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Traditional Owner acknowledgement

We acknowledge the Traditional Custodians of the land, seas and waterways from across

Queensland where our schools and offices are located.

We honour and pay our respects to Elders past, present and emerging.

Copyright statement

© State of Queensland

(Department of Education) 2018

Licensed under CC BY 4.0, with exception of the government coat of arms, graphics, images

and sound (http://education.qld.gov.au/home/copyr.html).

Disclaimer

The information contained herein is subject to change without notice. The Queensland

Government shall not be liable for technical or other errors or omissions contained herein.

The reader/user accepts all risks and responsibility for losses, damages, costs and other

consequences resulting directly or indirectly from using this information.

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Message from the Director-General

[ To be inserted]

MR TONY COOK Director General Department of Education Queensland

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Contents Traditional Owner acknowledgement ............................................................................................... 2

Copyright statement .......................................................................................................................... 2

Disclaimer ........................................................................................................................................... 2

Message from the Director-General .................................................................................................. 3

Our Vision and Our Commitment ...................................................................................................... 5

Background ......................................................................................................................................... 5

Department of Education Context ..................................................................................................... 6

Our Current Workforce ...................................................................................................................... 7

Our Approach ..................................................................................................................................... 8

Strategy Priorities ............................................................................................................................... 9

Priority Area 1 – Build workplaces that understand, value and respect culture ........................... 10

Goals: ................................................................................................................................................ 10

Priority Area 2 – Develop employment pathways and strong careers .......................................... 12

Goals: ................................................................................................................................................ 12

Links to other strategies and actions ............................................................................................... 14

The Legal Context ............................................................................................................................. 14

Governance and Measuring Success ............................................................................................... 15

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Our Vision and Our Commitment

Creating workplaces that are reflective of our broader community is essential in supporting

Queensland families to flourish, at home – at school – at work. Employing a workforce that

represents the communities we serve also allows us to develop trust and relationships with

those communities, so we are better placed to meet their needs.

The Department of Education Queensland (the department) has made a commitment to do

all that we can to deliver better educational, economic and social outcomes for Aboriginal

Peoples and Torres Strait Islander peoples. Our goal is to co-create an environment that

supports equal life opportunities for all Australians. We are also committed to respecting and

supporting the rights of communities to achieve self-determination and we respect the rights

of Aboriginal and Torres Strait Islander employees, families and communities to exercise

opportunities to live well, according to Aboriginal and Torres Strait Island values and beliefs.

We recognise that our workforce has gaps in representation of Aboriginal people and Torres

Strait Islander people. These are most evident in teaching, classified teaching and senior

management roles. In recognition of this the department has committed to providing

culturally inclusive workplaces and career-orientated employment for Aboriginal peoples and

Torres Strait Islander peoples.

The department has a vision whereby all students succeed. We acknowledge that Aboriginal

and Torres Strait Islander students will have the best prospect of success when they see

role models like them in our workplaces, feel understood and a sense of belonging and their

identity, language and culture is valued.

Background

In 2008, following the National Apology, the Council of Australian Governments endorsed

the National Indigenous Reform Agreement (Closing the Gap), which sets targets for health,

education and employment outcomes for all government agencies. This agreement has

informed the development of the Queensland Government Reconciliation Action Plan 2018–

2021 (QGRAP), the Queensland Government Cultural Capability Framework and the Moving

Ahead Strategic Approach. Each of these plans indicate that the best chance for success

It’s time for a strong, connected, valued and respected

workforce.

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for Aboriginal and Torres Strait people to participate fully in Queensland’s economy, is to

build strong inclusive, respectful, and culturally capable workforces.

In 2018, the department released its Diversity and Inclusion Framework – We all belong.

This framework recognises that diversity and diverse experiences amongst our employees

are crucial in engaging the two-way learning that better meet the needs of Queenslanders

within the educational environment.

The purpose of this workforce strategy is to update previous and current commitments

relating to Aboriginal and Torres Strait Islander employees and deliver them in a format that

connects staff with the goals of our [draft commitment statement] and the broader objectives

of our Diversity and Inclusion Framework.

Department of Education Context

It is currently estimated that around 2.8% of departmental employees identify as Aboriginal

and/or Torres Strait Islander peoples. However, representation is far from uniform and there

are significant differences dependent upon location, role and position. The department

recognises that Aboriginal people and Torres Strait Islander People are most likely to

occupy:

lower level administrative positions when compared to middle management or

leadership positions.

teacher aide roles when compared to classified teaching roles

positions in Far Northern Region when compared to Metropolitan Region

This Strategy aims address these role and positional differences by committing to a

target of 3% representation in teaching, classified teaching and senior management

roles

Informing this strategy are the results from the Working for Queensland Survey 2018 which

demonstrated that Aboriginal employees and Torres Strait Islander employees were

significantly more concerned about team inclusivity, respect and trust and work-life balance,

when compared to other employee groups. This information has been used in the

development of this Strategy and its focus areas. Particular priority needs to be given to

developing workplace cultures which invest in Aboriginal and Torres Strait Islander

employees - openly valuing their skills and culture and helping them to build rewarding

careers

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Our Current Workforce

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Our Approach

This Strategy recognises that cultural capability and respect

are the foundation of better communication and

understanding between Aboriginal and Torres Strait Islander

staff and non-Indigenous staff. In implementing this strategy,

we will:

- Act across our agency at all levels and in all roles to ensure every employee

understands the role that they play. Employing Aboriginal and Torres Strait Islander

peoples is the responsibility of all business areas.

- Foster and seek out local decision-making to develop relationships with, and

connections to, community

- Value the co-design of engagement initiatives with Aboriginal and Torres Strait

Islander employees, elders and community leaders to ensure we deliver

services required

- Use Aboriginal and Torres Strait Islander perspectives to identify the true

impact of our employment policies, programs and practices and amend these

accordingly

- Celebrate our workforce diversity by encouraging attendance at cultural events

- Acknowledge and understand our history and its impact so cultural

sensitivities can be recognised

- Be the lead agency that offers pathways for Aboriginal and Torres Strait

Islander people into management and professional roles. Prepare the

Department to be an employer of choice for our community.

- Provide opportunities for Aboriginal and Torres Strait Islander employees to

assist their communities through economic participation programs.

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Strategy Priorities

Priority will be given to two main initiatives

1. developing workplace cultures which invest in Aboriginal and Torres Strait

Islander employees - openly valuing their skills and culture

2. Developing career pathways to improve representation of Aboriginal and

Torres Strait Islander people across all band levels.

Build workplaces that understand, value and respect

culture

Develop employment pathways and strong careers

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Priority Area 1 – Build workplaces that understand, value and

respect culture

Goals:

Workplaces demonstrate inclusive practices and value Aboriginal and Torres Strait

Islander employees for their cultural skills and knowledge

Peer support networks are established to assist staff to enhance their cultural

competence and improve communication links to each other

Ensure policies and practices recognise and support Aboriginal and Torres Strait

Islander employees in their community engagement actions and how this engagement

contributes to the ongoing success of local decision-making and program co-design

Community engagement is valued as a vital part of the role that Aboriginal and Torres

Strait Islander staff have within our agency.

Action Approach Timeline Responsibility

Develop a Cultural Respect Framework that strengthens inclusive practices and actions

Value December 2019

Diversity, Culture and Engagement

Encourage all staff to celebrate significant Aboriginal and Torres Strait Islander dates and events

Celebrate Ongoing Diversity, Culture and Engagement

Tailor training so that all Department of Education staff have Aboriginal and Torres Strait Islander cultural capability training

Acknowledge and Heal

January 2020 Diversity, Culture and Engagement

Develop tools that facilitate network building and peer support for Aboriginal and Torres Straits Islander employees

Provide opportunities

February 2019

Diversity, Culture and Engagement

Establish a network of Peer Support Cultural Advisors in each region to advise managers and employees on culturally appropriate workplace practices

Be the Lead May 2020 Diversity, Culture and Engagement

Form an Aboriginal and Torres Strait Islander Employment Reference group to guide policy development in workforce initiatives

Listen December 2019

Diversity Culture and Engagement

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Develop and influence better management practices so that Aboriginal and Torres Strait Islander employees are able to balance work, family and community commitments.

Be the Lead June 2019 Diversity, Culture and Engagement

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Priority Area 2 – Develop employment pathways and

strong careers

Goals:

Ensure leadership/mentoring programs are available to Aboriginal and Torres Strait Islander employees in all areas of the department.

Encourage and support Aboriginal and Torres Strait Islander employees to undertake further study to support their progression into teaching and leadership roles.

Develop suitable initiatives to support Aboriginal and Torres Strait Islander employees who wish to upskill and transition into other roles within the department.

Integrate existing scholarship programs into employment pathways for Aboriginal and Torres Strait Islander employees.

Provide genuine opportunities to enter into middle to senior level school and non-school based roles for Aboriginal and Torres Strait Islander employees.

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Action Approach Timeline Responsibility

Develop an Aboriginal and Torres Strait Islander staff scholarship with a determined focus to offer a pathway to become a teacher.

Be the Lead June 2020

OTC

Develop an Aboriginal and Torres Strait Islander Employee Reference group devise strategies to support staff to transition from entry level positions into more senior roles within the agency.

Use perspectives

Value

January 2020

Diversity, Culture and Engagement

Develop guidelines and a communication campaign to increase and encourage the number, type and levels of roles advertised as identified positions to assist in attraction and recruitment of Aboriginal and Torres Strait Islander employees across the department. Ensure middle management and senior leadership positions are included.

Use perspective

Value

July 2020 Diversity, Culture and Engagment

Work with regions to look for opportunities to host local community job information sessions to attract local applicants.

Foster, Value, Provide

December 2019

Diversity, Culture and Engagement

Undertake a review of inclusivity in recruitment, selection and career development processes including reviews of role descriptions and performance plans.

Act,

Provide

December 2020

Diversity, Culure and Engagment

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Links to other strategies and actions

This strategy is informed by:

Department of Education Commitment Statement to Aboriginal peoples and

Torres Strait Islander peoples (DoE)

We all belong workplace diversity and inclusion framework (DoE)

Moving Ahead – building a more skilled and diverse workforce (DATSIP)

Aboriginal and Torres Strait Islander Action Plan for Queensland – building the

cultural capability of people and systems to deliver relevant and responsive

services (DoE)

National Aboriginal and Torres Strait Islander Education Strategy – having skilled

educators who are culturally competent (2015) (QPS)

The National Indigenous Reform Agreement (Closing the Gap) – halve the gap in

employment outcomes between Indigenous and non-Indigenous Australians

(QPS)

Queensland Government Reconciliation Action Plan (Stretch) 2018 – 2021 –

Action 3.1 Increase the proportion of Aboriginal peoples and Torres Strait

Islander peoples in the Queensland Public Service. (QPS)

Teaching Queensland’s Future strategy (DoE)

The Legal Context

This Strategy applies both the opportunities and requirements placed on our

department by law, ensuring meaningful career opportunities and pathways, are

provided to Aboriginal and Torres Strait Islander employees.

The following set the legal framework for our department and this strategy:

The Industrial Relations Act 2019 (Qld)

The Anti-Discrimination Act 1991 (Qld)

The Queensland Public Service Act 2008

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This department has an opportunity to improve the diversity and inclusion of

Aboriginal and Torres Strait Islander people through recommendations from:

The Queensland Productivity Commission report on Service delivery in

Queensland’s remote and discrete Indigenous Communities (2018)

Working for Queensland survey results

School Opinion survey

Governance and Measuring Success

The department will monitor its progress in meeting the milestones and deliverables

of this strategy and stated workforce targets as part of our diversity and inclusion

program.

To support and demonstrate our commitment, we will:

appoint an official Executive Champion for this strategy

observe and report on results in the Working for Queensland Survey

establish and report to an Aboriginal and Torres Strait Islander Employee

Reference group on our progress

continue to report to the Public Service Commission on progress against

our workforce targets

report on our progress to DATSIP in relation to our implementation of

Cultural Capability Training.

report on our progress to the Ministerial advisory committee – the

Queensland Aboriginal and Torres Strait Islander Education and Training

Advisory Committee.

In 1967 we were counted, in 2017 we seek to be heard. We leave base camp and start our trek across this vast country. We invite you to walk with us in a movement of the Australian people for a better future. Uluru Statement from the Heart, Referendum Council 2017.