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Working with Aboriginal and Torres Strait Islander peoples

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Home » NIAA Stretch Reconciliation Action Plan 2022-2025

Opportunities

The NIAA will continue to explore ways to increase reconciliation, noting that the NIAA has unique opportunities to:

  • Improve Aboriginal and Torres Strait Islander employment outcomes both within the NIAA and across the APS. NIAA recognises that Aboriginal and Torres Strait Islander staff provide unique perspectives, knowledge and experience that help to influence the development of policies and programs, and build relationships that will strengthen outcomes for Aboriginal and Torres Strait Islander peoples.
  • Support strong engagement with Aboriginal and Torres Strait Islander communities and organisations, and help us lead the Commonwealth’s approach to improving the life outcomes of Aboriginal and Torres Strait Islander peoples.
  • Providing professional development programs to enhance and facilitate career pathways.

Focus area: Key focus areas include strengthening the capability of the NIAA and Government, by drawing on the experience, knowledge and value that Aboriginal and Torres Strait Islander peoples provide within Australian society.

1. Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development.

Deliverable Timeline Responsibility
Advertise job vacancies to effectively reach Aboriginal and Torres Strait Islander stakeholders. Ongoing – reported June, September, annually Chief People Officer
Review HR and recruitment procedures and policies to remove barriers to Aboriginal and Torres Strait Islander participation in our workplace. Ongoing – reported June, September, annually Chief People Officer
Support Aboriginal and Torres Strait Islander employees to take on management and senior level positions. Ongoing – reported June, September, annually Chief People Officer
Continue to support Aboriginal and Torres Strait Islander staff through the operation of the Aboriginal and Torres Strait Islander Network (ATSIN). This includes ensuring that all Aboriginal and Torres Strait Islander staff have the opportunity to participate in the ATSIN, and leveraging the ATSIN as an important resource in the NIAA to:
  • Raise awareness and understanding of barriers relevant to Aboriginal and Torres Strait Islander staff, and contribute to NIAA and APS wide diversity strategies.
  • Promote opportunities to support the success and inclusion of Aboriginal and Torres Strait Islander staff in the NIAA.
  • Support the Agency’s efforts to acknowledge days of significance such as National Reconciliation Week and NAIDOC Week.
 Ongoing – reported June, September, annually Lead: Chairs – Aboriginal and Torres Strait Islander Network
Continue to work with the APSC to implement and promote the Commonwealth Aboriginal and Torres Strait Islander Workforce Strategy 2020 - 2024 within the NIAA and across the APS.
  • Internally, the implementation plan will be delivered in early 2022 and continuously reviewed as part of internal processes.
 Implementation Plan to be released February 2022 Chief People Officer
Commit a Senior Executive Service Officer to promote and support the implementation of the Commonwealth Aboriginal and Torres Strait Islander Workforce Strategy across the APS. Commenced 2020 until 2022 Deputy Chief Executive Officer, Operations and Delivery
Embed culturally appropriate recruitment processes, including ensuring that:
  • All NIAA positions continue to be classified as ‘identified positions’.
  • All successful candidates meet the criteria for ‘identified positions’ (an understanding of the barriers facing Aboriginal and Torres Strait Islander peoples, and an ability to communicate sensitively and effectively with Aboriginal and Torres Strait Islander peoples).
  • Selection processes assess cultural competence.
  • Unless there are exceptional circumstances approved by the Chief Operating Officer, at least one panel member must identify as an Aboriginal and/or Torres Strait Islander person.
  • All NIAA staff must have completed recruitment panel training (which provides information on culturally appropriate measures) within the previous 12 months before being a member of a panel.
 Ongoing – reported June, September, annually Chief People Officer
Increase current representation of Indigenous employees by 3% by 2024 (current Indigenous representation across the NIAA is 23%). Ongoing – reported June, September, annually Chief Operating Officer
Over the life of the RAP, increase the Indigenous workforce at the EL1 and EL2 levels by 3% on current representation (Current representation is approximately 14.9% of staff at the EL1 and EL2 levels who identify as Indigenous). Ongoing – reported June, September, annually Chief Operating Officer
Create opportunities and support Indigenous staff to apply for professional development programs, by partnering with universities and Indigenous organisations, including but not limited to:
  • The Sir Roland Wilson PhD Scholarship – approximately two EL1 or EL2 employees will be supported to complete a three year PhD research program at the Australian National University (ANU).
  • Pat Turner Scholarship – approximately two Aboriginal and Torres Strait Islander (APS4 to SES B1) employees will be supported to complete post-graduate study at the Australian National University (ANU) or Charles Darwin University for one to three years.
  • The Indigenous Development and Employment Program – a tailored development opportunity designed to enhance the capability of approximately 10 of our younger Aboriginal and Torres Strait Islander staff. Participants will be supported to create an individual career development plan and build their skills with a view to becoming the future Indigenous managers and leaders of the APS.
  • ANU Management Program - designed to build critical evaluation skills to inform decision making, improve collaboration, and to expose participants to techniques for adapting to complex and uncertain situations. This program will be open to approximately 10 Aboriginal and Torres Strait Islander staff at the AP5 to EL2 classification.
 Ongoing – reported June, September, annually Chief Operating Officer

2. Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.

Deliverable Timeline Responsibility
Continue to lead and implement the Commonwealth’s Indigenous Procurement Policy (IPP), established in 2015 to:
  • stimulate Indigenous entrepreneurship, business and economic development.
  • increase Indigenous participation in the delivery of Commonwealth goods and services.
 Reported October - annually Group Manager – Economic Policy and Programs
Continue to work in partnership with Supply Nation to maintain and review a registry of Indigenous businesses. Chief Operating Officer Group Manager – Economic Policy and Programs
Review and update procurement practices to remove barriers to procuring goods and services from Aboriginal and Torres Strait Islander businesses. Ongoing – reported October, annually Chief Operating Officer
Maintain commercial relationships with at least 40 Aboriginal and/or Torres Strait Islander businesses. Ongoing – reported October, annually Chief Operating Officer
Train all relevant staff in contracting Aboriginal and Torres Strait Islander businesses through Supply Nation or an equivalent organisation. Ongoing – reported October, annually Chief People Officer
Increase staff knowledge and use of Indigenous interpreters across regions and program/policy areas to support the NIAA regional and remote business needs. Ongoing – reported October, annually Lead: Branch Manager - Strategic Implementation & Standardisation

Support: Regional Managers

 
Prioritise Indigenous businesses and enterprises to provide service at NIAA events (conferences, planning days, off-site meetings). This may include facilities, catering, Welcome to Country, facilitation, IT support. Ongoing – reported June, September, annually Lead: Chief Operating Officer
Provide guidance, education and support, including through updated guidance materials and via direct engagement with NIAA portfolio bodies to maintain or lift performance against Commonwealth Indigenous Procurement targets. Ongoing – reported April, October, annually Lead: Group Manager – Strategic Policy Group