Innovate
Reconciliation Action Plan
July 2021–July 2023
Acknowledgements
The Treasury acknowledges the Traditional Owners of the land and pays its respects to their Elders both past, present and emerging.
Artwork acknowlegement
During NAIDOC Week 2018, Treasury employees participated in an Indigenous Art workshop run by Linda Huddleston and Lyn Talbot from the Burrunju Aboriginal Corporation in Canberra.
The artwork symbolises the Treasury’s Reconciliation Journey, National Sorry Day and Treasury’s head office in Canberra.
The illustrations throughout this document have been generated from this artwork.
Reconciliation Australia CEO Statement
Reconciliation Australia commends Treasury on the formal endorsement of its second Innovate Reconciliation Action Plan (RAP).
Since 2006, RAPs have provided a framework for organisations to leverage their structures and diverse spheres of influence to support the national reconciliation movement.
With over 2.3 million people now either working or studying in an organisation with a RAP, the program’s potential for impact is greater than ever. Treasury continues to be part of a strong network of more than 1,100 corporate, government, and not-for-profit organisations that have taken goodwill and transformed it into action.
The four RAP types — Reflect, Innovate, Stretch and Elevate — allow RAP partners to continuously strengthen reconciliation commitments and constantly strive to apply learnings in new ways.
An Innovate RAP is a crucial and rewarding period in an organisation’s reconciliation journey. It is a time to build the strong foundations and relationships that ensure sustainable, thoughtful, and impactful RAP outcomes into the future.
An integral part of building these foundations is reflecting on and cataloguing the successes and challenges of previous RAPs. Learnings gained through effort and innovation are invaluable resources that Treasury will continuously draw upon to create RAP commitments rooted in experience and maturity.
These learnings extend to Treasury using the lens of reconciliation to better understand its core business, sphere of influence, and diverse community of staff and stakeholders.
The RAP program’s emphasis on relationships, respect, and opportunities gives organisations a framework from which to foster connections with Aboriginal and Torres Strait Islander peoples rooted in mutual collaboration and trust. This Innovate RAP is an opportunity for Treasury to strengthen these relationships, gain crucial experience, and nurture connections that will become the lifeblood of its future RAP commitments. By enabling and empowering staff to contribute to this process, Treasury will ensure shared and cooperative success in the long-term.
Gaining experience and reflecting on pertinent learnings will ensure the sustainability of Treasury’s future RAPs and reconciliation initiatives, providing meaningful impact toward Australia’s reconciliation journey. Congratulations Treasury on your second Innovate RAP and I look forward to following your ongoing reconciliation journey.
Karen Mundine
Chief Executive Officer
Reconciliation Australia
Secretary Foreword
I am proud to present Treasury’s Innovate Reconciliation Action Plan (RAP). This plan furthers the commitment of Treasury and its people to reconciliation and seeks to embed a deeper understanding of Aboriginal and Torres Strait Islander heritages and cultures in economic policy making. In my role as Secretary, I encourage everyone — as individuals, teams and across the Department — to take action towards the goals of reconciliation, in our workplace and in how we address our core business, as a central agency and the Australian Government’s pre-eminent economic adviser.
Recognising the contribution of Aboriginal and Torres Strait Islander cultures and communities to our society and economy is fundamental to reconciliation. Building and maintaining respectful relationships and deepening engagement will help us build a stronger and more inclusive economy. We have sought to maintain momentum on reconciliation in the face of a challenging operating context, with many of our previous RAP initiatives now a part of our business as usual, including the celebration of NAIDOC week, participation in National Reconciliation Week events, and involvement in the JAWUN secondment program. In implementing this plan — our second Innovate RAP — over the next two years, Treasury will strengthen its engagement with Aboriginal and Torres Strait Islander peoples and strive to identify social and economic opportunities that offer tangible benefits. We will continue to drive initiatives that increase opportunities for Aboriginal and Torres Strait Islander employment in our organisation and we will develop practical business partnerships.
Through continuous improvement and delivering the outcomes detailed in this plan, we can build a stronger economy in partnership with Aboriginal and Torres Strait Islander peoples.
I would like to acknowledge the Reconciliation Action Plan Committee and Treasury’s Indigenous Champion, Deputy Secretary, Ms Meghan Quinn for ongoing contributions to this important work. I would like to thank the staff who collaborated to develop this plan and I commend the document to you all.
Steven Kennedy
The Treasury Secretary
Indigenous Champion Foreword
As an organisation, our understanding of how we can advance the reconciliation agenda continues to grow. In my role as the Deputy Secretary of Markets Group, we work to ensure that markets function to the benefit of all people. Extending economic opportunities to Aboriginal and Torres Strait Islander peoples is a core objective of Treasury’s reconciliation agenda.
This plan will be Treasury’s second Innovate RAP. We are striving to build on our successes, while absorbing lessons. Through the implementation of our current plan we have increased Aboriginal and Torres Strait Islander employees’ representation, more than 25 per cent of Treasury staff have completed cultural awareness training, and all Treasury offices now display the Australian and Aboriginal and Torres Strait Islander flags. But we have more to do to further embed inclusivity, diversity and respect into Treasury’s strategies ensuring reconciliation initiatives become ‘business as usual’.
Our focus will be on developing and strengthening relationships with Aboriginal and Torres Strait Islander peoples, engaging staff and stakeholders in reconciliation, and developing and piloting innovative strategies to empower Aboriginal and Torres Strait Islander peoples. We will do this while ensuring that our plan remains practical, measurable and achievable.
I am delighted to champion this plan and look forward to working with the Reconciliation Action Plan Committee to lead reconciliation across Treasury and supporting our Aboriginal and Torres Strait Islander employees through this next stage.
Meghan Quinn
The Treasury Indigenous Champion
Our vision for reconciliation
Our vision is for an Australia that embraces the unique places, cultures and histories of Aboriginal and Torres Strait Islander peoples and their contribution to our social and economic wellbeing.
We will achieve this through deepening our understanding within Treasury of Aboriginal and Torres Strait Islander peoples, and by broadening our engagement with other Government departments, the private sector and community. In Treasury we will encourage the reconciliation journeys of our people, value and acknowledge the work done by our Aboriginal and Torres Strait Islander staff and embed principles that value inclusion, diversity and respect.
Our business
Treasury provides advice to the Government and implements policies and programs to achieve strong and sustainable economic and fiscal outcomes for Australians. We do this by using our professionalism, judgment and expertise to provide economic advice to the Government that supports the effective management of the Australian economy.
Treasury is located in Canberra (Ngunnawal), Melbourne (Kulin), Sydney (Gadigal), Adelaide (Kaurna) and Perth (Whadjuk Nyoongar), with staff representatives located in Washington, London, Paris, New Delhi, Jakarta, Beijing, Tokyo, and Port Moresby. As at May 2021, Treasury employed 1081 people, 2 per cent or 20 staff who identify as Aboriginal and/or Torres Strait Islander persons.
Treasury promotes an inclusive workplace to ensure that a diverse workforce informs our work. We are also committed to effective and respectful stakeholder engagement that helps enrich our advice to Government, assists in better decision making, and enhances our relationships with the Australian community. Our stakeholder group is broad and diverse and includes our portfolio bodies, other government entities and departments, industry, regulators, consumers, academics and community groups of all sizes. We are actively growing and deepening our engagement with Aboriginal and Torres Strait Islander peoples as part of our RAP. We will continue to engage with all stakeholders to deliver economic and fiscal reform as well as economic response programs, and remain committed to extending our reach through our regional engagement work and engaging with international bodies and financial institutions to support Australia’s economy in a globalised and interconnected environment.
Our RAP
Treasury engages with all stakeholders as part of advising on and delivering the Government’s economic priorities for the benefit of all Australians. We strongly believe in the importance of reconciliation and recognise the contribution Aboriginal and Torres Strait Islander peoples make across society and in the economy. We are committed to acting on the priority reform of ‘transforming government organisations to improve accountability and respond to the needs of Aboriginal and Torres Strait Islander peoples, as part of the National Agreement on Closing the Gap.
Our Innovate RAP was developed by our Reconciliation Action Plan Committee which is made up of 25 representatives from across Treasury, including two Co-Chairs, five Aboriginal and Torres Strait Islander staff members and a committee secretariat. Additionally, the committee also includes three ex officio representatives from Strategic Coordination and Communications Division, People and Organisational Strategy Branch, and Treasury’s State Offices. Our Deputy Secretary of Markets Group, Meghan Quinn, is Treasury’s Indigenous Champion and sponsors the RAP at the highest level of governance on Treasury’s Executive Board.
Consultation was undertaken across the whole department through a number of face-to-face meetings, virtual meetings and through our dedicated email inbox where staff could share their learnings and ideas. Members of the RAP Committee attended meetings with every division to invite comments and ideas from staff at all levels and direct people to our dedicated inbox. Our Indigenous Champion led a consultation with the Department’s Senior Executive Service (SES) Band 2 cohort, and we had dedicated consultations with our State Offices. Throughout our internal consultation, we emphasised the important role that each staff member has in contributing to reconciliation and that all actions big and small help to achieve that.
Our external consultation involved 15 meetings with portfolio agencies and other departments on their RAP development and implementation. We also had 14 meetings focused on understanding how our Department can contribute to and promote reconciliation within our sphere of influence. We consulted with a variety of public and private organisations who provided us with valuable insights on their reconciliation journey, and helped us to identify options for addressing shortcomings that we identified in implementation of our previous Innovate RAP.
Our previous Innovate Reconciliation Action Plan 2019-21 was ambitious. Our learnings throughout the course of implementing that RAP focused around accountability and governance. We identified that the governance structures for our RAP were not clearly articulated and understood across Treasury. By assessing implementation, we saw problems with mixed accountabilities and key person risk. With staff turnover — exacerbated by COVID-19, we identified the need for early and frequent engagement with owners of deliverables, and building a governance system that recognised that owners may change.
Considering these lessons, we have developed a stronger governance framework that is linked to Treasury’s broader inclusion agenda and reporting arrangements. We have strengthened corporate representation on the RAP Committee, including with Treasury’s strategic communications area, to address key person risk and provide increased continuity in messaging. With this learning, we feel more confident that we will have the necessary governance and accountability structures to achieve our reconciliation targets.
Relationships
The Treasury understands that respectful and reciprocal relationships are a pre-requisite for success, and we aim to maintain and leverage mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations to support positive outcomes within Treasury, and through Treasury’s role in advising Government.
- Establish and maintain mutually beneficial relationships with Aboriginal and/or Torres Strait Islander stakeholders as part of the policy development process.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Develop a whole-of-Treasury engagement plan to facilitate effective engagement with Aboriginal and Torres Strait Islander stakeholders. The engagement plan will set out principles, developed in consultation with Aboriginal and Torres Strait Islander stakeholders, to guide Treasury’s future engagement and will be designed with the policy agenda in mind. |
September 2022 |
Lead: Business Liaison Unit Accountable: Assistant Secretary, Business Liaison Unit Supported by: Social Policy Division, Co-Chairs RAP Committee & Director of Organisational Strategy |
Implement the Aboriginal and Torres Strait Islander engagement plan across the Department |
September 2022 |
Lead: All First Assistant Secretaries & Assistant Secretaries Accountable: Co-Chairs RAP Committee Supported by: Business Liaison Unit, Social Policy Division |
- Build relationships through celebrating National Reconciliation Week (NRW).
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Host at least one internal NRW event each year accessible to all Treasury staff in all locations and encourage all staff to participate. |
27 May – 3 June 2022 27 May – 3 June 2023 |
Lead: Co-Chairs RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Communications Branch |
Register Treasury’s event each year on Reconciliation Australia’s website. |
26 May 2022 26 May 2023 |
Lead: Co-Chairs RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Communications Branch |
RAP Committee participates in an external NRW event each year. |
27 May – 3 June 2022 27 May – 3 June 2023 |
Lead: Co-Chairs RAP Committee Accountable: Indigenous Champion Supported by: Communications Branch |
Promote external NRW events to encourage attendance to all staff including senior leaders. |
27 May – 3 June 2022 27 May – 3 June 2023 |
Lead: Co-Chairs RAP Committee Accountable: Indigenous Champion Supported by: Communications Branch |
Circulate Reconciliation Australia’s NRW resources and reconciliation materials to our staff. |
27 May – 3 June 2022 27 May – 3 June 2023 |
Lead: Co-Chairs RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Communications Branch |
- Promote reconciliation commitments publicly and through our sphere of influence.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Promote reconciliation throughout the year by hosting a diverse range of internal events (seminar series, guest speakers, cultural experiences) and encouraging staff participation in external events. |
September 2021 September 2022 |
Lead: Co-Chairs RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Indigenous Champion, Communications Branch & Director of Organisational Strategy |
Promote reconciliation through Indigenous updates presentations to the Inclusive Workplace Committee (IWC). |
September 2021 September 2022 |
Lead: Co-Chairs RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Indigenous Champion & Director of Organisational Strategy |
RAP Committee members provide RAP updates to their Group Executive meetings to provide them with information to share with their staff. |
September 2021 September 2022 |
Lead: All RAP Committee Accountable: Co-Chairs RAP Committee Supported by: All First Assistant Secretaries |
Develop and implement a new RAP communications strategy to ensure staff are aware of the deliverables and can build the relevant actions into their work practices. |
September 2021 September 2022 |
Lead: Director of Strategic Communications Accountable: Director of Strategic Communications Supported by: RAP Committee |
Explore opportunities to positively influence external stakeholders to drive reconciliation outcomes, including through Treasury’s regional engagement program. |
September 2021 September 2022 |
Lead: Business Liaison Unit Accountable: Assistant Secretary, Business Liaison Unit Supported by: Social Policy Division, Indigenous Champion & RAP Committee |
Collaborate with other like-minded organisations including National Indigenous Australians Agency (NIAA) and cross-portfolio agencies to develop ways to advance reconciliation. |
September 2021 September 2022 |
Lead: Co-Chairs RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Social Policy Division & Director of Organisational Strategy |
- Promote positive race relations through anti-discrimination strategies.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Conduct a review of human resource policies and procedures to identify existing bullying, harassment and anti-discrimination provisions, and future needs. |
November 2022 |
Lead: People and Organisational Strategy Branch Accountable: Director of Employee Relations Supported by: RAP Committee |
Review, update and communicate ‘Preventing and managing bullying, harassment and discrimination policy’ (anti-discrimination) policy for our organisation. |
November 2022 |
Lead: People and Organisational Strategy Branch Accountable: Director of Performance and Wellbeing, Director of Employment Relations Supported by: RAP Committee and Chief People Officer |
Engage with Aboriginal and Torres Strait Islander staff on any updates of the preventing bullying, harassment and discrimination policy. |
November 2022 |
Lead: Chief Operating Officer Accountable: Director of Performance and Wellbeing Supported by: RAP Committee & Employment Relations |
Educate senior leaders on the effects of racism. |
November 2022 |
Lead: Indigenous Champion and First Assistant Secretaries Accountable: Director of Organisational Strategy Supported by: RAP Committee |
Respect
Treasury employees are encouraged to understand and respect Aboriginal and Torres Strait Islander cultures and protocols and bring this understanding to their policy work. We also create opportunities for employees to connect with local communities and celebrate important Aboriginal and Torres Strait Islander events such as NAIDOC Week.
- Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, artwork, knowledge and rights through cultural learning.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Develop an Aboriginal and Torres Strait Islander cultural learning plan for Treasury staff. |
July 2021 |
Lead: Director of Organisational Strategy Accountable: Director of Organisational Strategy Supported by: Director of Capability |
Consult local Traditional Owners and/or Aboriginal and Torres Strait Islander advisors on the development and implementation of an Aboriginal and Torres Strait Islander cultural learning plan. |
July 2021 |
Lead: Director of Organisational Strategy Accountable: Director of Organisational Strategy |
Implement and communicate an Aboriginal and Torres Strait Islander cultural learning plan for Treasury staff. |
September 2021 September 2022 |
Lead: People and Organisational Strategy Branch Accountable: Director of Organisational Strategy Supported by: RAP Committee, Director of Strategic Communications & Director of Capability |
Provide Aboriginal and Torres Strait Islander cultural awareness training. This will be undertaken by at least 25 per cent of Treasury staff during 2021, and by at least 50 per cent during 2022. Attendance rates will be reported to business units and the Inclusive Workplace Committee annually. |
August 2021 February 2022 August 2022 February 2023 |
Lead: All First Assistant Secretaries & Assistant Secretaries Accountable: Director of Organisational Strategy Supported by: Director of Capability and RAP Committee |
All managers, RAP Committee, the People and Organisational Strategy Branch and senior leaders participate in Aboriginal and Torres Strait cultural awareness training to ensure culturally competent supervisory practices are applied based on understanding, family, lore, cultural values, obligations, kinship systems and Aboriginal and Torres Strait Islander lifestyles. |
August 2021 February 2022 August 2022 February 2023 |
Lead: First Assistant Secretaries, Assistant Secretaries Accountable: Indigenous Champion Supported by: Director of Organisational Strategy |
Evaluate the impact of the Aboriginal and Torres Strait Islander cultural awareness training. |
September 2021 March 2022 September 2022 March 2023 |
Lead: People and Organisational Strategy Branch Accountable: Director of Organisational Strategy Supported by: Learning and Development Team |
Develop, publish and promote on Treasury intranet an online catalogue of Treasury Indigenous Artwork holdings, including artwork stories for Treasury staff. |
August 2022 |
Lead: Co-chairs, RAP Committee Accountable: Director of Strategic Communications Supported by: Director of Organisational Strategy and Chief Financial Officer Branch |
- Demonstrate respect to Aboriginal and Torres Strait Islander peoples by observing cultural protocols.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Develop, provide and promote to staff an Aboriginal and Torres Strait Islander cultural protocol guide that explains Welcome to Country, Acknowledgement of Country advice, key contacts, definitions, sensitivities and tips on maintaining respectful partnerships. |
March 2022 March 2023 |
Lead: Director of Organisational Strategy Accountable: Co-Chairs RAP Committee Supported by: Director of Strategic Communications |
Maintain links to local list of Traditional Owners/Elders to approach for delivering a Welcome to Country at all significant events. |
March 2022 March 2023 |
Lead: Director of Organisational Strategy Accountable: Co-Chairs RAP Committee Supported by: Director of Strategic Communications |
Continue to promote the use the of Acknowledgement of Country in appropriate Treasury forums and provide guidance across each Treasury Office and in key departmental communication platforms. |
September 2021 September 2022 July 2023 |
Lead: Co-Chairs RAP Committee Accountable: Director of Strategic Communications Supported by: Director of Organisational Strategy |
Continue working with the local Aboriginal communities to name some Treasury meeting rooms in local languages. |
July 2022 |
Lead: Co-Chairs RAP Committee Accountable: Director of Strategic Communications Supported by: Director of Organisational Strategy and Director of Property Services and Logistics |
Promote the Acknowledgement of Country before commencing corporate meetings and events, offer assistance and encourage where required. |
May 2022 May 2023 |
Lead: First Assistant Secretaries, Assistant Secretaries and Directors Accountable: Indigenous Champion Supported by: Director of Organisational Strategy, Communications Branch and RAP Committee |
Continue to invite Traditional Owners to provide a Welcome to Country or other appropriate cultural protocol at all significant events each year. |
May 2022 May 2023 |
Lead: First Assistant Secretaries, Assistant Secretaries and Directors Accountable: Co-Chairs RAP Committee. Supported by: Director of Strategic Communications and RAP Committee |
- Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Promote external NAIDOC events to all staff/senior leaders, RAP Committee and encourage attendance. |
10 June 2022 10 June 2023 |
Lead: Co-Chairs RAP Committee Accountable: Indigenous Champion Supported by: RAP Committee and Director of Strategic Communications |
RAP Committee to participate in an external NAIDOC Week event. |
|
Lead: RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Indigenous Champion |
Register Treasury’s event on NAIDOC Week’s website. |
30 June 2021 30 June 2022 30 June 2023 |
Lead: Co-Chairs RAP Committee Accountable: Co-Chairs RAP Committee Supported by: RAP Committee |
Review Human Resource policies and procedures to remove barriers to staff participating in NAIDOC Week. |
May 2022 |
Lead: Employment Relations team. Accountable: Chief People Officer Supported by: Director of Organisational Strategy, First Assistant Secretaries |
Opportunities
The Treasury creates opportunities, promotes financial wellbeing and enables sustainable growth for Aboriginal and Torres Strait Islander individuals, businesses and industry. We are committed to facilitating employment opportunities and enabling social and financial participation of Aboriginal and Torres Strait peoples as well as building the capacity of Aboriginal and Torres Strait Islander businesses. We are committed to ensuring that Aboriginal and Torres Strait Islander peoples are centrally involved in advocating policy.
- Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Review and evaluate the implementation of Treasury’s Indigenous Employment and Retention Strategy 2018-23. |
July 2021 June 2023 |
Lead: People and Organisational Strategy Branch Accountable: Chief People Officer Supported by: Director of Talent Attraction and Sourcing and Director of Capability |
Achieve the Commonwealth Aboriginal and Torres Strait Islander Workforce Strategy 2020-24 stretch targets of 5 per cent Aboriginal and Torres Strait Islander staff representation at APS levels, Executive Level, and 3% per cent Senior Executive Service. |
July 2023 |
Lead: All First Assistant Secretaries Accountable: Chief People Officer Supported by: All Assistant Secretaries |
Advertise Affirmative Measures Indigenous employment opportunities, with a focus on Executive Levels, in Aboriginal and Torres Strait Islander media. |
January 2022 January 2023 |
Lead: Director of Talent Attraction and Sourcing Accountable: Director of Talent Attraction and Sourcing Supported by: Director of Organisational Strategy |
Report the recruitment results to the Inclusive Workplace Committee twice annually with a breakdown of each Group’s results. |
September 2021 December 2021 June 2022 December 2022 March 2023 |
Lead: Director of Organisational Strategy Accountable: Director of Organisational Strategy Supported by: RAP Committee and Indigenous Champion |
Invest in appropriate professional development initiatives for Aboriginal and Torres Strait Islander employees through coaching or mentoring arrangements. |
September 2021 September 2022 |
Lead: Director of Organisational Strategy Accountable: Director of Organisational Strategy Supported by: RAP Committee, Indigenous Champion |
Promote Treasury and range of key disciplines of study as an attractive career option to high school students (e.g. WA’s Future Footprints Program & Work Exposure (WEX) Program). |
September 2021 September 2022 |
Lead: Director of Organisational Strategy Accountable: Director of Organisational Strategy Supported by: Talent Attraction and Sourcing Team and State Offices |
Recognise and acknowledge Aboriginal and Torres Strait Islander staff achievements in the Department as part of Treasury’s formal rewards and recognition framework Secretary Awards (NAIDOC Spirit Award, Reconciliation Award and Inclusion Award). |
January 2022 January 2023 |
Lead: Director of Strategic Communications Accountable: Chief People Officer Supported by: RAP Committee and Director of Capability |
- Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Renew Supply Nation membership each year. |
August 2021 August 2022 August 2023 |
Lead: Procurement/Financial Framework team Accountable: Chief Financial Officer Supported by: Director of Organisational Strategy |
Apply procurement policies and procedures to encourage engagement with Aboriginal and Torres Strait Islander businesses through Supply Nation. |
September 2021 May 2022 September 2022 May 2023 |
Lead: All First Assistant Secretaries Accountable: Chief Financial Officer Supported by: Director of Organisational Strategy |
Each division identifies procurement opportunities with Aboriginal and Torres Strait Islander suppliers. |
September 2021 May 2022 September 2022 May 2023 |
Lead: All First Assistant Secretaries Accountable: Chief Financial Officer Supported by: Director of Organisational Strategy |
Review procurement activity year on year and establish goals of increasing the percentage spend as means to enhance Supply Nation member companies. |
September 2021 May 2022 September 2022 May 2023 |
Lead: All First Assistant Secretaries Accountable: Chief Financial Officer Supported by: RAP Committee |
Treasury portfolio achieves a target of $12M procurement spend with Aboriginal and Torres Strait Islander businesses in accordance with targets outlined in the Indigenous Procurement Policy (IPP). |
September 2021 May 2022 September 2022 May 2023 |
Lead: Procurement & all First Assistant Secretaries Accountable: Chief Financial Officer Supported by: Director of Organisational Strategy |
- Assist in elevating the economic and social well-being Aboriginal and Torres Strait Islander people by increasing the representation of Aboriginal and Torres Strait Islander peoples perspectives in the development of policy.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Improve engagement with regional Aboriginal and Torres Strait Islander businesses and communities. State Offices to include local knowledge in their stakeholder management plans and Treasury’s Regional Engagement Plan. |
September 2021 January 2022 September 2022 January 2023 |
Lead: State Offices Accountable: State Office Directors Supported by: Business Liaison Unit, RAP Committee |
Contribute analysis and expertise to cross-Government policies and programs which affect Aboriginal and Torres Strait Islander peoples. |
September 2021 September 2022 |
Lead: Social Policy Division Accountable: First Assistant Secretary, Social Policy Division in collaboration with Macroeconomic Analysis Policy Division Supported by: All First Assistant Secretaries |
Finalise the development of and embed a framework to ensure that Aboriginal and Torres Strait Islander perspectives are considered during Treasury’s policy development processes and Treasury’s advice to Government. |
December 2022 |
Lead: Strategic Policy and Coordination Branch Accountable: Assistant Secretary, Policy and Coordination Branch Supported by: All First Assistant Secretaries/Assistant Secretary’s and Directors |
Governance
- Establish and maintain an effective RAP Working Group within the RAP Committee to drive governance of the RAP.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Review Terms of Reference for the RAP Working Group annually. |
May 2022 May 2023 |
Lead: RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Indigenous Champion |
The RAP committee will meet at least four times per year — one meeting per quarter, quarters beginning January, April, July and October — to monitor and report progress on the RAP implementation to other leadership and management groups and promote actions to drive RAP outcomes. |
September 2021 September 2022 June 2023 |
Lead: RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Director of Organisational Strategy and Indigenous Champion |
The RAP Committee includes a minimum of five Aboriginal and Torres Strait Islander employees. |
September 2021 September 2022 June 2023 |
Lead: Co-Chairs RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Director of Organisational Strategy |
Review RAP committee internal governance and accountability to align with reporting requirements of Reconciliation Australia. |
September 2021 September 2022 July 2023 |
Lead: Indigenous Champion Accountable: Co-Chairs RAP Committee Supported by: Director of Organisational Strategy |
- Provide appropriate support for effective implementation of RAP commitments.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Define resources needed for RAP implementation. |
May 2022 September 2022 May 2023 |
Lead: Co-Chairs RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Director of Organisational Strategy |
Senior leaders support staff to deliver RAP commitments. |
September 2021 May 2022 September 2022 May 2023 |
Lead: All First Assistant Secretaries & Inclusive Workplace Committee Accountable: Indigenous Champion Supported by: Director of Organisational Strategy |
Update RAP dashboard to track RAP action items and measure progress. Regularly evaluate RAP actions address shortfalls in RAP performance. |
September 2021 May 2022 September 2022 May 2023 |
Lead: Co-Chairs RAP Committee Accountable: Co-Chairs RAP Committee Supported by: Indigenous Champion |
Maintain an internal RAP Champion from senior management. |
September 2021 September 2022 September 2023 |
Lead: Inclusive Workplace Committee Accountable: Co-Chairs, RAP Committee Supported by: Director of Organisational Strategy |
- Build accountability and transparency through reporting RAP achievements, challenges and learnings both internally and externally.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
Complete the RAP Impact Measurement Questionnaire and provide to Reconciliation Australia annually. |
30 September 2021 30 September 2022 30 June 2023 |
Lead: Director of Organisational Strategy Accountable: Director of Organisational Strategy Supported by: RAP Committee |
Participate in the RAP Workplace Barometer every 2 years. |
September 2022 |
Lead: Director of Organisational Strategy Accountable: Director of Organisational Strategy Supported by: Co-Chairs, RAP Committee |
Report RAP progress to all staff and senior leaders quarterly. |
October 2021 December 2021 March 2022 July 2022 October 2022 December 2022 March 2023 June 2023 |
Lead: RAP Committee Accountable: RAP Committee Co-Chairs Supported by: Indigenous Champion |
Publicly report RAP achievements, annually on the Treasury website and internally report RAP achievements, challenges and learnings annually. |
September 2021 September 2022 June 2023 |
Lead: Director of Strategic Communications Accountable: Co-chairs, RAP Committee Supported by: Director of Organisational Strategy |
- Continue our reconciliation journey by developing our next RAP.
Deliverable |
Timeline |
Responsibility |
|---|---|---|
14.1 Register via Reconciliation Australia’s website to begin developing Treasury’s next RAP. |
November 2022 |
Lead: RAP Committee Secretariat Accountable: Co-Chairs, RAP Committee Supported by: Director of Organisational Strategy |
14.2 Send draft RAP to Reconciliation Australia for formal review, feedback and endorsement. |
February 2023 |
Lead: RAP Committee Accountable: Co-Chairs, RAP Committee Supported by: Director of Organisational Strategy, Indigenous Champion |
Download
Treasury Innovate Reconciliation Action Plan 2021-2023 [PDF 1.5MB]