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The Equity, Diversity and Inclusion Strategy 2010 – 2012

Increasing Workforce Participation

A key DPI value is respecting others, we do this by:

Treating others as we would like to be treated;
Making intelligent use of the range of knowledge and skills held by our people;
Applying work practices equitably to our people.

Workplace diversity relates to gender, age, language, ethnicity, cultural background, disability, sexual orientation and religious belief. Diversity also refers to the myriad ways we are different in other respects such as educational level, job function, socio-economic background, personality profile, geographic location, marital status and whether or not one has family or other carer responsibilities.

DPI will continue to promote diversity and inclusion by creating and sustaining an environment where everyone can achieve his or her potential.

Workplace diversity and inclusiveness is a key strategy in developing business competitiveness through the access it gives to talent, creativity, productivity, awareness of market opportunities and capacity for flexibility and innovation.

Purpose

The purpose of the strategy is to provide a clear explanation of DPI’s position in relation to the principles of equity and diversity and to guide actions to be taken by DPI to achieve its stated goals. The framework aims to assist DPI people and stakeholders to better understand what to expect from DPI in relation to diversity and workplace inclusion.

The benefits of providing a flexible and inclusive workplace are numerous and varied and include:

improved service to stakeholders
improved innovation
promotion of creativity
wider sources of recruitment
greater responsiveness to change
increased employee engagement
attraction and retention of talented employees
community public relations, reputation as an employer of choice

The DPI Context

The DPI People Strategy 2009-11 outlines how the department will respond to the future workforce challenges to ensure the ‘right people, in the right jobs, at the right time, with the right skills, working in the right way’. The following themes have been identified for DPI’s People Strategy:

Building effective leaders that lead with values;
Employee engagement – Creating a truly great place to work;
Succession management and workforce planning;
Recruiting talented and diverse people.

This strategy will contribute to the initiatives outlined in the People Strategy 2009-11, specifically to recruiting talented and diverse people.

The Indigenous Partnership Framework outlines the commitment DPI had made to working with Indigenous communities, through equal partnerships, to address social and economic disadvantages and progress reconciliation.

Roles and Responsibilities

Cultural competence is not solely the responsibility of the People & Culture Division. Organisational culture and leadership have a strong impact on staff practices and the ability of consumers and departmental clients to access appropriate DPI services.

Effective planning and delivery of services to meet the needs of culturally and linguistically diverse communities is a requirement of branches that deliver services, as part of their overall commitment to service delivery.

The Barriers

Indigenous Australians are under-represented in the workforce. According to the ABS – Labour Force Survey 2006, the total unemployment rate for Indigenous people in 2004 was 16.8%. This decreased to 14.3% in 2006. The Victorian unemployment rate was 23.5% in 2004 compared to 10.4% in 2006. Even though there has been a drop in the unemployment rate, it is still almost three times as high as the non-Indigenous unemployment rate. In DPI the percentage of Indigenous employees at the end of 2009 is 0.38%.

DPI recognises the long term, strategic value of employing young people in the organisation and supports a variety of pathways for youth to enter the department and the Victorian Public Service.

Research will be undertaken to help inform DPI of the issues relating to women attaining senior management roles. Within DPI, the gender imbalance occurs at the VPS Grade 6 level where only 34% are women and the Science D classification where only 18% are women.

The number of DPI employees over 55 is 15% and 43% over 45 years of age. This can pose a great risk to the department in losing valuable knowledge and skills. DPI will work towards removing the barriers to employment that are faced by many mature aged employees who are looking to continue working.

The Victorian population of more than 5 million people comes from over 200 countries, speaks over 200 languages and practices more than 120 faiths. DPI recognises the value that such diversity can bring to the department and will work towards reducing any barriers to those from culturally, religiously and linguistically diverse communities (CALD).

Priority Activities

DPI is committed to developing a workforce that is based on mutual respect, which is inclusive and representative of the Victorian community, at all levels of employment and which enables all DPI people to achieve an enjoyable balance between work, family and lifestyle

Effectively managing diversity at DPI will be achieved through strong leadership, ongoing support and will be built on a set of values that recognises that the differences between people are a potential strength for the organisation and more than legislative requirements.

Evaluation

The strategy and action plan will be evaluated and reviewed annually. This will allow for modifications to be made and will keep the initiatives relevant and living. People & Culture will work with all divisions to ensure appropriate actions are written into all business plans each year.

How this plan was developed

This strategy and action plan was developed through extensive research into 'best practice' organisations and innovative approaches to diversity and inclusion both within the public sector and the private sector. Internally broad consultation occurred across all divisions of DPI through a representative working group.

Legislative and policy requirements

The Diversity Strategy and Action Plan will adhere to the following legislative and policy requirements:

The Racial Discrimination Act 1975 makes it unlawful to discriminate in employment on the grounds of race, colour or national or ethic origin.

The Sex Discrimination Act 1984 makes it unlawful to discriminate in employment on the grounds of a person’s sex, marital status, pregnancy or potential pregnancy or to sexually harass another person.

The Human Rights and Equal Opportunity Commission Act 1984 provides for the rights of people with physical or mental disabilities and addresses complaints discrimination in employment.

The Equal Opportunity Act 1995 (VIC) makes it unlawful to discriminate in employment on the basis of a number of personal characteristics.

Under the Occupational Health and Safety Act 2004 (VIC) all employers must maintain a secure, healthy and safe working environment. An employer must take practical precautions to prevent harassment.

The Disability Discrimination Act 1992 makes it unlawful for an employer to discriminate against a person on the grounds of disability (including disease). The Disability Act 2006 (VIC) ensures that all public sector bodies must have a Disability Action Plan.

The Multicultural Victoria Act 2004 (VIC) establishes a number of important principles of multiculturalism, it strengthens the Victorian Multicultural Commission and establishes reporting requirements for government departments in relation to multicultural affairs.

The Racial and Religious Tolerance Act 2001 (VIC) aims to promote racial and religious tolerance by prohibiting certain conduct involving the vilification of persons on the ground of race or religious belief or activity and provides a means of redress for the

The Victorian Charter of Human Rights and Responsibilities Act 2006 sets out our freedoms, rights and responsibilities. This formal recognition of our human rights protects people

The Public Administration Act 2004 provides a framework for good governance in the Victorian public sector and in public administration generally in Victoria.

Policy

State Disability Plan 2002-2012 brings into focus the Victorian Government’s commitment to building better, stronger communities. The Plan focuses on the rights that people with a disability should have, to live and participate in the community as citizens of Victoria.

A Fairer Victoria is a whole of Government social policy action plan to address disadvantage and promote inclusion and participation.

All of Us sets out a framework for continuing to strengthen and promote multiculturalism across the state. All of Us is built on a strong foundation of partnerships, harmonious community relations, advocacy and supportive programs. The policy is called All of Us because it is a policy for all Victorians - regardless of their background,

Action for Victoria’s Future shows how the Government is rising to the challenges of population growth, climate change and

Victorian Women's Policy Framework 2008 - 2011 has been developed to build on the strengths of existing Victorian policies and programs on gender equality. The Framework outlines achievements to date, future policy directions, and provides a structure for Government and its community partners to work towards equality for all women.

Definition of Key Terms

Diversity - A Diverse Workforce refers to a workforce comprising employees with differences in age, gender, race, marital status, physical capability, ethnicity, religion, sexual orientation, socio-economic status, educational background, personality styles, and interests, learning styles and working styles. That is, a workforce that reflects society.

Culture - consists of shared language, ideas, rules and meanings. These enable individuals within a community to communicate, live, work, anticipate and interpret each other’s intent and behaviour. Culture is not synonymous with ethnicity. Other important influences on the culture of a person or group include gender, class, education, place of birth, and religion.

Culturally, religiously and linguistically diverse (CALD) - refers to the range of different cultures and language groups represented in the population. In this plan, the term is used interchangeably with ‘multicultural’. In popular usage, culturally and linguistically diverse communities are those whose members identify as having non-mainstream cultural or linguistic affiliations by virtue of their place of birth, ancestry or ethnic origin, religion, preferred language or language spoken at home.

Aboriginal organisations prefer that the needs of Australian Aborigines be considered separately, rather than under the framework of cultural and linguistic diversity.

Cultural competence - is defined as a set of congruent behaviours, attitudes and policies that come together in a system, agency or among professionals and enable that system, agency or those professionals to work effectively in cross-cultural situations.

Refugee - for the purpose of this document, the term ‘refugee’ is used to describe all people of ‘refugee-like’ background, including humanitarian entrants, asylum seekers, temporary protection visa holders and migrants from refugee source countries.

Disability - arises when a person cannot do everyday tasks because their social and physical environment does not account for their impairment.

The rate of disability among Indigenous and culturally and linguistically diverse populations is higher than the Australian average.

Disability, in relation to a person, means:

total or partial loss of the person’s bodily or mental functions; or
total or partial loss of a part of the body; or
the presence in the body of organisms causing disease or illness; or
the presence in the body of organisms capable of causing disease or illness;
the malfunction, malformation or disfigurement of a part of the person’s body; or
a disorder or malfunction that results in the person learning differently from a person without the disorder or malfunction; or
a disorder, illness or disease that affects a person’s thought processes, perception of reality, emotions or judgment or that results in disturbed behaviour; and includes a disability that:
presently exists; or
previously existed but no longer exists; or
may exist in the future; or
is imputed to a person.

Ethnic - In Australia, ‘ethnic’ is commonly used to refer to people from non-English speaking backgrounds or Australian-born people who have a strong affiliation to a cultural or linguistic heritage that is not Anglo-Celtic (excluding Australian Aborigines).

Non-English speaking countries - In this plan, the term ‘non-English speaking country’ is used specifically in reference to people born in a country where the main language is not English.

The Framework

Framework diagram

Integrated actions for 2010 and ongoing

	Actions	Deliverables
1	Review the recruitment process and policies to ensure that they are inclusive.	Updated policies
2	Ensure that vacancies are advertised broadly and appropriately to ensure that they are accessible to all groups. Ensure that all vacancies are available in alternate formats.	Advertisements in alternate media. Departmental information is provided in alternate formats when requested.
3	Promote DPI as an employer of choice for all people.	Attend community job fairs and career days. DPI promotional material to include images of staff from diverse backgrounds.
4	Encourage partnerships with local communities to increase knowledge of sensitivities and awareness.	Establish a number of partnerships with all communities around DPI sites.
5	Celebrate dates of significance throughout the year.	International Women’s Day; Cultural Diversity Week; Reconciliation Day; NAIDOC Week; International Day of People with Disability;
6	Promote DPI’s flexible work practices	Promote through job advertisements and position descriptions. Promote quarterly through case studies and real life examples on Primary Source.
7	All DPI training programs and induction programs to include awareness of differences and inclusive practices	The manager development program and the online induction program will include a diversity component.
8	Ensure all publications are available in accessible formats	A policy/process for requesting alternate formats is developed.
9	On request make available interpreters (Auslan or other), support workers and other access requirements for events, marketing and advertising	All requirements are accommodated at all events, in advertising and other occasions.
10	Develop diversity awareness training for People Services and line managers	Training undertaken by all Account Managers.
11	Increase the participation of all DPI people in cultural awareness training	Training to be targeted to particular groups as well as being available to all DPI employees.
12	Develop and maintain networks with peak bodies representing diverse groups	Establish processes for consultation with communities including traditional owner groups and relevant community groups.
13	Show a diverse workforce through corporate images	All DPI images will ensure that they reflect the diversity of the workforce and the Victorian community.

Culturally, religiously and linguistically diverse

	Actions	Deliverables
1	Run awareness sessions and information events promoting different DPI campaigns to CALD communities	Events and services promoted and organised.
2	In consultation with community groups, identify opportunities for improving their involvement in DPI policy, program and project development	Establish partnerships and develop a process for engagement.
3	Increase the number of DPI publications in languages other than English to address specific target groups and campaigns	DPI publications will be in languages other than English. Targeted materials present relevant information in an accessible format for CALD communities.
4	Promote representation on boards and committees	Increased representation of women, Indigenous people, CALD communities on DPI boards and committees.
5	Promote and increase the numbers of employees providing language services and accessing language allowance	Review and analyse the existing data and languages available. Promote the allowance annually and monitor usage.

People with disability

	Actions	Deliverables
1	Promote DPI’s reasonable adjustment policy	Promote the policy through Primary Source annually and in employment advertisements, investigate recording the number of requests.
2	Ensure all new DPI sites adhere to the Disability Discrimination Act	All sites are compliant with the DDA. All new sites will have access audits completed.
3	Actively work with Ranstand and Diversity@Work to increase employment for people with disabilities.	Establish baseline data for number of people with disabilities and measure increase yearly.
4	Establish data collection process	Diversity data will be reviewed and baseline data established to measure progress against.
5	Review web accessibility	The website will achieve the minimum accessibility standard.

Women

	Actions	Deliverables
1	Develop a mentoring program for women at all stages of their career	Pilot run from February with a target of 20 participants from across grade levels
2	Promote DPI training programs and awareness programs through the Learning and Development database	An increase in DPI people attending work/life balance, stress, time management and wellbeing courses.
3	Research the barriers for women achieving senior management positions	An investigation into the challenges women face in DPI in progressing to the senior management level and develop an action plan to address the challenges.

Youth

	Actions	Deliverables
1	Develop a strategy to increase the participation in the Whole of Victorian Government Graduate Program.	An increase in the intake of VPS graduate recruits.
2	Maintain the operation of the DPI/DSE Science Graduates’ program	Maintain the retention rate of the Science graduates.
3	Increase the intake of Youth Employment Scheme (YES) employees within DPI	Aim to increase placements from 5 to 15 over a two-year period.
4	Support the DPI Young Professionals Network (YPN)	Financial support for the YPN and support for events.
5	Support international student program	Develop a mentoring program to assist with settling into the department. Develop information packs on living in Australia.

Indigenous Australians

	Actions	Deliverables
1	Develop an Indigenous traineeship program.	An Indigenous specific traineeship program will be implemented. With a target of 10% of all YES trainees to be Indigenous.
2	Meet the VPS target of 1% Indigenous employees by 2015.	Increase the number of Indigenous employees at DPI through targeted employment initiatives.
3	Develop an Indigenous staff network	Organise a network meeting in 2010 to support Indigenous staff members.
4	Acknowledge the traditional owners of the land at DPI sites	Signage will be erected at DPI sites to acknowledge the traditional owners of the land.
5	Promote the welcome to country and acknowledgement of Traditional owners policy	The policy will be promoted annually through Primary Source.

Mature aged workers

	Actions	Deliverables
1	Promote flexible working arrangements	Promote quarterly through case studies and real life examples on Primary Source.
2	Introduce a phased retirement scheme	Develop retirement options and promote them widely throughout the department.
3	Increase awareness of retirement options	Provide retirement awareness sessions.
4	Run retirement intentions survey	Understand critical roles and risks for the DPI workforce and develop a plan to reduce that risk.

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