DPC commitments
Timing Ongoing Domain Systems Enablers Address racism and promote cultural safety
Transfer power and resources to communities
Status Intended outcomes
Increase DPC Staff understanding to ensure communications take into consideration Treaty, truth and other matters involving First Peoples.
Current status
- Work and communications account for and reflect Treaty, Truth and other matters where applicable.
EPSP
- EPSP People Committee consider cultural safety capability as part of staff development opportunities.
PA
- Staff participated in Treaty micro-certification course.
- A presentation on Treaty was delivered for Office of the General Counsel.
- Ongoing treaty awareness raised at team meetings.
- OGC developing internal resources to support OGC advice on Treaty implementation.
SP
- People Matter Survey results show a high and growing proportion of staff reporting having a strong understanding of cultural safety and self-determination.
- Briefing advice to senior DPC officials and the Premier reflects strong understanding of self-determination and cultural safety.
- Staff are actively encouraged and supported to undertake learning & development opportunities to strengthen cultural safety and self-determination.
- Professional Development Plans have been written to reflect an emphasis on cultural competency.
FPSR
- FPSR continues to provide updates, information and deep dives on issues relating to Treaty, Truth and First Peoples at appropriate staff events.
- FPSR plays a leading role in progressing reforms to respond to Yoorrook recommendations and Treaty implementation.
- Detailed information about Treaty and Truth is available on the FPSR website.
- Discussions have commenced between government and the First Peoples’ Assembly on the process to implement the requirements of the Statewide Treaty.
Barriers/risks - Accounting for Treaty, truth and other matters involving First Peoples can be limited when teams have elevated workloads, competing priorities, or when there is a high rate of staff turnover.
- The scale, breadth and speed of changes in the Treaty and First Peoples’ environment has meant that information and process may quickly become out of date.
Next steps - Information dissemination in relation to the First Peoples Assembly election and the establishment of Gellung Warl.
- Induction materials to closely reflect Victoria as a Treaty state and what it means for DPC’s work.
- Review Aboriginal Workforce Strategy when finalised, communicate to staff, and incorporate into relevant processes and actions.
- Prepared to engage with Aboriginal Workforce Strategy once developed.
Timing Delayed Domain People Enablers Transfer power and resources to communities Status Intended outcomes
Increase in Aboriginal staff employed at DPC.
Current status
- DPC currently exceeds the whole of government 2 per cent target for Aboriginal employees, however all of DPC’s Aboriginal staff are based within the Treaty and First Peoples' portfolio.
- A 2% target for each group is sought moving forwards.
Barriers/risks - Resourcing constraints and ongoing competition for Aboriginal staff may limit DPC’s ability to fulfil targets or requirements for Aboriginal staff.
Next steps - Supporting culturally safe and appropriate employment for First People at DPC.
- Encouraging hiring managers to identify suitable candidates for vacant positions that are Aboriginal, while working to ensure DPC is a culturally safe environment for Aboriginal staff.
Timing Ongoing Domain People Enablers Transfer power and resources to communities Status Intended outcomes
Increase in awareness and resourcing originating from First Peoples' employment programs.
Current status
- DPC have onboarded an Aboriginal Graduate, via the VPS-run Victorian Government Graduate Program.
- DPC supports First Peoples’ employment programs such as cadetships and Barring Djinang internship program by directly hosting relevant program cadets and interns.
Barriers/risks - Awareness of programs across different areas of government.
- Ability to participate constrained by funding and ongoing competition for Aboriginal staff.
- Lack of existing Aboriginal staff also could make it harder to support new Aboriginal staff.
Next steps - Review recruitment processes and documents as applicable to ensure up-to-date and best practice in attracting Aboriginal applicants.
Timing Ongoing Domain People Enablers Prioritise culture
Address racism and promote cultural safety
Status Intended outcomes
Increased awareness and understanding of self-determination to improve cultural safety.
DPC is a culturally safe workplace and DPC staff contribute to progress towards self-determination for First Peoples in Victoria.
Current status
- Induction program revised to include a dedicated session on Treaty
- Groups to run training for staff on self-determination principles.
- A number of staff across all groups have either nominated to undertake or are currently undertaking training to improve cultural safety capability.
- People Matter Survey results show a high and growing proportion of staff reporting having a strong understanding of cultural safety and self-determination.
- Work is underway to convene a First Nations panel event for the Central Agency Speaker series. FPSR are supporting the development of a cultural awareness program by DGS.
Barriers/risks - Workload, capacity and resourcing constraints.
- Need for ongoing education of new starters, noting comparatively high turnover rates.
Next steps - Encourage staff to consider cultural safety as part of their professional development.
- Individual Branches have been encouraged to explore group cultural safety training and site visits.
- FPSR are supporting the development of a cultural awareness program by DGS. FPSR continue to advocate for Aboriginal speakers at Learning and Development events at DPC and across the VPS.
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