JUVENILE JUSTICE
ABORIGINAL AND TORRES STRAIT ISLANDER
RECRUITMENT AND RETENTION STRATEGY
2011-2015
artwork by Peter Jensen
JUVENILE JUSTICE
ABORIGINAL AND TORRES STRAIT ISLANDER
RECRUITMENT AND RETENTION STRATEGY
2011-2015
Contents Statement of intent
6-7
Objective 1
8
Objective 2
9
Objective 3
10-11
Objective 4
12
Objective 5
13
JUVENILE JUSTICE
ABORIGINAL AND TORRES STRAIT ISLANDER
RECRUITMENT AND RETENTION STRATEGY
2011-2015
J
uvenile Justice recognises that by recruiting and retaining Aboriginal and Torres Strait Islander staff, it will develop a better capacity to work with Aboriginal and Torres Strait Islander young people. This is particularly important in light of the significant proportion of juvenile justice clients who are Aboriginal or Torres Strait Islanders. To achieve this aim, the agency will endeavour to recruit and retain Aboriginal and Torres Strait Islander staff in all of its workplaces. The agency will also commit to fostering the ongoing career development of its Aboriginal and Torres Strait Islander staff. To this end, the agency will: • Recruit Aboriginal and Torres Strait Islander staff to fill designated Aboriginal and Torres Strait Islander Identified positions in a timely manner; • Ensure that selection panels for all Identified positions are sensitive to the cultural needs of Aboriginal and Torres Strait Islander applicants, and contain Aboriginal and Torres Strait Islander representation; • Explore the option of creating more Identified positions to better reflect the client base and recruit Aboriginal and Torres Strait Islander staff to fill these positions; • Provide appropriate training and assessment options for Aboriginal and Torres Strait Islander staff to increase skill development within a culturally secure framework that assists retention of Aboriginal and Torres Strait Islander staff; • Apply career development strategies in order to retain Aboriginal and Torres Strait Islander staff and enhance access to achievable career pathways; •
6
Develop Aboriginal and Torres Strait Islander staff to undertake both Identified and non-Identified positions at all levels of the agency.
The Aboriginal and Torres Strait Islander Recruitment and Retention Strategy 2011-15 expands on each of the above strategies and defines who is responsible for executing individual actions; timeframes for completion; and success indicators. The agency will assess the effectiveness of the Aboriginal and Torres Strait Islander Recruitment and Retention Strategy, against the achievement of recognised “Success Indicators”. The strategy draws upon the key result areas identified in the NSW Department of Premier and Cabinet ‘Making it Our Business’ Strategic Framework including recruitment, skills acquisition and career development, retention, cultural education and community engagement. All objectives listed in the strategy must be incorporated into regional and local business plans with review, evaluation and measurements to be conducted.
Key • Agency: Juvenile Justice • ARAC: Aboriginal Regional Advisory Committee • ASCU: Aboriginal Strategic Co-ordination Unit • ASAC: Aboriginal Strategic Advisory Committee • A&TSI: Aboriginal and Torres Strait Islander • HR: Human Resources • Lead: Lead responsibilities have been assigned to drive each action, with other stakeholders listed to contribute to the success of each action. • L&D: Learning & Development Unit • RD: Regional Directors • RTO: Regional Training Officer
Objective 1: Recruit Aboriginal and Torres Strait Islander staff to fill designated Aboriginal
and Torres Strait Islander Identified positions as well as Non-Identified positions in a timely manner.
Success Indicators • • • • • •
Qualitative data collected Identified positions advertised in A&TSI media Cadets recruited Monitoring systems developed Regional data reported to ASAC Selection criterion included in all adverts
Objective
8
Action
objective 1.1 objective 1.2 objective 1.3 objective 1.4 objective 1.5 objective 1.6
Responsibility
1.1
Promote the completion of the EEO data collection form Lead: Managers to reflect Aboriginal and Torres Strait Islander persons who ASCU identify in the agency. HR
1.2
Advertise and disseminate information on all agency positions within Aboriginal and Torres Strait Islander organisations, Aboriginal community networks, and as many relevant media organisations as possible including the Koori Mail and the National Indigenous Times.
1.3
Advertise Aboriginal Cadetships and recruit Cadets.
Lead: HR ASCU Managers Timeframe: Sept 2012
1.4
Develop monitoring systems for the review of vacant Identified positions to ensure timely filling of the positions.
Lead: RD Managers Timeframe: Sept 2011
1.5
Fill Identified positions appropriately as soon as possible once Lead: Managers becoming vacant with regional data reported to ASAC. RD Timeframes: July & Dec 2011-2015
1.6
Require a knowledge of and respect for Aboriginal culture as a specified selection criterion when recruiting and promoting to all positions.
Lead: HR Managers ASCU ARAC/ASAC
Lead: HR
Objective 2: Ensure that selection panels for all Identified positions are sensitive to the
cultural needs of Aboriginal and Torres Strait Islander applicants, and contain Aboriginal and Torres Strait Islander representation.
Success Indicators • • • • • • •
Training provided to A&TSI staff. A&TSI staff sit on selection panels Information included in convenor information packages Information included in applicant information packages Online training developed Staff undertake online refresher training every 3 years Selection panels for Identified positions contains an A&TSI panel member Independent A&TSI people to sit on selection panels
Objective 2.1
Action
objective 2.1 objective 2.2 objective 2.3 objective 2.4 objective 2.5 objective 2.6 objective 2.7
Responsibility
Train staff who identify on the EEO form as Aboriginal or Torres Lead: L&D to advertise Strait Islander at appropriate grades in selection techniques training and provide list of to sit on interview panels for Identified and Non-Identified trained staff to ASCU positions. Lead: Managers/RD to ensure Aborignal and Torres Strait Islander staff attend training Lead: ASAC to endorse list of trained staff
2.2
Include information about Identified positions and confirmation of Aboriginality requirements in convenor information packages.
Lead: HR ASCU Timeframe: Sept 2011
2.3
Provide information about confirmation of Aboriginality requirements in all agency applicant information packages.
Lead: HR ASCU Timeframe: Sept 2011
2.4
Develop on-line refresher training for selection techniques.
Lead: L&D Timeframe: Sept 2011
2.5
Ensuring that all staff trained in selection techniques undertakes online Selection Techniques refresher training every three years.
Lead: L&D to notify manger/ RTO that refresher training due Lead: Manager/RTO to ensure refresher training undertaken
2.6
All selection panels for identified positions contain a panel member who is either an external Aboriginal or Torres Strait Islander or who has identified on the EEO form as Aboriginal or Torres Strait Islander.
Lead: Managers HR
2.7
Identify suitable people from Aboriginal agencies/ communities to participate as independents on selection panels.
Lead: Managers RD
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Objective 3: Valuing and retaining Aboriginal and Torres Strait Islander employees.
Success Indicators • • • • • • • • • •
Events arranged to participate & recognise dates of cultural significance Regular A&TSI content in jigsaw A&TSI staff nominated for awards Supervision conducted and staff acknowledged A&TSI staff participate in networks A&TSI mentoring program established A&TSI staff attend the staff conference A&TSI staff attend meetings Increase/ maintain number of established identified positions Limit reduction in identified positions
Objective
10
Action
objective 3.1 objective 3.2 objective 3.3 objective 3.4 objective 3.5 objective 3.6 objective 3.7 objective 3.8 objective 3.9 objective 3.10
Responsibility
3.1
Participate in, promote and recognise dates of Aboriginal and Torres Strait Islander cultural significance including NAIDOC week.
Lead: ASCU Managers RD
3.2
Highlight achievements of Aboriginal and Torres Strait islander staff in articles / content for publication in Jigsaw newsletter.
Lead: Managers RD Corporate Communications ASCU ASAC ARAC
3.3
Recognise Aboriginal and Torres Strait Islander staff for their achievements through nominations for the Juvenile Justice Excellence Awards.
Lead: Managers to nominate staff RD Timeframe: Annually
3.4
Acknowledge and recognise Aboriginal and Torres Strait Islander staff for their contribution to the agency through supervision.
Lead: Managers
3.5
Develop Aboriginal and Torres Strait Islander networks through other agencies in which Aboriginal and Torres Strait Islander staff can participate, subject to agency needs.
Lead: Managers RD ARAC ASAC ASCU
3.6
Establish an Aboriginal and Torres Strait Islander mentoring program.
Lead: L&D ASCU RD Managers Timeframe: Nov 2012
Objective
Action
Responsibility
3.7
Facilitate an Aboriginal and Torres Strait Islander Staff conference which provides opportunities for staff to supply advice and recommendations to the Juvenile Justice Executive to enhance and strengthen agency policies, practices, programs and service delivery that impact on Aboriginal and Torres Strait Islander young people, their families and communities.
Lead: ASCU ASAC ARAC Timeframe: Annually
3.8
Establish and support ASAC and the ARAC as a forum for Aboriginal and Torres Strait Islander staff input and development.
Lead: RD Managers ASCU
3.9
Identify key areas which require “identified positions�, and establish the positions.
Lead: Managers/ RD ASCU
3.10
Maintain Identified positions in restructure/s where practical.
Lead: ASCU Executive
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Objective 4: Provide appropriate training and assessment options for Aboriginal and
Torres Strait islander staff to increase skill development.
Success Indicators • • • • • •
Increase in number of A&TSI staff completing Cert IV List of staff to undertake training provided to ASAC Maintenance of skill levels of A&TSI staff Increase in A&TSI staff undertaking and completing development programs Framework Developed Cultural Respect integrated into training programs • Increase the number of staff with qualifications • Aboriginal staff backfill positions
objective 4.1 objective 4.2 objective 4.3 objective 4.4 objective 4.5 objective 4.6 objective 4.7 objective 4.8
Objective
Action
Responsibility
4.1
Provide and publicise opportunities for Aboriginal and Torres Strait Islander centre staff to attend Certificate IV training (when available).
Lead: Managers RD ASAC ARAC L&D
4.2
Target Aboriginal and Torres Strait Islander staff that have not attained Certificate IV qualification to undertake training.
Lead: Managers RD Timeframe: Annually
4.3
Provide induction, refresher and on the job training to Aboriginal and Torres Strait Islander staff.
Lead: L&D initial Youth officer induction, run skills maintenance sessions Lead: Managers to ensure local refresher and on the job training occurs
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4.4
Target Aboriginal and Torres Strait Islander staff for professional Lead: Managers development and leadership training opportunities. RD L&D advertise the programs
4.5
Develop Aboriginal Cultural Respect Framework including consideration of supervision requirements of Aboriginal and Torres Strait Islander staff.
Lead: ASCU L&D Timeframe: Dec 2011
4.6
Integrate Cultural Respect into all staff training and development.
Lead: L&D ASCU Timeframe: Dec 2011
4.7
Facilitate an awareness of and access to scholarship opportunities to pursue secondary and tertiary qualifications.
Lead: Managers RD L&D ASCU ARAC
4.8
Actively skill Aboriginal and Torres Strait Islander staff to backfill positions (especially identified positions).
Lead: Managers RD
Objective 5: Apply career development strategies in order to retain Aboriginal and
Torrres Strait Islander staff and enhance access to achievable career pathways.
Success Indicators • • • • • • • •
Position details provided to HR Funding applied for Development and maintenance of functioning partnerships with other agencies Career pathways established during supervision A&TSI staff aware and utilise leave, attend courses A&TSI staff undertake secondments Increased number of A&TSI staff acting in higher roles A&TSI staff act in vacant positions
Objective
Action
objective 5.1 objective 5.2 objective 5.3 objective 5.4 objective 5.5 objective 5.6 objective 5.7 objective 5.8
Responsibility
5.1
Identify and develop an opportunity for a temporary Lead: ASCU developmental position in ASCU through the “Elsa Dixon HR Timeframe: Sept 2012 Aboriginal Employment Pragram.”
5.2
Apply for funding through the Department of Education and Training “Elsa Dixon Aboriginal Employment Program.”
5.3
Build partnerships with other government agencies to develop Lead: Managers protocols to allow Aboriginal and Torres Strait Islander staff to RD expand their career paths. ARAC ASAC ASCU
5.4
Provide career pathways for Aboriginal and Torres Strait Islander staff including the development of career plans in supervision sessions.
Lead: Managers
5.5
Ensuring that Aboriginal and Torres Strait Islander staff are aware of their entitlements to study leave and have the opportunity and are encouraged to attend and/or participate in relevant courses of study.
Lead: Managers
5.6
Provide and support opportunities for Aboriginal and Torres Strait Islander staff to undertake intra-agency secondments.
Lead: Managers RD HR
5.7
Ensuring that Aboriginal and Torres Strait Islander staff are considered for opportunities to act in higher duties where appropriate.
Lead: Managers RD
5.8
Act Aboriginal and Torres Strait Islander staff in vacant Identified and non-Identified positions where practical.
Lead: Managers RD
Lead: HR Timeframe: March 2012
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