Indigenous Employment Evaluation Framework

Size: px
Start display at page:

Download "Indigenous Employment Evaluation Framework"

Transcription

1 Indigenous Employment Evaluation Framework December 2016 Centre for Social Responsibility in Mining Sustainable Minerals Institute The University of Queensland, Australia

2 The Centre for Social Responsibility in Mining (CSRM) is a leading research centre, committed to improving the social performance of the resources industry globally. We are part of the Sustainable Minerals Institute (SMI) at the University of Queensland, one of Australia s premier universities. SMI has a long track record of working to understand and apply the principles of sustainable development within the global resources industry. At CSRM, our focus is on the social, economic and political challenges that occur when change is brought about by resource extraction and development. We work with companies, communities and governments in mining regions all over the world to improve social performance and deliver better outcomes for companies and communities. Since 2001, we have contributed to industry change through our research, teaching and consulting.

3 Indigenous Employment Evaluation Framework About this evaluation framework This Indigenous Employment Evaluation Framework has been developed to help organisations 1 self-assess their commitment to and overall support for Indigenous employment. The Framework draws on various studies of Indigenous employment and procurement carried out at the Centre for Social Responsibility in Mining (CSRM) at the University of Queensland. While focused on the Australian on-shore extractive sector and associated Aboriginal and Torres Strait Islander populations, much of the learning is applicable to other sectors and to the broader fostering of Indigenous employment. On this basis, the term Indigenous is used throughout the framework as a synonym for Aboriginal and Torres Strait Islander, and the recommended actions are not exclusive to the extractive sector. Some of the terms used are specific to the extractive sector and are explained in the Definitions section. The framework presumes that the organisation being evaluated has an overall business and operational strategy that cascades to departmental management systems and defined processes; and within this architecture, employment and human resources procedures are clearly defined, repeatable and interlinked. It also assumes the organisation s human resources practices comply with all relevant legislation, including Equal Employment Opportunity and diversity. How to use this evaluation framework The evaluation tool is intended to capture an organisation s situation at a point in time. It includes four Key Dimensions of analysis and a Baseline tool. The attributes and actions listed, and by implication recommended, are individual inputs within an overall strategy aiming to improve levels of Indigenous employment. The framework does not attribute relative or absolute merit to any of the particular input actions it advocates. Attempting broad deployment of too many elements can be counterproductive and some specific actions may be more effective in a given context. On this basis, a refined evaluation of potential elements in context is required to identify which will have more leverage in that location. A critical mass of input actions working well will result in greater levels of Indigenous employment. The framework also includes a Baseline section (from p13) for recording the organisation s current Indigenous employment performance against specific indicators. This is designed to develop a baseline and record actual outcomes over time as selected input actions are implemented. The framework can also be used to compare assets performance and share best practice across the organisation. 1 For the purposes of this framework, organisations are businesses, not-for-profit agencies, government departments and other entities that employee more than 50 people. Page 3 of 15

4 Organisational evaluation should take place in small groups with representatives drawn from different relevant departments, including Human Resources, Social Performance and other staff accountable for working directly with Indigenous people. Following evaluation of the baseline situation, organisations can then determine how far they want to progress their level of Indigenous employment and which actions they will prioritise to achieve this. The evaluation tool is divided into the following key dimensions: promoting and enabling a positive organisational environment; targeted Indigenous employment strategy; competent Indigenous engagement; and management systems. Page 4 of 15

5 The questions presented under each of these categories seek to reveal the practical detail of the organisation s implementation plans and actions. Answer each question using the rating levels below and provide comments to support the rating. The evaluation can be completed in a workshop or by observation and interview, with results recorded directly in this document. The rating levels are defined below. 0 Not implemented. 1 Planned commitments to implement is demonstrated by management sign off of budget, resources and accountabilities. 2 Base implementation implemented with basic results. 3 Managed and embedded Indigenous employment is systemically managed with appropriate measurement and evidence of continuous improvements over time. It is embedded into the culture and systems of the organization, and will be sustained beyond the initial implementation and/or departure of a champion. It is not an ad hoc process outside the main employment processes. N/A Any responses of Not Applicable should be explained in the comments field. Page 5 of 15

6 Dimension One: Promoting and enabling a positive organisational environment This dimension considers organisation-wide comprehension of the intention and benefit of Indigenous employment. There should be alignment of organisational purpose for Indigenous employment and a well-defined business case to support it. It is imperative that the business case for fostering Indigenous employment is reflected in policies and procedures, that this is understood and embedded across the organisation. Achievement should be supported by encouragement and recognition of excellence. Corporate intent needs to be linked to strong support for asset-level comprehension, and implementation at department and individual level. Corporate level Question N/A Comments Is there a clearly articulated business case for increasing Indigenous employment? Is Indigenous employment identified in the organisation s business strategy? Does this cascade into the organisation s business plan? Do formal planning processes consider opportunities for Indigenous employment, including workforce planning, recruitment and career development? Does the organisation have a policy statement that recognises and supports Indigenous employment? Does the policy refer to career development opportunities for Indigenous employees? Is the policy publicly available, for example on the organisation s website? Is achievement of policy outcomes published on the organisation s website? Is the policy supported by guidelines that clarify and explain its intent? Is the policy aligned with relevant government policies? Is there a documented process and frequency for review of the policy? Do the CEO and other senior executives publicly refer to the policy? Does the HR policy include specific adaptions for Indigenous cultural differences, such as provisions for cultural leave? Are there specific Corporate roles with accountability for implementing the policy? Does the company seek recognition through relevant external or internal Indigenous employment awards?

7 Asset level (can also be site, operation or project) Question N/A Comments Does the asset recognise specific local Indigenous presence? Does the asset have an explicit policy for local Indigenous employment, including a definition of local Indigenous people? Is the policy promoted in the workplace? Is implementation of the policy linked to government policy, regulatory requirement and programs aimed at Indigenous employment? Is Indigenous employment incorporated into Community and/or Indigenous Land Use Agreements? Is the asset s commitment to Indigenous employment included in employees & contractors on-boarding procedures and induction programs? Does the asset require major contractors to align with the asset s Indigenous employment policy and contribute to achieving contractual targets? Does the asset allocate staff resources to support Indigenous employment programs? Is there a specific asset-based role with management accountability for Indigenous employment? Are Indigenous employment objectives included in key role descriptions, including Human Resources, Social Performance, Training and line leadership roles? Are there asset champions for Indigenous employment? Are these asset champions for Indigenous employment in front-line roles, including Operations? Does the asset have any partnerships that support Indigenous employment? Does the asset recognise and celebrate Indigenous employment achievement and champions? Page 7 of 15

8 Dimension Two: Targeted Indigenous employment strategies This dimension evaluates if an organisation has implemented targets and strategies to increase Indigenous employment, while maintaining transparent, open and fair recruitment processes, accountability and due process. Organisations may need to actively support and develop the capacity of local Indigenous candidates, and candidates should be informed about the organisation s recruitment and employment procedures. Indigenous employment strategies must also focus on employment at all levels. Employment strategies such as mentoring and coaching should be implemented to increase employee retention and enable career development. Question N/A Comments Does the asset have publicly stated Indigenous employment targets that are consistent with corporate intentions/targets? Does the asset have publicly stated local Indigenous employment targets? Are key stakeholders, including Indigenous groups, involved in setting targets? Do the targets reflect the demographics of the community/ region (percentage of population that is Indigenous)? Are the targets incremental to achieve increased Indigenous employment over time? Are the targets promoted in the workplace? Is there a specific timeframe for achieving these targets? Does the organisation require EPCM and Tier 1 contractors to include Indigenous employment targets in contracts? Are EPCM, Tier 1 and 2 contractors monitored for Indigenous employment rates? Is an Indigenous work readiness program in place? Do Tier 1 contractors use the organisation s work readiness program? Does the alcohol and drug testing process educate and not permanently restrict employment? Does the security clearance system not automatically eliminate all candidates with a police record? Is there an Indigenous Traineeship program in place? Is there an Indigenous Apprenticeship program in place? Is there an Indigenous Cadetship/Scholarship program in place? Does the Indigenous employment program include mentoring, training and coaching? Page 8 of 15

9 Does Indigenous employment support extend to employees families, particularly in the first 18 months of employment? Is there a career development system for Indigenous employees that records individuals career goals, development discussions and plans, and development opportunities (potential and realised)? Page 9 of 15

10 Dimension Three: Competent Indigenous engagement To increase Indigenous employment, professional cultural competency is required of Human Resources, Social Performance and Operational staff, technical demand managers and senior management. There must be appropriate communication with Indigenous candidates to ensure they understand the recruitment process and are aware of employment opportunities. Question N/A Comments Does the organisation provide local cultural awareness training at all worksites? Is cultural competency included in supervisor and management role requirements? Are employment opportunities regularly and appropriately communicated to local Indigenous communities? Is there specific engagement with potential Indigenous applicants to explain the end-to-end recruitment and employment process? Is there sufficient flexibility in recruitment approaches, including face to face recruitment in regional locations and support for preparing applications and CVs? Is sufficient and actionable feedback provided to unsuccessful Indigenous applicants? Are Indigenous applicants able to communicate directly with recruitment staff? Do assets work with local employment agencies? Has the organisation adapted recruitment and employment processes for context-specific situations? Do training staff have knowledge, skills and experience in designing and implementing Indigenous training programs? Is there a formal exit interview system and are Indigenous exit interviews consistently conducted? Is the information from exit interviews analysed and used to inform Indigenous employment strategies? For construction projects, are transition arrangements in place to assist Indigenous employees transition to the operating phase? Are successful Indigenous employment case studies written up, published and celebrated? Page 10 of 15

11 Dimension Four: Management Systems Organisations should have management systems in place that support their publically stated Indigenous employment policies. Management systems should be designed to enable Human Resources staff to work collaboratively with teams responsible for Indigenous engagement and social performance. Performance should be measured against specific quantifiable targets, with results reported internally and externally. Question N/A Comments Is there a register that identifies key elements that influence Indigenous employment outcomes? Is Indigenous employment addressed in the annual planning/budgeting cycle including target setting? Are there explicit budget provisions for Indigenous employment and training? Have risks and challenges to Indigenous employment, and mitigation strategies been identified? Has Indigenous employment baseline information been recorded? (see following section on Baseline) Are there Key Performance Indicators (KPIs) in place for tracking Indigenous employment achievement? Are these KPIs measured regularly to track achievement over time? Do management roles accountable for employment and social performance have success-linked recognition? Is the recognition of social performance success and Indigenous employment success consistent? Are contractors required to report their actual and percentage Indigenous employment? Does contract tendering include weighting criteria for Indigenous employment? Is a database maintained of local Indigenous and Traditional Owner workready candidates, including skills, experience and qualifications? Does the database specifically identify Traditional Owners? Is Indigenous employment achievement regularly reported internally at asset and corporate level? Does the recruitment management system prompt priority assessment of Indigenous candidates? Page 11 of 15

12 Are all Indigenous employment plans, programs and activities documented? Is there a process for conducting an audit of Indigenous employment policies and procedures? Is there a documented process for receiving, recording and responding to complaints regarding Indigenous employment? Page 12 of 15

13 Baseline: Indigenous employment performance indicators The dimensional analysis sections of this Evaluation Framework are designed to review input measures for improving Indigenous employment. Implementation of a range of inputs over time will result in improved levels of Indigenous employment. Actual results will vary according to how many inputs are implemented, how well they are implemented, how well they are managed and complement each other, and the degree of conviction by the organisation and accountable people to make them work as intended. Beyond input measures, the questions below are examples of output indicators that can be used to measure actual performance. Not all of the indicators are necessarily appropriate to any particular circumstance, and selecting 1 to 3 particularly relevant indicators (Key Performance Indicators) is a better way to track performance than trying to track too many. Selecting several of these indicators according to context and intent will allow an organisation to evaluate its actual performance over time. Tracking an organisation s performance trajectory relative to itself over time is generally more useful than attempting to benchmark performance against other companies. Continuous improvement is more important than a ranking score, particularly when highly variably operational and social contexts means it is apples and oranges that are being compared. Question Current Year Previous Year 2 Years ago Comments What is the current organisational/asset target for Indigenous employment each year, broken down by direct employees and contractors? What is the current organisational/asset actual performance for Indigenous employment each year, broken down by direct employees and contractors? What is the current organisational/asset target for Traditional Owner employment each year, broken down by direct employees and contractors? What is the current organisational/asset actual performance for Traditional Owner employment each year, broken down by direct employees and contractors? What is the current organisational/asset target for Indigenous employment as a % of total employees, broken down by direct employees and contractors? What is current organisational/asset actual performance for Indigenous employment as a % of total employees, broken down by direct employees and contractors? What is the current organisational/asset target for Traditional Owner employment as a % of total employees, broken down by direct employees and contractors? Page 13 of 15

14 What is current organisational/asset actual performance for Traditional Owner employment as a % of total employees, broken down by direct employees and contractors? What are Indigenous employee numbers by role type (trainees, semi-skilled, graduate, supervisor, manager, senior manager etc)? What are Indigenous employee numbers by position type (permanent, contractor, full time, part time)? What are Indigenous employee numbers by gender? What is the average retention rate for Indigenous employees? Page 14 of 15

15 Definitions and explanation Aboriginal and Torres Strait Islander/ Indigenous Treated as synonymous for the purpose of this document: persons and entities that meet Indigenous identification criteria, as agreed by themselves and others, based on maintained pre-european ancestral affiliation and land-connections. Local Indigenous / Traditional Owner Indigenous employees who have ethnographic connections to lands and waters in the immediate vicinity of the Asset, usually defined in some form of local level agreement such as an Indigenous Land Use Agreement. Key Performance Indicators A quantitative or qualitative value that provides a simple and reliable means to measure progress towards a longer-term objective; in the context of this guidance, an Indigenous employment target (such as aggregate annual expenditure in $ or % of total organisational employment expenditure). EPCM Engineering Employment and Construction Manager companies specialising in these services that are contracted by extractive companies to undertake much of the construction and on-going project work at work sites. Tier 1 (suppliers) A business contracted by an extractive company to directly supply goods and/or services. Tier 2, 3 & 4 (suppliers) Businesses supplying goods and/or services to extractive companies through sub-contract arrangements. Page 15 of 15

ABORIGINAL EMPLOYMENT STRATEGY TAFE NSW Western Institute. Enrol Now. Enrol Anytime

ABORIGINAL EMPLOYMENT STRATEGY TAFE NSW Western Institute. Enrol Now. Enrol Anytime ABORIGINAL EMPLOYMENT STRATEGY 2015 2018 Enrol Now. Enrol Anytime. 1300 823 393 www.wit.tafensw.edu.au 90009 TAFE NSW Western Institute. STRATEGIC SUMMARY TAFE Western s Vision for Aboriginal Employment

More information

Aboriginal and Torres Strait Islander Workforce Procedure

Aboriginal and Torres Strait Islander Workforce Procedure Islander Workforce Procedure STATUS: For Uni-wide Comment 14-12-2018 NOTES: Released for University-wide comment from 17 Dec 2018 to 1 Feb 2019 inclusive (FS) Table of Contents Purpose... 1 Scope... 1

More information

Artwork commissioned by Lyn Walker Kunpu Kutju (strong one) 2012 Tjukurrpa (Aboriginal dreaming and World View): People, land and spirit are all one

Artwork commissioned by Lyn Walker Kunpu Kutju (strong one) 2012 Tjukurrpa (Aboriginal dreaming and World View): People, land and spirit are all one RECONCILIATION ACTION PLAN 2013 2015 2 THIESS RECONCILIATION ACTION PLAN Artwork commissioned by Lyn Walker Kunpu Kutju (strong one) 2012 Tjukurrpa (Aboriginal dreaming and World View): People, land and

More information

Reconciliation Action Plan

Reconciliation Action Plan Reconciliation Action Plan 2017-2019 Contents Acknowledgement 1 Our business 2 TAFE Queensland s vision for reconciliation 3 TAFE Queensland s RAP Journey 4 Relationships 5 Respect 7 Opportunities 9 Tracking

More information

Performance Development Framework. A Guide for Staff and Supervisors Part A

Performance Development Framework. A Guide for Staff and Supervisors Part A A Guide for Staff and Supervisors Part A hr.unimelb.edu.au/pd/performance/pdf 2 The University of Melbourne 2011 TABLE OF CONTENTS 1. INTRODUCTION... 4 2. PERFORMANCE DEVELOPMENT FRAMEWORK... 6 2.1 STRATEGIC

More information

Aboriginal Participation Plan. Hunter Expressway Kurri Kurri to Branxton

Aboriginal Participation Plan. Hunter Expressway Kurri Kurri to Branxton Aboriginal Participation Plan Hunter Expressway Kurri Kurri to Branxton 16 Jun 2011 Contents 1. Purpose and Scope...4 2. Document Control and Distribution...4 2.1 Revision Status...4 2.2 Distribution

More information

2. Ofqual level 6 descriptors

2. Ofqual level 6 descriptors Learning Outcomes and Assessment Criteria The learning outcomes and assessment criteria for the Chartered Manager Degree Apprenticeship have been based upon the following: 1. DfEdefinition - level 6 descriptor

More information

VISION STATEMENT INTRODUCTION UOW COMMITMENT TO RECONCILIATION BACKGROUND ROLE OF THE EMPLOYMENT EQUITY AND DIVERSITY COMMITTEE SUPPORTING POLICIES

VISION STATEMENT INTRODUCTION UOW COMMITMENT TO RECONCILIATION BACKGROUND ROLE OF THE EMPLOYMENT EQUITY AND DIVERSITY COMMITTEE SUPPORTING POLICIES UNIVERSITY OF WOLLONGONG INDIGENOUS EMPLOYMENT STRATEGY 2013-2018 May 2013 TABLE OF CONTENTS VISION STATEMENT INTRODUCTION UOW COMMITMENT TO RECONCILIATION BACKGROUND ROLE OF THE EMPLOYMENT EQUITY AND

More information

ABORIGINAL AND TORRES STRAIT ISLANDER ENGAGEMENT PLAN. Aboriginal and Torres Strait Islander Engagement Plan

ABORIGINAL AND TORRES STRAIT ISLANDER ENGAGEMENT PLAN. Aboriginal and Torres Strait Islander Engagement Plan ABORIGINAL AND TORRES STRAIT ISLANDER ENGAGEMENT PLAN Aboriginal and Torres Strait Islander Engagement Plan Our Mission is to make a sustainable future possible for our shareholders, our customers and

More information

Step 9: Aspire to create a great workplace which attracts, motivates and retains high quality, diverse staff committed to higher education

Step 9: Aspire to create a great workplace which attracts, motivates and retains high quality, diverse staff committed to higher education UNIVERSITY OF CANBERRA Aboriginal and Torres Strait Islander Employment Strategy UC 2012 Building Australia s Capital University Strategy 1 Strengthen the Foundations Step 9: Aspire to create a great workplace

More information

POLICY. Aboriginal Employment Policy. Approved by: Council - 8 September Next Review Date: September 2010

POLICY. Aboriginal Employment Policy. Approved by: Council - 8 September Next Review Date: September 2010 POLICY Aboriginal Employment Policy Approved by: Council - 8 September 2008 Next Review Date: September 2010 Responsible Officer Position: Manager Phone: 8203 7675 ACC2007/111031 TABLE OF CONTENTS Page

More information

CURTIN UNIVERSITY. Equal Employment Opportunity Management Plan

CURTIN UNIVERSITY. Equal Employment Opportunity Management Plan CURTIN UNIVERSITY Equal Employment Opportunity Management Plan 2011 2013 Vice-Chancellor s Leadership Statement It is with pleasure I present to you the Curtin Equal Employment Opportunity (EEO) Management

More information

Indigenous employment targets Mission-based Compact 2

Indigenous employment targets Mission-based Compact 2 UNSW Australia has a strong commitment to the employment of Indigenous people and their ongoing career development opportunities across all areas of the University. This commitment has been restated in

More information

ACTION PLAN MAY 2017 MAY

ACTION PLAN MAY 2017 MAY RECONCILIATION ACTION PLAN MAY 2017 MAY 2019 TABLE OF CONTENTS / 3 OUR VISION FOR RECONCILIATION / 4 SUPPORTING OUR VISION FOR RECONCILIATION / 6 INDIGENOUS ENGAGEMENT NETWORK / 7 OUR BUSINESS / 8 OUR

More information

04 Message from the Vice President and Managing Director. 05 Our Vision. 06 Message from the RAP Champion. 07 Our business.

04 Message from the Vice President and Managing Director. 05 Our Vision. 06 Message from the RAP Champion. 07 Our business. Innovate Reconciliation Action Plan Sept 2017 Sept 2019 Contents 04 Message from the Vice President and Managing Director 05 Our Vision 06 Message from the RAP Champion 07 Our business 08 Our RAP 11 Relationships

More information

BUSINESS DEVELOPMENT MANAGER

BUSINESS DEVELOPMENT MANAGER Position Description BUSINESS DEVELOPMENT MANAGER Reports To: Location: Chief Executive Officer Kununurra or Halls Creek Travel throughout broader servicing region required Remuneration: Base Salary: circa

More information

HUMAN RESOURCES STRATEGY HUMAN RESOURCES STRATEGIC PLAN

HUMAN RESOURCES STRATEGY HUMAN RESOURCES STRATEGIC PLAN HUMAN RESOURCES STRATEGIC PLAN 2015 2020 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for 2020. The university has chosen a high quality research-strong

More information

coverage of diversity groups in line with the broad composition of the Australian community.

coverage of diversity groups in line with the broad composition of the Australian community. The Australian Broadcasting Corporation s equity and diversity program is aligned with the ABC s overall Corporate Strategy and Vision to be the independent home of Australian conversations, culture and

More information

GOVERNMENT OF WESTERN AUSTRALIA STRATEGIC PLAN YOUR FUTURE. OUR BUSINESS.

GOVERNMENT OF WESTERN AUSTRALIA STRATEGIC PLAN YOUR FUTURE. OUR BUSINESS. GOVERNMENT OF WESTERN AUSTRALIA STRATEGIC PLAN 2014-2016 YOUR FUTURE. OUR BUSINESS. Polytechnic West Strategic Plan 2014-2016 YOUR FUTURE. OUR BUSINESS. Polytechnic West (PWA) has established itself as

More information

General Manager, Cultural Safety and Training

General Manager, Cultural Safety and Training Job Description Job Title: Portfolio: Reports to: Location: Classification: General Manager, Cultural Safety and Training (designated Aboriginal and Torres Strait Islander position) CEO s Office CEO Canberra

More information

Human Resources Strategy

Human Resources Strategy Human Resources Strategy 2007-2012 1. Introduction 1.1 QMU will deliver its Institutional Strategy through the efforts, skills and capabilities that our people contribute to the organisation. In order

More information

Aboriginal and Torres Strait Islander Workforce Strategy

Aboriginal and Torres Strait Islander Workforce Strategy Introduction Federation University Australia acknowledges the Wotjobaluk, Wergaia, Jupagalk, Jadawadjali, Jaadwa, Wadawurrung, Dja Dja Wurrung, Djab Wurrung, Wurundjeri and Gunai Kurnai, Barkindji, Mutthi

More information

POSITION DESCRIPTION MENTOR & LIAISON OFFICER. # Mentor & Liaison Officer

POSITION DESCRIPTION MENTOR & LIAISON OFFICER. # Mentor & Liaison Officer POSITION DESCRIPTION MENTOR & LIAISON OFFICER #1443700 Mentor & Liaison Officer Page 1 of 5 POSITION DESCRIPTION MENTOR & LIAISON OFFICER Position Number 1446 Position Status Full Time Position Supervisor

More information

NGO Benchmarking Model

NGO Benchmarking Model NGO Benchmarking Model Evidence Guidelines 17 August 2017 Version 2.0 Contents 1 NGO Benchmarking Model 3 About the NGO Benchmarking Model 3 How to use the Benchmarking Model 3 How does the Benchmarking

More information

General Manager Medicine and Health of Older People.

General Manager Medicine and Health of Older People. Date: November 2009 Job Title : General Manager Medicine and Health of Older People Department : Medicine and Health of Older People Location : Waitemata District Health Board Sites Reporting To : Chief

More information

DEPARTMENT OF EDUCATION. Equity and Diversity Management Plan

DEPARTMENT OF EDUCATION. Equity and Diversity Management Plan DEPARTMENT OF EDUCATION Equity and Diversity Management Plan 2011-2014 1 CONTENTS MESSAGE FROM THE DIRECTOR GENERAL... 3 INTRODUCTION... 4 OUTCOMES... 5 FOCUS AREAS... 5 EQUITY AND DIVERSITY TARGETS...

More information

Artist: Sarrita King Painting: Earth Cycles Karen Mundine

Artist: Sarrita King Painting: Earth Cycles Karen Mundine Innovate Reconciliation Action Plan Sept 2017 Sept 2019 A message from the Chief Executive Officer, Reconciliation Australia Contents Reconciliation Australia congratulates Boeing on the development of

More information

Innovate Reconciliation Action Plan

Innovate Reconciliation Action Plan Innovate Reconciliation Action Plan Australian Press Council March 2017 March 2019 Message from Press Council Chair I am absolutely delighted that Reconciliation Australia has approved the Press Council

More information

Position Description

Position Description Position Description Position: Reports To: Direct Reports: Chief Executive Officer IFL- 247 Board of Directors Corporate Services Manager Health Services Manager Senior Medical Officer Purpose of the Role

More information

Operational Executive

Operational Executive Title: Talent Development and Staff Retention Strategy Reference No: 015/HR Owner: Operational Executive Author C Edwards First Issued On: April 2014 Latest Issue Date: February 2016 Operational Date:

More information

OUR PEOPLE STRATEGY

OUR PEOPLE STRATEGY OUR PEOPLE STRATEGY 2017-2020 Front cover inset image Daniel Overturf PEOPLE STRATEGY 3 INTRODUCTION The Historic Environment Scotland (HES) Corporate Plan sets out our ambition to be the lead Public Body

More information

City West Water INNOVATE RAP

City West Water INNOVATE RAP City West Water INNOVATE RAP July 2017-July 2019 This RAP outlines City West Water s vision for a society that celebrates and protects the ongoing cultural and spiritual connections of Aboriginal and Torres

More information

POSITION DESCRIPTION. Emerging Minds Child Mental Health Consultant

POSITION DESCRIPTION. Emerging Minds Child Mental Health Consultant POSITION DESCRIPTION Emerging Minds Child Mental Health Consultant ROLE DESCRIPTION Role Title: Role Reports to: Role Created/Reviewed Date: January 2018 Criminal History Clearance Requirements: ORGANISATION

More information

Core Skills: Contributing Skills: Role Title: Senior Project Manager EXAMPLE. Reference: SFIA level 5

Core Skills: Contributing Skills: Role Title: Senior Project Manager EXAMPLE. Reference: SFIA level 5 Role Title: Senior Project Manager EXAMPLE Reference: SFIA level 5 Core Skills: Requirements definition and management Stakeholder relationship management (REQM) Level 5 (RLMT) Level 5 Financial management

More information

Program Development Officer (Ongoing, Full Time position based in Windsor)

Program Development Officer (Ongoing, Full Time position based in Windsor) Institute for Urban Indigenous Health Ltd ACN 140 019 290 Program Development Officer (Ongoing, Full Time position based in Windsor) What do we do? The Institute for Urban Indigenous Health (IUIH) was

More information

General Manager Corporate Services (Ongoing, fulltime position based at Head Office)

General Manager Corporate Services (Ongoing, fulltime position based at Head Office) Institute for Urban Indigenous Health Ltd ACN 140 019 290 General Manager Corporate Services (Ongoing, fulltime position based at Head Office) What do we do? The Institute for Urban Indigenous Health (IUIH)

More information

Classification: Public NOW BEFORE

Classification: Public NOW BEFORE NOW BEFORE Procurement overview 1.7bn spend per year split between Opex (42%) and Capex (58%) 700 contracts across 18 major categories 65 Procurement professionals 1500 Tier 1 suppliers and 50 strategic

More information

Vacation Work Guidelines for Employers

Vacation Work Guidelines for Employers Vacation Work Guidelines for Employers Attracting and retaining skilled professionals is critical to the success of the minerals industry, particularly during a period of sustained growth. Vacation work

More information

WORK IN SUPPORT OF CHARTER PRINCIPLES

WORK IN SUPPORT OF CHARTER PRINCIPLES ATHENA PROJECT Case Study No 12 UNIVERSITY OF SUNDERLAND SWAN BRONZE AWARD MARCH 2006 The University of Sunderland joined the Athena SWAN Charter in 2005 and was awarded Bronze SWAN recognition in March

More information

THE BALANCING ACT CREATING A DIVERSE WORKFORCE. Kathy Kostyrko Director 2014

THE BALANCING ACT CREATING A DIVERSE WORKFORCE. Kathy Kostyrko Director 2014 THE BALANCING ACT CREATING A DIVERSE WORKFORCE Kathy Kostyrko Director 2014 AN INTRODUCTION: DIVERSITY IN THE WORKFORCE A diverse workplace is created by treating people equitably and not discriminating

More information

Reconciliation Action Plan ATTORNEY-GENERAL s DEPARTMENT

Reconciliation Action Plan ATTORNEY-GENERAL s DEPARTMENT Reconciliation Action Plan ATTORNEY-GENERAL s DEPARTMENT Reconciliation Action Plan ATTORNEY-GENERAL s DEPARTMENT 2 Introduction The Australian Government Attorney-General s Department is committed to

More information

Kokatha: Position Description OPERATIONS MANAGER

Kokatha: Position Description OPERATIONS MANAGER OPERATIONS MANAGER KOKATHA - Background: The Kokatha People are the Traditional Owners of a large section of the land in the north of South Australia. This area stretches from Lake Torrens in the East

More information

Future-Focused Finance Accreditation

Future-Focused Finance Accreditation Future-Focused Finance Accreditation This accreditation system is designed to allow the NHS Finance Leadership Council (FLC) to give due recognition to those NHS organisations that have the very best finance

More information

NAIF Indigenous Engagement Strategy Guideline

NAIF Indigenous Engagement Strategy Guideline NAIF Indigenous Engagement Strategy Guideline June 2017 Introduction Schedule 1 to the Northern Australia Infrastructure Facility (NAIF) Investment Mandate, issued by the Minister for Resources, Energy

More information

NATIONAL SUSTAINABILITY FRAMEWORK - Financial Planning & Reporting + Asset Planning & Management

NATIONAL SUSTAINABILITY FRAMEWORK - Financial Planning & Reporting + Asset Planning & Management National Competency Status Assessment Opinion Competency - Self Improvement Questionnaire NATIONAL SUSTAINABILITY FRAMEWORK - Financial Planning & Reporting + Asset Planning & Management Competency - Self

More information

ADVANCING INDIGENOUS EMPLOYMENT STRATEGY

ADVANCING INDIGENOUS EMPLOYMENT STRATEGY MONASH UNIVERSITY ADVANCING INDIGENOUS EMPLOYMENT STRATEGY 2010 2013 Working Together - Making a Difference Acknowledgement In the spirit of reconciliation, Monash University acknowledges and pays respect

More information

Director Procurement & Value Delivery

Director Procurement & Value Delivery Position Reports to Direct Reports Band Director Procurement & Value Delivery Chief Executive Heads of Procurement (3), Sustainability Officer (1), Head Procurement Operations (1), Head Clinical Engagement

More information

Substantive Equality Framework Implementation Plan

Substantive Equality Framework Implementation Plan Substantive Equality Framework Implementation Plan 2015-18 Contents CONTENTS 2 SUMMARY 3 Level 1: Commitment to implementation of the policy framework 5 Level 2: Identifying clients and their needs 9 Level

More information

Action Deliverable Timeline Responsibility

Action Deliverable Timeline Responsibility Relationships QLS recognises the importance of developing meaningful and respectful relationships with First Nations peoples. We look forward to working together to ensure a strong and positive shared

More information

G8 Education Limited ABN: Corporate Governance Statement

G8 Education Limited ABN: Corporate Governance Statement G8 Education Limited ABN: 95 123 828 553 Corporate Governance Statement Corporate Governance Statement Under Listing Rule 4.10.3, G8 Education is required to provide a statement in its annual report disclosing

More information

A shared horizon Reconciliation Action Plan

A shared horizon Reconciliation Action Plan A shared horizon Reconciliation Action Plan About Deloitte In Australia, the member firm is the Australian partnership of Deloitte Touche Tohmatsu. Deloitte Touche Tohmatsu and its affiliates (together

More information

Position Application Package

Position Application Package With Compliments Position Application Package Position Name: Position No (If applicable): Contact Name: Aboriginal Health Worker - Drug & Alcohol - Nambucca Heads N/A Paula Skinner Telephone: (02) 65602307

More information

From Symbols to Systems

From Symbols to Systems From Symbols to Systems Strengthening Aboriginal and Torres Strait Islander Cultural Security in Mainstream Organisations Cultural Security Templates Prepared by Maria Dugan, Liz Phillips, Colin Mitchell,

More information

Reconciliation Action Plan November

Reconciliation Action Plan November Reconciliation Action Plan November 2016 2019 Connection with Aboriginal and Torres Strait Islander communities www.bom.gov.au Laurie Nilsen Laurie is a highly respected and celebrated Indigenous Australian

More information

ABN ACN

ABN ACN ABN 44 373 080 790 ACN 116231595 A Summary of the Consultation on Discussion Paper 1. Frequently Asked Questions This document is a collation of the feedback received about Discussion Paper 1 of the Professionalising

More information

Leadership and Management Capability Framework

Leadership and Management Capability Framework Leadership and Management Capability Framework This policy is important to: At VU it is recognised that leadership can be exercised regardless of position, but this Framework particularly applies to those

More information

Improving Performance through a Systemic Human Capital Approach

Improving Performance through a Systemic Human Capital Approach Module 4 Ongoing Performance Management: Evaluation & Professional Development LEAD Connecticut Leadership Institute Improving Performance through a Systemic Human Capital Approach J U N E 2 0 1 3 2013

More information

Managing Our Workforce

Managing Our Workforce Our Workforce Material issue Our Workforce Incitec Pivot endeavours to be a business where Company Values guide behaviours in the workplace and where employees have the flexibility, and tools to learn

More information

Position Description CDEP Coordinator

Position Description CDEP Coordinator Position Description CDEP Coordinator Vision: Strong communities empowered by people Mission: Working in partnership with indigenous Australians to encourage economic and social grow Corporate Values:

More information

Position Title Customer & Service Delivery Manager, Metropolitan

Position Title Customer & Service Delivery Manager, Metropolitan Position Title Customer & Service Delivery Manager, Metropolitan Position Purpose This role is one of five functional roles that form the leadership team directly reporting into the General Manager Customer

More information

Reconciliation Action Plan July July 2019 REFLECT

Reconciliation Action Plan July July 2019 REFLECT Reconciliation Action Plan July 2018 - July 2019 REFLECT 1 2 We acknowledge the Australian Aboriginal and Torres Strait Islander peoples of this nation as the traditional custodians of the lands on which

More information

Person Specification (Knowledge, Skills and Experience)

Person Specification (Knowledge, Skills and Experience) Job Description Job Title: Senior Manager Residential Aged Care Role Purpose: The Senior Manager - Residential Aged Care is responsible for the operational management and service delivery of residential

More information

AHRI Practising Certification Program Skills Recognition - CT Candidate Guide COPY ONLY

AHRI Practising Certification Program Skills Recognition - CT Candidate Guide COPY ONLY 0 Page APC Skills Recognition CT V4.0 Dec 2015 Table of Contents About this guide... 2 What is Credit Transfer?... 2 Compiling your Skills Recognition Portfolio... 2 APC Program Overview... 3 AHRI Model

More information

CURTIN UNIVERSITY. Equal Employment Opportunity Management Plan

CURTIN UNIVERSITY. Equal Employment Opportunity Management Plan CURTIN UNIVERSITY Equal Employment Opportunity Management Plan 2015 2017 Vice-Chancellor s Leadership Statement It is with pleasure I present to you the Curtin Equal Employment Opportunity (EEO) Management

More information

A PEOPLE STRATEGY FOR THE HOUSE OF LORDS ADMINISTRATION

A PEOPLE STRATEGY FOR THE HOUSE OF LORDS ADMINISTRATION A PEOPLE STRATEGY FOR THE HOUSE OF LORDS ADMINISTRATION 2018 2021 Context 1. The strategy for the House of Lords Administration for the period 2016 2021 reflects the strategic and political context in

More information

Candidate information kit

Candidate information kit GENERAL JOB CANDIDATES INFORMATION NOVEMBER 11 SEGMENT AUDIENCE FORMAT DATE Australian Charities and Not for Profits Commission Candidate information kit This kit provides information about the advertised

More information

BOND UNIVERSITY RESEARCH STRATEGIC PLAN

BOND UNIVERSITY RESEARCH STRATEGIC PLAN BOND UNIVERSITY RESEARCH STRATEGIC PLAN 2018-2022 INTRODUCTION FROM THE DEPUTY VICE-CHANCELLOR (ACADEMIC) Our 2018 to 2022 Strategic Plan sets out the University s direction to preserve our vibrant research

More information

Unit Manager, Enterprise Planning and Performance (12 month Fixed Term) Strategy and Performance Division

Unit Manager, Enterprise Planning and Performance (12 month Fixed Term) Strategy and Performance Division Unit Manager, Enterprise Planning and Performance (12 month Fixed Term) Strategy and Performance Division The Strategy and Performance Division (SAPD) links strategy, planning, resourcing and performance

More information

Technical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624)

Technical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624) Technical specifications for City & Guilds Level 7 NVQ Diploma in Strategic Management and Leadership (8624) Version: 1.0 (March 2017) Version 1.0 (March 2017) Level 7 NVQ Diploma in Strategic Management

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting

CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com November 2015 Companies which adopt CSR or sustainability

More information

START YOUR CAREER in NATURAL GAS Traineeships in Plant Maintenance 2019 Curtis Island LNG Indigenous Careers Program Frequently asked questions

START YOUR CAREER in NATURAL GAS Traineeships in Plant Maintenance 2019 Curtis Island LNG Indigenous Careers Program Frequently asked questions START YOUR CAREER in NATURAL GAS Traineeships in Plant Maintenance 2019 Curtis Island LNG Indigenous Careers Program Frequently asked questions Curtis Island LNG Indigenous Careers Program Programmed Training

More information

RAP. Reconciliation Action Plan

RAP. Reconciliation Action Plan RAP Reconciliation Plan SHQ acknowledges Aboriginal and Torres Strait Islander peoples as the Traditional Owners of country throughout Australia. CONTENTS Our vision for Reconciliation 4 Our business 4

More information

TEAM LEADER POSITION DESCRIPTION

TEAM LEADER POSITION DESCRIPTION TEAM LEADER POSITION DESCRIPTION RAPID RESPONSE PROGRAM NORTHERN REGION At Anglicare Victoria our focus is on transforming the futures of children, young people, families and adults. Our work is based

More information

Diversity and Inclusion Strategy A diverse workforce serving a diverse community

Diversity and Inclusion Strategy A diverse workforce serving a diverse community Diversity and Inclusion Strategy 2016-2020 A diverse workforce serving a diverse community Our diverse community Our commitment to diversity and inclusion 130+ cultural groups. Over one third speak a language

More information

Regional Community Development Manager, Program Delivery

Regional Community Development Manager, Program Delivery Regional Community Development Manager, Program Delivery Work Unit Program Delivery Classification Level 4 Employment type Full time (1.0) Work location Reporting line Supervisory Responsibilities State

More information

This Policy applies to all staff globally and to external recruitment consultants appointed to act on Tourism Australia s behalf.

This Policy applies to all staff globally and to external recruitment consultants appointed to act on Tourism Australia s behalf. RECRUITMENT SCOPE POLICY 1. Recruitment 1.1 Staff recruitment 1.2 Non-staff recruitment 1.3 Pre-employment screening 1.4 Previously redundant employees 2. Job Description and Evaluation 2.1 Methodology

More information

NAIF Indigenous Engagement Strategy Guideline

NAIF Indigenous Engagement Strategy Guideline NAIF Indigenous Engagement Strategy Guideline April 2018 Introduction Schedule 1 to the Northern Australia Infrastructure Facility (NAIF) Investment Mandate, issued by the Minister for Resources, Energy

More information

POSITION DESCRIPTION Team Lead, Marketing

POSITION DESCRIPTION Team Lead, Marketing Position Title: Team Lead, Marketing FTE: 0.8 (negotiable), permanent Department: Customer Experience Reports to: General Manager, Customer Experience and Brand Australian HR Institute The Australian HR

More information

The position reports to the Human Resources Manager and works closely with other HR Team members.

The position reports to the Human Resources Manager and works closely with other HR Team members. Title: Human Resources Business Partner (HRBP) Position type: Full time Classification: non-eba Position purpose: Work in partnership with the business to provide specialist coaching, support and influence

More information

The anglo american Safety way. Safety Management System Standards

The anglo american Safety way. Safety Management System Standards The anglo american Safety way Safety Management System Standards 2 The Anglo American Safety Way CONTENTS Introduction 04 Anglo American Safety Framework 05 Safety in anglo american 06 Monitoring and review

More information

Capital Works Engineer Water and Wastewater. Permanent, full-time. Manager Water and Wastewater. Superannuation Leaseback vehicle

Capital Works Engineer Water and Wastewater. Permanent, full-time. Manager Water and Wastewater. Superannuation Leaseback vehicle Position Description Position Summary Position Title: Position Status: Reports to: Location: Capital Works Engineer Water and Wastewater Permanent, full-time Manager Water and Wastewater Administration

More information

Diversity. Self Assessment of Diversity Performance. Sponsored by:

Diversity. Self Assessment of Diversity Performance. Sponsored by: Diversity Self Assessment of Diversity Performance Sponsored by: Instructions This self assessment tool is intended to be conducted by the organization, with participation of at least three or four members

More information

INTERIM REPORT ON INNOVATE RECONCILIATION ACTION PLAN

INTERIM REPORT ON INNOVATE RECONCILIATION ACTION PLAN INTERIM REPORT ON INNOVATE RECONCILIATION ACTION PLAN July 2018 lawsocietywa.asn.au Through the Law Society of Western Australia s Innovate Reconciliation Action Plan July 2017-July 2019 (RAP), the Law

More information

Suicide Prevention Australia Inc. Position Description: Accounts Officer (part-time)

Suicide Prevention Australia Inc. Position Description: Accounts Officer (part-time) Thank you for your interest in our Book-keeper role. Applications will be considered as they are received and the role will be closed when the position has been filled. Essential Book-keeping experience

More information

COMMUNITY DEVELOPMENT PERFORMANCE MANAGEMENT FRAMEWORK

COMMUNITY DEVELOPMENT PERFORMANCE MANAGEMENT FRAMEWORK COMMUNITY DEVELOPMENT PERFORMANCE MANAGEMENT FRAMEWORK 1 Contents Page Introduction to the Performance Management Framework 3 Ensuring Strategic Level Commitment 7 Implementing the Framework 8 Resources

More information

Finance and Corporate Services Staff. Making mabu liyan real for all, always People, land, culture, prosperity

Finance and Corporate Services Staff. Making mabu liyan real for all, always People, land, culture, prosperity JOB HIGHLIGHTS PACK Role: Department: Reports to: Direct Reports: Location: Duration: Manager Finance and Corporate Services Finance and Corporate Services Chief Operating Officer Finance and Corporate

More information

Performance Management and Development Scheme. For Chief Education Officers, Public Service and TAFE Administrative and Support Staff

Performance Management and Development Scheme. For Chief Education Officers, Public Service and TAFE Administrative and Support Staff Performance Management and Development Scheme For Chief Education Officers, Public Service and TAFE Administrative and Support Staff Contents 1.0 OVERVIEW OF PROCEDURES 5 Relationship to the Performance

More information

Reflect Reconciliation Action Plan (RAP) September September 2018

Reflect Reconciliation Action Plan (RAP) September September 2018 Reflect Reconciliation Action Plan (RAP) September 2017- September 2018 ACKNOWLEDGEMENTS MIGAS Limited respectfully acknowledges Aboriginal and Torres Strait Islander peoples as the Traditional Custodians

More information

InterContinental Hotels Group Reconciliation Action Plan

InterContinental Hotels Group Reconciliation Action Plan InterContinental Hotels Group Reconciliation Action Plan 2010-2011 Our Commitment IHG s commitment is to see Aboriginal & Torres Strait Islanders share the economic and social benefits of the Australian

More information

Position Description Manager Indigenous Leadership and Engagement

Position Description Manager Indigenous Leadership and Engagement Position Description Manager Indigenous Leadership and Engagement Division Chief Operating Office Location Town Hall House, 456 Kent Street, Sydney Classification/Grade/Band Band 9 Position Code DB1006

More information

Aboriginal Employment Plan Cover and all internal photography: Koori Flowers by James Henry A

Aboriginal Employment Plan Cover and all internal photography: Koori Flowers by James Henry A Aboriginal Employment Plan 2016-2019 Cover and all internal photography: Koori Flowers by James Henry A Contents Introduction 1 Key Achievements 2012-15 2 Project Planning & Governance 2 Identification

More information

Industry Engagement in Training Package Development. Discussion Paper Towards a Contestable Model

Industry Engagement in Training Package Development. Discussion Paper Towards a Contestable Model Industry Engagement in Training Package Development Discussion Paper Towards a Contestable Model Published October 2014 Table of Contents Industry Engagement in Training Package Development Discussion

More information

Progressive Native Title Representative Body Seeks Chief Executive Officer (CEO) based in Cairns.

Progressive Native Title Representative Body Seeks Chief Executive Officer (CEO) based in Cairns. Progressive Native Title Representative Body Seeks Chief Executive Officer (CEO) based in Cairns. North Queensland Land Council is a Native Title Representative Body appointed under the Native Title Act

More information

Managing Director s message, Melbourne Water. CEO s message, Reconciliation Australia

Managing Director s message, Melbourne Water. CEO s message, Reconciliation Australia Melbourne Water Plan 2016 2017 Managing Director s message, Melbourne Water At Melbourne Water, we understand the central role water plays in our communities, environment and economy. We also understand

More information

Suicide Prevention Australia Inc. Position Description: Accounts Officer (part-time)

Suicide Prevention Australia Inc. Position Description: Accounts Officer (part-time) Thank you for your interest in our Book-keeper role. Applications will be considered as they are received and the role will be closed when the position has been filled. Essential Book-keeping experience

More information

Safety. Indicator: Lost-time injury frequency rate for Sydney Water staff and contractors. Sustainability Indicators

Safety. Indicator: Lost-time injury frequency rate for Sydney Water staff and contractors. Sustainability Indicators Safety Sydney Water s goal is to achieve zero injuries to staff, contractors and visitors. The lost-time injury frequency rate increased for staff and contractors. We are focusing on behavioural change,

More information

JOB DESCRIPTION. Senior Manager - Centre Operations. Date effective: February 2016

JOB DESCRIPTION. Senior Manager - Centre Operations. Date effective: February 2016 JOB DESCRIPTION Position title: Senior Manager - Centre Operations Approved by: Michael Muldoon Date effective: February 2016 PURPOSE The purpose of this position is to ensure provides: Effective, efficient

More information

EAST SUSSEX FIRE AUTHORITY Job Description

EAST SUSSEX FIRE AUTHORITY Job Description EAST SUSSEX FIRE AUTHORITY Job Description Work Designation: Resources / Treasurer Location: Shared HQ Job Title ITG Manager Rank or Grade: Job Family 7 (subject to Job Evaluation) Responsible To: Assistant

More information

Titles of Positions which report to Fleet and Parking Services Manager are: Contractors for which this position is responsible:

Titles of Positions which report to Fleet and Parking Services Manager are: Contractors for which this position is responsible: POSITION DESCRIPTION 1. POSITION DETAILS Position Title: Division: Unit: Management Level: Fleet and Parking Services Manager City Services Fleet and Parking Services M3 2. ORGANISATIONAL RELATIONSHIPS

More information

Closing the talent management gap: Harnessing your employees talent to deliver optimum business performance

Closing the talent management gap: Harnessing your employees talent to deliver optimum business performance Closing the talent management gap: Harnessing your employees talent to deliver optimum business performance (Published in Strategic HR Review, Volume 5, Issue 3, 2004, http://www.emeraldinsight.com/doi/abs/10.1108/14754390780000963)

More information