4. A Diverse Workforce: Reflecting the Canberra Community

As an employer, the ACT Government strives to achieve a diverse and skilled public service comprised of individuals who are valued for their differences, experiences, knowledge, backgrounds and the contribution they can make.

The Employment Inclusion Team within CMTEDD, designs and administers Whole of Government inclusion strategies, programs and initiatives. The inclusion employment programs and initiatives focus on increasing participation numbers to better represent the Canberra community in which we serve and assist to meet targets while also retaining and developing current staff.

During 2017, the ACTPS Aboriginal and Torres Strait Islander Framework, and the ACTPS Disability Framework were launched. These frameworks acknowledge the level of maturity that now exists in inclusion employment across the ACTPS. The frameworks are high level, providing overarching direction on inclusion activities, which directorates can implement themselves, or participate in at a Whole of Government level.

The frameworks recognise that each directorate already has, or is developing, inclusion employment strategies with the expectation that in-depth information and analysis, including reporting and measures of accountability, are undertaken at the directorate level.

4.1 Aboriginal and Torres Strait Islander Peoples

As shown in Table 17, Aboriginal and Torres Strait Islander employees made up 1.7 per cent of the total ACTPS workforce at June 2018.

The ACTPS is committed to building a more inclusive workforce and delivered multiple pathways and programs during the 2017-18 reporting period to support and encourage employment opportunities for Aboriginal and Torres Strait Islander Peoples in the ACTPS. The Employment Inclusion Team continues to focus on expanding whole of government inclusion employment initiatives, developing diversity employment resources and providing direct support to directorates to assist the ACTPS in increasing the employment of Aboriginal and Torres Strait Islander people across the workforce.

The success of the Aboriginal and Torres Strait Islander Traineeship programs over recent years has seen the ACTPS make further progress towards reaching the diversity target of having 407 Aboriginal and Torres Strait Islander employees by 30 June 2019. For this reporting period, the number of employees who identified as being an Aboriginal and Torres Strait Islander Peoples increased from 350 to 380 employees, a growth of 8.6 per cent. Continued growth at the rate seen over the last five years has the ACTPS on track to meeting the 2019 target.

Further information on programs and initiatives implemented during 2017-18 to improve the employment and retention of Aboriginal and Torres Strait Islander Peoples in the ACTPS can be found at Section B.2 (Performance Analysis) in the Head of Service Annual Report.

The 2016 Census revealed that Aboriginal and Torres Strait Islander Peoples represented 2.8 per cent of the Australian population, up from 2.5 per cent in 2011 and 2.3 per cent in 2006¹. In the ACT, Aboriginal and Torres Strait Islander Peoples represented 1.6 per cent of the total population of the ACT².

Of the 380 Aboriginal and Torres Strait Islander employees:

• the average salary for Aboriginal and Torres Strait Islander employees has increased at a higher rate than that across the ACTPS (3.6 per cent compared to 0.8 per cent) but continues to be less than the average ACTPS salary ($82,798 compared to $91,046);
• trainees continue to be the largest cohort of Aboriginal and Torres Strait Islander employees at 21.1 per cent, followed by Corrections Officers at 6 per cent, Legal Support Officers at 5 per cent and Rangers at 4.3 per cent;
• the separation rate of Aboriginal and Torres Strait Islander employees has reduced significantly over the last 12 months from 11.4 per cent at June 2017 to 8.6 per cent at June 2018. This rate continues to be higher than the separation rate for the whole ACTPS which is 7.1 per cent at June 2018, however it is useful to note that the sample size is smaller.

The 2018 Agency Survey asked directorates to report whether their directorate had a RAP in place in the 2017-18 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 an organisation 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 Peoples engagement objectives and increasing the attraction and retention of Aboriginal and Torres Strait Islander Peoples.³

Of the seven directorates, six reported having a current RAP in place during the 2017-18 reporting period. The remaining directorate reported that their RAP had expired and a working group has drafted an innovative RAP, which is out for consultation with employees.

The key purpose and attributes of each directorate’s RAP varied slightly by directorate. Some of the key attributes of directorate RAPs included:

• building cultural proficiency across the directorate;
• increasing joint reconciliation initiatives across the ACT Government and the Canberra community to improve culturally appropriate and accessible services for Aboriginal and Torres Strait Islander Peoples;
• celebrating cultural identity;
• determining and taking a personally meaningful action to support reconciliation;
• engaging employees in the creation of an organisational culture, enriched by the diversity and knowledge of the Aboriginal and Torres Strait Islander Peoples;
• delivering services in a way that acknowledges and understands Aboriginal and Torres Strait Islander culture and history; and
• supporting the attraction, retention and capability building of Aboriginal and Torres Strait Islander employees.

Directorates also reported various activities and initiatives used for the promotion and/or implementation of their RAP, including through information on their directorate website, intranet and email, and through celebration of significant days and events, such as Reconciliation Week and NAIDOC Week.

Some examples of these activities and initiatives included:

• a flowerbed design celebrating reconciliation was planted at Vernon Circle, Civic, for the period covering Reconciliation Week 2018 until the end of NAIDOC Week 2018. The design was endorsed by the United Ngunnawal Elders Council and featured the Ngunnawal word “Galambany” meaning “we, including you”;
• in November 2017, TCCS began offering a half-day On-Country Cultural Appreciation Tour run by Thunderstone Cultural and Land Management Services. The program offers an introduction to Ngunnawal Country, the Traditional Owners of the lands and waters in the Canberra region, Ngunnawal language, local bush tucker and the impact of non-Indigenous land management practices over the centuries;
• ACT Schools support National Reconciliation Week through a variety of actions, including excursions, NAIDOC assemblies, inviting guests to share story and cultural activities, and learning through action. In 2018, nine ACT schools were successful in receiving an ACT Reconciliation Grant to hold activities, including Reconciliation mural development and Reconciliation student groups;
• annual combined ACT Corrective Services and Southside Community Services Art Exhibition which showcased artworks from the Alexander Maconochie Centre and the community; and
• JACS held a stall at the Reconciliation Day in the Park event, to celebrate the newly appointed public holiday in the ACT and to demonstrate the commitment of JACS to building strong and respectful relationships with the community alongside other directorates.

Table 18 – Aboriginal and Torres Strait Islander Peoples Snapshot (June 2018)

Table 19 shows the employment strategies used by directorates during 2017-18 to attract Aboriginal and Torres Strait Islander Peoples to the ACTPS.

All respondents: 2017-18 = 7

In 2017-18 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, positions for Aboriginal and Torres Strait Islander Peoples in the ACTPS Graduate Program and School based apprenticeships for Aboriginal and Torres Strait Islander Peoples.

In addition to the employment strategies listed in Table 19, directorates also reported using the following strategies to attract and retain Aboriginal and Torres Strait Islander Peoples to the ACTPS:

• participation in the Aboriginal and Torres Strait Islander Career Development Program;
• encouraging Aboriginal and Torres Strait Islander employees to have performance and learning and development plans which include professional development and work-related study opportunities;
• mentoring groups for senior Aboriginal and Torres Strait Islander employees to provide support and career pathway advice for junior Aboriginal and Torres Strait Islander employees;
• participation in career expos and community events, promoting the directorate as an employer of choice for Aboriginal and Torres Strait Islander Peoples; and
• advertising employment opportunities through a variety of media sources including Aboriginal and Torres Strait Islander People publications/media and through specialist Aboriginal and Torres Strait Islander recruitment organisations.

The most commonly reported strategy used to support Aboriginal and Torres Strait Islander employees during 2017-18 was Aboriginal and Torres Strait Islander cultural awareness training and employee networks.

Other widely reported strategies used to support Aboriginal and Torres Strait Islander employees included the establishment of Aboriginal and Torres Strait Islander employee networks in six of seven directorates and the promotion of the ACTPS as an employer of choice for Aboriginal and Torres Strait Islander Peoples in five directorates.

Some directorates reported that in addition to providing Aboriginal and Torres Strait Islander cultural awareness training, they provided specific training to service delivery staff in relation to Aboriginal and Torres Strait Islander Peoples.

Other strategies that were used to support Aboriginal and Torres Strait Islander employees during 2017-18 were:

• establishing a formal Aboriginal and Torres Strait Islander Staff Network to provide ongoing support to Aboriginal and Torres Strait Islander employees;
• working closely with the ACTPS Inclusion Employment team to support Aboriginal and Torres Strait Islander employees;
• participating in the Aboriginal and Torres Strait Islander Career Development Program;
• directorate specific Aboriginal and Torres Strait Islander mentoring programs;
• undertaking directorate specific staff surveys, providing an opportunity for Aboriginal and Torres Strait Islander employees to identify areas of concern about workplace culture and opportunities;
• promoting the Murranga Murranga Aboriginal and Torres Strait Islander Employee Network;
• encouraging active participation and leadership from Aboriginal and Torres Strait Islander employees in the development/implementation of directorate specific RAPs; and
• working with, and maintaining positive relationships with Indigenous Employment Service providers.

4.2 People with Disability

The ACTPS People with Disability Framework (the Framework) was launched in October 2017. The ACTPS is committed to building a more inclusive workforce and continued to support and encourage employment opportunities for People with Disability during 2017-18. The Employment Inclusion Team continued to provide Whole of Government inclusion employment initiatives and provide diversity employment resources to support to directorates in increasing the employment of People with Disability across the workforce.

Further information on programs and initiatives delivered during 2017-18 to improve the employment and retention of People with Disability in the ACTPS can be found at Section B.2 (Performance Analysis) in the Head of Service Annual Report.

Within the ACTPS, employees who identified as a Person with Disability made up 2.5 per cent (565 employees) of the total ACTPS workforce at June 2018. This is a slight increase from the previous year where 521 (2.4 per cent of the workforce) employees identified as a Person with Disability.

Of the 565 employees who identify as a Person with Disability:

• Executives continue to make up the largest classification of People with Disability at 6.2 per cent, followed by Transport Officers at 5.7 per cent and Senior Officers (4.1 per cent), Information Technology Officers and Technical Officers at 4 per cent;
• CMTEDD had the largest proportional representation of employees identifying as People with Disability at 4.7 per cent, followed by CSD at 4.5 per cent;
• The average salary for People with Disability was $91,174, slightly higher than the ACTPS average salary ($91,046); and
• The separation rate of People with Disability continues to be slightly higher than the separation rate of the ACTPS (9.8 per cent compared to 7.1 per cent), noting the small sample size of this diversity group.

Table 21 – People with Disability Diversity Snapshot (June 2018)

The 2018 Agency Survey asked directorates to report whether directorates had a Disability Action Plan in place during the 2017-18 reporting period, and if so, what the key attributes of the plan were and what activities/initiatives were undertaken by the directorate to promote or implement the plan.

Three of the seven directorates reported that they had a Disability Action Plan in place during the reporting period. Various activities were undertaken by directorates to support and promote their Disability Action Plan. These included having an executive champion for the Disability Action Plan and to support staff, through the provision of relevant training in disability and mental health awareness, promoting and celebrating diversity days and events to promote awareness and inclusion, implementing and promoting the reasonable adjustment policy and participation in the Whole of Government initiatives.

Six of the seven directorates reported that they utilise at least one of the below strategies identified in table 22 to attract People with Disability.

All respondents: 2017-18 = 7

Consistent with the previous years, the most commonly used strategies to attract and retain People with Disability in the ACTPS workforce were participation in the ACTPS Graduate Program and the Disability Traineeship. Examples of other employment strategies for the attraction of People with Disability include one directorate working collaboratively with Black Mountain School and Canberra College to provide senior students with disability with experience opportunities in the horticultural industry. Another directorate developed and piloted creative innovative employment pathways for people with disability. This included developing and sharing promotional interviews about the benefits of employing people with disability.

Directorates were also asked what strategies they use to support employees with disability. As shown in Graph 7, the most commonly reported strategies used to support People with Disability employees during 2017-18 were the use of Disability Employee Networks, the use of the Whole of Government Reasonable Adjustment Policy and Disability Awareness Training. The usage of Disability employee networks has doubled from the previous year.

Graph 7: Strategies to support People with Disability Employees (2017-18)

All respondents: 2017-18 = 7

Other support strategies used by Directorates during the 2017-18 reporting period include:

• the promotion and distribution of a Managers Guide: Disability in the Workplace and the Reasonable Adjustment Policy;
• reviewing job descriptions;
• providing information at directorate induction sessions; and
• working alongside the Employment Inclusion Team, CMTEDD.

The 2018 Agency Survey asked directorates how they make managers and supervisors aware of the requirements to investigate and where practical, make reasonable adjustment(s) following the disclosure of a disability. Common methods reported include:

• providing Disability Awareness training for managers;
• promotion through emails;
• via new starter checklists;
• through the ACTPS Manager’s Toolkit;
• development and distribution of an information pack concerning recruitment and retention of employees with disability; and
• HR support.

When asked to report on the strategies implemented to ensure accessible workplaces, directorates reported utilising strategies such as:

• through applications for reasonable adjustment and/or financial assistance to the Employee Assistance fund;
• external assistance such as sourcing an Occupational Therapist and disability specialist, such as the Guide Dog Association, to provide advice and awareness training tailored to individual needs;
• use of a Work Health and Safety Committee or Workplace Consultative Committee, allowing employees to raise and resolve health and safety issues;
• access to RED contact Officers; and
• ensuring any new upgrades/building modifications are made in accordance and comply with all accessibility requirements.

Directorates have several avenues to employ people with disability. Working with a Disability Employment Service provider is one of those avenues. Four directorates reported that they had engaged a Disability Employment Service provider during the 2017-18 reporting period, including:

• Max Employment;
• Enabled Employment;
• Nexus Human Services;
• Lead Employment Services;
• Koomari; and
• Vision Australia.

Graph 8: Inclusion Strategies to maximise the participation of Aboriginal and Torres Strait Islander Employees and People with Disability on training courses (2017-18)

All respondents: 2017-18 = 7

During 2017-18 directorates used numerous strategies for maximising the participation of Aboriginal and Torres Islander employees and People with Disability on training courses. In addition, one directorate reported that they work with individuals on their specific training and development needs while another directorate focuses on building capability for career progression to more senior roles.

4.3 Cultural and Linguistic Diversity

The ACTPS is committed to having a workforce which is representative of the community that it serves. As shown in table 23, Culturally and Linguistically Diverse employees made up 17.9 per cent of the ACTPS workforce at June 2018. Of the 3,974 Culturally and Linguistically Diverse employees:

• the average salary for Culturally and Linguistically Diverse employees was slightly less than the average ACTPS salary ($87,199 compared to $91,046);
• the highest proportion of Culturally and Linguistically Diverse employees was found in the Health Directorate at 27.3 per cent, followed by the CMTEDD at 19.3 per cent;
• the separation rate of Culturally and Linguistically Diverse employees was lower than the separation rate of the whole of the ACTPS (5.7 per cent compared to 7.1 per cent); and
• 50 per cent of Culturally and Linguistically Diverse employees were in the Dentists/Dental Officers classification group. This is consistent with previous years.

Table 23– Cultural and Linguistic Diversity Snapshot (June 2018)

¹Aboriginal and Torres Strait Islander Population: 2016 Census Data Summary.

² Ibid.

³Reconciliation Australia (2016), Reconciliation Action Plan). RAP, About

⁴ The headcount and percentage of workforce for employees within TCCS was reported incorrectly for the 2016-17 reporting period due to a transfer of data between IT systems. It should have been a headcount of 296 (15.7 per cent of the TCCS workforce), not a headcount of 472 (25.1 per cent).