DIMA Annual Report 1996-97
Social justice and equity
In recognition of the range of client needs, some of which arise from cultural and linguistic factors, the Access and Equity Strategy has been re-focused to form a client service charter titled the Charter of Public Service in a Culturally Diverse Society.
The charter redefines access and equity around seven key principles: access; equity; communication; responsiveness; effectiveness; efficiency; and accountability.
The main purpose of the charter is to ensure that, nationally, government service providers understand and meet the legitimate needs of their clients, regardless of how or why these needs arise.
The Department has whole of Government responsibility for the charter.
Within the Department a major emphasis was placed on implementing a number of the strategies identified in the 1995-98 Equal Employment Opportunity (EEO) Program and the Department's Managing Diversity Plan. A number of key achievements occurred.
The first was the integration of EEO into the management practices of all Divisions in the Department through the development of divisional EEO plans.
The first report from Divisions on their progress with implementing their EEO strategies was provided to the National EEO Standing Committee in August 1997.
In an endeavour to increase the number of Aboriginal and Torres Strait Islander staff at all levels in the Department, an Aboriginal and Torres Strait Islander Recruitment and Career Development Plan and Cadetship Guidelines were finalised, published and distributed to all relevant staff.
The guidelines should encourage managers to take on a cadet and will support cadets in the workplace.
Staff were also advised of available indigenous networks through letters and articles published in Staff News.
Information about the Department's Indigenous Network of NSW was provided to all recruitment areas for distribution to new starters, who identify themselves as being from an Aboriginal or Torres Strait Islander background.
Harassment Contact Officer networks were strengthened and a draft Workplace Behaviour Strategy was developed.
The Strategy has been favourably received and will be aimed at providing useful information on behaviour standards and harassment issues in the workplace.
It will replace the 1992 Guidelines on the Elimination of Sexual and Workplace Harassment.
In an attempt to meet the Department's objective of providing a workplace which supports staff with family responsibilities, both Melbourne and Central Office established carers' rooms for staff.
The rooms are specially prepared offices which enable a staff member to carry on aspects of their normal work while caring for dependants in emergency situations as an alternative to taking short periods of leave.
Recognising the diversity of experiences and skills of staff, and the potential value of these assets, the Department promoted its Managing Diversity: Cultural Diversity Strategic Plan 1995-98 through the distribution of the plan to all staff in Australia and overseas.
The main focus of the plan is to encourage managers and staff to think about diversity management as an integral strategy in meeting the Department's wider corporate goals.
Workshops were held for senior officers and the SES. Separate workshops were held for general staff and promotion material was widely distributed.
EEO and diversity issues have been incorporated into the development of new National Staff Selection Guidelines and generic selection criteria.
Cultural understanding and sensitivity was also built into the assessment strategy to select Graduate Administrative Assistants for 1997.
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