FaHCSIA’s Aboriginal and Torres Strait Islander Workforce Strategy 2010–2012

"Having suitably skilled and committed Aboriginal and Torres Strait Islander people to work in FaHCSIA ensuring that the organisation is able to deliver the Government's Agenda" 

FaHCSIA's Aboriginal and Torres Strait Islander Workforce Strategy 2010-2012 seeks to improve the attraction, retention and career development outcomes of suitably skilled, motivated and committed Aboriginal and Torres Strait Islander people, and will support FaHCSIA in maintaining the highest professional standards and values in serving the Government and working in partnership with others.

In December 2007, the Council of Australian Governments (COAG) agreed to work together to overcome Indigenous disadvantage under the National Indigenous Reform Agreement (NIRA) which draws together a range of National Partnership Agreements (NPAs) and wider COAG work that supports the six COAG targets to Close the Gap in Indigenous disadvantage.

Developing cultural awareness and competency on the part of policy makers and people implementing government programs, as well as the ability to recruit, develop and retain suitably skilled and committed Aboriginal and Torres Strait Islander people is an important element of the Closing the Gap reforms. As such, all Australian Governments are required to ensure the ongoing development of a suitably skilled Indigenous workforce, and to engage with Indigenous Australians in meeting the responsibilities under the NIRA and NPAs.

As the lead agency in the effective delivery of these reforms, FaHCSIA must demonstrate best practice in the recruitment, career development, engagement and retention of a skilled Aboriginal and Torres Strait Islander workforce.

FaHCSIA's Aboriginal and Torres Strait Islander Workforce Strategy 2010 – 2012 (the Strategy) builds on the foundations that were established in FaHCSIA's 2006 – 2009 Strategy, however the new Strategy has a strong focus on retention and career development opportunities for Aboriginal and Torres Strait Islander employees.

The Strategy has four key outcomes:

  • An organisation that respects and attracts Aboriginal and Torres Strait Islander peoples to work in FaHCSIA
  • Aboriginal and Torres Strait Islander employees have high levels of engagement and feel valued and supported
  • Aboriginal and Torres Strait Islander employees have the skills they need to do their job and are developing the skills they need to support their careers, and
  • FaHCSIA shows leadership and sets the benchmark for the employment of Aboriginal and Torres Strait Islander peoples across the APS.

The 2010 – 2012 Strategy includes a Strategic Plan for Implementation which provides the actions to support the outcomes in the Strategy. The Strategy will be reviewed annually and updated accordingly.

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