Fair Work Ombudsman
Reconciliation Action Plan
March 2017 - February 2019
Kinetic cultural motif
The kinetic cultural motif was created by Gilimbaa artist and designer Rachael Sarra, a proud Goreng
Goreng woman, on behalf of the Fair Work Ombudsman.
It reflects the Fair Work Ombudsman’s journey of innovation and growth towards an inclusive
environment that respects and celebrates Aboriginal and Torres Strait Islander Peoples and culture. A
kinetic energy flows around these elements which work together to bring about a positive and
successful future for the Fair Work Ombudsman.
Message from our Indigenous Senior
Executive Service Champion
Naomi Bleeser
Our commitment to reconciliation
We acknowledge Aboriginal and Torres Strait Islander peoples as the Traditional Owners and
Custodians of this country we call Australia. As Australia’s workplace regulator, supporting and
educating Australian workplaces to be compliant, productive and inclusive, we acknowledge that we
operate on traditional lands of the Aboriginal and Torres Strait Islander peoples.
I am proud to present the Fair Work Ombudsman (FWO) Reconciliation Action Plan (RAP) March 2017 –
February 2019. Our RAP builds upon the strong foundation and the success of our three previous RAPs.
By endorsing our RAP, we guarantee our commitment to direct engagement with Aboriginal and Torres
Strait Islander peoples, their communities, and the lands on which we operate. We will promote our
RAP and ensure that the Australian community knows that we respect and promote Aboriginal and
Torres Strait Islander history and culture.
Our approach to this commitment has been articulated in three key pillars of our RAP – building
relationships, respect and opportunities for Aboriginal and Torres Strait Islander peoples.
I would like to take this opportunity to thank those people who have been instrumental in shaping the
future of reconciliation for the FWO. Our RAP could not have been achieved without our successful
partnership with Reconciliation Australia, consultation with our employees and without the consistent
hard work of our RAP working group and Aboriginal and Torres Strait Islander Peoples Employee
Network.
While we acknowledge the importance of the endorsement of our RAP and the hard work that has led
to its success, our journey to reconciliation continues. We will continue to strengthen the relationships,
respect and opportunities for Aboriginal and Torres Strait Islander peoples and ensure our future
workforce is inclusive and diverse and promotes participation for all.
I commend the RAP and encourage all staff and their managers to reflect on the role we play both as
individuals and as an organisation in supporting and contributing to a workplace that values and
promotes diversity, equity and inclusion and how we contribute to reconciliation in a productive and
collaborative way.
Photo: Naomi Bleeser and members of our Aboriginal and Torres Strait Islander Peoples Employee
Network in 2015 celebrating the re-naming of our Brisbane meeting room as the ‘Joe McGinness’ room.
Pictured: Jeremy Watkins, Corinna Coleman, Jane Bush, Natalie Barney, Naomi Bleeser and Andrew
Alexander.
RAP
March 2017 - February 2019
Our vision for reconciliation
Our vision for reconciliation is for a fair, diverse and socially inclusive workplace where we build
understanding and respect amongst FWO staff for the histories and living cultures of Aboriginal and
Torres Strait Islander peoples and their contribution to the social, economic and cultural life of
Australia.
Building this understanding and respect will be reflected in our services and help us to promote
harmonious, fair, respectful and socially inclusive workplaces for all Australians.
Our business
The FWO is the Australian Government agency responsible for ensuring compliance with workplace
relations laws through advice, education and where necessary, enforcement. We are focussed on
serving the needs of everyone covered by the Australian workplace relations system and are here to
help all Australians understand their rights and responsibilities at work.
We have a workforce of over 700 staff nationally, with offices located in all capital cities and 15 regional
locations. At the time of developing the RAP, we had nine employees who identified as being
Aboriginal or Torres Strait Islander employees.
We work with employees, employers and the community to:
•
provide practical workplace relations advice that is easy to access, understand and apply
•
encourage and empower employees and employers to resolve issues in their workplace
•
build a culture of compliance with workplace laws
•
work with stakeholders to find solutions to workplace issues and opportunities to collaborate.
The vision of our agency is to support Australian workplaces so they can be compliant, productive and
inclusive. Our vision is that the community values the work that we do. We aim to become the most
respected regulator in Australia.
Our RAP
The FWO has developed a RAP because we are committed to continuing to cultivate relationships and
build respect, acceptance, understanding, growth, trust and equal opportunities between Aboriginal
and Torres Strait Islander peoples and the wider Australian community. We will work collaboratively
with Aboriginal and Torres Strait Islander peoples to promote harmonious, productive, fair and
cooperative workplaces by ensuring that Aboriginal and Torres Strait Islander organisations, employers
and employees have access to accurate and accessible information on workplace rights and
responsibilities.
We will do this by building networks, both internally and externally of FWO, to increase our
understanding of Aboriginal and Torres Strait Islander peoples’ cultures whilst supporting Aboriginal
and Torres Strait Islander employees within FWO.
Through the delivery of our policies and programmes and our diverse working culture, we are able to
contribute to closing the gap between Aboriginal and Torres Strait Islander peoples and the wider
Australian community.
The FWO is committed to reconciliation and has been so since the creation of the agency in July 2009.
This RAP is the agency’s fourth RAP and it was developed in consultation with agency employees and
the FWO RAP Working Group (RWG). The RWG is made up of Aboriginal and Torres Strait Islander staff
representatives and non-Aboriginal and Torres Strait Islander staff from across the FWO. The RAP
Champion, Naomi Bleeser, Executive Director, Finance, Assurance and Business Services and the
People Branch assist in the administration of the actions of the RWG. At the time of the development of
the RAP, the members of the RWG were:
•
Naomi Bleeser, FWO Indigenous Senior Executive Service Champion and RAP Champion
•
Andrew Alexander, Dispute Resolution & Compliance
•
Natalie Barney, Dispute Resolution & Compliance
•
Corinna Coleman, Advice, Support & Assistance
•
Jane Bush, Advice, Support & Assistance
•
Jeremy Watkins, Advice, Support & Assistance
•
Tammy Tokley, People Branch
•
Conrad Kotnik, Proactive Compliance & Education
•
Christine Jamison, Finance, Assurance & Business Services.
The RAP builds on the successes achieved through our three previous RAPs and learnings from other
organisations, including:
•
reconciliation is everyone’s business, therefore action items reflect both an internal and an
external focus
•
an effective RAP is tied to the FWO’s Strategic Intent and vision
•
engagement and collaboration with other Australian Public Service agencies is critical to the
success of our reconciliation efforts
•
personal experiences and insights of our Aboriginal and Torres Strait Islander employees are
invaluable in improving our services.
In addition to activities completed in our previous RAP, we have:
•
become the first agency to implement an Indigenous School Based Traineeship program
•
established an Indigenous Traineeship program
•
participated in the Indigenous Australian Government Development program
•
participated in the Indigenous Senior Management Champions network
•
participated in the APS Indigenous Employment Human Resources (HR) Forum
•
participated in the Indigenous Pathways program
•
participated in the Jawun secondment program
•
undertaken research and investigated strategies for engagement with young Aboriginal and Torres
Strait Islander workers.
The FWO Indigenous Senior Executive Service Champion/RAP Champion and the RWG will work
together to raise internal awareness about our commitment to reconciliation by promoting the RAP to
staff and providing opportunities to engage with reconciliation activities. Our Aboriginal and Torres
Strait Islander Peoples Employee Network also plays a key role in the implementation of the RAP and
the completion of its deliverables, as well as supporting and championing our agency strategies and
initiatives for Aboriginal and Torres Strait Islander employment.
The goals of this RAP are to:
•
demonstrate through our organisational behaviours, activities and relationships that the agency
respects Aboriginal and Torres Strait Islander peoples and
their cultures
•
assist agency employees in gaining a deeper understanding of Aboriginal and Torres Strait Islander
peoples and cultures
•
make our agency a more inclusive working environment for Aboriginal and Torres Strait Islander
employees
•
ensure that all of our employees are equipped to provide the best possible service to Aboriginal
and Torres Strait Islander customers
•
develop education resources to engage with Aboriginal and Torres Strait Islander communities.
Staff profile:
Jane Bush
Assessor – Integrated Customer Service Team
Jane is a member of our RAP Working Group and Aboriginal and Torres Strait Islander Peoples
Employee Network.
Where are you from?
I am a Kamilaroi woman from Quirindi, New South Wales (Near Tamworth and approximately five
hours from Sydney).
When did you join the FWO?
I joined the FWO in 2012 as an Indigenous Trainee through an Australian Public Service Commission
program.
What is your current role and what do you like about it?
I am an assessor in the Integrated Customer Service Team within the Advice, Support & Assistance
Branch. My current role enables me to multitask in various areas and streams of work within the
agency, such as taking calls on the Infoline, assessing and registering Request for Assistance matters
and answering queries received through My Account.
I like that I am able to interact with customers in all forms of communication and offer the tailored
assistance that they require whether they come through the Frontline Voice channels, My Account or a
Request for Assistance channel.
How does your cultural heritage benefit the work you do at FWO?
My cultural heritage as an Aboriginal woman (with a mixture of Scottish heritage) allows me to be
understanding of all cultures. I am mindful of respecting peoples’ differences when I am communicating
with them. I am a product of my upbringing and try to be polite and respectful to all people, especially
my elders, as I have been taught to be by my elders within my family.
What has been the highlight of your career with FWO so far?
Being the first person within my family to graduate from University meant that being accepted and
completing both the FWO Indigenous Traineeship and Indigenous Graduate program through the
Australian Public Service Commission has been the highlight of my career at FWO. This has made my
family extremely proud of me and nothing else could ever beat this.
What does reconciliation mean to you?
Reconciliation means the acceptance by the Australian people of the past wrong doings to the
Aboriginal and Torres Strait Islander peoples (the first peoples) and the understanding of the justice
that we seek for this for past and present ancestors within the family circle.
Reconciliation also means forgiveness of the first peoples to move on and create the future that all
Australians deserve.
Jawun secondment
In 2016 the FWO supported Phil Marsh, an Assistant Director from our Regional Services Team to
participate in the Jawun project. It was the first time our agency had participated in this unique and
rewarding cultural experience and we hope that Phil’s experience and our future participation in Jawun
will help us to achieve our vision for reconciliation and build unity and respect for Aboriginal and Torres
Strait Islander heritage.
Phil’s story
My Jawun secondment, in August 2016, was a six week placement with the Cape York Partnership
(CYP). There were 15 other secondees in the placement, with four of us being APS employees and
others from major corporate organisations. Working and living with those talented people during the
secondment was, in itself, a valuable experience.
During the first week we dived in and absorbed Indigenous values and culture. Communities around the
Cape welcomed us as friends and family. With my experience in education, I was put to work in various
facilities, including the newly established Girl Academy, Djarragun College and Bama Services.
My ‘job’ was to review their support and wellbeing programs. I was challenged every single day to try
and understand the lived experiences of teachers and kids. I witnessed the effects of up to six
generations of welfare dependence and separation from home lands and culture.
The effects of chronic disadvantage on children and their families can’t be over stated, but I saw local
Indigenous leaders with determined optimism taking charge, making decisions, leading innovation and
having a go. Secondees are deeply welcomed, but also expected to roll up their sleeves.
In a previous life I often worked with Indigenous people. Time has taken me in different directions and
now my life is almost completely absent of Indigenous people and culture. Jawun provided me with a
tonic I hadn’t realised I needed. I am a better person for the work I did through Jawun and the daily
wash of integrity, values, challenge and determination that immersed me.
During my secondment, CYP chewed my ear for advice about compliance and record-keeping for their
enterprises and their own workplace challenges and I hope to facilitate some strong connections
between FWO and CYP in the future.
I highly recommend this experience to everyone. Through Jawun you will be challenged, but you will
build resilience and flexibility. You will make many new friends and learn so much about what it means
to be Aboriginal or Torres Strait Islander in Australia today, particularly in remote areas.
Phil whilst on secondment Jawun logo – Cape Tribulation
Relationships
We will foster positive, respectful and consultative relationships with Aboriginal and Torres Strait
Islander peoples and communities to enhance our understanding and appreciation of Aboriginal and
Torres Strait Islander customs and traditions. This will ensure our approach to delivering workplace
relations services and advice for Aboriginal and Torres Strait Islander organisations, employers and
employees will be culturally relevant, respectful and inclusive.
Action
1. RAP Working Group
(RWG) actively monitors
RAP development and
implementation of actions,
tracking progress and
reporting
2. Celebrate and participate
in National Reconciliation
Week (NRW) by providing
opportunities to build and
maintain relationships
between Aboriginal and
Torres Strait Islander
peoples and other
Australians
Deliverable
Establish Terms of
Reference for the RWG
Timeline
Complete by May 2017
Responsibility
Indigenous Senior Executive
Service Champion
RWG oversees the
development, endorsement
and launch of the RAP
Ensure Aboriginal and
Torres Strait Islander
peoples are represented on
the RWG
Meet at least twice per year
to monitor and report on
RAP implementation
Organise at least one
internal event for NRW each
year
Complete by May 2017
Indigenous Senior Executive
Service Champion
Complete by May 2017
Indigenous Senior Executive
Service Champion
Meet in May and October
Annually from May 2017
Indigenous Senior Executive
Service Champion
27 May - 3 June, annually
Indigenous Senior Executive
Service Champion
Register our NRW event via
Reconciliation Australia’s
NRW website
Produce an intranet article
with stories from the
Aboriginal and Torres Strait
Islander Peoples Employee
Network and other agency
staff to highlight their
reconciliation journey
Support an external NRW
event
Ensure our RWG
participates in an external
event to recognise and
celebrate NRW
Encourage all staff to
participate in external
events to recognise and
celebrate NRW
27 May - 3 June, annually
Indigenous Senior Executive
Service Champion
27 May - 3 June, annually
Indigenous Senior Executive
Service Champion
27 May - 3 June, annually
Indigenous Senior Executive
Service Champion
Indigenous Senior Executive
Service Champion
27 May - 3 June, annually
27 May - 3 June, annually
Indigenous Senior Executive
Service Champion
Action
3. Develop and maintain
mutually beneficial
relationships with
Aboriginal and Torres Strait
Islander peoples,
communities and
organisations to support
positive outcomes
4. Raise internal and
external awareness of our
RAP to promote
reconciliation across our
agency and sector
Deliverable
Invite local community
members as guest speakers
to FWO NRW events
Develop and implement an
engagement plan to
identify and work with
Aboriginal and Torres Strait
Islander stakeholders to
promote FWO’s culturally
specific resources
Timeline
27 May - 3 June, annually
Responsibility
Indigenous Senior Executive
Service Champion
Implement by July 2017
Executive Director, Strategic
Engagement & Stakeholder
Relations
Meet with local Aboriginal
and Torres Strait Islander
organisations to develop
guiding principles for future
engagement
Maintain and publish a list
of Aboriginal and Torres
Strait Islander contacts,
including details for Land
Councils and other key
contacts, on our diversity
intranet page
Implement a strategy to
communicate our RAP to all
internal and external
stakeholders including
promotion of the launch of
the RAP utilising a variety of
communication tools
including email, intranet,
our external website and
social media channels
Publish and promote a
statement of commitment
to reconciliation with the
publication of the RAP on
the FWO’s website and
intranet site
Promote reconciliation
through ongoing active
engagement with all
stakeholders through
regular promotion of the
RAP
Complete by July 2017
Executive Director, Strategic
Engagement & Stakeholder
Relations
Publish list in May 2017 and
review annually in May
Executive Director, People
Branch
Implement by May 2017
Executive Director, People
Branch and Deputy Fair Work
Ombudsman, Strategy,
Engagement & Communications
Complete by May 2017
Executive Director, People
Branch and Deputy Fair Work
Ombudsman, Strategy,
Engagement & Communications
Promote in May and
October annually from May
2017
Executive Director, People
Branch and Deputy Fair Work
Ombudsman, Strategy,
Engagement & Communications
Respect
We acknowledge and value the Traditional Owners of the lands on which we operate and are
committed to fostering a supportive, respectful and inclusive workplace environment where all staff
have an opportunity to gain an understanding of and celebrate the heritage, values and beliefs of
Aboriginal and Torres Strait Islander peoples. In doing this, we have the opportunity to improve our
service delivery and contribute to the reconciliation objectives of the broader Australian Public Service.
Action
1.Engage employees in
cultural learning
opportunities to increase
understanding and
appreciation of Aboriginal
and Torres Strait Islander
cultures, histories and
achievements
2. Engage employees in
understanding the
significance of Aboriginal
and Torres Strait Islander
cultural protocols, such as
Welcome to Country and
Acknowledgement of
Country, to ensure there is a
shared meaning and
consistent application of
these protocols throughout
the FWO
Deliverable
Implement a cultural
awareness training strategy
for our staff which defines
cultural learning needs of
employees in all areas of our
business and considers
various ways cultural
learning can be provided
Investigate opportunities to
work with local Traditional
Owners and/or Aboriginal
and Torres Strait Islander
consultants to develop
cultural awareness capability
Provide opportunities for
RWG members, HR
managers and other key
leadership staff to
participate in online cultural
awareness training
Encourage participation in
the Jawun secondment
program including the
provision of any cultural
learning requirements
needed for participation in
this program
Promote Reconciliation
Australia’s Share Our Pride
online tool to all staff
Review current protocols for
Welcome to Country and
Acknowledgement of
Country
Timeline
Implement by June 2017
Responsibility
Executive Director, People
Branch
Investigate by June 2017
Executive Director, People
Branch
Complete by June 2017
Executive Director, People
Branch
Annually from May 2017
Executive Director, People
Branch
Annually from May 2017
Executive Director, People
Branch
Review by June 2017 and
annually thereafter
Executive Director, People
Branch
Communicate the cultural
protocol document for
Welcome to Country and
Acknowledgement of
Country on the Diversity
Intranet page
Complete by May 2017
Executive Director, People
Branch
Action
3. Provide opportunities for
Aboriginal and Torres Strait
Islander staff to engage with
their culture and
communities by celebrating
NAIDOC Week
4. Seek opportunities to
reflect Aboriginal and Torres
Strait Islander culture within
FWO’s offices
Deliverable
Develop a list of key contacts
for organising a Welcome to
Country and maintaining
respectful partnerships
Invite a Traditional Owner to
provide a Welcome to
Country to at least one
significant event
Include Acknowledgement of
Country at the
commencement of
important external and
internal meetings
Review HR policies and
procedures to ensure there
are no barriers to staff
participating in NAIDOC
Week activities
Timeline
Complete by May 2017
Responsibility
Executive Director, People
Branch
Complete by June 2017 and
annually thereafter
Executive Director, People
Branch
Implement from May 2017
Executive Director, People
Branch
Review by June 2017
Executive Director, People
Branch
Provide opportunities for all
Aboriginal and Torres Strait
Islander staff to engage with
their cultures and
communities during NAIDOC
Week
Provide opportunities for all
staff to participate in
NAIDOC Week activities
Consult with local
community groups, Elders
and family members on
protocols around naming
facilities and meeting rooms
Rename up to two FWO
rooms or other facilities after
significant Aboriginal or
Torres Strait Islander leaders,
landmarks and/or events
Investigate options for
sourcing at least two
Aboriginal and Torres Strait
Islander artworks to hang in
FWO’s offices
Publish the details of any
purchased Aboriginal and
Torres Strait Islander
artworks on the FWO
intranet including the artist
and meaning/story
First week of July each year
Indigenous Senior Executive
Service Champion
First week of July each year
Indigenous Senior Executive
Service Champion
Complete by December 2017
Indigenous Senior Executive
Service Champion and
supported by the Aboriginal
and Torres Strait Islander
Peoples Employee Network
Indigenous Senior Executive
Service Champion and
supported by the Aboriginal
and Torres Strait Islander
Peoples Employee Network
Indigenous Senior Executive
Service Champion and
supported by the Aboriginal
and Torres Strait Islander
Peoples Employee Network
Indigenous Senior Executive
Service Champion and
supported by the Aboriginal
and Torres Strait Islander
Peoples Employee Network
Complete by December 2017
Complete by June 2017
Complete within two months
of artwork purchased
Opportunities
Creating opportunities which allow us to recruit, retain and support the development of Aboriginal and
Torres Strait Islander employees enables us to build a culturally diverse workforce and enhance
employee capability. This allows us to be a high performing, capable and responsive agency that
delivers exceptional customer service.
Action
1. Investigate opportunities
to improve and increase
Aboriginal and Torres Strait
Islander employment
outcomes within our
workplace
2. Investigate opportunities
to incorporate Aboriginal
and Torres Strait Islander
supplier diversity within our
organisation
Deliverable
Implement and monitor our
Aboriginal and Torres Strait
Islander Employment
strategy
Timeline
Implement by December
2017 and review annually
thereafter
Responsibility
Executive Director, People
Branch
Engage with existing
Aboriginal and Torres Strait
Islander staff to consult on
employment strategies,
including professional
development
Review HR and recruitment
procedures and policies to
ensure there are no barriers
to Aboriginal and Torres
Strait Islander employees
and future applicants
participating in our
workplace
Investigate advertising
vacancies in Aboriginal and
Torres Strait Islander media
including online networks
Collect information on our
current Aboriginal and Torres
Strait Islander staff to inform
future employment
opportunities
Review procurement policies
and procedures to identify
real or potential barriers that
may prevent Aboriginal and
Torres Strait Islander
businesses supplying our
organisation with goods and
services
Develop and communicate
to staff a list of Aboriginal
and Torres Strait Islander
businesses that can be used
to procure goods and
services and promote on
Intranet
Complete by June 2017
Executive Director, People
Branch
Review by December 2017
Executive Director, People
Branch
Implement from May 2017
and annually thereafter
Executive Director, People
Branch
Implement from May 2017
and report on quarterly
Executive Director, People
Branch
Review by May 2017
Executive Director, Finance,
Assurance & Business
Services
Develop by May 2017
Executive Director, Finance,
Assurance & Business
Services
Action
3. Redress adverse
employment outcomes
experienced by Aboriginal
and Torres Strait Islander
employees
Deliverable
Develop at least two
commercial relationships
with an Aboriginal and/or
Torres Strait Islander owned
business
Investigate Supply Nation
membership
Timeline
Complete by May 2017
Responsibility
Executive Director, Finance,
Assurance & Business
Services
Complete by May 2017
Develop a suite of educative
resources in partnership with
the FWO’s Aboriginal and
Torres Strait Islander Peoples
Employee Network and a
team of Aboriginal and
Torres Strait Islander
designers and
communications
professionals. Resources to
include:
 re-branded and
contextualised quick
guides about employee
entitlements and
enhanced ‘Starting a
new job’ guide and
‘Guide to resolving
workplace issues’
 a suite of fact sheets and
postcards exploring
cultural issues relevant
to Aboriginal and Torres
Strait Islander
employees and
employers
 video content for
Aboriginal and Torres
Strait Islander
employees about
workplace basics, as well
as talking to ‘the boss’
about taking leave for
sorry business (the
grieving process of
Aboriginal and Torres
Strait Islander peoples
after the loss of a family
or community member)
Develop by July 2017
Executive Director, Finance,
Assurance & Business
Services
Executive Director, Proactive
Compliance & Education
Branch
Develop by July 2017
Executive Director, Proactive
Compliance & Education
Branch
Develop by July 2017
Executive Director, Proactive
Compliance & Education
Branch
Develop by July 2017
Executive Director, Proactive
Compliance & Education
Branch
Tracking progress and reporting
Action
1. Report RAP achievements,
challenges and learnings to
Reconciliation Australia
2. Report RAP achievements,
challenges and learnings
internally and externally
3. Review, refresh and
update RAP
Deliverable
Complete and submit the
RAP Impact Measurement
Questionnaire to
Reconciliation Australia
annually
Investigate participating in
the RAP Barometer
Publically report our RAP
achievements, challenges
and learnings
Liaise with Reconciliation
Australia to develop a new
RAP based on learnings,
challenges and achievements
Send draft RAP to
Reconciliation Australia for
formal feedback and
endorsement
For more information, please contact
the FWO People Branch at [email protected]
Timeline
Complete by 30 September,
annually
Responsibility
Executive Director, People
Branch
May 2018
Executive Director, People
Branch
Executive Director, People
Branch
30 September, annually
From August 2018
Executive Director, People
Branch
From November 2018
Executive Director, People
Branch