Agency Multicultural Plan from 1 July 2013 to 30 June 2015

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7 Νοε 2013 (πριν από 4 χρόνια και 1 μήνα)

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1


Agency Multicultural Plan from

1 July
2013

to 30 June
2015

Multicultural Access and Equity
Policy
-

Respecting Diversity. Improving Responsiveness
.

Department of Industry, Innovation,
Climate Change,
Science, Research a
nd Tertiary Education (DII
CC
SRTE)
,

and
including the

Tuition Protection Service (TPS)
;

and the Climate Change Authority
*
(CCA)


Our vision for Multicultural Access and Equity Policy:

To build a better awareness and understanding of the needs of partners and stakeholders from Australia’s
culturally and linguistically diverse communities



Our Agency:

The Dep
artment of Industry, Innovation, Climate Change,
Science, Research and Tertiary Education helps shape Australia’s future economy through skills, learning, discovery
and innovation. The

portfolio,
more broadly,
work
s

to
enhance

productivity growth and secure Australia’s prosperity in a competitive global economy.

Collaboration, education and a strong science and research base are keys to success. We engage with business, research bodies
, tertiary education sectors, government and
the broader community to create and build economic and social benefits.
Our
focus
is on
promoting innovation across the economy and shaping business, industr
y
and
the
workforce
,

to turn opportunities into outcom
es.

The implementation of this AMP
will
support
the department’s
objectives and focus
by ensuring all key stakeholders and members of the community receive fair and equal
consideration and support
.
E
mbracing, recognising and working with delivery partners and the culturally and linguistically diverse (CALD) members of our
community will
help make this a r
eality.

A
s an outward facing agency with diverse portfolio responsibilities
,

we are uniquely plac
ed to engage directly with
t
he CALD and wider community

through our
program and
service offerings
.


*
The Corporate Services area of the Climate Change Authority (CCA) will develop an implementation plan by September 2013, deta
iling how the relevant commi
tments and
actions contained within this AMP will be delivered and their progress reported to government (e.g. in Annual Reports).


2


Our AMP:

Deputy Secretary
Sue Weston

is the

senior executive officer

responsible for overseeing
the
department’s
commitment
to

the government’s
reinvigorated

m
ulticultural
access
and
equity objectives.

The department’s obligations
and
commitments
, supporting the government in this endeavour are outlined

in this AMP
.

Through the
development, communication and
implementation of
this AMP
,

the
d
epartment
aims
to ensure that staff
have a
greater appreciation
for
,

and understanding of
the
government’s multicultural access
and
equity objectives

and
,

where relevant,
promote and support better ways of working that help us

to
enrich

the quality of
government
services to CALD communitie
s.

This AMP was developed by the Knowledge Management Team within the Corporate Division
,

with the assistance of the Human Resources and Planning Branch
,

and the
department’s senior executive
cohort.

AC
CESS
means that Australian Government services and programs should be available for all culturally and linguistically diverse comm
unities.

EQUITY
means that these services and program
s

should deliver outcomes for culturally and linguistically diverse Aust
ralian
s on par w
ith those that other Australian
s can
expect to receive.



3


1.

Leadership

Effective leadership and communication will facilitate greater understanding of the government’s Multicultural Access and Equ
ity Policy objectives to promote better
outcomes for all Australians


Minimum Obligations:

1.1

Executive Accountability


Agency
to assign a
s
enior
e
xecutive
o
fficer to be responsible for implementation of Multicultural Access and Equity obligations
.

1.2

Agency commitment


Agency
to ensure that staff
understand
the government’s

commit
ment

to Multicultural Access and Equity
objectives
.

1.3

Other actions



The
agency
may
take to demonstrate leadership.



Action

Responsibility

Timeline

Target

1.1

1
-

Appoint
a d
epartmental
m
ulticultural

access and equity
representative






2

-

Assign an appropriate
organisational unit to take
ownership of Multicultural policy










3.1

-

Explore and identify most
appropriate
governance
committee
(s)

to support

the
achievement of the department’s
ongoing access and equity
obligations

The s
enior
executive








The departmental access and equity
representative
(DA
&
E Rep)

and the
Head of Corporate Division










DA&E Rep, Head of Corporate
Division and the
Knowledge
Management Team (Corporate
Division)

March

2013








March 2013












July 2013

1
-

Appoint a
departmental m
ulticultural
access and equity
Champion to be responsible for
the
implementation of
Multicultural Access and Equity Policy obligations.


Outcome
: Sue Weston, Deputy Secretary,
has been
appointed as the
department’s senior executive access
and equity representative
.


2
-

Assign an appropriate organisational unit to suppo
rt
the departmental access and equity representative and
take responsibility for developing, and where necessary
monitoring progress against, the department’s Agency
Multicultural Plan (AMP).


Outcome
: the Knowledge Management Team of the Digital
Communic
ations Branch,
Corporate Division
, under the
guidance of the Head of Division and the DA&E Rep, has
been tasked with helping develop the department’s AMP,
and assisting in its implementation (15 March 2013).


3.1
-

Assign the

appropriate governance commi
ttee
(s)

to
support the
DA&E Rep
to oversee and help guide the
collaborative implementation of the AMP.


4



Action

Responsibility

Timeline

Target

1.2

3.2

-

Develop
an
Ac
cess and Equity
Policy and AMP Communication
P
lan




4

-

Develop an Access and Equity
I
ntranet page

DA&E Rep
, Head of Corporate

Division and

the Knowledge
Management Team

in consultation
with the Media and Communications
Branch


Knowledge Management Team

July 2013






June 2013

3.2
-

Work with the appropriate governance committee(s)
to develop a Multicultural Access and Equity P
olicy and
an
AMP
C
ommunication
P
lan to
support and promote

the
government’s
strengthened policy obligations and AMP
requirements.


4
-

Develop an Access and Equity Intranet page to outline
the department’s commitment to the strengthened access
and equity
a
pproach
, publish the department’s AMP,
report on achievements and, where appropriate, publish
(new and existing) supporting

departmental policies and
guidance materials

in a single place
.


1.3

5.1

-

Explore options to
e
nhance
the
department’s
strategic
planning
cycle and
process




5.2

-

Explore options to
e
nhance
the business and risk planning
approach/
process




Strategic Planning, Risk and
Performance Team

(Corporate
Division) and
the Knowledge
Management Team



Strategic Planning, Risk and

Performance Team (Corporate
Division) in consultation with the
Knowledge Management Team




March 2014






March 2014







5.1
-

Explore options and, where appropriate, incorporate
the department’s multicultural access and equity vision
into

the department’s strategic plan

and service charter

to
better communicate commitment to
supporting

the need
s

of Australia’s CALD communities.


5.2
-

Explore
opportunities to
incorporate multicultural
access and equity requirements
into

the 2014
-
15 business
and risk planning process.



Review templates and related guidance material to
ensure appropriate consideration is given to both
recognising and meeting the department’s
obligations.




5


2.

Engagement

Equitable interaction with
government, industry and community
stakeholders from
culturally and linguistically diverse

communities will support and promote the
government’s inclusion and participation agenda


Minimum Obligations:

2.1

Stakeholder Engagement


Agency to have an engagement strategy to understand
culturally and linguistically diverse

communities’ interaction with agency
.

2.2

Language and Communication


Agency to have a language and communication plan for
culturally and linguistically diverse
communities, including on the use of
languages other than English and incorporating the use of interpreters and translators.



Action

Responsibility

Timeline

Target

2.1

6

-

Develop
Multicultural Access
and Equity Policy and
a
supporting
Performance
Reporting Framework











7

-

I
dentify options to support
more effective stakeholder
identification






Knowledge Management Team,
Strategic Planning, Risk and
Performance Team, and the
Program
Governance Working Group
(Stakeholder Engagement)
governance committee









The
Program
Governance Working
Group (Stakeholder Engagement)
governance committee i
n
consultation with the Knowledge
Management Team


March 2014














October 2014







6

-

Develop a departmental
Multicultural Access
and
Equity Policy
,

and
a supporting Performance Reporting
Framework:



I
nclud
e
the development of Key Performance
Indicators to measure and map progress against the
department’s AMP targets, and to effectively report
on this progress as part of the departmen
t’s 2014
annual report.



The framework should also include a requirement
going forward that where necessary (i.e. a relevant
need is identified), program and service delivery
areas should make available a simple English version
of relevant documentation an
d guidance materials.


7

-

I
dentify options to support more effective stakeholder
identification and engagement practices. This may include:



The development of a formal department
stakeholder engagement strategy concerning policy,
program and service deve
lopment activities.


Current Action

A number of program and service delivery areas ensure
engagement with members of Australia’s CALD
communities form part of their business
-
as
-
usual
activities, for example:



The T
uition Protection Service (TPS)

provides
6



Action

Responsibility

Timeline

Target

in
formation brochures
to

students informing them
about the TPS services and functions
. These
are
produced not only in English, but also in Mandarin
Chinese (simplified), Hindi, Hangul, Bahasa
Indonesia
n
and Vietnamese, which represent the top
countries of or
igin by international student
enrolments.



Small Business Support Line publishes general
information on their services in eight languages.



Trades Recognition Australia (TRA)
engages regularly
with members of CALD communities, with
clients
from over 108
countries

and approximately
90 per
cent of
all
applicant
s originating from CALD
communities
.

TRA engages with its CALD clients by

providing access
to
TIS

National,
ensuring staff are
aware of the TIS service
, and
designing program
guidelines, application f
orms and website
information
that is
easily understood by
members of
the
CALD
communities
.

2.2

8

-

Develop a departmental
Language and Communication
Plan

















Knowledge Management Team
and
the
Communications and Media
Branch

















December 2013



















8

-

Develop a departmental Language and Communication
Plan
:



Include general guidance on the use of and access to
translation and interpretation services.


Current Action

A large number of program areas ensure stakeholders are
provided with access to Translation and Interpretation
services, where a need is identifie
d, for example:



The AusIndustry Hotline, Small Business Support Line
(SBSL), in addition to providing access to the TIS
National service,
provide a ‘Live Chat’ service that
enables customers to
communicate
in real time with
an agent via the web.

The ‘Live
Chat’ service can help
customers who are not confident with their spoken
English.



The Tertiary Education Group Hotlines also provide
clients with access to the TIS National service.



E
ligible stude
nts from
CALD communities are
7



Action

Responsibility

Timeline

Target


















9

-

Investigate o
ptions to leverage
existing communication
mechanisms


















Knowledge Management Team


















June 2015

supported in their education v
ia student payments
including Y
outh Allowance and Austudy.

The
department has
a Memorandum of Understanding
with the Department of Human Services (DHS) to
deliver these payments.
As part of this services
delivery arrangement, s
tudents are able
to
access
in
formation and services from DHS via the Multi
-
lingual
P
hone
S
ervice



The Enterprise Connect Hotline, in addition to
providing access to the TIS National service,
employs
several individual
s

from
diverse
cultural backgrounds
who are able to assist with the m
ajority of culturally
sensitive enquiries
. Further, Enterprise Connect
utilises the services of the National Relay Service to
ensure they effective
ly
engage with Australian
s

who
are deaf or have a hearing and speech impairment.


9

-

Identify
options to lev
erage existing communication
mechanisms (e.g. Secretary’s messages and intranet
message board
) to
communicate the
strengthened
access
and equity requirements. Where possible this should
incorporate awareness of the department’s broader
accessibility obliga
tions (access and equity, Closing the
Gap, online accessibility requirements etc.).





8


3.

Performance

Inclusion of multicultural access and e
quity
measures as part of core business will

promote
better policy
, program and stakeholder engagement

outcomes


Minimum Obligations:

3.1

Performance indicators and reporting


Agency to develop a set of KPIs relating to engagement with, or outcomes of services to,
culturally and linguistically diverse
clients.

3.2

Feedback


Agency to have arrangements to ensure affected
cu
lturally and linguistically diverse
communities are able to provide feedback on agency Multicultural
Access and Equity performance.



Action

Responsibility

Timeline

Target

3.1

10

-

Investigate and formulate an
appropriate set of engagement
performance
indicators








11

-

Investigate options to expand
the annual Stakeholder
satisfaction survey

to include
measures of CALD stakeholder
satisfaction

Strategic Planning, Risk and
Performance Team in consultation
with the Knowledge Management
Team







Strategic Planning, Risk and
Performance Team in consultation
with the Knowledge Management
Team

February 2014










July 2014

10

-

Investigate and develop a set of performance
indicat
ors relating to engagement with
or outcomes of
services to culturally and linguistically diverse clients, to
support the reporting of outcomes
and progress against
this AMP
in the Annual report.



This activity will form part of the departmental
Multicultural Access and Equity Policy and
Performance Reporting Framework development
process (
linked to Target 6
).


1
1

-

Investigate and, where appropriate, implement
possible options to expand the annual Stakeholder
satisfaction survey to include a specific reference to and
focus on
collecting key information regarding
the
department’s engagement with Australia’s CALD
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(
linked to Target 10
)
.


Current Action



The Student Support area of the department is
continuing to work with
key stakeholders to ensure
information available

is
appropriately targeted and
understood by
members of Australia’s
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Action

Responsibility

Timeline

Target

education providers
to identify where
, g
oing
forward,
HELP
communication
activities
can be
improved and to
identify new methods
, p
ipelines
,
and
forums
to effectively target
potential students
from CALD communities.

3.2

12

-

Explore
options to improve
the departments online
feedback
and
complaint mechanisms





13

-

Identify and implement
options to improve the
departments call centre
feedback
and complaint mechanisms




Knowledge Management Team in
consultation with the Online
Communications Team





Innovation call centre services
(including AusIndustry) in
consultation with the Knowledge
Management Team

November 2014







November 2014

12

-

Explore, develop and implement options to improve
the online customer information,
feedback and complaint
mechanisms
to make them more accessi
ble
to all members
of the community
. This may include:



Enhancing
the current
innovation.gov

customer
feedback webpage
.


13

-

Identify
relevant call centre
practices and, where
necessary,

develop options to improve the telephone
customer
feedback and complaint mechanisms
to make
them more accessible
to all members of the community
.
This may include:



W
ork
ing with the Innovation call centre services
to
improve their understanding of and
ability to engage
with members of Australia’s CALD
communities.






10


4.

Capability

Better

awareness and understanding of
the government’
s m
ulticultural
a
ccess and
e
quity
objectives
will help
enrich the department’
s capacity and expertise (capability)

to
engage

with

its government, industry and
community
stakeholders



Minimum Obligations:

4.1

Cultural Competency


Agency to have training and development measures to equip staff with cultural competency skills.

4.2

Research and data


Agency to collect ethnicity data on the
culturally and linguistically diverse
groups with which the agency engages and to which it delivers services
directly or indirectly.



Action

Responsibility

Timeline

Target

4.1

14

-

Review
the
diversity
and
awareness
training

package
(online and face
-
to
-
face)













15

-

Monitor the
success of the
Mandarin language training
program

People Strategy Team















People Strategy Team

June 2014


And


June 2015











August 2014

14

-

Work with the department’s current training provider
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-
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s

(
linked to Tar
gets

9
and
21
). This may
include:



General information for staff around when to engage
translation and/or interpretation services and how to
work with a language
service provider
.


Goal
:



More than 80 per cent
of
new/commencing staff to
have
completed
eithe
r the face
-
to
-
face or the online
e
-
learning package by
June 2015.


15

-

Monitor the success of the Business Mandarin Pilot
Program being offered by the department and
,
if

successful
,

in facilitating better engagement with
stakeholders
, investigate the poss
ibility of its continuation
as a training option
. Further, if successful and a need is
identified,
explore possible options to expand the
programs offerings
to include other stakeholder relevant
languages.




11



Action

Responsibility

Timeline

Target

4.2

16

-

Explore options to
enhance
program
data collection






















17

-

Explore options to
enhance
the department’s New Policy
Proposal

process

Program
Governance Working Group
in consultation with the Knowledge
Management Team





















Budget Policy Team (Corporate
Division)

with the Knowledge
Management Team

June 2014























July 2014

16

-

Explore ways to enhance program and stakeholder
data collection to meet the access and equity reporting
requirements and to continue to ensure effective and well
informed policy and program development (
linked to
Target 5.2
).

This may include:



Developing
more formal program data collection
guidance material that recognises and incorporates
elements of the Australian Bureau of Statistics (ABS)
A

G
uide for
U
sing
S
tatistics for
E
vidence
-
based
P
olicy
,

and other similar whole
-
of
-
government
documentation.


Current Act
ion



The department is currently investigating options to
collect cultural and linguistic stakeholder diversity
data to form part of the new Precincts program
design.



The
National Workforce Development Fund (NWDF)
support
s the training of
workers

in areas of identified
need
. As part of the NWDF d
ata
collection activities,
student language data is regularly collected to
ensure services are effectively targeted.


17

-

Explore
options
and
,

where appropriate, enhance
the
dep
artment’s New Policy Propos
al (
NPP
) template to
include the government’s broader
social inclusion

policies
and obligations for consideration.



Inclusion of these obligations in the NPP process will
help ensure appropriate measures are fully
considered when costing proposals and rele
vant
stakeholders are identified early in the development
process.




12


5.

Responsiveness

Enhanced
business process to support and promote

the government’s multicultural access and e
quity
objectives
will help
drive

the department’s
responsiveness to its
government, industry and community stakeholders
.


Minimum Obligations:

5.1

Standards


Any whole
-
of
-
government standards and guidelines developed by the agency must address Multicultural Access and Equity considerations.

5.2

Policy, program and service delivery


Provision to ensure that policies, programs, community interactions and service delivery (whether in
-
house or outsourced) are
effective for
culturally and linguistically diverse
communities.

5.3

Outsourced services


Wher
e relevant, provision for incorporation of Multicultural Access and Equity requirements into contracts, grant agreements and
related
guidance material of which the agency has carriage.

5.4

Other activities


to support the implementation of the access and equi
ty requirement
.



Action

Responsibility

Timeline

Target

5.1

18

-

Review the department’s
project management
documentation

and relevant
standards/guidelines




19

-

Investigate

the need for
formalised guidance material
outlining the broader whole
-
of
-
government
social inclusion
policies




20

-

Explore options to introduce
a staff language allowance

Program and Governance Office







Legal Branch








Human Resources & Planning Branch

June

2014







June 2014








February 2015

18
-

Investigate and, where relevant, develop options to
incorporate the access and equity policy requirements and
considerations into the department’s program and project
management (PM2) documentation
,
processes
, and any
relevant whole
-
of
-
government standards and guidelines
managed by the department
.


19
-

Investigate, and if there is an identified need, develop
formalised guidance material or a factsheet outlining the
broader whole
-
of
-
government social inclusion

policies
(including access and equity) for contracting and third
party organisations administrating government programs
and services, to ensure an ongoing awareness of their
compliance obligations.


20
-

Explore options to introduce a staff language
allow
ance. On occasion, there may be a need to have
access to a staff member fluent in a language, other than
English, for the provision of basic language services (e.g.
simple translation). In recognition of an employee’s skills
and to ensure reasonable access

to these abilities without
relying solely on goodwill, it may be necessary to introduce
an allowance similar to those paid to fire wardens.

13



Action

Responsibility

Timeline

Target

Current Action



Specialist Skills Register


AusIndustry is
in the
process of
compiling
a
specialist skills register

that
will contain
details
of staff whose
language skills can
be
used to
assist with customer

and
staff
communications. The register will be accessible to all
AusIndustry staff via
their internal Intranet service
AusInside.

5.2

21

-

Explore options to
enhance
relevant policy, program and
se
rvice guidance materials


















22

-

Explore options to enhance
policy and program delivery
mechanisms with other
Commonwealth agencies

R
elevant
Divisions/
line areas

in
consultation with the
Knowledge
Management Team
, where
necessary.

















Knowledge Management Team

June 2015




















June 2015

21
-

Review and enhance relevant departmental policy,
program and service development guidance materials to
incorporate the strengthened
access and equity
obligations to better inform departmental practices going
forward. This may include:



The departmental policy development framework;



The Program Life Cycle Toolkit; and



Other relevant guidance/information materials.


Current Action



The
department’s Program Life Cycle Toolkit
provides staff with a consolidated framework that
covers the full life cycle of a programs operation and
outlines key issues that should be considered in the
development, implementation, management and
review/evaluat
ion of a program. Further
,

it builds
meaningful links between internal and other external
best practice whole
-
of
-
government guidance
materials.


22
-

Incorporate into the department’s Multicultural
Access and Equity Policy and other relevant guidance
mater
ials


when developing new policy and program
options the department should consider mechanisms to
better deliver complementary programs with other
Commonwealth departments and agencies (
linked to
Targets 6, 8 and 21
), for example Austrade.




14



Action

Responsibility

Timeline

Target

Current Acti
on



T
o strengthen program delivery outcomes the
Language, Literacy and Numeracy Program (LLNP)
area of the department is currently working in
collaboration with the Adult Migrant English Program
(AMEP) area of the Department of Immigration and
Citizenship
(DIAC). The two departments are
exploring way
s

to better integrate the strong local
lin
kages between the programs,
focus
ing
on CALD
communities with a high humanitarian intake.

5.3

23

-

Explore the nature of current
legal templates









24

-

Explore the nature of
current
tender process.

Legal Branch










Procurement and Grants Team

June 2014










June 2014

2
3

-

Investigate the nature and standard requirements of
legal templates/cont
r
acts used to establish and administer
outsourced
programs for delivery by a third party
,
including
corporate services, employment agencies,
assessment agencies, and consulting firms
.

Where
necessary, amend standard contract templates and other
related legal documentation to incorporate the
strengthened a
ccess and equity provisions for introduction
into new contracts and arrangements moving forward.


2
4

-

Review the current tender processes and related
documentation to ensure members of Australia’s CALD
communities have fair and equal access. Where a need
is
identified, amend the relevant documentation and
processes to incorporate the access and equity
requirements over time.

5.4

25

-

Review the standard business
card design

Communications Design Team

(Digital Communications Branch)

September 2013

2
5

-

Rev
iew the standard business card design and explore
possible options to incorporate the elements of the
Department of Immigration’s “I Need An Interpreter” card.




15


6.

Openness

Greater

access

to

the department’s
holdings of
cultural and linguistic
data
will

help
better
support
whole
-
of
-
government
collaboration
and
promote joined
-
up
services
outcomes
of government


Minimum Obligations:

6.1

Publishing


Agency to publish AMP on agency website and performance reports against agency KPIs for
culturally and linguistically diverse
clients
in agency annual
reports.

6.2

Data


Agency to make
culturally and linguistically diverse
data available to other agencies and the public
.



Action

Responsibility

Timeline

Target

6.1

26

-

Develop an Access and Equity
I
nternet page





27
-

Explore access and equity
annual reporting obligations






Knowledge Management Team






Strategic Planning, Risk and
Performance Team in consultation
with the Knowledge Management
Team

June 2013






February 2014

26
-

D
evelop
an Access and Equity internet

page

to
promote greater openness, by outlining the department’s
commitment to the strengthened access and equity policy,
and publishing the department’s AMP and progress
against the related key
performance indicators (KPIs).


27
-

As part of the departmental
Multicultural Access and
Equity Policy and Performance Reporting Framework

(
linked to Target
6
) the introduction of strengthened
annual reporting options will be explored and appropriate
enha
ncements will be incorporated in relevant processes
and documentation, to ensure the department meets the
access and equity obligations.


6.2

28.1

-

Explore
the type of cultural
and linguistic departmental
stakeholder data available



28.2

-

Develop optio
ns to publish
cultural and linguistic
departmental data

DA&E Rep, the Program
Governance Working Group
, and
the Knowledge Management
Team


Program
Governance Working
Group
, and the Knowledge
Management Team

February 2014





June 2015

28.1

-

Explore and identify the type of cultural and
linguistic departmental stakeholder data currently
available (
linked to Targets 6 and 1
0
).



28.2

-

Where appropriate, develop options to publish
available departmental cultural and linguistic data in a
suitab
le format and where appropriate make it available in
a suitable format (
linked to Target

26
)
.