Department of Aboriginal and Torres Strait Islander Partnerships
OUR VISION
QU
OMM
UNI
KEY PERFORMANCE
INDICATORS
TY
• Establish a taskforce and a fund to
address the need for reparations for
stolen wages
• Continue to connect Aboriginal people and Torres Strait Islander people to their community and family histories
• Provide quality retailing services in discrete communities.
con
om
y
Creating jobs and
Our customers enter and actively
participate in the workforce,
and have more career
opportunities
Build in-demand
skills
Our customers possess skills needed by employers
• Transfer identified state-owned
lands and national parks to formal
Aboriginal ownership in Cape York
communities
OUR GUIDING PRINCIPLES
Safety and wellbeing
Respect
Our partners’ success is our success
We deliver.
• Assist aspiring home owners in
targeted remote, regional and
urban settings to move
towards home ownership.
Support caring communities that
are connected by a sense of
belonging, trust and common goals
GIC OUTCOM
ATE
ES
INCREASED
ECONOMIC
PARTICIPATION
IMPROVED
COMMUNITY
PARTICIPATION
• Support targeted communities in
restoring social norms, re-establishing local authority and maximising local decision-making through the delivery of Welfare Reform
Strengthen social
cohesion
Encourage safer
communities and restore
and improve social norms
• Lead whole-of-government efforts in
implementing the National
Indigenous Reform Agreement.
Grow emerging
businesses and
increase home and
land ownership
HOW DATSIP
WILL ACHIEVE
ITS STRATEGIC
OUTCOMES
Our customers have more
opportunities to secure
businesses, to own land and their own homes
Create a capable,
agile and innovative
organisation
Support communities
to value cultures and
heritage
Support communities to protect
and value Aboriginal and
Torres Strait Islander cultures and
heritage
• Protect Queensland’s Aboriginal
and Torres Strait Islander cultural
heritage
• Support events that enhance
appreciation of Aboriginal and
Torres Strait Islander cultures.
Know our customer
communities and
build partnerships
• On-time delivery of cultural heritage
searches
• Enhanced appreciation for Aboriginal and Torres Strait Islander
cultures.
• Community Profiles in place.
OUR STRATEGIC RISKS
• Ensure we have an agile, high performing and innovative
workforce to meet current and future business needs
• Lead the implementation of the whole-of-government Cultural
Capability Framework
We will effectively manage risks that could impact
on the achievement of our strategic objectives
and our vision. These risks are a failure to:
• Embed a culture of innovation and continuous
improvement to deliver more flexible, effective and
efficient services
• Build sustainable partnerships with community
representatives, industry groups and other stakeholders
We will capitalise on the opportunities that arise from these strategic risks by effectively implementing our strategies.
• Cape York land transferred to
Traditional Owners.
OUR
CUSTOMERS
• maximise our strategic outcomes
• truly know our customer communities
• create a capable, agile and innovative organisation.
• Houses made available for
ownership
• Reduced alcohol-related harm.
Pro
t
e
c
t
i
n
g the
envi
r
o
n
me
nt
• Help grow Aboriginal and Torres
Strait Islander enterprises through
increased procurement
opportunities
R
ST
• Support the Carmody and Not Now Not Ever Report programs of work
Support connected
communities
es
uniti
mm
• Facilitate improved employment
and business skills through skills
development and industry-based
training.
More jobs and
career opportunities
d co
• Partner with stakeholders to
improve the employability of
Aboriginal and Torres Strait Islander young people
• Procurement from Aboriginal and
Torres Strait Islander businesses
e
ect
a dive
rse e
n
con
nd
ga
rin
ca
• Aboriginal and Torres Strait
Islander successful job outcomes –
employment over three months.
e,
• Support targeted
communities to identify
their preferred way to reduce
alcohol-related violence
TEGIC OBJEC TIVES
ST R A
• Aboriginal and Torres Strait Islander
jobs facilitated by DATSIP
af
• Enable employment opportunities for our customers
through the rollout of social housing construction,
maintenance and infrastructure development in
targeted communities.
THE C
gs
in
Customers first
Ideas into action
Unleash potential
Be courageous
• Empower people.
•
•
•
•
STRATEGIES
• Build pre and post-placement support in line with
employment opportunities
To increase the economic
participation and improve
the community participation
of Aboriginal and Torres Strait
Islander Queenslanders.
•
•
•
•
NT OBJECTIVES FOR
• Broker employment and career
opportunities for our customers, with a
specific focus on school leavers
OUR PURPOSE
OUR PUBLIC SERVICE
VALUES
ME
OVERN
ild
Bu
DATSIP 2015–2019 STRATEGIC PLAN
Aboriginal people and Torres Strait Islander
people participate fully in Queensland’s
vibrant economic, social and cultural life.
S
EEN
DG
LA N
• Implement our Cultural Capability Action
Plan.
Delive
• Maintain comprehensive knowledge of our customer
communities
• Expand the department’s employment and skills evidence base.
ring quality frontline services
• Staff Achievement and Capability
Plans developed
• Innovation projects completed
• Performance against budget
allocation
• Cultural Capability Action Plan
implemented.