Department of Human Services
RECONCILIATION ACTION PLAN
“Closing the 17-year gap in life expectancy between Indigenous and non-Indigenous Australians”
Celebrating the 40th Anniversary of the referendum that saw more than 90 percent of eligible Australians vote to acknowledge Indigenous Australians as citizens and give the Commonwealth Government power to make laws regarding Indigenous people.
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OUR VISION
The Human Services Portfolio is about people – and the services Australians may need at different stages of their lives. The Department, including the Child Support Agency and CRS Australia, in partnership with the other portfolio agencies – Australian Hearing, Health Services Australia, Centrelink and Medicare Australia, is committed to making services to and for Indigenous Australians better coordinated and increasingly effective.
OUR BUSINESS
The Portfolio was established on 26 October 2004 to improve the delivery of social and health-related services to the Australian people and to ensure the Government is able to get the best value for money in service delivery, while emphasising continuous service improvement and a whole-of-government approach. The core Department’s role is: to improve services, communication and cross-agency coordination; and to monitor service delivery across the agencies.
The core Department takes a leadership role to ensure all parts of the Portfolio have a solid framework in which to operate. The core Department also works with other Australian Government departments in a whole-of-government approach, ensuring that the way in which services are delivered is considered when new policies are planned. The Department achieves this by: taking a customer perspective in reviewing services offered across the agencies; ensuring that products and services meet customer needs; ensuring that Australians are able to access Government services in a convenient way, including via the telephone and internet; balancing customers’ preference for service with risks to taxpayer funds caused by fraud and incorrect payment; and ensuring that the service delivery agencies deliver better value for money in service provision, and have justifiable and sustainable financial arrangements.
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A COMMITMENT TO RECONCILITATION
In May 2006, the then Minister for Human Services, the Hon Joe Hockey, MP, the Acting Secretary of the core Department and each of the Human Services Agency Heads signed a statement of commitment to reconciliation. The Reconciliation Statement commits the core Department and its agencies to sustainable reconciliation between Indigenous and non-Indigenous Australian people. The Statement recognises the particular responsibility in service delivery to redress disadvantage and close the 17-year life expectancy gap between Indigenous and nonIndigenous Australians.
Statement of Recognition - May 2006
The Department of Human Services, in partnership with Centrelink, Medicare Australia, Child Support Agency, Australian Hearing, Health Services Australia and CRS Australia, is committed to providing equal life opportunities for all Australians. We work to achieve this goal through improving the delivery of social and health-related services to Indigenous Australians. The Department of Human Services recognises Aboriginal and Torres Strait Islander peoples as the first Australians, with unique cultures, languages and spiritual relationships to the land and seas. Statements of Reconciliation with Indigenous Australians were signed by the Minister, the Acting Secretary of DHS, and each Agency Head in May 2006. We are committed to representing the interests of Indigenous Australians when new policies are being developed and implemented. We will pursue opportunities to influence policy development and support our agencies in delivering programs to Indigenous Australians. The Department of Human Services has developed and adopted an Indigenous employment strategy involving all agencies in the Department. This aims to improve representation of Indigenous Australians within the Department and our agencies, and to increase the level of cultural awareness amongst our staff. We recognise the unique cultures of the first Australians and the barriers faced by many Indigenous communities in accessing Government services. We will support initiatives that enable our agencies to share and coordinate resources and infrastructure to deliver services to Indigenous customers. We are committed to being flexible, patient and willing to learn from those around us to ensure that services and programs are tailored to the needs of Indigenous Australians, particularly those in regional and remote communities.
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Our commitment in action
This Plan sets specific tasks and actions that the core Department will take, and that support our business practices, to contribute to the well-being and quality of life of Indigenous Australians. Our Plan focuses on actions and results that will be delivered in the short to medium term, with the key objective of delivering on those actions. These actions will lay the foundation for future actions and initiatives. We recognise our Plan is a living document that will continue to evolve and be updated regularly. The core Department commits to supporting CRS Australia and the Child Support Agency in meeting the objectives of the Reconciliation Action Plans.
Our Plan focuses on three Key Reconciliation Result Areas:
Service Delivery: Improved service delivery for Indigenous people and their communities. Employment: Increased Indigenous employment and improved staff development. Cultural Awareness: The development of a greater appreciation and respect for Indigenous Australians and its promotion across the core Department.
“This Plan sets specific tasks and actions that the core Department will take, and that support our business practices, to contribute to the well-being and quality of life of Indigenous Australians.”
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Keeping the Reconciliation Action Plan on track
“We are committed to representing the interests of Indigenous Australians when new policies are being developed and implemented. We will pursue opportunities to influence policy development and support our agencies in delivering programs to Indigenous Australians.”
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Key Reconciliation Result Area:
Improved Service Delivery for Indigenous people and their communities Servicing Indigenous people and communities Continue to build and increase our commitment to improving service delivery to Indigenous Australians
Business Objective:
Business Strategy:
Task
Responsibility
Timeline
Performance Indicator
Consult with relevant stakeholders about the Job Capacity Assessment’s remote servicing Strategy. Ensure all Job Capacity Assessment providers undertake Cultural Awareness Training.
Job Capacity Assessment Branch.
Commence June 2007
Relevant Indigenous people and groups included in consultations and satisfied with process. 90% of Job Capacity Assessment providers undertake Cultural Awareness Training that meet with cultural awareness needs. Training module meets objectives.
Job Capacity Assessment Branch.
June 2007June 2008
Develop and implement an Indigenous training module for Job Capacity Assessors and Service Providers. Introduce new policy assessment processes to ensure service delivery issues for Indigenous people and communities are considered.
Job Capacity Assessment Branch.
Commence July 2007June 2008
Compliance and Development Branch to develop template. Portfolio Coordination and Corporate Branch to distribute with all Cabinet submissions, memos etc. Office of Access Card (OAC) - OAC Communications Branch.
December 2007
Assessment template developed and used for all new policy proposals.
Engage an Indigenous communication expert to advise on specific communication issues for the Access Card.
December 2007
Communications with Indigenous Australians are sensitive to cultural issues. The program is developed in accordance with the Government communication guidelines.
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Improved Service Delivery for Indigenous people and their communities continued.
Consult with relevant stakeholders to ensure that operational aspects of the Access Card take into account the needs of Indigenous Australians. Consult with relevant stakeholders about the Indigenous Registration Strategy for the Access Card. Office of Access Card. September 2008 Relevant Indigenous Australians and groups included in consultations. Stakeholders participate. Relevant stakeholders have been consulted on development of the Registration Strategy. This has been managed in a culturally sensitive way. Indigenous media is placed and effectiveness evaluated.
Access Card Registration Taskforce. Stakeholder Engagement. Branch DHS Indigenous Taskforce. Marketing & Communications Branch. Office of Access Card (OAC) - OAC Communications Branch.
December 2008
Ensure all communication campaigns include Indigenous media segments where appropriate.
December 2008
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Key Reconciliation Result Area:
Increased Indigenous employment and improved staff development Employ, develop and support the promotion of Indigenous Australians to reflect a more diverse working environment Recruit and retain Indigenous staff
Business Objective:
Business Strategy:
Task Develop an overarching Indigenous Employment Strategy.
Responsibility DHS Cross Agency Indigenous Taskforce in partnership with Portfolio Coordination and Corporate Branch. Portfolio Coordination and Corporate Branch.
Timeline June 2008
Performance Indicator Strategy signed off by Executive. Provides satisfactory guidance to staff seeking to attract and retain Indigenous people. Data adequate for analysis and helps inform Indigenous recruitment and retention. 2% of staff are Indigenous
Explore the capturing of data sets to help inform the attraction, recruitment and retention of Indigenous staff. Promote core DHS as an Employer of Choice (including graduate programs, cadetships, scholarships and traineeships) in mainstream and Indigenous media, and through universities. Build on existing opportunities for Indigenous staff to access leadership and mentoring programs, secondments within core DHS and its agencies, and Indigenous staff networks across the DHS agencies.
June 2008
Portfolio Coordination and Corporate Branch. Marketing and Communications Branch. DHS Indigenous Employment Taskforce. Portfolio Coordination and Corporate Branch to coordinate and promote. All line areas to consider opportunities.
June 2008
June 2008
Indigenous staff are able to access and participate in programs that meet their needs.
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Key Reconciliation Result Area: Business Objective:
Indigenous cultural promotion The development of a greater appreciation and respect for Indigenous Australians and its promotion across the core Department Development of a „Welcome to Country‟ Protocol „Welcome to Country‟ at all appropriate events Acknowledgement of local Indigenous peoples at all appropriate events.
Business Strategy:
Task Develop an on-going Communication Plan for the core DHS’ RAP. In partnership with the Human Services agencies, the core Department supports and celebrates Indigenous events by: promoting key Indigenous events; organising internal celebratory events, and utilising champions and DHS Indigenous Ambassadors to help promote events and milestones. Consult and collaborate with local elders to seek support for and direction in developing a ‘Welcome to Country’ and ‘Acknowledgement of local Indigenous people and traditional owners’ protocol.
Responsibility Marketing and Communications Branch. Portfolio Coordination and Corporate Branch and the core Department.
Timeline Mid 2007
Performance Indicator Core DHS staff are aware of the Plan and actively follow through on actions. Staff participate in key Indigenous events and acknowledge key milestones in a welcoming and positive manner.
May 2007 July 2007 and onwards
Budget and Implementation Branch in consultation with DHS Cross Agency Indigenous Taskforce will consult and engage the appropriate local elders. Portfolio Coordination and Corporate Branch will follow through with implementation of this action and pursue future activities that may relate to this action. Portfolio Coordination and Corporate Branch and the core Department.
July 2007
Protocols developed and implemented to the satisfaction of local elders.
Ensure induction program includes cultural awareness aspects.
June 2008
All new staff are informed of cultural awareness training and encouraged to attend.
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Indigenous cultural promotion continued.
Draft, finalise and implement a ‘Welcome to Country’ and acknowledgement of local Indigenous Australian’s protocols. Budget and Implementation Branch to draft and seek Executive sign-off. Marketing and Communications Branch to assist with dissemination and promotion. Portfolio Coordination and Corporate Branch to promote Job Capacity Assessment Branch and Office of the Access Card to ensure protocols are reflected in training modules and activities. Develop draft style guide for culturally sensitive language use in consultation with internal and external stakeholders. Finalise the guide as part of the DHS corporate communications style guide. Marketing & Communications Branch. DHS across agency Indigenous Taskforce. August 2007 Protocols are used by all staff in appropriate events. Protocols are reflected in the Job Capacity Assessment training module and Access Card communications and relationships training.
September 2007
June 2008
As modules are rolled-out and communications activities are commenced.
November 2007
Draft guidelines reflect consultation process. Guidelines are consistent with national information and international standards and reflect cultural sensitivities of stakeholders. All new staff sign-up to attend cultural awareness training. Staff who are involved in Indigenous stakeholder consultation and engagement attend training. Positive feedback from participants indicates valuable learnings.
February 2008
Ensure staff cultural awareness training is conducted where appropriate.
DHS Cross Agency Indigenous Taskforce to organise and facilitate. Portfolio Coordination and Corporate Branch to facilitate and organise attendance by core Department staff. Marketing and Communications Branch to help promote. All line areas involved in consultations and engagement with Indigenous Australians.
June 2008
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Indigenous cultural promotion continued.
Explore opportunities to acknowledge Indigenous Australians in the redesign of our accommodation and permanent location. Symbolic measures may include: naming of meeting rooms or hallways after Indigenous peoples or using local Indigenous language; displaying the three flags in the foyer; displaying an acknowledgement of traditional owners plaque in the foyer; and/or holding a smoking ceremony to recognise the traditional land owners. Portfolio Coordination and Corporate Branch. July 2008 Local elders are involved in implementation of these initiatives. Delivery and implementation of initiatives meet local elders’ expectations of such initiatives. Initiatives developed in accordance with protocols.
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