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Reconciliation Action Plan 2014‑16

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Reconciliation Action Plan 2014 16 394KB

A message from the Secretary

The Treasury’s mission is to improve the wellbeing of the Australian people by providing sound and timely advice to the government, based on objective and thorough analysis of options, and by assisting the Treasury Ministers in the administration of their responsibilities and the implementation of government decisions.

To accomplish this, we recruit the best staff we can and promote them through our organisation based on merit. We recognise that Aboriginal and Torres Strait Islander peoples are an important and valuable part of Australian society and actively seek to identify, recruit and promote them consistent with our mission. Further, we are committed to the Federal Government’s goal of having 2.7 per cent of the Public Service comprising staff of Aboriginal and Torres Strait Islander backgrounds by 2017. This plan outlines how we will contribute actively to this end.

Dr Martin Parkinson PSM
Secretary to the Treasury

Our vision for reconciliation

For us reconciliation is not about guilt or easy options. It is about acknowledging the importance of Aboriginal and Torres Strait Islander peoples and their connection to country, and understanding that talent does not depend on race — providing the support all our employees need to be their best for both themselves and the nation.

Our business

The Treasury is engaged in a range of issues from macroeconomic policy settings to microeconomic reform and regulatory arrangements, from foreign investment to budgetary and social policy, as well as tax policy and international economic diplomacy. The Treasury also has a program delivery role in supporting markets and business, and providing Commonwealth payments to the State and Territory governments.

As such, much of what Treasury does touches, directly or indirectly, on Indigenous policy.

As at 30 June 2014, the Treasury employed approximately 950 staff, including five people with an Aboriginal and Torres Strait Islander heritage.

Our RAP

The development of the Treasury Innovate RAP has included a number of targeted workshops with employees of all levels across the organisation, some who have played a role in implementing key initiatives outlined in the Treasury RAP 2009-2010. Statistical analysis; input from Aboriginal and Torres Strait Islander employees; and outcomes and learnings from the last RAP have been included in the development of the Treasury Innovate RAP. This RAP seeks to renew the Treasury’s focus on issues pertaining to Aboriginal and Torres Strait Islander peoples. The RAP working group will be refreshed on an annual basis.

To this end, Mr Rob Heferen, Executive Director, Revenue Group, has been appointed as the executive champion of this RAP.

Our Goal

Our goal is to attract, support and retain Aboriginal and Torres Strait Islander staff so that they feel as much a part of our organisation as any other staff member, can celebrate important cultural events with pride and joy, and develop alongside their colleagues to their full potential.

Our Approach

We will do this by:

  1. Developing the relationships we need that build our understanding of Aboriginal and Torres Strait
  2. Islander cultures (and connection to country) and learning what form support should take.
  3. Respecting and celebrating this culture as an exciting addition to all our working lives.
  4. Providing opportunities for Aboriginal and Torres Strait Islander staff in line with our broader duty to the Australian people.
  5. Tracking progress against our goals and adjusting our plans as necessary.

Actions

Relationships

Building strong relationships between the Treasury and Aboriginal and Torres Strait Islander peoples ensures that we can assist in building robust and citizen centric policies for the benefit of all Australians.

Action Responsibility Timeline Measureable Target
Refresh RAP working Group General Manager, People and Organisational Strategy Division November 2014
  • Expressions of Interest to be published for Aboriginal and Torres Strait Islander representation on the RAP Working Group.
  • RAP Working Group oversees the development, endorsement and launch of the RAP.
  • First meeting to be held in November 2014; with meetings held bi-annually to monitor and report on RAP implementation.
Celebrate NRW by providing opportunities for Aboriginal and Torres Strait Islander employees and other employees to build relationships. General Manager, People and Organisational Strategy Division 27th May-
3rd June, 2015, 2016
  • Organise at least one internal event each year.
  • Encourage all staff to participate in community based NRW events by advertising events on the intranet
Engage with Aboriginal and Torres Strait Islander leaders, organisations, and academics to build our understanding of issues impacting our Aboriginal and Torres Strait Islander stakeholders. General Manager, Social Policy Division October 2015 (2014-15 Annual Report) and October 2016 (2015-16 Annual Report)
  • Four meetings with Aboriginal and Torres Strait Islander leaders, organisations or academics annually.
  • Attend at least one Aboriginal and Torres Strait Islander specific conference or policy forums each year.
  • Biannual briefings conducted for internal management.

Respect

Respecting and celebrating Aboriginal and Torres Strait Islander peoples, cultures and land history is essential to understanding the unique needs of local communities, and how we, as policy makers, can make a difference in their lives.

Action Responsibility Timeline Measureable Target
Provide opportunities for Aboriginal and Torres Strait Islander employees to engage with their culture and community through NAIDOC Week events. General Manager, People and Organisational Strategy Division July 2015
  • Review HR policies and procedures to ensure there are no barriers to staff participating in NAIDOC Week activities.
  • Provide opportunities for Aboriginal and Torres Strait Islander employees to participate in local NAIDOC Week events
Engage employees in cultural learning to increase understanding and appreciation of different cultural backgrounds in order to lay the foundation for other RAP actions to be achieved. General Manager People and Organisational Strategy Division October 2014
  • Identify two senior officers to champion the RAP across the department.
October 2014
  • Join the APS wide Indigenous Champions network.
  • Develop a strategy for staff participation in the JARWUN program.
  • Host a minimum of one guest lecture on specific Aboriginal and Torres Strait Islander content.
Engage Treasury staff in understanding Acknowledgment of Country and Welcome to Country protocols and their value. General Manager, Social Policy Division; General Manager People and Organisational Strategy Division December 2014
  • Welcome to Country included in 90 per cent of all external presentations chaired by Treasury staff.
  • Acknowledgement of Country included at all Executive level meetings.
  • Revise protocols to encourage customised statements when giving an Acknowledgment of Country rather than a standardised form of words.
Include Aboriginal and Torres Strait Islander content across all training programs. General Manager People and Organisational Strategy Division November 2014
  • All internal training programs revised and updated.
  • Aboriginal and Torres Strait Islander policy permanently included in training programs such as the Executive Leadership Program.
Provide staff with access to Respect, Equity and Diversity Training (RED) General Manager, People and Organisational Strategy Division July 2015
  • Mandatory completion of RED for all staff.
July 2015
  • Provide cultural awareness training to staff on secondments.
December 2014
  • Information on Aboriginal and Torres Strait Islander cultural awareness included in New Starters’ Induction material and available on the intranet.
November 2014
  • Access to CIT’s RED course as required.

Opportunities

Creating opportunities for Aboriginal and Torres Strait Islander peoples, organisations and communities is important to the Treasury’s future. Pursuing partnerships with Aboriginal and Torres Strait Islander organisations and businesses enable mutual synergy in the delivery of policies and in the delivery of sustained and cost effective corporate services.

Action Responsibility Timeline Measureable Target
Investigate opportunities to increase supplier diversity General Manager, People and Organisational Strategy Division April 2016
  • Review procurement policies barriers to Aboriginal and Torres Strait Islander businesses are able to be addressed.
  • Investigate becoming a member of Supply Nation
  • Educate staff about using Aboriginal and Torres Strait Islander businesses.
  • Develop at least one commercial relationship with an Aboriginal and Torres Strait Islander business
Increase the awareness of employment opportunities in Treasury General Manager, People and Organisational Strategy Division April 2016
  • Extending graduate recruitment to Aboriginal and Torres Strait Islanders Units and Centres in universities.
  • Actively identify and approach Aboriginal and Torres Strait Islander graduates who match Treasury requirements.
  • Reserve three to five cadetships or traineeship for Aboriginal and Torres Strait Islander applicants each year.
  • Identify opportunities and ensure they are advertised across specific Aboriginal and Torres Strait Islander media e.g. Koori Mail etc.
  • Review and update the Aboriginal and Torres Strait Islander employment Strategy.
Support the APSC as it works to achieve the Aboriginal and Torres Strait Islander participation target of 2.7 per cent in the Public Service by 2017 General Manager, People and Organisational Strategy Division October 2015 (2014-15 Annual Report) and October 2016 (2015-16 Annual Report)
  • Recruit Aboriginal and Torres Strait Islander staff whenever they have the skills required.
  • Encourage Aboriginal and Torres Strait Islander staff from other parts of the Public Service to undertake a work placement or secondment in Treasury.
  • Use Treasury Annual reports to publicly assess progress against this action.
Actively seek to retain Aboriginal and Torres Strait Islander employees by creating a culturally safe and supportive workplace. General Manager People and Organisational Strategy Division November 2014
  • Ensure Aboriginal and Torres Strait Islander cadets undertake work aligned to Treasury’s key objectives.
  • Educate managers so that they have a better understanding of Aboriginal and Torres Strait Islander culture and can support staff who have periodic external obligations.
  • Review and update existing HR policies and procedures by 1st October 2014
  • Offer mentoring to all Aboriginal and Torres Strait Islander staff through the Individual Performance Plan process.
Establish a Secondment Program. General Manager, People and Organisational Strategy Division November 2014
  • Undertake at least one secondment to and one secondment from an Aboriginal and Torres Strait Islander organisations annually.
Contribute to the development of Aboriginal and Torres Strait Islander-specific policies at Commonwealth level, including in the Budget process and in the Council of Australian Governments (COAG) reform agenda, towards closing the gap in outcomes between Aboriginal and Torres Strait Islander and non-Indigenous Australians. Secretary October 2015 (2014-15 Annual Report) and October 2016 (2015-16 Annual Report)
  • Engage with PM&C, which has lead portfolio responsibility for Aboriginal and Torres Strait Islander affairs, and other government agencies on Indigenous policy matters.
  • Participate in Interdepartmental Committees and policy development processes on Aboriginal and Torres Strait Islander issues.
  • Support participation in high level government committees, taskforces and stakeholder engagement by the Secretary and Senior Executive. Use Treasury Annual reports to publicly assess progress against this action.
Ensure the social and economic impacts of Indigenous-specific and mainstream policies on Aboriginal and Torres Strait Islander peoples and the wider community are adequately considered in providing policy advice to government, including cumulative impacts. Secretary October 2015 (2014-15 Annual Report) and October 2016 (2015-16 Annual Report)
  • Provide sound and timely advice to government on Aboriginal and Torres Strait Islander policy proposals and issues.
  • Use Treasury Annual reports to publicly assess progress against this action.
Promote a robust evidence base and evaluation approach so that governments and the community are informed about the outcomes of policies for addressing Aboriginal and Torres Strait Islander disadvantage. Secretary October 2015 (2014-15 Annual Report) and October 2016 (2015-16 Annual Report)
  • Support stakeholder engagement by Treasury portfolio Ministers.
  • Use Treasury Annual reports to publicly assess progress against this action.
Be mindful of potential compliance costs and complexity for Aboriginal and Torres Strait Islander peoples and organisations in developing policy advice. Secretary October 2015 (2014-15 Annual Report) and October 2016 (2015-16 Annual Report)
  • Support participation in COAG, including where affairs matters are being considered by the Council on Federal Financial Relations.
  • Use Treasury Annual reports to publicly assess progress against this action.
Ensure impacts on Aboriginal and Torres Strait Islander peoples are considered in new policy proposals developed within Treasury. Secretary October 2015 (2014-15 Annual Report) and October 2016 (2015-16 Annual Report)
  • All policies actively address the impact on Aboriginal and Torres Strait Islander groups.
  • Use Treasury Annual reports to publicly assess progress against this action.
Support the ACCC in consumer awareness work with Aboriginal and Torres Strait Islander groups. Executive Director, Markets Group October 2015 (2014-15 Annual Report) and October 2016 (2015-16 Annual Report)
  • Provide advice and support as requested. Use Treasury Annual reports to publicly assess progress against this action.
Empower Aboriginal and Torres Strait Islander leaders within the Treasury so that they can develop to their full potential. General Manager, People and Organisational Strategy Division October 2015 (2014-15 Annual Report) and October 2016 (2015-16 Annual Report)
  • Formal mentoring program established and reviewed.
  • Use Treasury Annual reports to publicly assess progress against this action.

Tracking Progress

Action Responsibility Timeline Measureable Target
Register RAP with Reconciliation Australia and report progress annually. General Manager, People and Organisational Strategy Division 1st August 2014, 2015, 2016
  • Register RAP with Reconciliation Australia.
  • Complete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia annually.
RAP to be distributed to all staff and made available to the public on the departmental website. General Manager, People and Organisational Strategy Division 1st August 2014
  • RAP available on departmental website and intranet.
Monitor and report to Treasury Executive on attraction and retention data for Aboriginal and Torres Strait Islander employees. General Manager, People and Organisational Strategy Division October 2015 (2014-15 Annual Report) and October 2016 (2015-16 Annual Report)
  • Reporting to Treasury Executive via the RAP committee.
  • Use Treasury Annual reports to publicly assess progress against this action.

For Help or More Information

Contact the People and Organisational Strategy Division on 02 6263 3018 or at LearningandDevelopment@treasury.gov.au.

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