strategic planning. It
is proposed that councils be required to base their Community Strategic Plan on social
justice principles and to prepare a Community Engagement Strategy. Councils will be
encouraged to base their Community Engagement Strategy on social justice principles so
that the needs of social justice groups are considered when consulting on the Community
Strategic Plan.

The Department has prepared draft legislation and guidelines following extensive
consultation with the local government sector. It is intended to introduce the draft
legislation to Parliament in 2009. It is proposed to implement the changes over three years
so that all councils will be operating under the new framework by the next local
government elections in 2012.

b. Engaging with local Aboriginal and Torres Strait Islander communities: a
Resource Kit for Local Government
The aim of the kit, which is currently being developed, is to provide a user-friendly and
comprehensive resource for councils to assist them engage with the Aboriginal
communities in their local areas more effectively and empower Aboriginal communities to
participate in council decision-making and service provision.

c. Local Government in NSW: Issues and Information for Aboriginal Communities.
This publication provides information to Aboriginal and Torres Strait Islander people about
the role and functions of local government. It also provides advice on how members of
Aboriginal and Torres Strait Islander communities can become involved in decision-making
at their local council.


    The Engaging With Local Aboriginal Communities: A Resource Kit For Local
      Government and the Issues and Information for Aboriginal Communities
 information paper were released in January 2008 and are available for download at
  www.dlg.nsw.gov.au. For further information about the Kit and information paper
                     contact the Policy and Research Branch.



                                             29
d. Promoting Diversity in Leadership in Local Government Project
The lack of diversity in leadership roles has long been and continues to be an issue within
the local government sector in NSW and other jurisdictions. Councils continue to be
significantly under-represented by particular community groups, including Aboriginal
people, people from culturally and linguistically diverse backgrounds, women, young
people and people with a disability in both councillor and senior management roles. The
result is that these under-represented groups are less likely to have a 'voice' in decision-
making about local issues affecting them in their local area.
The Department of Local Government, Local Government Managers Australia NSW and
the NSW Local Government and Shires Associations have commenced a joint project to
explore and attempt to address this issue so that council decision-makers are more
representative of the communities they serve.

It is hoped that the outcomes of this project will be a comprehensive and useful range of
strategies to assist councils to increase the level of diversity in positions of leadership in
local government.

e. Review of social/community plans
The DLG reviews local councils’ social/community plans as part of the Promoting Better
Practice review program (described in section 3). Social/community plans contain
information on how a council is going to meet the needs of its community, including
Aboriginal and Torres Strait Islander people. Councils are given feedback from the DLG in
a review report on many aspects of their operations, including their social/community
planning and community services.

f. Social Justice Initiatives Survey
DLG undertakes this biennial survey of NSW councils that includes questions on social
justice initiatives for the following groups:
     Aboriginal and Torres Strait Islander People
     People from Culturally and Linguistically Diverse Backgrounds
     People with Disabilities
     Women
     Older people
A report on findings is made available to all councils.

g. Characteristics of Candidates and Councillors
The DLG conducts a survey of candidates and councillors following each round of local
government elections. The 2004 report is the fifth in a series of reports, the purpose of
which is to provide information about the representation of the community on local
councils. As well as describing the characteristics of councillors and candidates at 148
local government elections held between March and December 2004, this report identifies
trends over time. The report follows a similar format to that of the 1999-2000 report and
includes the following:

  information about Aboriginal and/or Torres Strait Islander candidates and councillors,
   which was collected for the first time at the 1999 elections
 information about the first language spoken by councillors, which was also collected for
   the first time at the 1999 elections
 selected candidate and councillor characteristics for each council such as gender, age
   and experience.
A report relating to the 2008 election is currently being prepared and should be available in
mid-2009.
                                             30
9.     OLDER PEOPLE
Legislative and Policy Framework

Part 9A of the NSW Anti-Discrimination Act 1977 requires NSW Government agencies,
including DLG, to implement EEO.

Towards 2030: planning for our ageing population
Towards 2030 is the NSW Government’s whole of government strategy to actively plan for
demographic change. Its strategic outcomes are:
   Getting in early: planning for change
   Improving prevention and early intervention
   A productive, skilled and equitable workforce
   Facilitating participation in all areas of society
   Providing quality care and support

          Towards 2030 is available at www.dadhc.nsw.gov.au/towards2030

Which agency is responsible for overseeing the implementation of Towards 2030?
The Department of Premier and Cabinet has responsibility in this area.

How does DLG currently promote Towards 2030 and help local councils
to support older people?
a. Integrated planning and reporting
Under Towards 2030 the Department is lead agency for working collaboratively with local
government on a new integrated planning and reporting process which will include long
term strategic planning. It is proposed that councils be required to base their Community
Strategic Plan on social justice principles and to prepare a Community Engagement
Strategy. Councils will be encouraged to base their Community Engagement Strategy on
social justice principles so that the needs of social justice groups are considered when
consulting on the Community Strategic Plan.

The Department has prepared draft legislation and guidelines following extensive
consultation with the local government sector. It is intended to introduce the draft
legislation to Parliament in 2009. It is proposed to implement the changes over three years
so that all councils will be operating under the new framework by the next local
government elections in 2012.

b. Provision of framework for pensioner support
This provides for support for pensioners, including concessions on council rates, sewerage
and water. The department administers the Pensioner Rebate Scheme and works with
Treasury on financial modelling for the Scheme to assist with future planning.

c. Creating Active Communities: physical activity guidelines for local councils
These guidelines aim to assist councils local communities to be more physically active,
particularly groups which are less likely to be so. These groups include women, older
people, indigenous people, people from culturally and linguistically diverse backgrounds
and people with disabilities. The guidelines include issues facing each of these groups in
relation to participating in physical activity, opportunities for physical activity, and examples
of physical activity initiatives provided by councils.

                                               31
d. Review of social/community plans
The DLG reviews local councils’ social/community plans as part of the Promoting Better
Practice review program (described in section 3). Social/community plans contain
information on how a council is going to meet the needs of its community, including older
people. Councils are given feedback from DLG in a review report on many aspects of their
operations, including their social/community planning and community services.

e. Social Justice Initiatives Survey
DLG undertakes this biennial survey of NSW councils that includes questions on social
justice initiatives for the following groups:
     Aboriginal and Torres Strait Islander People
     People from Culturally and Linguistically Diverse Backgrounds
     People with Disabilities
     Women
     Older people
A report on findings is made available to all councils.

f. Characteristics of Candidates and Councillors
The DLG conducts a survey of candidates and councillors following each round of local
government elections. The 2004 report is the fifth in a series of reports, the purpose of
which is to provide information about the representation of the community on local
councils. As well as describing the characteristics of councillors and candidates at 148
local government elections held between March and December 2004, this report identifies
trends over time. The report follows a similar format to that of the 1999-2000 report and
includes the following:

   information about Aboriginal and/or Torres Strait Islander candidates and councillors,
    which was collected for the first time at the 1999 elections
   information about the first language spoken by councillors, which was also collected for
    the first time at the 1999 elections
   selected candidate and councillor characteristics for each council such as gender, age
    and experience.

A report relating to the 2008 election is currently being prepared and should be available in
mid-2009.




                                             32
Appendix I - Social Justice Corporate Planning and Reporting Requirements

                                         Key Policy         Responsible                              Internal     External
      Focus       Key Legislation                                              Requirement
                                        Framework(s)          Agency                                 Due Date     Due date

All Social       All referred to in   Supporting People     DLG            1. Prepare Social      Aug 07          N/A
Justice Groups   this table below.    and Strengthening                    Justice Framework
                                      Communities: NSW                     incorporating all      2. Every 3-
                                      Social Justice                       relevant statutory     4 years
                                      Direction Statement                  planning and reporting
                                                                           requirements.

                                                                           2. Review in
                                                                           conjunction with DLG
                                                                           corporate planning
                                                                           cycle
EEO              NSW Anti-            EEO Workforce         Public         Report on EEO (in         Mid Aug,     End Oct
                 Discrimination Act   Profile               Employment     addition to Disability,   every 3
                 1997                                       Office (PEO)   EAPS and Women) in        years from
                                      See also sections                    DLG Annual report         2007/08
                 NSW Annual           relating to Women,
                 Reports (Statutory   Culturally and
                 Bodies) Act 1984     Linguistically
                                      Diverse People,
                                      People with
                                      Disabilities and
                                      Aboriginal and
                                      Torres Strait
                                      Islanders.




                                                                    33
                                          Key Policy            Responsible                               Internal      External
    Focus        Key Legislation                                                    Requirement
                                         Framework(s)             Agency                                  Due Date      Due date

                NSW Anti-             1. Our Commitment        1.Office for     1. Report on Actions     1. mid Aug    1. end Oct
Women           Discrimination Act    to Women                 Women’s          for Women to OFWP,
                1997                                           Police (OFWP)    as requested, and in     2. Every 4    2. N/A
                                      2. Women’s               in NSW           DLG Annual report        years from
                NSW Annual            Employment and           Department of                             2008
                Reports (Statutory    Development
                                                               Premier and      2. Prepare DLG
                Bodies) Act 1984      Strategy
                                                               Cabinet (DPC)    Women’s
                                                               and              Employment and
                                                                                Development Strategy
                                                               2. PEO
                Disability Services   Stronger Together: A     Department of    1. Develop Disability    1. At least   1. end Dec
People with a   Act 1993              new direction for        Ageing,          Action Plan at least     every 5       every 5
Disability                            disability services in   Disability and   every 5 years and        years (next   years from
                NSW Anti-             NSW 2006-2016            Home Care        submit to DADHC          review due    2008
                Discrimination Act    Better Together: A       (DADHC)                                   2013).
                1997                  new direction to
                                                                                2. Report on
                                      make NSW
                NSW Annual            Government                                implementation of        2. mid Aug    2. end Oct
                Reports (Statutory    services work better                      Disability Action Plan
                Bodies) Act 1984      for people with a                         in DLG Annual report
                                      disability and their                      and submit to DADHC
                                      families: 2007-2011
Older People    NSW Anti-             Towards 2030:            DPC              Report on             Quarterly        Quarterly
                Discrimination Act    planning for our                          implementation of
                1997                  ageing population                         actions for which DLG
                                                                                is lead agency to DPC




                                                                       34
                                           Key Policy         Responsible                           Internal     External
    Focus          Key Legislation                                               Requirement
                                          Framework(s)          Agency                              Due Date     Due date

Culturally and    Community            Principles of         Community       1.Prepare Ethnic      1. Every 4   1. end Sep
Linguistically    Relations            Multiculturalism      Relations       Affairs Priorities    years from   every 4
Diverse People    Commission and                             Commission      Statement (EAPS)      2007         years from
                  Principles of        Cultural Harmony      For a           Report/Forward Plan                2007
                  Multiculturalism     the Next Decade       multicultural   and submit to CRC     2. mid Aug
                  Act 2000             2002-2012
                                                             NSW (CRC)                                          2. end Oct
                  NSW Annual                                                 2. Report on
                  Reports (Statutory                                         implementation of
                  Bodies) Act 1984                                           EAPS in annual
                                                                             report, including
                  NSW Anti-                                                  forward strategies,
                  Discrimination Act                                         and submit to CRC
                  1997
Aboriginal and    NSW Anti-            1. Two Ways           1. Department   1. Ad hoc             1. Various   1. Various
Torres Strait     Discrimination Act   Together: NSW         of Aboriginal
Islander People   1997                 Aboriginal Affairs    Affairs         2. Prepare DLG ATSI 2. Every 4     2. N/A
                                       Plan 2003-2012                        Employment and       years from
                  NSW Annual                                 2. PEO          Development Strategy 2008.
                  Reports (Statutory   2. Making it Our
                  Bodies) Act 1984     Business: Improving
                                       Aboriginal
                                       Employment in the
                                       NSW Public Sector
                                       NSW Policy
                                       Statement 2006-2008
                                       (see EEO)




                                                                      35
Appendix II - Legislation and Whole-of-Government
Service Delivery Policies and Frameworks*
Key social responsibility legislation:
      Anti-Discrimination Act 1977
      Children and Young Persons (Care and Protection) Act 1998
      Community Relations Commission and Principles of Multiculturalism Act 2000
      Disability Services Act 1993
      Freedom of Information Act 1989
      Independent Commission Against Corruption Act 1988
      Ombudsman Act 1974
      Privacy and Personal Information Protection Act 1998
      Waste Avoidance and Resource Recovery Act 2001

Whole-of-Government Policies and Frameworks
Whole-of-government policies and frameworks set the agenda for the internal workings of
agencies as well as the way they conduct and deliver their business to the people of NSW.
The majority of these can be summarised as service delivery commitments, which aim to
improve the way we treat individuals, communities of interest, and the environment.
Premier's Memoranda, Premier's Department and Treasury Circulars also inform whole-of-
government policies and frameworks.


Aboriginal
       Two Ways Together 2003-2012 – the NSW Government Aboriginal Affairs Plan,
       which incorporates the Council for Australian Governments' (COAG) national
       Overcoming Indigenous Disadvantage (OID) framework – Department of Aboriginal
       Affairs
       Improving Outcomes for Aboriginal People and their Communities [Premier's
       Memorandum 2006-10] – to be read in conjunction with Premier's Memorandum
       2006-09 Chief Executive Officer Performance Agreements, which respectively
       affirms the NSW Government's commitment to Aboriginal people, their communities
       and in particular its commitment to Two Ways Together; and sets out that Chief
       Executive Officers are responsible for the delivery of Aboriginal Affairs Results
       (including improved Aboriginal employment outcomes) as part of their agency's
       results and service performance – Premier's Department
       Aboriginal Cultural Protocols and Practices Policy – Guidelines for State
       Government agencies when engaging Aboriginal people in cultural performances,
       or when conducting a Welcome to Country or other Aboriginal cultural protocol –
       Department of Aboriginal Affairs
       The NSW Aboriginal Languages Policy – Department of Aboriginal Affairs



                                           36
      Making It Our Business: Improving Aboriginal Employment in the NSW Public
      Sector 2006-2008 - Strategic Framework & Resource Guide – Department of
      Premier and Cabinet
      NSW Aboriginal Justice Plan – Attorney General's Department
      Operational Guidelines for NSW Government Officers Negotiating Shared
      Responsibility Agreements (SRAs) – Department of Aboriginal Affairs
      Aboriginal Participation in Construction: Implementation Guidelines – Construction
      Agency Coordinating Committee (CACC)
      Overarching Agreement on Aboriginal Affairs Between The Commonwealth of
      Australia and The State of New South Wales 2005 - 2010 – NSW Government and
      Commonwealth Government
Children
      NSW Interagency Guidelines for Child Protection Intervention 2000 (revised 2005) –
      Department of Community Services
      Youth Action Plan – Department of Community Services
Disability
      Stronger Together: A new direction for disability services 2006 - 2016 – Department
      of Ageing, Disability and Home Care
      NSW: A new direction for Mental Health – NSW Health
      NSW Interagency Action Plan for Better Mental Health – Department of Premier
      and Cabinet
Ethnic Affairs/ Multiculturalism
      Ethnic Affairs Priorities Statement (EAPS) Standards Framework – Community
      Relations Commission
      Cultural Harmony The Next Decade 2002-2012 (White Paper): Includes the Action
      Plan 2012, which sets out four key objectives flowing directly from the Principles of
      Multiculturalism. It provides broad guidelines for public authorities to assist in
      addressing the Principles in the conduct of their affairs – Community Relations
      Commission
Older People
      Towards 2030: Planning for our ageing population - Department of Premier and
      Cabinet
Social Justice
      Supporting People and Strengthening Communities - NSW Social Justice Directions
      Statement, February 2000 – Department of Premier and Cabinet
Sustainability
      NSW Whole-of-Government Sustainability Principles: Released in July 2006, the
      Principles provide a common definition of sustainability for use across the NSW
      public sector and a minimum set of principles for use by individual agencies or by
      agencies working together on sustainability issues. 'Sustainability' in the NSW
      public sector, as defined in the Principles, means addressing the needs of current
      and future generations through the integration of social justice, economic prosperity
      and environmental protection in ways that are transparent, accountable and fiscally
      responsible – Department of Premier and Cabinet

                                            37
Women
        The Office for Women’s Policy, within the Department of Premier and Cabinet has
        developed a Women's Policy Statement, Our Commitment to Women. The
        Statement replaces the previous policy statement: the NSW Action Plan for
        Women.
        Women’s Employment and Development Strategy – Department of Premier and
        Cabinet


* From NSW Government 2006-07 Strategic Management Framework




                                                        38
Appendix III
Acronyms used in this document


ATSI            Aboriginal and Torres Strait Islander

CALD            Culturally and Linguistically Diverse

CRC             Community Relations Commission For a multicultural NSW

DAA             Department of Aboriginal Affairs

DAP             Disability Action Plan

DADHC           Department of Ageing, Disability and Home Care

DLG             Department of Local Government

EAPS            Ethnic Affairs Priorities Statement

EEO             Equal Employment Opportunity

OFW             Office for Women

PEO             Public Employment Office

SJC             Social Justice Committee

SJF             Social Justice Framework


Acknowledgement
The Department of Local Government would like to thank WorkCover NSW for providing
information about their Social Justice Framework that helped inform the concept for and
development of the DLG Social Justice Framework.




                                            39
Attachment 1

                                                   General Social Justice Strategy
Aim: To better meet the needs of social justice groups within the Department and amongst its customers

                           Actions                                 Timeframe            Responsibility          Performance indicator
Physical access - covers access to the Department of Local Government’s office in Nowra. It particularly applies to people with disabilities
and older people and may also apply to people from culturally and linguistically diverse backgrounds who have difficulty reading English
Regularly review access to the DLG office in Nowra to             Annually          Manager Business and       Access reviewed and
identify barriers to accessing DLG’s building and services                          Information Services in    improved where possible
                                                                                    conjunction with OH&S
                                                                                    Committee and SJC

Develop events checklist to take into account needs of            Jun 2009          SJC                        Checklist developed and
audiences from social justice groups                                                                           promoted

Communication and complaint handling
Ensure all DLG publications are written in plain English          Ongoing           Branch managers            No complaints

Ensure all DLG publications can be provided in alternative        Ongoing           Executive                  No complaints
formats e.g. large font, digital and community languages                            Director Relationship
                                                                                    Management
Investigate options for web-based feedback on DLG                 Dec 2009          Manager Policy and         Options investigated
publications                                                                        Research

Investigate the need for a Communications Policy for DLG          Dec 2009          SJC to make                Investigation completed
                                                                                    recommendation to
                                                                                    Executive


                                                                             40
                            Actions                                      Timeframe         Responsibility       Performance indicator
Review DLG’s customer feedback process to ensure that                   Dec 2009       Director Relationship   Review completed
feedback can be accepted in a variety of formats (see                                  Management in
action 3.1 in Disability Action Plan)                                                  conjunction with SJC

Develop and implement a variety of methods of promoting                 Ongoing        Director Relationship   Variety of promotion
DLG’s customer feedback process                                                        Management in           methods implemented
                                                                                       conjunction with SJC

Monitor the effectiveness of the customer feedback process              Ongoing        Director Relationship   Adjustments made where
and make adjustments where necessary                                                   Management in           necessary
                                                                                       conjunction with SJC

Staffing
Comply with and promote EEO within DLG                                  Ongoing        Branch managers         No EEO-related
                                                                                                               complaints
Develop and implement strategies to increase the numbers                Ongoing        Branch managers         Number of staff from social
of people from social justice groups working in DLG e.g.:                              SJC                     justice groups increased
- forwarding job advertisements to social justice group
employment agencies and other social justice group organisations
- encouraging applications for temporary positions from social
justice groups
- staff who sit on selection panels being required to complete
training in the issues pertinent to people from social justice groups
gaining and maintaining employment in DLG
- review DLG’s recruitment and employment policies and practices
to ensure that social justice groups are afforded every opportunity
to gain and retain employment




                                                                                  41
                        Actions                                    Timeframe            Responsibility      Performance indicator
Ensure that DLG’s Learning and Development Strategy               Dec 2009          Governance             Needs incorporated into
addresses the needs of social justice groups                                        Coordinator in         Strategy
                                                                                    conjunction with SJC
Explore feasibility of implementing appropriate exit              Dec 2009          SJC                    Feasibility assessed
interviews/strategies

Organisational culture
Identify and conduct appropriate training programs on             Ongoing           SJC                    Training programs
social justice issues for staff and selection panel members                                                conducted
e.g. anti-bullying and harassment, cultural awareness

Ensure all staff are informed about harassment and                Ongoing           Branch managers        All staff informed
grievance policies and procedures

Implement harassment and grievance policies and                   Ongoing           Executive/Branch       Policies and procedures
procedures                                                                          managers               implemented

Conduct survey of staff about their awareness of social           Every 2 years     SJC                    Survey conducted
justice initiatives (see action 5.4 in Disability Action Plan)

Services – this includes services aimed at the general community and at local councils
Release Social Justice Framework to local councils                Nov 2009          SJC                    Framework released

Update the Social Justice Resource Kit to assist staff take       Dec 2009          SJC                    Resource Kit updated
into account the needs of social justice groups




                                                                             42
                            Actions                            Timeframe         Responsibility    Performance indicator
Investigate feasibility of modifying the Social Justice       Dec 2009        SJC                 Feasibility assessed
Resource Kit for use by local councils

Ensure social justice groups are encouraged to stand for      Ongoing         Manager P&R         Initiatives implemented
local government

Ensure Integrated Planning and Reporting Framework            Sep 2008        Manager P&R         Relevant information
encourages councils to meet the needs of social justice                                           included in DLG guidelines
groups, including consultation with these groups

Conduct biennial Social Justice Initiatives Survey of local   2008, 2010,     Manager P&R         Survey completed
councils                                                      2012




                                                                         43
Attachment 2


                                                                       Workforce Strategy
                                                                       Public Employment Office
                                                                       NSW Premier’s Department



                    EQUAL EMPLOYMENT OPPORTUNITY (EEO)
               ANNUAL REPORTING AND MANAGEMENT PLAN TEMPLATE
                                  2005/2006


                    Agency Name: DEPARTMENT OF LOCAL GOVERNMENT
                    Submitted on behalf of: Mr Garry Payne (Chief Executive)
                    By: Mr Ross Woodward, Deputy Director General (Director of Employment Equity)

                    Date: 21 September 2006




                                        44
1. INTRODUCTION
This template is designed to assist you in preparing your EEO annual report and management plan. All public sector agencies are required to report annually on their progress in achieving the
objects of Part 9A of the NSW Anti-Discrimination Act (1977). These objects are:

        The elimination of discrimination in employment and
        The promotion of equal employment opportunity

For women, Aboriginal people and Torres Strait Islanders, people whose first language was not English, and people with a disability.

The Annual EEO report covers the policies/programs for the previous 12 month period. The EEO Management Plan includes EEO policies/programs for the next 12 month period.
Part 9A of the Anti-Discrimination Act 1977 Section 122J enables agencies to amend their EEO Management Plan. Amendments to EEO Management Plans should be forwarded as soon as
practicable to the Director, of Equal Opportunity in Public Employment.

The EEO Annual Report lodgement dates are as follows

                           SECTOR                                               REPORTING PERIOD                                                     LODGEMENT DATE
        Agencies                                            1 July 2005 – 30 June 2006                                                            1 October 2006

        State Owned Corporation (SOC)                       Act Provision: 1 Jan 2005 – 31 Dec 2005                                               1 July 2006
                                                            SOC can choose to report & lodge as per Agencies dates

You may find the following resources useful in completing the template:

   General – Information about EEO in the New South Wales public sector can be found on the web site of the Director of Equal Opportunity in Public Employment at www.eeo.nsw.gov.au

   EEO Statistics for this reporting period will be provided annually to each agency by the Workforce Profile Unit, Public Employment Office, NSW Premier’s Department.
    Contact Sharon Lowe, Team Leader Ph: 9228 3924

2. AGENCY CONTEXT - INFORMATION

Please add comments if there are specific characteristics or issues that have impacted the organisation during the reporting period.
(i.e. Restructure, Amalgamation, Regionalisation, New Technology, New Functions).

                   IMPACT ISSUE(S)                                                                                      COMMENTS
State Budget constraints                                    Savings targets imposed under the State Budget and the small size of the department limit it’s capacity to implement a large number of
                                                            EEO strategies. However, during the reporting period the department established a cross-branch Social Justice Committee to ensure
                                                            better planning, consultation, integration and reporting of effective EEO strategies.




                                                                                              45
                  IMPACT ISSUE(S)                                                                                           COMMENTS
Increasing number of positions not filled by                There are a number of positions filled by contract staff and other staff filling positions through ‘Expressions of interest’ where the
permanent staff                                             holders of these positions are on long term leave, on special projects or the positions have not been established as permanent
                                                            positions.


3. EEO ANNUAL REPORT - STATISTICAL ANALYSIS
Please complete the following tables from data provided by Workforce Profile Unit, Public Employment Office, NSW Premier’s Department.

Trends in the Representation of EEO Target Groups in %

                           EEO Target Group                                                                % of Total Staff 1
                                                                             Benchmark or              2003      2004         2005                        2006
                                                                                Target
          Women                                                                  50%                    51%            49%             59%                62%
          Aboriginal people and Torres Strait Islanders                           2%                      -              -               -                  -
          People whose first language was not English                            19%                    10%            8%               7%                 8%
          People with a disability                                               12%                    6%             8%               4%                 5%
          People with a disability requiring work-related                         7%                      -              -             1.5%               3.1%
          adjustment



Trends in the Distribution of EEO Target Groups

                           EEO Target Group                                                               Distribution Index 2
                                                                             Benchmark or              2003        2004                     2005             2006
                                                                                Target
          Women                                                                  100                     89                88                 84               83
          Aboriginal people and Torres Strait Islanders                          100                      -                 -                  -                -

      1
       Excludes casual staff.
      2
       A Distribution Index of 100 indicates that the centre of the distribution of the EEO groups across salary levels is equivalent to that of other staff. Values less than 100 mean that the EEO
      group tends to be more concentrated at lower salary levels than is the case for other staff. The more pronounced this tendency is, the lower the index will be. In some cases the index may
      be more than 100, indicating that the EEO group is less concentrated at lower salary levels.


                                                                                                46
         People whose first language was not English                       100                   -                -                  -                -
         People with a disability                                          100                                    -                  -                -
         People with a disability requiring work-related                   100                   -                -                  -                -
         adjustment


4. EEO ANNUAL REPORT – REPRESENTATION & DISTRIBUTION COMMENTS


Part 9A of the Anti-Discrimination Act 1977 requires agencies to report on the representation and distribution of the EEO target groups in their workforce. The
NSW government has set benchmarks for the four EEO target groups that reflect their representation in the NSW population.
To achieve these sector wide benchmarks agencies should analyse agency EEO statistics and consider:
                 current performance against state-wide benchmarks
                 market/community demographics
                 core business requirements
Please evaluate your agency’s performance in improving the representation and distribution of EEO groups within your workforce. Please comment on any
favourable/unfavourable variances against Government benchmarks.



                        EEO TARGET GROUP                                                     COMMENTS - FAVOURABLE / UNFAVOURABLE VARIANCES
                                                                The number of women employed by the department continues to increase. This year we achieved 12% above the
Women                                                           government’s benchmark for employment of women. The number of women exceeds the number of men at all levels
                                                                except at the senior executive level, at which there are currently five positions, only one of which is filled by a woman. This
                                                                has caused the distribution index to fall slightly over the past several years despite the increase in the number of women
                                                                employed at the middle management level. The department is addressing this through active Spokeswomen’s and
                                                                Leadership Development programs (see Parts 5 & 6 below)
Aboriginal and Torres Strait Islanders                          The department currently has no Aboriginal or Torres Strait Islander employees despite being located in an area in where
                                                                the ATSI population is 3.6% (Census 2001). This has been identified as a key issue to address by a new departmental
                                                                Social Justice Committee. Committee members have attended relevant information sessions and are investigating relevant
                                                                traineeship options. An Aboriginal Employment Plan will be developed through the work of the committee as a priority.
People whose first language was not English                     The department currently employs 8% of people whose first language is not English, which is below the government’s
                                                                benchmark for 2005/06. However this is above the community demographics as in the local area only 4.5% (Census 2001)
                                                                of the population have a language other than English as a first language. Recruitment of this target group is therefore not
                                                                currently seen as a priority for the department.




                                                                                       47
                           EEO TARGET GROUP                                                            COMMENTS - FAVOURABLE / UNFAVOURABLE VARIANCES
People with a disability                                                 This figure has fluctuated over the past several years but remains below the government’s benchmark for 2005/06. It is
                                                                         therefore an area that the department’s new Social Justice Committee aims to address, beginning with a review of the
                                                                         Disability Action Plan early in 2007 and the investigation of recruitment strategies targeting people with disabilities.
People with a disability requiring work related adjustments              We are below the government’s benchmark for 2005/06. The department addresses any access, safety and work
                                                                         adjustment issues that arise promptly through the OH&S and the Joint Consultative committees.



5. EEO ANNUAL REPORT – POLICIES / PROGRAMS

Part 9A of the Anti-Discrimination Act 1977 requires agencies to report to the Director Equal Opportunity in Public Employment the activities and programs
implemented in the last 12 months

         to eliminate and ensure the absence of discrimination in employment; and
         to promote equal employment opportunity for EEO target groups.

What policies and programs have been developed and/or implemented to eliminate discrimination and promote equal employment opportunity within your agency during the
past 12 months?

                    POLICIES/PROGRAMS                                          HOW WAS THIS COMMUNICATED?                                          WHAT WERE THE KEY RESULTS?
Signing of the Charter of Dignity and Respect                     Through the Joint Consultative Committee and then via a             An agreement signed by PSA union delegates and the
                                                                  monthly all-staff morning tea and an all-staff email                Director General that was then publicised to staff.
Key departmental policies, including in late 2005 including the   Via a Director General’s Circular, email and on the intranet and    Updated departmental policies on equity. These were
Grievance Policy and Procedure and the release of Anti-           as standing item at monthly departmental staff morning teas.        promoted as accessible to all staff via the intranet. Staff
bullying Guidelines to all staff.                                                                                                     awareness was raised.
Conducted 2 workshops on merit selection training                 Arranged in-house training/re-training for staff that may be        Staff required for selection panels have completed a
                                                                  required for selection panels                                       recruitment and merit selection course within the last three
                                                                                                                                      years
Conducted a Springboard Program in-house; a self-                 Internally via Spokeswomen’s morning teas, emails and a             The department hosted the Springboard Program in late
development and career development program for women held         circular.                                                           2005. Six women in the department participated along with 13
on three dates over a period of several months.                   Externally, other State government agencies were invited to         from other State government agencies in the local area
                                                                  nominate women to participate from their agencies.                  (including RTA, NPWS, Lands). Four of the six participating
                                                                                                                                      women from the department have received a substantive or
                                                                                                                                      acting promotion since completing the Program.




                                                                                                48
                    POLICIES/PROGRAMS                                              HOW WAS THIS COMMUNICATED?                                         WHAT WERE THE KEY RESULTS?
Established a cross-branch departmental Social Justice               Via branch meetings, monthly departmental morning tea and            The committee met 3 times during the reporting period and
Committee to more effectively coordinate and monitor the             email.                                                               developed a Terms of Reference, began documenting some
department’s corporate responsibilities in relation to planning                                                                           clear processes, consultation mechanisms and timeframes for
and reporting of social justice initiatives. The committee will                                                                           statutory planning and reporting requirements (including
also promote social justice within the department and provide                                                                             EEO), began drafting a departmental Social Justice
recommendations to management regarding the                                                                                               Framework, and identified some EEO priorities, including
implementation of social justice initiatives in the department.                                                                           establishing traineeships for Aboriginal and Torres Strait
                                                                                                                                          Islanders.
Initiative focusing on NSW Councils                                  Via a Circular to Councils to identify some volunteer councils to    A draft report was prepared making recommendations, which
The department undertook a review of a random sample of 30           be reviewed.                                                         include developing resource(s) to assist councils meet their
councils’ EEO management plans, as well as the relevant                                                                                   EEO obligations. Further work will be done in the next
sections in their annual reports, to determine local government                                                                           reporting period.
compliance with EEO management and reporting legislation.
The department received advice and assistance in this review
from staff within the Office of Equity and Diversity at Premier’s.
Initiative focusing on NSW Councils                                  Via a Circular to Councils, a ministerial letter to all Mayors and   Feedback from some councils about relevant strategies to
                                                                     via the annual Australian Local Government Women’s                   promote women into positions of leadership. This project has
The department released and promoted to all                          Association (NSW Branch) conference. Also discussed at a             led to the development of a broader Promoting Diversity in
councils the National Framework for Women in                         departmental ‘brainstorming session’                                 Leadership in Local Government project (discussed under
Local Government Information Kit for Councils that                                                                                        Part 6 below).
includes strategies for increasing women’s
participation in management positions in local
government.



6. EEO MANAGEMENT PLAN

Part 9A of the Anti-Discrimination Act 1977 also requires agencies to prepare and implement an equal employment opportunity management plan for the next 12
months to;

         eliminate and ensure the absence of discrimination in employment; and
         promote equal employment opportunity for EEO target groups.




                                                                                                    49
What policies/programs will be developed and implemented during the next 12 months?

                               POLICIES/PROGRAMS                                            PLANNED COMMUNICATION STRATEGIES                       PLANNED EVALUATION STRATEGIES
Development of a new staff induction package, which will include updated key policies   Via a launch, via a Director General’s Circular, via   The induction package will be evaluated via a
and information on equity and diversity issues.                                         email, via intranet and via branch meetings.           feedback form included in the package.
A workshop on the Principles of Multiculturalism, EAPS, EAPS planning and reporting     Via email, flyer. All staff invited to attend.         To ask for staff feedback on the workshop.
using the EAPS Framework to be conducted in-house by the Community Relations
Commission in August 2006.
Investigate the establishment of a number of indigenous traineeship within the          Discussion with branch managers regarding options,     Options investigated and Aboriginal Employment
department.                                                                             development of an Aboriginal Employment Plan and/or    Plan and/or strategy developed.
                                                                                        specific traineeship strategy.
Further development of Social Justice Committee Framework, including plans and          Via launches, Director General’s Circular, intranet,   Staff awareness/feedback via a survey;
initiatives that sit under it including: EEO, Aboriginal and TSI, Disability Action,    branch meetings, email, committee members etc.         attendance at Social Justice Committees; number
Spokeswomen’s, EAPS etc. Development of a Social Justice intranet page and library                                                             of key policies/ plans developed and/or reviewed;
resource collection.                                                                                                                           number of initiatives implemented.
Address any bullying issues within the department via incorporating NSW Government
Bullying Strategies
Completion of a departmental Dignity and respect in the workplace policy and            Via email, Director General’s Circular, Justice        Staff are aware of the policy and treat all staff
guidelines                                                                              Consultative Committee and PSA union                   with dignity and respect.
                                                                                        representatives.
A Leadership Development Program for 10-12 staff will be conducted in-house.            Via email Director General’s Circular and branch       Participating staff will be asked to evaluate the
                                                                                        meetings.                                              program.
Initiative focusing on NSW Councils                                                     Workshop to be promoted to departmental staff via      Report written about workshop, including
A Promoting Diversity in Leadership in Local Government project to be undertaken,       email, information conveyed at workshop, report        recommendations for future action. Project plan
commencing with a workshop to be hosted by the department in August 2006 in             including recommendations disseminated to              developed.
conjunction with LGSA and LGMA, and including four NSW councils presenting case         stakeholders, including councils.
studies on how they have promoted diversity amongst elected representatives and
senior staff within their councils. The purpose of the workshop will be to identify
strategies that could be implemented to increase the representation in leadership
positions in local government of women, Aboriginal people, people from culturally and
linguistically diverse backgrounds, older people, people with disabilities and young
people. A report will be written on the outcomes of the workshop and will recommend
some future strategies to increase diversity in local government.
                                                                                        Via peak bodies (LGSA) and via a Circular to           Resource sent to councils. Council feedback.
Initiative focusing on NSW councils                                                     Councils.
Dissemination of summary report and supporting resources for councils to assist them
undertake better practice in EEO planning and reporting and better meet their
legislative responsibilities.




                                                                                                50
7. EEO INITIATIVES
If you have policies and/or programs which have been particularly successful in achieving EEO outcomes we would like to consider them for inclusion in
the sector annual report to the Premier.

      EEO INITIATIVE                          PURPOSE                              BRIEF DESCRIPTION                          KEY RESULTS                      PERSON TO CONTACT
Springboard Program            A self development and career              The department hosted the Springboard      Four of the six participating        Wendy Forrester, Senior Policy and
                               development program for women in the       Program in late 2005. Six women in the     women from the department            Research Officer, DLG, ph: 02 4428
                               public sector                              department participated along with 13      have received a substantive or       4172, email:
                                                                          from other State government agencies in    acting promotion since               wendy.forrester@dlg.nsw.gov.au
                                                                          the local area (including RTA, NPWS,       completing the Program.
                                                                          Lands).                                    It provided an excellent
                                                                                                                     opportunity to network with
                                                                                                                     women within the department
                                                                                                                     and from regional offices of other
                                                                                                                     State agencies.
Initiative focusing on NSW     To increase women’s participation in       A resource to councils making them         A resource was produced by the       Wendy Forrester, Senior Policy and
Councils                       leadership roles in local government. In   aware of women’s current level of          NFWLG NSW Coordination               Research Officer, DLG, ph: 02 4428
                               2001 women held less than less than        participation in local government in       Group, auspiced by the               4172, email:
National Framework for         29% of management and administrator        leadership roles. To provide practical     department with representatives      wendy.forrester@dlg.nsw.gov.au
Women in Local Government      roles in local government and less than    resources to assist councils to increase   from Premier’s, LGSA and local
Information Kit for Councils   10% senior management roles.               women’s participation, particularly in     councils. It was released
                                                                          middle and senior management roles.        electronically via a Circular to
                                                                                                                     Councils and via a hard copy to
                                                                                                                     Mayors in 2005.




                                                                                           51
8. FURTHER INFORMATION OR COMMENT
Please add any other information or comment in relation to your EEO program which you think is relevant. You may also attach any supporting documents.

9. CONTACT DETAILS
The person completing the EEO Report and EEO Management Plan, please provide the following information.


      Name:
                       Lorraine Taylor

      Position:        Records & Information Services Coordinator


      Tel No:          02 4428 4205


      Fax No:          02 4428 4199


      Email:           Lorraine.Taylor@dlg.nsw.gov.au




10. REPORTING
Please return the completed EEO reporting template by email to eeo@eeo.nsw.gov.au fax to 9228 4704 or post to:
Mr Chris Raper, Director of Equal Opportunity in Public Employment Level 39, Governor Macquarie Tower, 1 Farrer Place, Sydney NSW 2000
For further information or assistance please call (02) 9228 4444




                                                                                   52
Attachment 3

               Ethnic Affairs Priorities Statement
                EAPS Forward Plan 2007- 2011

Introduction

Our Ethnic Affairs Priorities Statement (EAPS) Forward Plan 2007-2011 is our
planning document which shows how we address the needs of the culturally and
linguistically diverse (CALD) communities within NSW according to our charter.

The Department is a Community Relations Commission (CRC) designated ‘EAPS
Key Agency’ because of our role in providing the legislative and policy framework for
the local government sector. This role includes encouraging local councils to practice
and promote the principles of multiculturalism within their local communities.

The Department’s EAPS Forward Plan therefore reflects our dual responsibilities of:
    implementing initiatives that assist the Department to incorporate the
     principles of multiculturalism in its dealings with the general public, and
    implementing EAPS initiatives that assist local councils to practice the
     principles of multiculturalism.

The Forward Plan below includes a ‘focus’ column to indicate which strategies are
focused at the general public and which are focused at local councils.

EAPS Development, Implementation and Reporting

The Department’s Social Justice Committee has responsibility for overseeing the
development, implementation and reporting of all key social justice initiatives within
the Department. All key social justice initiatives, including EAPS, may be found
within the Department’s Social Justice Framework 2008-2012. This document is
available to staff on the Department’s intranet.

This year the Committee has prepared a four-year EAPS Forward Plan 2007-2011 to
align with the Department’s four-year corporate planning cycle and its four-year
Social Justice Framework.

The Committee consults widely across the Department to develop EAPS plans and
reports through branch meetings and other consultations. A CRC convened EAPS
training and planning workshop was additionally held in late 2006 to develop new
strategies for the EAPS Forward Plan 2007-2011. The Social Justice Committee
endorses draft EAPS plans and reports and meets with the Executive to discuss the
various initiatives and responsibilities and achievements prior to seeking approval for
adoption. Once adopted, EAPS plans and reports are circulated to staff and placed
on the intranet.



                                          53
To ensure implementation of EAPS initiatives, an ‘EAPS processes within DLG’
document has been prepared by the Social Justice Committee and progress on the
EAPS is checked at least quarterly at various Branch and Committee meetings.

Recent EAPS Achievements

Based on a self-assessment of EAPS achievements in 2005/2006 against the EAPS
Standards Framework, the Department rates itself at ‘Level 2’ on the EAPS
Standards Framework for Planning and Evaluation, Staffing and Communication. It
rates itself as ‘Level 2/3’ for Program and Service Delivery. The Department does not
address the fifth Framework activity area of Funded Services as it is not relevant to
our functions.

Several highlights for EAPS initiatives achieved during 2006/07 included:

      Joint organisation with the Local Government Managers Australia and Local
       Government and Shires Associations of a Promoting Diversity in Leadership
       in Local Government forum held at the Department in August 2006

      Publication on our website of report on findings from the 2004-05 Social
       Justice Initiatives Survey of local councils, including initiatives for people from
       Culturally and Linguistically Diverse (CALD) backgrounds

      A Harmony Day morning tea for staff in March 2007.


The Department of Local Government’s EAPS Forward Plan 2007-2011 is outlined
below.




For any queries about EAPS, please contact a representative of the Department’s Social Justice
Committee.




                                             54
EAPS Forward Plan 2007-2011

                                                   Planning and Evaluation Initiatives
Planning and Evaluation                Responsibility Public/     Resources      Timeline     Performance Indicators            Progress at 30
Initiative                                             Councils                                                                 June 07
                                                       Focus
Ensure copy of current EAPS            Social Justice  General    Staff time     Feb 2007 &   EAPS documents                    Draft EAPS Plan
documents are promoted to staff.       Committee       Public                    Oct 2007     disseminated via DG circular,     07/11 discussed
                                       (SJC)                                                  intranet and induction.           at meetings.
                                       Mgr, Business                                          Progress discussed in             EAPS Report
                                       & Info Services                                        Branch meetings and SJC, at       05/06 promoted
                                                                                              least on quarterly basis.         via Circular and
                                                                                                                                on intranet.
Monitor composition of selection       SJC             General    Staff time     Ongoing      % of recruitment panels
 committees in relation to                             Public     Office of                   which have representation
 representation from a racial,         Manager,                   Public                      from a racial, ethnic or ethno-
 ethnic or ethno-religious group.      Human                      Employment                  religious group.
                                       Resources                  Guide to EEO
                                                                  Data
                                                                  Collection
Develop a DLG Social Justice           SJC             General    Staff time     June 2007    SJ Framework approved,            SJ Framework
Framework for DLG, including                           Public                                 including EAPS, and               drafted and staff
EAPS, and promote to staff.                            and                                    promoted to staff.                consultations held.
                                                       Councils                                                                 Endorsed. To be
                                                                                                                                approved by DG.
Evaluate effectiveness of activities   SJC             General    Staff time     June 2007    SJC assessed as effective by      Review in
of Social Justice Committee.           All staff       Public                                 members, branch managers          progress – to be
                                                                                              and executive.                    completed late 07.




                                                                    55
                                               Program and Service Delivery Initiatives
Program and Service Delivery Initiative        Responsibility     Dept/        Resources     Timeline   Performance          Progress
                                                                  Councils                              Indicators
                                                                  Focus
Promote social justice at relevant local       Branch             Councils     Staff time    Ongoing    Number and types
government sector forums run by DLG (eg        Managers                                                 of forums at which
councillor training, Skills Shortage                                           Travel                   staff have
Taskforce, Promoting Diversity in              Relevant                        expenses                 considered or
Leadership in Local Govt forum), where         Officer(s)                                               raised social
appropriate.                                                                                            justice issues
Revision of publication “So you’re thinking    Manager, Policy    Councils     Staff time    May 2008   Resource
of becoming a councillor”, in conjunction      and Research                                             published and
with LGSA, to include information targeted                                     Publication              distributed to
at social justice groups including CALD        Manager, Legal                  expenses                 councils
communities.                                   Services Branch
Consider republication of “Hands up for        Manager, Policy    Councils     Staff time    2008       Consideration
Women [Diversity] in Local Government”         and Research                                             given and
aimed at social justice groups, including                                      Publication              resource
CALD communities.                                                              expenses                 published and
                                                                                                        distributed if
                                                                                                        appropriate.
Develop DLG events ‘Social Justice             SJC                General      Staff time    Dec 2008   Checklist
Checklist’, to take into account needs of                         Public and                            developed and
audiences, including people from CALD                             Councils                              disseminated.
backgrounds (eg language needs, physical
access needs, protocols etc).
Provide information, advice and feedback       Manager, Policy                 Staff time    Ongoing    No. times info
to councils to assist them to better promote   and Research       Councils                              provided to
and practice the Principles of                                                 Admin costs              councils re p. of
Multiculturalism in their local area.          Manager,                                                 multiculturalism.
                                               Investigations &                                         No. councils in
                                               Review                                                   Promoting Better
                                                                                                        Practice (PBP)
                                                                                                        review program.
Work with the Community Relations              Manager, Policy                 Staff time    Dec 2007   Resource             Kit drafted.
Commission (CRC) to complete pilot             and Research       Councils                              launched and         Typesetting and

                                                                      56
Program and Service Delivery Initiative          Responsibility    Dept/      Resources     Timeline     Performance         Progress
                                                                   Councils                              Indicators
                                                                   Focus
project to assist councils to practice the                                    Tool                       disseminated to     printing for launch
principles of multiculturalism and               Relevant                     production/                councils.           late 2007.
disseminate resource to all councils.            Officer(s)                   printing
                                                                              costs.
Investigate feasibility of modifying the         SJC                          Staff time    June 2008    Feasibility
Social Justice Resource Kit, currently on        Manager, Policy   Councils                              determined.
DLG intranet, for use by local councils.         and Research
Continue to review implementation of             Manager, Policy              Staff time    Ongoing      No. councils
councils’ multicultural strategies as part of    & Research        Councils                              reviewed.
the Promoting Better Practice (PBP)                                                                      % councils
review program.                                                                                          reviewed with
                                                                                                         relevant
                                                                                                         multicultural
                                                                                                         strategies.

Analyse and respond to any issues                Manager, Policy   Councils   Staff time    Ongoing      No. issues
identified in PBP reviews of councils’           & Research                                              identified and
multicultural strategies.                                                                                responded to.
Provide report to councils on Social Justice     Manager, Policy              Staff time    Dec 2007     Report produced     Report
Initiatives Survey, including information on     & Research        Councils                              and disseminated    disseminated.
questions relating to people from culturally                                                             to councils.        Copy also
and linguistically diverse backgrounds.                                                                                      provided to CRC.



Review multicultural questions in Social         Manager, Policy   Councils   Staff time    March 2008   Multicultural
Justice Initiatives Survey to ensure most        & Research                                              questions
appropriate and useful information                                                                       reviewed/updated.
collected.

Councils encouraged to consider and meet         Manager, Policy   Councils   Staff time    Dec 2008     Framework
needs of culturally and linguistically diverse   & Research                                              integrates
(CALD) communities and principles of                                                                     principles of
multiculturalism integrated within any new                                                               multiculturalism

                                                                       57
Program and Service Delivery Initiative       Responsibility    Dept/      Resources    Timeline    Performance           Progress
                                                                Councils                            Indicators
                                                                Focus
planning framework developed through the                                                            and encourages
Integrated Planning and Reporting project.                                                          councils to meet
                                                                                                    CALD community
                                                                                                    needs.
Investigate development of a ‘Community       Manager, Policy   Councils   Staff time   Dec 2008    Feasibility of
Engagement’ resource for councils,            & Research                                            producing
including information on engaging with                                                              resource
CALD communities (“New Directions”                                                                  investigated.
strategy).

Investigate assisting the Local Government    Manager, Policy   Councils   Staff time   June 2008   Discussed with
Community Services Association (LGCSA)        & Research                                            LGCSA.
to develop a clearinghouse and database                                                             Funding options
of translations related to local government                                                         investigated.
functions and services.

Work with CRC on a monitoring                 Manager, Policy   Councils   Staff time   Dec 2007    Monitoring            Options paper
mechanism for councils’ implementation of     & Research                                            mechanisms            drafted.
the principles of multiculturalism.                                                                 investigated and,
                                                                                                    if appropriate, put
                                                                                                    in place.




                                                                    58
                                                             Staffing Initiatives
Staffing Initiative                              Responsibility   Dept/         Resources      Timeline    Performance           Progress
                                                                  Councils                                 Indicators
                                                                  Focus
Investigate updating the Social Justice          SJC              General       Staff time     June 2008   Investigation of
Resource Kit to assist staff consider the                         Public                                   feasibility of
needs of people from culturally and                                                                        updating kit
linguistically diverse backgrounds.                                                                        completed.
Enhance staff understanding of principles of     SJC              General       Staff time     Every 2     Training provided     Training last
multiculturalism, EAPS and corporate/staff       Branch           Public        Cost/time of   years       by CRC/ others.       completed late
responsibilities through appropriate training.   Managers                       outside                    Staff attendance      2007.
Include training on Community Language                                          training                   and satisfaction.     Ongoing social
Allowance Scheme, Telephone Interpreter                                         provider.                                        justice training
Service, translation services etc.                                                                                               needs document
                                                                                                                                 drafted.
Encourage staff to attend relevant               SJC              General       Staff time     Ongoing     Relevant info
conferences and seminars that raise              Branch           Public                                   circulated.
awareness of and promote the principles of       Managers                       Seminar/conf               No. staff attending
multiculturalism.                                                               erence costs               relevant
                                                                                                           conferences and
                                                                                                           seminars.




                                                                     59
                                                        Communication Initiatives
Communication Initiative                        Responsibility   Dept/      Resources    Timeline    Performance         Progress
                                                                 Councils                            Indicators
                                                                 Focus
Consider developing an overarching              Director,        General    Staff time   June 2008   Relevant meetings
communication policy for DLG that takes         Relationships    Public                              and discussions
into account needs of all social justice        Management                                           held.
groups including people from CALD
backgrounds
Consider compiling a list of staff that speak   SJC              General    Staff time   June 2008   Relevant meetings
other languages at DLG.                                          Public                              and discussions
                                                                                                     held.
Consider inclusion of translation information   Director,        General    Staff time   June 2008   Relevant meetings
on back of DLG correspondence.                  Relationships    Public                              and discussions
                                                Management                                           held.

                                                SJC




                                                                    60
Attachment 4
                            Women’s Employment and Development Strategy
Aim: Maintain or improve the representation of women so that they comprise at least 35% of Grade 12
     and above positions and at least 60% of all positions in the Department*

                     Actions                            Timeframes           Responsibility          Performance                   Status
                                                                                                      Indicator/s
Recruitment
See Social Justice Framework General
Strategy

Retention
Hold networking meetings for women                     Quarterly             Women’s Liaison       Meetings held
                                                                             Officer (WLO) /
                                                                             Social Justice        Positive feedback
                                                                             Committee (SJC)       from women
Explore feasibility of implementing a mentoring        Dec 2009              SJC                   Feasibility
program possibly in conjunction with other                                                         assessed
agencies located in the Shoalhaven and
Illawarra areas. This includes exploring links
with DPC’s e-mentoring program in regional
and remote areas

* These are the benchmarks set by the Department of Premier and Cabinet for achievement by 2012. The Department already meets these benchmarks with
36% of Grade 12 and above positions held by women and 62% of all positions held by women as at 30 June 2008.




                                                                        61
                  Actions                        Timeframes        Responsibility     Performance        Status
                                                                                       Indicator/s
Skills and Career Development
Disseminate information about relevant           Ongoing           WLO/SJC           Number of women
conferences (e.g. annual DPC building careers                                        who attend
conference) and fund attendance of up to 2
women per year

Encourage women to participate in relevant       Ongoing           Branch Managers   Number and % of
information seminars/training (e.g. Leadership                                       women who
Development Program) and other staff                                                 participate
development opportunities (e.g. acting in more
senior positions)

Organisational culture
Hold International Women’s Day event             March each        WLO/SJC           Event held
                                                 year
                                                                                     % of female staff
                                                                                     who attend

                                                                                     Positive feedback
                                                                                     from participants

WLO meets regularly with Director Employment Quarterly             WLO               % of issues
Equity to raise issues of concern to women                                           addressed




                                                              62
Attachment 5




        NSW DEPARTMENT OF LOCAL
              GOVERNMENT

          DISABILITY ACTION PLAN


                2008 - 2012




                    63
CONTENTS
 1.    Policy statement

 2.    Overview of agency functions and services

 3.    Profile of customers and staff

 4.    Consultation

 5.    Major outcomes already achieved

 6.    Monitoring and review

 7.    Action measures and timeframes

       Outcome 1: Government buildings and facilities are physically
       accessible to people with a disability

       Outcome 2: Government information is provided in a range of
       formats that are accessible to people with a disability

       Outcome 3: People with a disability are able to receive quality
       service from all government agencies, and to make complaints if
       required

       Outcome 4: People with a disability are able to participate in
       public consultations, and to apply for and participate in
       government advisory boards and committees

       Outcome 5: Employment participation of people with a disability
       in the NSW public sector is increased.

       Outcome 6: Level 2 Agency Requirement – Helping local councils
       support people with disabilities and providing policy advice

      APPENDICES

      1. Policy and legislative framework
      2. Definition of disability
      3. Understanding access



                                   64
1. Policy statement
The Department of Local Government’s (the Department) provides a legislative and policy
framework to support a strong and sustainable local government sector in NSW.
Consequently, our role in relation to Disability Action Planning (DAP) is twofold: We take
into account the needs of people with disabilities in the way we conduct our own business
activities and provide appropriate services; and we also work to promote, encourage and
support local councils address the needs of people with disabilities in their day-to-day
activities.

Our ultimate aim is to ensure that all people with disabilities that we serve and, by
extension, people with disabilities that councils serve get equal opportunity for access to
services and resources, that their rights are recognised; and that they are consulted in
appropriate and meaningful ways and otherwise have the opportunity to participate in
decision-making that affects their lives.



2. Overview of agency functions and services
The Department’s vision is a strong and sustainable local government sector that meets
community needs.

The primary functions of the Department are: to provide a legislative framework to meet
the roles and responsibilities of local government; improve local government performance;
monitor compliance and financial viability of the local government sector; advise the NSW
Government and local councils on local government issues to facilitate effective decision
making; and shape and implement Government policy and programs.

The Department rates itself as a “Level 2 agency” for the purposes of Disability Action
Planning because of its role in assisting local councils to improve community participation
and quality of life for people with a disability.

The Department’s Disability Action Plan (DAP) works in two directions, through initiatives
that:
       assist the Department to implement the DAP outcomes for NSW government
        agencies, in its dealings with the general public (DAP outcomes 1 – 5)
       encourage local councils to do the same (DAP outcome 6).

Social Justice Resource Kit
This kit was developed for Departmental staff to assist us to apply the principles of social
justice throughout all of our activities, and particularly in communicating with people from
seven social justice target groups including:

      Aboriginal and Torres Strait Islander People
      Children
      People from Culturally and Linguistically Diverse Backgrounds
      People with Disabilities
      Women
      Older people
      Young people
It is available on the Department’s Intranet under Social Justice Resource Kit.

                                             65
How does the Department help local councils to support people with a
disability?

a. Promoting Diversity in Leadership in Local Government Project
The lack of diversity in leadership roles has long been and continues to be an issue within
the local government sector in NSW and other jurisdictions. The composition of councils in
both councillor and senior management roles continue to significantly under-represent by
particular community groups, including Aboriginal people, people from culturally and
linguistically diverse backgrounds, women, young people and people with a disability.
Consequently these under-represented groups are less likely to have a 'voice' in decision-
making about local issues affecting them in their local area.
The Department of Local Government, Local Government Managers Australia NSW and
the NSW Local Government and Shires Associations have commenced a joint project to
attempt to address this issue so that council decision-makers are more representative of
the communities they serve.

It is hoped that the outcomes of this project will be a comprehensive and useful range of
strategies to assist councils increase the level of diversity in positions of leadership in local
government.

b. Review of councils’ Equal Employment Opportunity (EEO) management planning
and reporting
In 2005 the Department undertook a review of a sample of councils’ EEO management
plans and annual report extracts to gauge the level of compliance with EEO planning and
reporting legislation. The review was undertaken with the assistance of staff from the
Public Employment Office. The report on the review makes a number of
recommendations. These recommendations will be used to inform the development of
workforce planning guidelines under proposal 2.5 - Workforce Planning Assistance - in A
New Direction for Local Government position paper released by the Department in late
2006. The proposed guidelines aim to assist councils prepare workforce plans, including
strategies to encourage a diversity of employees who reflect the demographics of the
council area.

c. Review of social/community plans
The Department reviews local councils’ social/community plans as part of the Promoting
Better Practice (PBP) review program. Social/community plans contain information on how
a council is going to meet the needs of its community, including people with a disability.
Councils are given feedback from the Department in a review report on many aspects of
their operations, including their social/community planning and community services. In
doing these reviews the Department provides feedback and makes recommendations for
improvements of council plans.

d. Social Justice Initiatives Survey
The Department undertakes a biennial survey of NSW councils that includes questions on
social justice initiatives for the following groups:
    Aboriginal and Torres Strait Islander People
    People from Culturally and Linguistically Diverse Backgrounds
    People with Disabilities
    Women
    Older people


                                               66
 The survey assists the Department to promote better practice in the local government
 sector and to meet various NSW and Commonwealth reporting requirements. It also
 assists other government agencies to work collaboratively with local councils in the area of
 social justice and community development. A report on findings is made available to all
 councils.


 3. Profile of customers and staff
 a)      Profile of customers
 In NSW the proportion of people who have a disability is 20% (ABS 2003 Disability, Ageing
 and Carers: Summary of Findings #4430.0). This is the same as for the entire Australian
 population. Data about the extent to which disability results in an activity restriction,
 requiring the assistance of others, in one or more of the following core areas: mobility, self
 care, or communication is only available for the Australian population shown in Table
 below.

 Table 1         Australians with Disability in 2003
                                                                               With core
                                                          With specific
                                                                                 activity
                                                          restrictions
                                                                             restriction (a)
                                                           3,387,800
                                                                               3,001,900
                                                            (17.1%)
                         With disability                                        (15.2%)
                          3,958,300
                             (20%)                                            Of which:
                                                                              Profound
                                                         Without specific   594,100 (3%)
All persons                                                restrictions
19,811,100                                                  570,500             Severe
                                                             (2.9%)         650,400 (3.3%)

                                                                              Moderate
                        Without disability                                  700,300 (3.5%)
                          15,852,800
                             (80%)                                               Mild
                                                                              1,057, 100
                                                                                (5.3%)




                                                                            With schooling
                                                                            or employment
                                                                               restriction
                                                                                385,900
                                                                                 (3%)
 (a) includes 1,373,500 persons with core activity restrictions

 Source. ABS 2003 Disability, Ageing and Carers Summary of Findings #4430.0

                                                       67
Table 2 – Number and age of people with disabilities in NSW


                                 Number 000s


  250
  200
  150
                                                                 Number 000s
  100
   50
    0




                                                           er
                                                         ov
                                                        d
                                                      an
                                                    90
The Department does not have data on the numbers of people with disabilities with whom
it conducts business. There is no reason that people with disabilities would be less likely
than the rest of the community to avail themselves of the Department’s services. In
addition, as local government affects the whole community, the needs of people with
disabilities should be taken into account when policy is being developed. Accordingly it is
estimated that the potential number of people with disabilities who might be affected by the
Department's activities is 1,190,500, being the number of residents of NSW who have a
disability (17.9% of 6,651,200 {ABS 2003 Population by Age and Sex – NSW #4430.0}).
Table 2 above shows the number of people with disabilities in NSW in each age group.

As well as providing information to the general public, the Department’s main stakeholders
are the 152 local councils in NSW, which have more than 1,500 elected members and
employ many thousands of staff. The Department also provides information and advice to
NSW Government agencies, local government industry groups and non-government
organisations; and to a lesser extent Commonwealth and government agencies, industry
groups and non-government organisations in other States/Territories in Australia. It is
likely that some of the staff in these organisations will have disabilities.

b)      Profile of staff – to be updated
There are 63 full time equivalent staff employed by the Department. In the most recent
EEO staff survey, four staff identified as having a disability. This represents 6% of the total
staff. This is below the Government's employment target for people with disabilities, which
is 12% of total staff. The four staff with disabilities are employed in positions of varying
grades across the organisation. No information is collected about the nature of the
disabilities affecting these staff.

Two staff identified as needing workplace adjustments to enable them to perform their
duties. This represents 3% of total staff. This is also below the Government's target for
employees with disabilities who need workplace adjustments, which is 7% of total staff.

Strategies aimed at increasing the employment of people with disabilities by the
Department and the collection of data about the nature of their disabilities are included
under Outcome 5 Employment in the Public Sector in section 7 of this Plan.




                                               68
4. Consultation
The Department’s Social Justice Committee reviewed its previous Disability Action Plan in
April 2007. In November 2007, the Department conducted a workshop to inform staff of the
DAP process and to develop implementation strategies to be included in the Plan. The
workshop was attended by representatives from all Departmental Branches and featured a
presentation by Department of Ageing Disability and Home Care’s (DADHC) Acting
Manager of Disability Action Planning, Ms Suzanne O’Neill, who also co-facilitated the
implementation strategies session.

The Social Justice Committee then reviewed and endorsed the updated Plan, prior to it
being submitted for approval by the Director General in May 2008.


5. Major outcomes already achieved
   The Department relocated from Bankstown to Nowra at the start of 2003. The design of
    the Nowra building provides access for people with disabilities, including lifts, car
    parking and toilet facilities. The fit out of the building took into account the needs of
    staff and visitors with disabilities (eg: disability access, parking and adjustable work
    stations).
   The Department also established its Sydney Office at this time, which accommodates 4
    full-time staff. At the time it was occupied the Sydney office complied with current
    access requirements and its access status is regularly monitored.
   The Department has promoted its revised social/community planning and reporting
    guidelines and manual to encourage councils’ social and community plans to continue
    to identify issues and strategies in relation to people with disabilities in local
    communities. This has included the distribution of plain English brochures to all
    councils.
   Information is readily available to all staff on the Department’s intranet to help them
    consider the needs of people with disabilities in their local communities.
   The Department has encouraged, and where practicable assisted, councils to:
            o Promote positive community attitudes and develop strategies to address the
               needs of people with disabilities in their local communities
            o Adopt disability action planning and use the NSW government disability
               policy framework
            o Send their disability plans to the Human Rights and Equal Opportunity
               Commission.


6. Monitoring and review

a. Communication about the Plan
Staff will be advised about the approval of the Plan through a Director General’s Circular
and through branch meetings. The complete Plan will be posted on the Department's
intranet website.




                                             69
All Councils will be advised by Departmental Circular that the Disability Action Plan has
been developed. The Plan will be posted on the Department’s internet website for access
by councils and any interested person.



b. Implementing the Plan
Responsibility for implementing the DAP rests with the Executive, Branch Managers and
their staff. The strategies in this Plan are to be incorporated into the plans of each branch
of the Department as well as individual work plans, where appropriate.



c. Monitoring the Plan
Ongoing monitoring to ensure implementation of the strategies included in the Plan
(section 7) will be the responsibility of Departmental Executive and Branch Managers.

A report on progress toward implementing the strategies is to be coordinated by the Social
Justice Committee and provided to the Director General by 30 June each year,
commencing in 2008. A summary of this report will be included in the Department’s Annual
Report.



d. Reviewing the Plan
The Department will review the current Disability Action Plan in 2012. The subsequent
DAP will cover the period 2013 – 2017.




                                             70
7. Action measures and timeframes
Notes
 The implementation of these strategies will take into account that people with disabilities are not a homogenous group. As well as
   diversity based on the nature of their disability, people with disabilities differ in terms of such aspects as gender, culture, language,
   religion, sexuality, geographic location and socio-economic circumstances.

   The main resource required for the implementation of all of the following outcomes is staff time.


Outcome 1:             Government buildings and facilities are physically accessible to people with a disability
People with disabilities have equitable access to the Department’s premises.

Potential Barriers:
 Lift break downs
 Foyers – lack of instructions for accessing Department, height of phones, no buzzer/bell
 Doors – weight can make them difficult to open, lack of automation

Performance indicators
No complaints are received about problems with access.


 Actions                                                                                        Responsibility          Timeframe
 1.1   Regularly review access to the Department's Nowra and Sydney offices to identify         Manager Business        Annually
       barriers to people with disabilities accessing the building and its services by way of   and Information
       Occupational Health & Safety (OH&S) Committee inspection with Social Justice             Services (BIS) in
       Committee (SJC) representative participation.                                            conjunction with
                                                                                                OH&S Committee
                                                                                                and SJC
 1.2     OH&S Inspection forms to be updated to include disabled access items.                  Manager BIS             June 2009




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Outcome 2: Government information is provided in a range of formats that are accessible to people with a
           disability.

All Departmental publications are accessible to people with disabilities where appropriate.

Potential barriers
 Not all Departmental publications may be available in a range of appropriate alternative formats and in plain English.
 Department may use document formats that some people with disabilities cannot access.

Performance indicators
 Departmental publications are available, on demand, in a range of alternative formats.
 Departmental publications are written in plain English.

 Actions                                                                                      Responsibility          Timeframe
 2.1 Ensure all Departmental publications are written in plain English and reflect the        Branch Managers         Ongoing
       advice provided in the NSW Government’s Disability Policy Framework                    Director Relationship
       Communication Handbook.                                                                Management
 2.2 Ensure all Departmental publications, including consultation documents, can be           Executive               Ongoing
       provided in alternative formats. These might include:                                  Branch Managers
        Large font, high contrast                                                            Director Relationship
        Audio                                                                                Management
        Digital (on disk or email)
        Braille
        Community languages
        Plain English summary, using where possible, non-verbal means of information
          provision, such as diagrams, pictures, and cartoons.




                                                                    72
Actions                                                                                      Responsibility      Timeframe
2.3    Investigate the need for a communication policy which might include:                  SJC to make         Dec 2009
       How to design inclusive documents which are accessible to as many people with        recommendation to
         disabilities as possible and the general community.                                 Executive
       The way to speak with a person with a particular disability.
       A standard statement for all public documents of their availability in alternative
         formats.
       The need to use plain English in all documents.
       Identification of documents which should be produced in alternative formats and
         which format should be considered.
       A procedure to inform people with disabilities of the availability of and how to
         access alternative formatted documents.




                                                                  73
Outcome 3:          People with a disability are able to receive quality service from all government agencies, and
                    to make complaints if required

All departmental staff are provided with appropriate knowledge and skills to deal effectively with people with disabilities in councils and
the general community.

Potential barriers
 People with disabilities who contact the Department may not be aware that feedback can be provided in a variety of formats.
 Departmental staff may not always advise people with disabilities that feedback can be provided in a variety of formats.
 Staff may be unaware of their responsibilities under disability discrimination laws.
 Staff may lack skills in providing appropriate services to people with disabilities.
 Staff may be unaware of the potential to influence local councils so that the needs of people with disabilities are better addressed.
 Not all relevant staff may be able to operate the Department's Telephone Typewriter (TTY) or be aware of the National Relay Service.

Performance indicators
 All staff have completed disability awareness and communication training.
 All relevant staff are able to operate a TTY.
 All relevant staff are aware of the National Relay Service.
 The Department's customer feedback process is accessible to all people with disabilities.
 The Department's customer feedback process is widely promoted to people with disabilities.




                                                                    74
Actions                                                                                   Responsibility          Timeframe
3.1 Review the Department's customer feedback process including:                          Director Relationship   December
                                                                                          Management in           2009
      a. to ensure that feedback, including complaints, can be accepted in a variety of   conjunction with SJC
      formats. These include:
       In writing
       Orally by telephone
       Orally in person
       By TTY
       Audio
       Digital (on disk or email)
       Braille
       By internet

      b. to identify those organisations that can assist people with making a written
      complaint to the Department about a council.

      c. Investigate options for web-based feedback on departmental publications

3.2   Develop and implement a variety of methods of promoting the Department's            Director Relationship   Ongoing
      customer feedback process.                                                          Management in
                                                                                          conjunction with SJC
3.3   Monitor the effectiveness of the customer feedback process and make adjustments     Director Relationship   Ongoing
      where necessary.                                                                    Management in
                                                                                          conjunction with SJC
3.4   Ensure the Social Justice Resource Kit is up to date and promoted to all            SJC                     December
      Departmental staff.                                                                                         2009




                                                                   75
3.5   Identify appropriate disability awareness and communication training programs,          Manager BIS in         Dec 2009
      including to assist selection panel members.                                            conjunction with SJC
3.6   Schedule relevant training courses and conduct training for all staff.                  Executive              Ongoing
                                                                                              Manager BIS
3.7   Identify and ensure all relevant staff undertake training in TTY operation and in       Manager BIS            Ongoing
      communicating with people with disabilities.
3.8   Identify and ensure all relevant staff are informed about the National Relay Service,   Manager BIS            Ongoing
      including contact details.
3.9   Hold events to promote awareness of disability issues.                                  SJC                    At least every
                                                                                                                     2 years




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Outcome 4: People with a disability are able to participate in public consultations, and to apply for and
          participate in government advisory boards and committees


Appropriate consultation with Departmental staff and external stakeholders with disabilities

Potential barriers
 Lack of information about staff with disabilities
 Staff may be reluctant to identify as having a disability
 Lack of resources needed to undertake appropriate consultation

Performance indicators
 Number and range of consultations undertaken (staff surveys, interviews, forums etc).
 Number of implemented recommendations arising from consultations.

 Actions                                                                                       Responsibility    Timeframe
 4.1 Ensure, as much as possible, that off-site meeting venues allow wheelchair access.        Branch Managers   Ongoing

 4.2   Develop and encourage use of a physical access checklist for Departmental events        SJC               June 2009
       held off-site.




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Outcome 5:           Employment participation of people with a disability in the NSW public sector is
                     increased.

People with disabilities are provided with opportunities to gain employment in the Department, and are treated equitably when employed,
including being provided with opportunities for career development.

Potential barriers

   The proportion of people with disabilities working in the Department may be less than the targets the Government has set for the
    public service. These targets are 12% of staff have a disability and 7% of staff require workplace adjustments. Currently, within the
    department 6% of staff have a disability and 3% of staff require workplace adjustments.
   The Department's recruitment and employment policies and procedures may not adequately address the needs of people with
    disabilities.
   Not all relevant staff may understand their responsibilities to people with disabilities in the workplace.
   Advertisements for vacancies may not be circulated to specialist disability employment agencies or to disability organisations.

Performance indicators
 The percentage of people with disabilities working in the Department reaches 8% by 31 December 2010 and 12% by 2012. This
   recognises that the Department employs a relatively small number of staff, most of whom require policy and other specialist skills; and
   the difficulty in recruiting people with disabilities due to the Department’s location in Nowra and their lower numbers in the local
   population.
 The percentage of people with disabilities working in the Department who require workplace adjustments reaches 5% by 31
   December 2010 and 7% by 2012.
 Staff with disabilities are satisfied they are provided with appropriate workplace technology and equipment to assist in performing their
   duties.




                                                                    78
Actions                                                                                       Responsibility         Timeframe
5.1    Develop and implement strategies to increase the numbers of people with                Manager BIS in         Ongoing
       disabilities working in the Department. This might include:                            conjunction with
       Procedures that encourage applications by forwarding job advertisements to            Executive Branch
          specialist disability employment agencies and other disability organisations e.g.   and SJC
          Essential Personnel.
       Procedures that encourage applications for temporary positions from people with
          disabilities.
       Procedures that encourage applications for consultant/contract positions from
          people with disabilities.
       Including in job advertisements a statement encouraging people with disabilities
          to apply.
5.2    Implement training of staff sitting on selection panels in relation to interviewing    Manager BIS            Ongoing
       potential candidates with a disability (as per strategy 3.5).
5.3    Ensure Departmental retraining/rehabilitation policies are in place and up-to-date.    Manager BIS            Ongoing
5.4    Survey staff to determine whether employees with disabilities feel adequately          Manager BIS in         December
       supported in the workplace.                                                            conjunction with SJC   2009
5.5    Review the Department's recruitment and employment policies and practices to           Manager BIS in         December
       ensure people with disabilities are afforded every opportunity to gain and retain      conjunction with SJC   2009
       employment.                                                                            and DASR




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Outcome 6: Level 2 Agency Requirement – Helping local councils support people with disabilities and
          providing policy advice
The Local Government sector is aware of its responsibilities and meets the needs of people with disabilities.

Potential barriers
 Not all local councils may take all appropriate action to meet the needs of people with disabilities.

Performance indicators
 75% of local councils have formed a Disability Access Committee.
 60% of local councils have developed a Disability Action Plan.

 Actions                                                                                        Responsibility        Timeframe
 6.1    Ensure people with disabilities are encouraged to stand for local government            Manager Policy &      Ongoing
        elections.                                                                              Research
 6.2 Ensure Integrated Planning and Reporting Framework encourages councils to meet             Manager Policy and    September
       the needs of people with disabilities, including consultation with people with           Research              2008
       disabilities.
 6.3    Conduct biennial Social Justice Initiatives Survey of local councils to determine the   Manager Policy and    2008, 2010,
        number that have established Disability Access Committees and developed                 Research              2012
        Disability Action Plans.
 6.4    Investigate feasibility of modifying the Social Justice Resource Kit for use by local   SJC, Manager Policy   December
        councils.                                                                               and Research          2009
 6.5    Investigate feasibility of including questions on council Disability Action Plans and   SJC, I&R Manager      December
        Access Committees in Promoting Better Practice review checklists.                                             2008
 6.6 Investigate the potential for working with the Local Government & Shires                   Manager Policy and    December
       Association, the Local Government Community Services Association, DADHC and              Research              2009
       other Government Agencies as appropriate to develop and implement strategies to
       support local councils in meeting the needs of people with disabilities




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DISABILITY ACTION PLAN - APPENDIX 1 –
Policy and legislative framework
Policy framework
Improving employment and community participation by people with a disability are key
social objectives in the NSW State Plan: A New Direction for NSW. Specific State Plan
targets relating to disability are to:

      Close the gap in the unemployment rate between people with a disability and the
       overall community by 50 per cent by 2016

      Increase the out of home participation rate of people with a severe or profound
       disability to at least 85 per cent

However, there is a broad range of policy objectives within the State Plan that agencies
can link their Disability Action Plans to.

Better Together: A New Direction to Make NSW Government Services Work Better for
People with a Disability and their Families aims to promote and improve access by people
with a disability to government services available to the rest of the community. Improving
the coordination of accessible infrastructure is a key objective of Better Together.

All NSW Government agencies when carrying out their functions can contribute to meeting
State policy objectives and targets. The disability action plan provides a vehicle for
planning the required access improvements and adjustments so that all targets can be
met.

Legislative framework

Under Section 9 of the NSW Disability Services Act 1993 all NSW Government agencies
listed in Schedule 1 and Schedule 2 of the Public Sector Employment and Management
Act 2002 are obliged to prepare a disability action plan. The Act covers all services,
whether or not they are provided predominately for people with a disability.

The introduction of mandatory disability planning followed the Commonwealth disability
discrimination legislation, which came into effect in 1992. The separate State legislative
base makes planning by NSW Government agencies mandatory, not voluntary, as in the
Commonwealth Disability Discrimination Act 1992.

NSW Government agencies are also governed by the provisions of the NSW Anti-
Discrimination Act 1977 which renders unlawful racial, sexual and other types of
discrimination in certain circumstances and promotes equality of opportunity for all people.
Disability is one the grounds for discrimination covered by the Act. Under the Act agencies
are required to prepare and implement EEO Management Plans.

The relevant extracts from the legislation are set out in the “Relevant legislation” section
below.



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Relevant legislation

The following legislation relates to Disability Action Planning. The information is taken from
the DADHC’s Guidelines for Disability Action Planning by NSW Government Agencies.

Commonwealth Disability Discrimination Act 1992

11 Unjustifiable hardship
For the purposes of this Act, in determining what constitutes unjustifiable hardship, all relevant
circumstances of the particular case are to be taken into account including:
   (a) the nature of the benefit or detriment likely to accrue or be suffered by any persons
       concerned; and
   (b) the effect of the disability of a person concerned; and
   (c) the financial circumstances and the estimated amount of expenditure required to be made
       by the person claiming unjustifiable hardship; and
   (d) in the case of the provision of services, or the making available of facilities—an action plan
       given to the Commission under section 64.

Part 3—Action plans

59 Interpretation
In this Part:
service provider means a Department, a department of a State, a public authority of the
Commonwealth, an instrumentality of a
State, an educational institution or a person who:
   (a) provides goods or services; or
   (b) makes facilities available;
whether for payment or not.

60 Action plans
A service provider may prepare and implement an action plan.

61 Provisions of action plans
The action plan of a service provider must include provisions relating to:
   (a) the devising of policies and programs to achieve the objects of this Act; and
   (b) the communication of these policies and programs to persons within the service provider;
       and
   (c) the review of practices within the service provider with a view to the identification of any
       discriminatory practices; and
   (d) the setting of goals and targets, where these may reasonably be determined against which
       the success of the plan in achieving the objects of the Act may be assessed; and
   (e) the means, other than those referred to in paragraph (d), of evaluating the policies and
       programs referred to in paragraph (a); and
   (f) the appointment of persons within the service provider to implement the provisions referred
        to in paragraphs (a) to (e) (inclusive).




                                                 82
62 Action plans may have other provisions
The action plan of a service provider may include provisions, other than those referred to in section
61 that are not inconsistent with the objects of this Act.

63 Amendment of action plans
A service provider may, at any time, amend its action plan.

64 Copy of action plan to be given to Commission
A service provider may give:
    (a) a copy of its action plan; or
    (b) any amendments to the plan;

to the Commission.

65 Commission to sell action plans to public
The Commission is to sell copies of action plans or amendments to action plans given to it under
section 64 to the public for a prescribed fee.


NSW Disability Services Act 1993
9    Plans relating to services of public authorities
(1) A public authority is to prepare, and make provision for the implementation of, a plan to
    encourage the provision of services by that authority in a manner that furthers the principles
    and applications of principles set out in Schedule 1.
(2) Such a plan must make provision for the furnishing of periodic reports as to the public
    authority’s progress in implementing the plan.
(3) Such a plan is to be prepared as soon as practicable after the commencement of this section
    but no later than 2 years after that commencement. The plan may be amended from time to
    time.
(4) Such a plan, and any amendment, is to be made available to the public.
(5) This section applies to all services, whether or not they are provided predominantly for
    persons in the target group.
(6) This section applies to a public authority that comes into existence after the commencement
    of this section as if references to the commencement of this section were references to its
    coming into existence.
(7) In this section, public authority means a government department, administrative office or
    declared authority specified in Schedule 1, 2 or 3 of the Public Sector Management Act 1988,
    and includes an authority prescribed as a public authority by the regulations.

Schedule 1 Principles and applications of principles
(Sections 6, 7, 9, 10, 12, 13)

1    Principles
Persons with disabilities have the same basic human rights as other members of Australian
society. They also have the rights needed to ensure that their specific needs are met. Their rights,
which apply irrespective of the nature, origin, type or degree of disability, include the following:
    (a) persons with disabilities are individuals who have the inherent right to respect for their
         human worth and dignity,
    (b) persons with disabilities have the right to live in and be part of the community,


                                                   83
   (c) persons with disabilities have the right to realise their individual capacities for physical,
       social, emotional and intellectual development,
   (d) persons with disabilities have the same rights as other members of Australian society to
       services which will support their attaining a reasonable quality of life,
   (e) persons with disabilities have the right to choose their own lifestyle and to have access to
       information, provided in a manner appropriate to their disability and cultural background,
       necessary to allow informed choice,
   (f) persons with disabilities have the same right as other members of Australian society to
       participate in the decisions which affect their lives,
   (g) persons with disabilities receiving services have the same right as other members of
       Australian society to receive those services in a manner which results in the least restriction
       of their rights and opportunities,
   (h) persons with disabilities have the right to pursue any grievance in relation to services
       without fear of the services being discontinued or recrimination from service providers,
   (i) persons with disabilities have the right to protection from neglect, abuse and exploitation.

2      Applications of principles
Services and programs of services must apply the principles set out in clause 1. In particular, they
must be designed and administered so as to achieve the following:
 (a) to have as their focus the achievement of positive outcomes for persons with disabilities, such
     as increased independence, employment opportunities and integration into the community,
 (b) to contribute to ensuring that the conditions of the everyday life of persons with disabilities are
     the same as, or as close as possible to, norms and patterns which are valued in the general
     community,
 (c) to form part of local co-ordinated service systems and other services generally available to
     members of the community, wherever possible,
 (d) to meet the individual needs and goals of the persons with disabilities receiving services,
 (e) to meet the needs of persons with disabilities who experience an additional disadvantage as
     a result of their gender, ethnic origin or Aboriginality,
 (f) to promote recognition of the competence of, and enhance the image of, persons with
     disabilities,
 (g) to promote the participation of persons with disabilities in the life of the local community
     through maximum physical and social integration in that community,
 (h) to ensure that no single organisation providing services exercises control over all or most
     aspects of the life of a person with disabilities,
 (i) to ensure that organisations providing services (whether specifically to persons with disabilities
      or generally to members of the community) are accountable to persons with disabilities who
      use them, the advocates of those persons, the State and the community generally for the
      provision of information from which the quality of those services can be judged,
 (j) to provide opportunities for persons with disabilities to reach goals and enjoy lifestyles which
      are valued by the community generally and are appropriate to their chronological age,
 (k) to ensure that persons with disabilities participate in the decisions that affect their lives,
 (l) to ensure that persons with disabilities have access to advocacy support where necessary to
      ensure adequate participation in decision-making about the services they receive,




                                                  84
  (m) to recognise the importance of preserving the family relationships and the cultural and
     linguistic environments of persons with disabilities,
  (n) to ensure that appropriate avenues exist for persons with disabilities to raise and have
      resolved any grievances about services, and to ensure that a person raising any such
      grievance does not suffer any reprisal,
  (o) to provide persons with disabilities with, and encourage them to make use of, avenues for
      participating in the planning and operation of services and programs which they receive and
      to provide opportunities for consultation in relation to the development of major policy and
      program changes,
  (p) to respect the rights of persons with disabilities to privacy and confidentiality.


Annual Reports (Departments) Regulation 2005
Schedule 1 Report of operations
A statement setting out the progress during the reporting year in implementing the Department’s
disability plan required under the Disability Services Act 1993.



Anti-Discrimination Act 1977 No 48
Part 9A        Equal Opportunity in Public Employment
122J   Preparation and implementation of management plans
(1)    Each authority shall prepare and implement an equal employment opportunity management
       plan in order to achieve the objects of this Part.
(2)    The management plan of an authority shall include provisions relating to:
               (a) the devising of policies and programmes by which the objects of this Part are to
               be achieved,
               (b) the communication of those policies and programmes to persons within the
               authority,
               (c) the collection and recording of appropriate information,
               (d) the review of personnel practices within the authority (including recruitment
               techniques, selection criteria, training and staff development programmes,
               promotion and transfer policies and patterns, and conditions of service) with a view
               to the identification of any discriminatory practices,
               (e) the setting of goals or targets, where these may reasonably be determined,
               against which the success of the management plan in achieving the objects of this
               Part may be assessed,
               (f) the means, other than those referred to in paragraph (e), of evaluating the
               policies and programmes referred to in paragraph (a),
               (g) the revision and amendment of the management plan, and
               (h) the appointment of persons within the authority to implement the provisions
               referred to in paragraphs (a)–(g).
(3)    The management plan of an authority may include provisions, other than those referred to
       in subsection (2), which are not inconsistent with the objects of this Part.
(4)    The preparation of a management plan shall take place and the implementation of the
       management plan shall commence:
              (a) in the case of an authority referred to in section 122B (1) (a)—on or before 1
                  September 1981,
              (b) in the case of an authority referred to in section 122B (1) (b) or (c)—on or before
                  1 March 1982, and
              (c) in the case of an authority the subject of a proclamation under section 122B (1)
                  (d)—on or before such date as is specified in the proclamation.


                                                   85
(5)    An authority may, from time to time, amend its management plan.
(6)    Each authority shall send a copy of its management plan or any amendment thereto to the
       Director as soon as practicable after the management plan or the amendment, as the case
       may be, has been prepared.

Part 4A Discrimination on the ground of disability
Division 1 General
49A Disability includes past, future and presumed disability
A reference in this Part to a person’s disability is a reference to a disability:
     (a) that a person has, or
     (b) that a person is thought to have (whether or not the person in fact has the disability), or
     (c) that a person had in the past, or is thought to have had in the past (whether or not the
           person in fact had the disability), or
     (d) that a person will have in the future, or that it is thought a person will have in the future
           (whether or not the person in fact will have the disability).
49B What constitutes discrimination on the ground of disability
(1) A person (the perpetrator) discriminates against another person (the aggrieved person) on
     the ground of disability if, on the ground of the aggrieved person’s disability or the disability of
     a relative or associate of the aggrieved person, the perpetrator:
              (a) treats the aggrieved person less favourably than in the same circumstances, or in
                   circumstances which are not materially different, the perpetrator treats or would
                   treat a person who does not have that disability or who does not have such a
                   relative or associate who has that disability, or
              (b) requires the aggrieved person to comply with a requirement or condition with which
                   a substantially higher proportion of persons who do not have that disability, or who
                   do not have such a relative or associate who has that disability, comply or are able
                   to comply, being a requirement which is not reasonable having regard to the
                   circumstances of the case and with which the aggrieved person does not or is not
                   able to comply.
(2) For the purposes of subsection (1) (a), something is done on the ground of a person’s
     disability if it is done on the ground of the person’s disability, a characteristic that appertains
     generally to persons who have that disability or a characteristic that is generally imputed to
     persons who have that disability.
(3) For the purposes of, but without limiting, this section, the fact that a person who has a
     disability of or relating to vision, hearing or mobility has, or may be accompanied by, a dog
     which assists the person in respect of that disability, is taken to be a characteristic that
     appertains generally to persons who have that disability, but nothing in this Act affects the
     liability of any such person for any injury, loss or damage caused by the dog.
(3A) For the purposes of, but without limiting, this section, the fact that a person who has a
     disability:
              (a) is accompanied by, or possesses, a palliative or therapeutic device, or other
                   mechanical equipment, that provides assistance to the person to alleviate the effect
                   of the disability, or
              (b) is accompanied by an interpreter, a reader, an assistant, or a carer, who provides
                   interpretive, reading or other services to the person because of the disability, or
                   because of any matter related to that fact, is taken to be a characteristic that
                   appertains generally to persons who have that disability.
(4) A reference in this section to persons who have a disability (“the particular disability”) is a
     reference to persons who have the particular disability or who have a disability that is
     substantially the same as the particular disability.
49C What constitutes unjustifiable hardship
In determining what constitutes unjustifiable hardship for the purposes of this Part, all relevant
circumstances of the particular case are to be taken into account including:


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      (a) the nature of the benefit or detriment likely to accrue or be suffered by any persons
           concerned, and
      (b) the effect of the disability of a person concerned, and
      (c) the financial circumstances and the estimated amount of expenditure required to be made
           by the person claiming unjustifiable hardship.

Division 2 Discrimination in work
49D Discrimination against applicants and employees
(1) It is unlawful for an employer to discriminate against a person on the ground of disability:
           (a) in the arrangements the employer makes for the purpose of determining who should
                be offered employment, or
           (b) in determining who should be offered employment, or
           (c) in the terms on which the employer offers employment.
(2) It is unlawful for an employer to discriminate against an employee on the ground of disability:
           (a) in the terms or conditions of employment which the employer affords the employee,
                or
           (b) by denying the employee access, or limiting the employee’s access, to opportunities
                for promotion, transfer or training, or to any other benefits associated with
                employment, or
           (c) by dismissing the employee, or
           (d) by subjecting the employee to any other detriment.
(3) Subsections (1) and (2) do not apply to employment:
           (a) for the purposes of a private household, or
           (b) where the number of persons employed by the employer, disregarding any persons
                employed within the employer’s private household, does not exceed 5, or
           (c) by a private educational authority.
(4) Nothing in subsection (1) (b) or (2) (c) renders unlawful discrimination by an employer
    against a person on the ground of the person’s disability if taking into account the person’s
    past training, qualifications and experience relevant to the particular employment and, if the
    person is already employed by the employer, the person’s performance as an employee, and
    all other relevant factors that it is reasonable to take into account, the person because of his
    or her disability:
           (a) would be unable to carry out the inherent requirements of the particular
                employment, or
           (b) would, in order to carry out those requirements, require services or facilities that are
                not required by persons without that disability and the provision of which would
                impose an unjustifiable hardship on the employer.
(5) For the purposes of subsection (3) (b), a corporation is taken to be the employer of the
    employees of any other corporation which, with respect to the first mentioned corporation, is
    a related body corporate within the meaning of the Corporations Act 2001 of the
    Commonwealth.
49E Discrimination against commission agents
(1) It is unlawful for a principal to discriminate against a person on the ground of disability:
           (a) in the arrangements the principal makes for the purpose of determining who should
                  be engaged as a commission agent, or
           (b) in determining who should be engaged as a commission agent, or
           (c) in the terms on which the principal engages the person as a commission agent.
(2) It is unlawful for a principal to discriminate against a commission agent on the ground of
    disability:
           (a) in the terms or conditions which the principal affords him or her as a commission
                agent, or




                                                  87
            (b) by denying him or her access, or limiting his or her access, to opportunities for
                promotion, transfer or training, or to any other benefits associated with his or her
                position as a commission agent, or
            (c) by terminating his or her engagement, or
            (d) by subjecting him or her to any other detriment.
(3)   Nothing in subsection (1) (b) or (2) (c) renders unlawful discrimination by a principal against
      a person on the ground of the person’s disability if taking into account the person’s past
      training, qualifications and experience relevant to engagement as a commission agent and, if
      the person is already engaged by the principal as a commission agent, the person’s
      performance as a commission agent, and all other relevant factors that it is reasonable to
      take into account, the person because of his or her disability:
            (a) would be unable to carry out the inherent requirements of a commission agent, or
            (b) would, in order to carry out those requirements, require services or facilities that are
                   not required by persons without that disability and the provision of which would
                   impose an unjustifiable hardship on the principal.
49F     Discrimination against contract workers
(1)   It is unlawful for a principal to discriminate against a contract worker on the ground of
      disability:
            (a) in the terms on which the principal allows him or her to work, or
            (b) by not allowing him or her to work or continue to work, or
            (c) by denying him or her access, or limiting his or her access, to any benefit associated
                  with the work in respect of which the contract with his or her employer is made, or
            (d) by subjecting him or her to any other detriment.
(2)   Nothing in subsection (1) (b) renders unlawful discrimination by a principal against a contract
      worker on the ground of the contract worker’s disability if taking into account the contract
      worker’s past training, qualifications and experience relevant to working as a contract worker
      and, if the person is already working for the principal as a contract worker, the contract
      worker’s performance as a contract worker, and all other relevant factors that it is reasonable
      to take into account, the contract worker because of his or her disability:
            (a) would be unable to carry out the inherent requirements of a contract worker, or
            (b) would, in order to carry out those requirements, require services or facilities that are
                  not required by persons without that disability and the provision of which would
                  impose an unjustifiable hardship on the principal.
49J     Qualifying bodies
(1)   It is unlawful for an authority or body which is empowered to confer, renew or extend an
      authorisation or a qualification that is needed for or facilitates the practice of a profession,
      the carrying on of a trade or the engaging in of an occupation to discriminate against a
      person on the ground of disability:
            (a) by refusing or failing to confer, renew or extend the authorisation or qualification, or
            (b) in the terms on which it is prepared to confer the authorisation or qualification or to
                 renew or extend the authorisation or qualification, or
            (c) by withdrawing the authorisation or qualification or varying the terms or conditions
                 upon which it is held.
(2)   Nothing in subsection (1) (a) or (c) renders unlawful discrimination by an authority or body
      against a person on the ground of the person’s disability if taking into account the person’s
      past training, qualifications and experience relevant to the particular profession, trade or
      occupation and, if the person is already a member of the profession, carrying on the trade or
      engaged in the occupation, the person’s performance in the profession trade or occupation,
      and all other relevant factors that it is reasonable to take into account, the person because of
      his or her disability would be unable to carry out the inherent requirements of the profession,
      trade or occupation.




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Division 3 Discrimination in other areas
49L   Education
(1)    It is unlawful for an educational authority to discriminate against a person on the ground
       of disability:
       (a) by refusing or failing to accept his or her application for admission as a student, or
       (b) in the terms on which it is prepared to admit him or her as a student.
(2)    It is unlawful for an educational authority to discriminate against a student on the ground
       of disability:
       (a) by denying him or her access, or limiting his or her access, to any benefit provided by
             the educational authority, or
       (b) by expelling him or her, or
       (c) by subjecting him or her to any other detriment.
(3)    Nothing in this section applies to or in respect of:
       (a) a private educational authority, or
       (b) a refusal or failure to accept a person’s application for admission as a student by an
              educational authority where the educational authority administers a school, college,
              university or other institution which is conducted solely for students who have a
              disability which is not the same as that of the applicant.
(4)    Nothing in subsection (1) (a) or (2) (b) renders it unlawful to discriminate against a person
       on the ground of disability where, because of the person’s disability, the person requires
       services or facilities that are not required by students who do not have a disability and the
       provision of which would impose unjustifiable hardship on the educational authority.
(5)    Nothing in subsection (2) (a) renders it unlawful to discriminate against a person on the
       ground of disability where, because of the person’s disability, the person requires the
       benefit to be provided in a special manner and the benefit cannot without unjustifiable
       hardship be so provided by the educational authority.
49M   Provision of goods and services
(1)    It is unlawful for a person who provides, for payment or not, goods or services to
       discriminate against a person on the ground of disability:
       (a) by refusing to provide the person with those goods or services, or
       (b) in the terms on which he or she provides the person with those goods or services.
(2)    Nothing in this section renders it unlawful to discriminate against a person on the ground
       of the person’s disability if the provision of the goods or services would impose
       unjustifiable hardship on the person who provides the goods or services.
49N   Accommodation
(1)     It is unlawful for a person, whether as principal or agent, to discriminate against a person
        on the ground of disability:
        (a) by refusing the person’s application for accommodation, or
        (b) in the terms on which the person is offered accommodation, or
        (c) by deferring the person’s application for accommodation or according the person a
               lower order of precedence in any list of applicants for that accommodation.
(2)     It is unlawful for a person, whether as principal or agent, to discriminate against a person
        on the ground of disability:
        (a) by denying the person access, or limiting the person’s access, to any benefit
        associated with accommodation occupied by the person, or
        (b) by evicting the person, or
        (c) by subjecting the person to any other detriment.
(3)     Nothing in this section applies to or in respect of the provision of accommodation in
        premises if:
        (a) the person who provides or proposes to provide the accommodation or a near relative
        of that person resides, and intends to continue to reside, on those premises, and
        (b) the accommodation provided in those premises is for no more than 6 persons.


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(4)      Nothing in this section applies to the provision of accommodation in premises where
         special services or facilities would be required by the person with a disability and the
         provision of such special services or facilities would impose unjustifiable hardship on the
         person providing or proposing to provide the accommodation whether as principal or
         agent.
(5)      Nothing in this section applies to the provision of accommodation to persons who have a
         particular disability by a charitable body or other body that does not distribute its profits to
         members.
(6)      Nothing in subsection (2) (a) renders it unlawful to discriminate against a person on the
         ground of disability where, because of the person’s disability, the person requires the
         benefit to be provided in a special manner and the benefit cannot without unjustifiable
         hardship be so provided by the person who provides the accommodation.

Division 4 Exceptions to Part 4A
49P Public health
Nothing in this Part renders unlawful discrimination against a person on the ground of disability if
the disability concerned is an infectious disease and the discrimination is reasonably necessary to
protect public health.
49PA Persons addicted to prohibited drugs
(1)  This section applies to the provisions of Division 2 (Discrimination in work), other than
     sections 49H, 49I and 49J.
(2)  Nothing in those provisions renders unlawful discrimination against a person on the ground
     of disability if:
      (a) the disability relates to the person’s addiction to a prohibited drug, and
      (b) the person is actually addicted to a prohibited drug at the time of the discrimination.
(3)  However, nothing in this section makes it lawful to discriminate against a person on the
     ground of the person having hepatitis C, HIV infection or any medical condition other than
     addiction to a prohibited drug.
(4)  In this section:
prohibited drug means a prohibited drug within the meaning of the Drug Misuse and Trafficking
Act 1985, but does not include:
  (a) methadone or buprenorphine, or
  (b) any other drug that is declared by the regulations not to be a prohibited drug for the purposes
           of this section.
49R Sport
Nothing in this Part renders unlawful discrimination against a person on the ground of disability,
being discrimination consisting of the exclusion of the person from a sporting activity:
 (a) if the person is not reasonably capable of performing the actions reasonably required in
       relation to the sporting activity, or
 (b) if the persons who participate or are to participate in the sporting activity are selected by a
       method which is reasonable on the basis of their skills and abilities relevant to the sporting
       activity and relative to each other, or
 (c) if the sporting activity is conducted only for persons who have a particular disability and the
       person does not have that disability.




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DISABILITY ACTION PLAN - APPENDIX 2 –
Definition of disability
There are many different definitions of disability. The Department of Local Government
has adopted the broad definition used in the Disability Discrimination Act 1992 (DDA). In
the DDA, "disability", in relation to a person, means:

(a)   total or partial loss of the person's bodily or mental functions; or
(b)   total or partial loss of a part of the body; or
(c)   the presence in the body of organisms causing disease or illness; or
(d)   the presence in the body of organisms capable of causing disease or illness; or
(e)   the malfunction, malformation or disfigurement of a part of the person's body; or
(f)   a disorder or malfunction that results in the person learning differently from a person
      without the disorder or malfunction; or
(g)   a disorder, illness or disease that affects a person's thought processes, perception of
      reality, emotions or judgment or that results in disturbed behaviour;

and includes a disability that:

(h)   presently exists; or
(i)   previously existed but no longer exists; or
(j)   may exist in the future; or
(k)   is imputed to a person.

It should be noted that this definition does not attempt to place some people with a
disability outside its coverage by virtue of the perceived minimal effect of some disabilities.
This definition seeks to include all people with a disability, regardless of the severity of the
disability or the extent of its effect.




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DISABILITY ACTION PLAN - APPENDIX 3 –
Understanding access
Access can mean different things to different people. For some it might indicate the ability
to pay for a service, or that a service is available locally, or that the service is delivered in a
culturally appropriate manner.

For people with disabilities it can mean any of the above and also mean other things as
well, depending on the type of disability the person has and the activities that the person is
seeking to undertake.

For example, a wheelchair user usually thinks of access in terms of physical access such
as the absence of steps; gentle slopes; wide, self opening doors; parking with room to
unload a wheelchair; and toilets that are large enough to accommodate them.

A person with severe vision impairment may think of access in terms of lighting; signs that
are large enough to be read; warnings of hazards; and information provided in audio or
large print.

A person who is blind may think of access in terms of information being available in a
variety of formats (Braille, on disk, on tape, etc) as well as pathways that are free of
hazards, like low tree branches.

A person who has an intellectual disability may think of access as the use of language that
is easy to understand and the use of symbols on signs to minimise reliance on the written
word.

A person with a psychiatric disability (or mental health disorder) may think of access in
terms of people's attitudes and behaviour towards them; feeling accepted and included
may be very important.

A person who is deaf or has a severe hearing impairment may think of access in terms of
communication, particularly having information in visual forms, the use of sign interpreters
and telephone access via telephone typewriters (TTYs).

In each of the above examples people with disabilities think of access in terms of what is
necessary so they can be included with the rest of the community.

These factors also apply to people with disabilities who work in an organisation.

Employees with disabilities need all of the above access issues to be taken into account
but they also need to be treated equitably. This means ensuring people with disabilities
have access to job opportunities, training and development, and promotion opportunities.
In other words, being included in the workforce to the same extent as other employees.

In fact, being included is really at the heart of all access issues. If a conscious effort is
made to include all people, then all of the various access issues will be addressed as a
matter of course, rather than becoming something "special" that has to be done afterwards
to correct mistakes.


                                                92
When we consider access issues as they affect all people, including people with
disabilities, we reach a point where we have a set of access principles that amount to
"universal access", that is, access for all, not just all people with disabilities but all people.




                                               93
Attachment 6
  Aboriginal and Torres Strait Islander Employment and Development Strategy
Aim: To increase representation of Aboriginal employees to 2% of all staff by end 2010

                   Actions*                      Timeframes         Responsibility    Performance        Status
                                                                                       Indicator/s
Recruitment
Promote availability of work placements for      Annually         Social Justice     Number of work
Aboriginal university students.                                   Committee (SJC)    placements
                                                                                     provided
Discuss strategies to increase employment with   June 2009        SJC                Discussions held
local Aboriginal employment agencies to
determine if Department can implement.

Retention
Develop support network for Aboriginal           When             SJC                Networked
employees/work placements.                       Aboriginal                          developed
                                                 people
                                                 employed/on                         Positive feedback
                                                 placement                           from participants

Develop a mentor system so that a more           When             SJC                System developed
experienced employee can support new             Aboriginal
Aboriginal employees.                            people                              Positive feedback
                                                 employed/on                         from mentee and
                                                 placement                           mentors




                                                             94
                    Actions*                         Timeframes           Responsibility      Performance        Status
                                                                                               Indicator/s
Skills and Career Development
Encourage Aboriginal employees to participate in     When              Branch Managers       Number of
training and other staff development opportunities   Aboriginal                              Aboriginal people
                                                     people                                  who participate
                                                     employed

Cultural Education
Hold NAIDOC Week event                               At least 3        SJC                   Event held
                                                     yearly
                                                                                             Positive feedback
                                                                                             from participants

Acknowledge Country at Departmental meetings         As appropriate    All staff             Acknowledgement
and events                                                                                   of Country
                                                                                             implemented

Promote the use of Aboriginal Protocols document Ongoing               Branch Managers/SJC   Staff awareness




                                                                  95
                     Actions*                            Timeframes            Responsibility            Performance                  Status
                                                                                                          Indicator/s
Community Engagement
Explore feasibility of developing partnerships with     December            SJC                         Feasibility
Aboriginal organisations/communities                    2009                                            assessed

Include Aboriginal representation on departmental       As appropriate      Branch Managers             Percentage of
committees where appropriate                                                                            committees with
                                                                                                        an Aboriginal
                                                                                                        representative

*Actions are aligned with the Key Result Areas in Making It Our Business, Improving Aboriginal Employment in the NSW Public Sector, NSW Policy
Statement 2006-2008




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