4. A Diverse Workforce: Reflecting the ACT Community

4.1 Aboriginal and Torres Strait Islander Peoples

Aboriginal and Torres Strait Islander employees made up 1.5 per cent (313 employees) of the total ACTPS workforce at June 2016.

The 2015-16 reporting period saw a continued focus on strengthening programs and initiatives to improve employment of Aboriginal and Torres Strait Islander Peoples within the ACTPS. As can be seen in Table 16, the proportion of Aboriginal and Torres Strait Islander employees continues to grow each year, highlighting the success of the programs and initiatives in the recruitment and retention of Aboriginal and Torres Strait Islander employees.

To support the attraction of Aboriginal and Torres Strait Islander Peoples, the pilot ACTPS Indigenous Traineeship Program (the Indigenous Traineeship) commenced on 17 August 2015. The Indigenous Traineeship provides trainees with the opportunity to gain skills and knowledge, develop networks across the ACTPS, and affords trainees with professional development through the completion of individual based certifications. Upon successful completion of the program, trainees will be offered permanent positions within the ACTPS. Due to the success of the current Indigenous Traineeship, it is anticipated that the next ACTPS Indigenous Traineeship will commence in February 2017.

The ACTPS Graduate Program continues to support the placement of Aboriginal and Torres Strait Islander Peoples, with a particular focus placed on advertising to enhance the profile for available positions for Aboriginal and Torres Strait Islander Peoples. Two Aboriginal and Torres Strait Islander graduates were part of the 2016 graduate cohort, and 16 inclusion positions have been identified for the 2017 graduate cohort to support the placement of both Aboriginal and Torres Strait Islander Peoples and People with Disability.

ACTPS directorates continue to support the annual directorate diversity targets set by the Head of Service. As initiatives and programs for the attraction and retention of Aboriginal and Torres Strait Islander Peoples become embedded within the ACTPS, it is anticipated that the ACTPS will meet or potentially exceed the 2018-19 financial year targets.

Further information on programs and initiatives implemented during 2015-16 to improve the employment of Aboriginal and Torres Strait Islander Peoples within the ACTPS can be found at Section B2 of the Commissioner’s Annual Report.

Table 16 – Aboriginal and Torres Strait Islander Employees 2012 – 2016

Of the 313 Aboriginal and Torres Strait Islander employees:

• generation Y comprise the largest age group (145 employees);
• the separation rate of Aboriginal and Torres Strait Islander employees was higher than the separation rate for the whole ACTPS (12.0 per cent compared to 7.9 per cent);
• the Community Services Directorate had the highest proportional representation of employees identifying as Aboriginal and Torres Strait Islander employees at 3.3 per cent, followed by Justice and Community Safety Directorate (2.4 per cent);
• Trainees and Apprentices made up the largest classification of Aboriginal and Torres Strait Islander employees at 26.9 per cent, which is to be expected given the commencement of the pilot ACTPS Indigenous Traineeship Program on 17 August 2015. Dentists/Dental Officers made up the second largest classification of Aboriginal and Torres Strait Islander employees at 6.3 per cent and the third largest classification was Administrative Officers (2.5 per cent); and
• the average salary for Aboriginal and Torres Strait Islander employees was less than the average ACTPS salary ($78,300 compared to $87,584).

Table 17 – Aboriginal and Torres Strait Islander Peoples – June 2016

The 2016 Agency Survey asked directorates to report whether their directorate had a Reconciliation Action Plan (RAP) in place in the 2015-16 reporting period, and if so, what the key attributes of the plan were, and what activities/initiatives were undertaken by the directorate to promote/implement the plan. A RAP is a framework for organisations to realise their vision for reconciliation. Reconciliation Australia notes that having a RAP gives an organisation the best chance of achieving Aboriginal and Torres Strait Islander engagement objectives and increasing the attraction and retention of Aboriginal and Torres Strait Islander Peoples.²⁹

Five of the eight directorates reported having a RAP in place during the reporting period. Of the three directorates that did not have a RAP, two directorates noted that they are currently in the process of developing a plan.

Directorates noted that having a RAP was important in engaging employees and increasing support, knowledge and awareness of issues facing Aboriginal and Torres Strait Islander Peoples. Of the directorates that reported having a RAP in place during 2015-16, most identified that these plans were promoted through the directorate website, intranet and email. Importantly, directorates identified that ongoing monitoring and evaluation was a key component in achieving the outcomes and targets set out in their RAP.

Snapshot: Reconciliation Action Plan

Justice and Community Safety Directorate

Justice and Community Safety Directorate’s (JACSD) RAP 2013-15 is the second plan implemented by the directorate. It continues to build on reconciliation actions undertaken, with a specific focus on improving the directorate’s engagement, consultation and partnerships with Aboriginal and Torres Strait Islander staff, clients and stakeholders. The RAP encourages personal reconciliation journeys and aims to embed cultural change across the organisation through building good relationships, respecting the contribution of Aboriginal and Torres Strait Islander communities, organisations and leaders, and providing employment development opportunities.

Key initiatives used by the directorate to promote and implement the RAP include: an ACT Aboriginal and Torres Strait Islander Justice Partnership; consultation meetings; the ACT Government’s Response to Family Violence; offering restorative justice practices to adult Aboriginal and Torres Strait Islander Peoples; and maintaining a JACSD Aboriginal and Torres Strait Islander affairs portal on the internet.

The RAP recognises and celebrates significant dates and cultural events, including; NAIDOC week; the National Sorry Day Bridge Walk and Reconciliation Week. Further, JACSD has established protocol for Welcome to/Acknowledgement of Country and inviting traditional custodians to significant events.

In an effort of continually improving outcomes for Aboriginal and Torres Strait Islander Peoples, JACSD is currently in the process of developing the directorate’s third RAP.

Table 18 shows data relating to employment strategies used by respondents since 2012-13 to attract Aboriginal and Torres Strait Islander Peoples to the ACTPS.

Table 18 – Employment Strategies for the Attraction of Aboriginal and Torres Strait Islander Peoples

All respondents; 2012-13 = 14, 2013-14 = 15, 2014-15 = 14, 2015-16 = 8

The most commonly used employment strategies for the attraction and retention of Aboriginal and Torres Strait Islander Peoples to the ACTPS were: designated positions, the Aboriginal and Torres Strait Islander Traineeship and positions for Aboriginal and Torres Strait Islander Peoples in the ACTPS Graduate Program.

It is positive to note that seven out of eight directorates reported using the Aboriginal and Torres Strait Islander Traineeship during 2015-16, as considerable work was put into developing the ACTPS Indigenous Traineeship Program (the Indigenous Traineeship) that commenced on 17 August 2015. The Indigenous Traineeship provides trainees with the opportunity to gain valuable skills and knowledge, undertake professional development and develop networks across the ACTPS. Further, trainees are offered permanent positions with the ACTPS upon successful completion of the program, making the Indigenous Traineeship a valuable strategy for the attraction and retention of Aboriginal and Torres Strait Islander employees.

Graph 10 – Strategies to support Aboriginal and Torres Strait Islander Employees 2015-16

As shown in Graph 10, the most commonly reported strategies used to support Aboriginal and Torres Strait Islander employees during 2015-16 were: Aboriginal and Torres Strait Islander employee networks and Aboriginal and Torres Strait Islander cultural awareness training.

Other strategies that were used to support Aboriginal and Torres Strait Islander employees during 2015-16 were: building relationships with Indigenous Employment Service providers; development of a directorate Indigenous staff network; having a dedicated Inclusion Manager; and dedicated mentoring, coaching and learning and development opportunities for Aboriginal and Torres Strait Islander employees.

Directorates were then asked to report on the strategies used in 2015-16 to ensure that an Aboriginal and Torres Strait Islander person was on the selection panel when recruiting to an Aboriginal and Torres Strait Islander designated position. Some of the common strategies identified included:

• using directorate specific recruitment guidelines to stipulate that an Aboriginal and Torres Strait Islander employee must be on the selection panel for any Aboriginal and Torres Strait Islander designated position, or where an applicant identifies as an Aboriginal and Torres Strait Islander for a non-designated position;
• providing information on recruiting to designated positions in directorate recruitment and selection training; and
• mandatory recruitment training for selection panel chairs to ensure they are aware of the requirements for selection panel composition when recruiting to an Aboriginal and Torres Strait Islander designated position.

4.2 People With Disability

Employees who identified as a Person with Disability made up 2.2 per cent (458 employees) of the total ACTPS workforce at June 2016. As discussed in Section B2 of the Commissioner’s Annual Report, a review of the ACTPS RED Framework was conducted and the final report on the Review of the RED Framework (the Final Report) was tabled in the Legislative Assembly on 14 May 2015.

The Final Report recommended a renewed focus on the Employment Strategies for Aboriginal and Torres Strait Islander Peoples and People with Disability. Significant work has been completed during the 2015-16 reporting period, with various employment initiatives implemented to support directorates to increase the participation of People with Disability within the ACTPS.

Annual directorate diversity targets set by the Head of Service continue to support the ACTPS to achieve increased numbers of People with Disability in the Service. These diversity targets are incorporated into performance agreements for Directors-General to promote accountability and progress the achievement of these targets within each directorate.

Table 19 - People with Disability Employees 2012 – 2016

Of the 458 employees who identify as a Person with a Disability:

• generation X comprise the largest age group (174 employees) and pre-baby boomers were the smallest age group (five employees);
• the separation rate of People with Disability was higher than the separation rate of the whole of the ACTPS (10.6 per cent compared to 7.9 per cent);
• the Land Development Agency had the highest proportional representation of employees identifying as People with Disability at 6.1 per cent, followed by the Environment and Planning Directorate (3.4 per cent);
• Statutory Office Holders made up the largest classification of People with Disability at 9.1 per cent, followed by Disability Officers (4.9 per cent) and Trainees and Apprentices (3.8 per cent); and
• the average salary for People with Disability was slightly less than the average ACTPS salary ($85,019 compared to $87,584).

Table 20 – People with Disability Snapshot – June 2016

The 2016 Agency Survey asked directorates to report whether their directorate had a Disability Action Plan in place during the 2015-16 reporting period, and if so, what the key attributes of the plan were and what activities/initiatives were undertaken by the directorate to promote/implement the plan.

Three of the eight directorates reported having a Disability Action Plan in place during the reporting period

Snapshot: Disability Action Plan

Chief Minister, Treasury and Economic Development Directorate

In an effort to raise awareness and to support the directorate to become disability confident, CMTEDD has incorporated disability action into the directorate’s Workforce Diversity Strategy. CMTEDD’s Workforce Diversity Strategy aims to facilitate inclusive work practices, encourage diversity in the workplace, and actively support and engage employees in diversity groups, including People with Disability.

During 2015-16 some of the key achievements of the directorate included:

• delivery of Disability Awareness training sessions for CMTEDD staff;
• delivery of seminars for managers on Recruiting a Diverse Workforce, including promotion of the use of Disability Employment Service Providers and access to the the Commonwealth Job Access Program;
• conducting a CMTEDD Workplace Diversity Survey;
• development of new position description templates to include a work environment description which aims to act as a prompt for discussing reasonable adjustments; and
• incorporating information about identifying positions and reasonable adjustment into CMTEDD Recruitment Guidance material.

CMTEDD’s Workforce Diversity Strategy recognises and celebrates significant days, including the promotion of International Day of People with Disability.

Table 21 – Employment Strategies for the Attraction of People with Disability

All respondents: 2012-13 = 14, 2013-14 = 15, 2014-15 = 14, 2015-16 = 8

For the 2015-16 reporting period the most used employment strategies for the attraction and retention of People with Disability to the ACTPS were: positions for People with Disability in the ACTPS Graduate Program and work experience. Of the directorates that were able to access data relating to the number of employees engaged through the initiatives mentioned in Table 21;

• eight employees were engaged through designated positions;
• six employees were engaged through positions in the ACTPS Graduate Program;
• 298 employees were engaged through work experience positions; and
• four employees were engaged through school based apprenticeships for People with Disability.

Graph 11 – Strategies to support People with Disability Employees 2015-16

The most commonly reported strategies used to support People with Disability employees during 2015-16 were: use of the whole of government Reasonable Adjustment Policy and disability awareness training.

Other strategies that were used to support People with Disability employees during the 2015-16 reporting period were: distribution of resources to managers and supervisors; promotion of diversity employment strategies and reasonable adjustment; and providing scholarships for employees with a disability to build capability and progress to more senior roles.

Directorates were asked how they make managers and supervisors aware of the requirement to investigate, and where practical, make reasonable adjustment(s) following disclosure of a disability. Seven directorates reported that they ensure that managers and supervisors are made aware of their ongoing commitment to support People with Disability in the workplace through:

• recruitment and selection training;
• promotion of the whole of government Reasonable Adjustment Policy;
• workshops and training for managers and supervisors on disability awareness and recruiting to designated positions;
• use of the ACTPS Recruitment Guidelines;
• ongoing employment conditions;
• ongoing promotion of disability awareness and support from HR areas;
• use of the ACTPS Manager’s Toolkit; and
• ongoing support from dedicated Inclusion Officers to support and implement reasonable adjustment strategies.

Table 22 – Applications to the Commonwealth Job Access Program 2015-16

Four directorates reported that they made an application for reasonable adjustment and/or financial assistance to Job Access in the 2015-16 reporting period.

Of the four directorates that responded ‘no’ to whether any applications were made to the Job Access in the 2015-16 reporting period, one directorate noted that this is a function undertaken by the directorate Inclusion Officer. It is the responsibility of the Inclusion Officer to assess duties of positions and current practices and develop reasonable adjustment strategies accordingly. The Inclusion Officer also refers the workplace and employee to appropriate external disability agencies for further information and support where required.

Directorates were asked to report on the strategies implemented to ensure workplaces are accessible. These strategies included:

• ongoing formal and informal disability accessibility assessments;
• accessibility audits on buildings;
• Work Health and Safety (WHS) consultative committee;
• RED Contact Officers;
• regular workplace inspections completed by a Health and Safety representative; and
• induction checklist for managers and supervisors.

In order to place People with Disability in employment within a directorate, the directorate may work with a Disability Employment Service provider. Four directorates reported engaging a range of Disability Employment Service providers during the 2015-16 reporting period including:

• Advance Personnel Management;
• Enabled Employment;
• Habitat Personnel;
• Koomarri;
• LEAD Employment;
• Max Employment;
• Nexus Vision Australia; and
• Vision Australia.

Graph 12 – Inclusion Strategies to Maximise the Participation of Aboriginal and Torres Strait Islander employees and People with Disability on Training Courses 2015-16

During 2015-16 four directorates utilised targeted advertising through networks and targeted invitations to maximise the participation of Aboriginal and Torres Strait Islander employees and people with Disability on training courses. Three directorates reserved places for target group employees.

4.3 Cultural And Linguistic Diversity

A Culturally and Linguistically Diverse workforce is one that has employees who:

• are from different countries;
• have different cultural backgrounds;
• can speak languages other than English; and/or
• follow different religions.

The 2011 Census identified that over a quarter (26 per cent) of Australia’s population was born overseas, with 19 per cent of Australians aged over five years speaking a language other than English at home.³⁰

In order for the ACTPS to deliver effective services to the ACT community, it is important that the ACTPS workforce is reflective of the community that it serves. Employees with Culturally and Linguistically Diverse backgrounds can offer specific skills and experience to the ACTPS workforce, facilitating enhanced provision of services to the ACT community.

Table 23 – Cultural and Linguistic Diversity Employees 2012 – 2016

At June 2016, employees who identified as Culturally and Linguistically Diverse totalled 3,756 (headcount) or 17.7 per cent of the total ACTPS workforce. Of the 3,756 Culturally and Linguistically Diverse employees:

• generation X comprise the largest age group (1,633 employees) and pre-baby boomers were the smallest age group (13 employees);
• the separation rate of Culturally and Linguistically Diverse employees was lower than the separation rate of the whole ACTPS (6.8 per cent compared to 7.9 per cent);
• Long Service Leave Authority, Health and Territory and Municipal Services had the highest proportional representation of employees identifying as Culturally and Linguistically Diverse (33.3 per cent, 25.4 per cent and 23.5 per cent respectively);
• for the second consecutive year, Dentists/Dental Officers made up the largest classification of Culturally and Linguistically Diverse employees at 56.3 per cent, followed by Bus Operators (40.8 per cent) and Transport Officers (33.3 per cent); and
• the average salary for Culturally and Linguistically Diverse employees was slightly less than the average ACTPS salary ($84,091 compared to $87,584).

Table 24 – Cultural and Linguistic Diversity Snapshot – June 2016

Due to the lack of data relating to Cultural and Linguistic Diversity within Australia it is difficult to make broader comparisons to employees identifying as Culturally and Linguistically Diverse within the ACTPS. However, data available from the 2011 Census shows that the percentage of Australians aged over five years speaking a language other than English at home is comparable to the percentage of ACTPS employees identifying as Culturally and Linguistically Diverse.

<sup>29. Reconciliation Australia, (2016, July). RAP, About.
30. Cultural Diversity in Australia Reflecting a Nation: Stories from the 2011 Census</sup>

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