The_University_of_ Sydney_Indigenous_Employment_Framework Revision 3 March 2015

OFFICE OF THE DEPUTY VICE-CHANCELLOR,
INDIGENOUS STRATEGY AND SERVICES
THE UNIVERSITY OF SYDNEY ABORIGINAL AND TORRES STRAIT ISLANDER
EMPLOYMENT FRAMEWORK 2012 - 2015
The University of Sydney Aboriginal and Torres Strait Islander Employment Framework 2012-2015 was
developed by Vladimir Williams, Manager, Indigenous Employment located within Equity & Diversity Strategy
in conjunction with the Office of the Deputy Vice-Chancellor, Indigenous Strategy and Services (DVC-ISS)
and the University of Sydney Human Resources Unit.
28 April 2015

The University of Sydney Aboriginal and Torres Strait Islander Employment Framework 2012-2015
INTRODUCING THE FRAMEWORK
The University of Sydney was Australia’s first university and is among the best in the world, and many
campuses stand on the ancestral lands of Australia’s First Peoples; the Aboriginal and Torres Strait Islander
people. Sydney respects our responsibilities to Australia's past, present and future. We are committed to
enhancing Aboriginal and Torres Strait Islander education, research and engagement to provide a strong
foundation for our uniquely Australian University.
The Aboriginal and Torres Strait Islander Employment Framework expresses the principles and objectives
that underpin initiatives, aligned with the University’s Integrated Strategy 2012-2015, that seek to develop a
diverse but unified workforce with improved access for Aboriginal and Torres Strait Islander people to high
quality employment and career development opportunities at all levels of the University.
The Framework supports Aboriginal and Torres Strait Islander people pursuing their own interests rather than
being directed into careers that require an Aboriginal or Torres Strait Islander specific workforce. Effectively,
under the principles of self-determination, this framework invites Aboriginal and Torres Strait Islander people
to be proactive in determining their own career pathway and future by making their own decisions about their
employment and progression.
To achieve these aims, The University of Sydney will capitalise on its unique position as both an educator and
employer of choice to engage the wider Aboriginal community to create a new direction in Aboriginal and
Torres Strait Islander employment. We hope to attract, retain and develop Aboriginal and Torres Strait
Islander staff who have a demonstrated interest in the evolution of the institution, who are highly motivated
and strongly committed to participating in the implementation of this Framework.
Professor Shane Houston
Deputy Vice-Chancellor (Indigenous Strategy and Services)
Page 2

FRAMEWORK PRINCIPLES
The University of Sydney Aboriginal and Torres Strait Islander Employment Framework 2012 -2015:
• Is underpinned by the University of Sydney Strategic Plan 2013-2017, University of Sydney
Integrated Strategy (Wingara Mura Bunga Barrabugu) 2012-2015 and University of Sydney
Enterprise Agreement (2013 - 2017) to increase the number of Aboriginal and Torres Strait
Islander staff to 75 Academic staff and 97 Professional staff by December 2015, in line with
its Integrated Strategy.
• Formally represents a commitment by the University of Sydney to provide access to quality
employment and career development opportunities for Aboriginal and Torres Strait Islander
people who aspire to build a solid, rewarding career path at the University of Sydney.
• Demonstrates the University’s commitment to the principles of Aboriginal and Torres Strait
Islander self-determination, social and restorative justice and cultural affirmation.
• Aligns and applies to all areas of human recruitment, employment, career development and
progression at The University of Sydney inclusive of general staff (traineeships, internships,
cadetships, HEO Level 2 to HEO Level 10); Academic (Level A to Level E) and Senior
Executive roles.
• Utilises the University’s position as an employer and educator of choice to increase Aboriginal
and Torres Strait Islander representation within the wider Australian marketplace.
• Is aligned with localised implementation plans and procedural protocols that engage the
University’s full resource capacity in Recruitment, Learning and Development, and Teaching
and Research.
• Is evaluated regularly against targets set both by State Government and the University’s
Integrated Strategy (Wingara Mura Bunga Barrabugu) 2012-2015 and Enterprise Bargaining
Agreement 2013 – 2017 in a manner that supports the creation of sustainable Aboriginal and
Torres Strait Islander employment opportunities.
• Is scheduled for systematic review, revision and re-launch by January 2017.
Page 3

FRAMEWORK OBJECTIVES
Sydney is committed to building a culturally rich, just and cohesive University that is responsive to the rights of
all people in an environment where diversity is promoted and Aboriginal and Torres Strait Islander people are
empowered to be active, proud and engaged participants in all areas of the University.
The Aboriginal and Torres Strait Islander Employment Framework 2012-2015 includes targets and initiatives
that will:
• Encourage and foster the employment and participation of Aboriginal and Torres Strait
Islander people to increase the representation at all levels of Academic and Professional staff,
to 75 Academic staff and 97 Professional staff by December 2015, in line with its integrated
strategy, Wingara Mura Bunga Barrabugu;
• Increase the accessibility and visibility of employment opportunities at the University of
Sydney for Aboriginal and Torres Strait Islander people through targeted recruitment
strategies and increased engagement with the wider community;
• Provide internal and external pathways to employment for Aboriginal and Torres Strait
Islander staff including flexible options and additional services that address individuals’
barriers to employment, career progression and retention;
• Facilitate the direct involvement of Aboriginal and Torres Strait Islander staff members in
determining their own career strategies, goals and objectives, maximising staff professional
development along with the transfer of job skills and information in order to increase
knowledge, independence, promotion, remuneration, job security and self-sufficiency;
• Develop a strong network of Aboriginal and Torres Strait Islander staff for personal and
professional support, development and mentoring;
• Enhance opportunities for all University staff members to develop cultural knowledge and
understanding through engagement with Aboriginal and Torres Strait Islander people,
perspectives and experiences and the completion of a program of cultural competence;
• Capture information about Aboriginal and Torres Strait Islander staff to develop a rigorous
data set regarding employment practices and trends; and
• Develop civic, industry and government relationships and linkages with the wider Aboriginal
and Torres Strait Islander community to benefit existing staff and provide mutual opportunities
for partnerships, recruitment and careers development.
Page 4

FRAMEWORK IMPLEMENTATION
The Framework is built on the premise that the recruitment, employment and career development of
Aboriginal and Torres Strait Islander staff are part of the core business and the responsibility of the entire
University community.
Therefore the task of implementation will rest generally with the areas responsible for the University’s core
business of employment and staff development; the Human Resources Unit. However, all Faculties and
Professional Services Units (PSUs) will play a significant role in local delivery of the objectives of the
Framework and in its success.
The Human Resources Project Team will determine the timeline and levels of change and activity required to
implement the Frameworks’ various commitments, in line with local strategic plans, to achieve the agreed
targets. The Director of Human Resources will act as Executive Sponsor for the Project Team and the local
implementation plan.
At agreed intervals, the Office of the DVC-ISS, the Project Team and the Executive Sponsor will meet to
review progress, changes, barriers, challenges, gaps and continued relevance of strategies. This will be an
ongoing process until all elements of the Framework have been successfully achieved, and the transition to
‘business as usual’ is completed.
The implementation of the Aboriginal and Torres Strait Islander Employment Framework will occur
concurrently with all aspects of the Integrated Strategy (Wingara Mura Bunga Barrabugu) 2012-2015.
REPORTING AND EVALUATION
The Office DVC-ISS will coordinate, in consultation with Human Resources, the Human Resources Project
Team, Faculties, PSUs and SIBI, the development of a Framework Monitoring Report that evaluates
performance in recruitment, development and retention of Aboriginal and Torres Strait Islander staff across
the University as a whole. Individual senior managers will be able to compare their performance with their
colleagues and discuss the implications of achievements against targets and commitments. It will comprise a
section of the DVC-ISS Strategy Monitoring Report which will be will presented to SEG quarterly and will be
publicly available on the University of Sydney website.
Paralleling this work the Office of the DVC-ISS will assist Faculties and Professional Service Units to devise a
performance framework that equips them to manage their responsibilities as they relate to the approved local
implementation plan and timeline.
FUNDING
The execution of the Aboriginal and Torres Strait Islander Employment Framework will depend upon a mixed
model of financing. Some initiatives are reliant on changes to core business practices and are therefore
intended to be cost-neutral; others will incur marginal or partial costs, while some specific initiatives will come
at full cost. In some cases, financing will fall to the University alone. In other examples, we will partner with
one or more external parties to deliver the outcomes the Framework establishes.
The University will make a financial contribution to the Framework that demonstrates to students and staff, to
Aboriginal and Torres Strait Islander communities and to other observers and potential supporters that the
University is committed and serious about increasing Aboriginal and Torres Strait Islander representation on
staff and enhancing their professional developing opportunities.
Page 5

SUMMARY OF PROJECTED OUTCOMES
1. Develop a Just, Cohesive, Uniquely Australian University
2. Increase Aboriginal and Torres Strait Islander Staff Representation at Sydney
3. Remove Barriers for Aboriginal and Torres Strait Islander people to Employment at Sydney
4. Enhance Career Development and Staff Retention of Aboriginal and Torres Strait Islander Staff
5. Support an Aboriginal and Torres Strait Islander Staff Forum
6. Create a Culturally Competent University
7. Improve Aboriginal and Torres Strait Islander Data Collection and Reporting
8. Build Community, Industry and Government Relationships and Partnering Opportunities
Page 6

OUTCOME 1: DEVELOP A JUST, COHESIVE, UNIQUELY AUSTRALIAN UNIVERSITY
Sydney is committed to building a just, cohesive, uniquely Australian University by providing the opportunity
for our students, staff and community to engage in purposeful reasoning; to think, analyse and transform
knowledge as a positive contribution to local, national and international outcomes; creating an interpersonal
and institutional environment where diversity is promoted and Aboriginal and Torres Strait Islander people are
active, proud and engaged participants.
Related initiatives:
1.1 The University of Sydney will be a community where:
- Aboriginal and Torres Strait Islander students and staff are able to enjoy their identity freely,
safely, confidently, with pride; comfortable in the University community and respectful of the
diversity and freedom of others;
- Aboriginal and Torres Strait Islander students and staff are able to pursue academic interests,
careers and contribution that are of intrinsic personal and academic pride and purpose, free of
limitations created by inequity, stereotyping and ignorance;
- All students and staff are able to engage effectively, respectfully and productively in critical
thinking and self-reflection about Aboriginal and Torres Strait Islander issues specifically, and
diversity more broadly;
- All students and staff are able to research and use knowledge from Aboriginal and Torres
Strait Islander sources and settings, ethically and effectively;
- Aboriginal and Torres Strait Islander students and staff are able to form, sustain and enjoy
longstanding networks across diverse cultures and people that are of intrinsic and
instrumental value;
- Aboriginal and Torres Strait Islander students and staff are able to confidently engage and
contribute to the life, commerce and the identity of their communities and the Australian
society.
OUTCOME 2: INCREASE ABORIGINAL AND TORRES STRAIT ISLANDER STAFF REPRESENTATION
Through targeted initiatives and enhanced community engagement, the University will, by December 2015,
will increase the number of Aboriginal and Torres Strait Islander to 75 Aboriginal and Torres Strait Islander
Academic staff and 97 Aboriginal and Torres Strait Islander Professional staff across all faculties, professional
units and levels of employment.
2.1 The University will identify and proactively recruit outstanding Aboriginal and Torres Strait Islanders who
demonstrate qualities and key attributes Sydney seeks in its staff, including:
- Strong experience in Aboriginal and Torres Strait Islander Affairs
- National reputation for excellence and innovation
- Strong track record in ethical research
- Superior capability to engage critical reasoning in academic and public discourse
- Potential to grow into leading academic or professional roles at Sydney.
2.2 The University will identify and recruit outstanding Aboriginal and Torres Strait Islander staff to this
University from the existing pool of academic staff and from other sectors such as community service,
government and industry for professional support and Senior Executive positions, including those who
may aspire to academia but do not yet have tertiary qualifications.
2.3 The University will ensure recruitment practices including duty statements, advertising and selection are
culturally appropriate and encourage applications from Aboriginal and Torres Strait Islander candidates.
2.4 The University may offer targeted positions restricted for application by Aboriginal and Torres Strait
Islander candidates only.
Page 7

2.5 The University will establish an orientation and induction process for all new Aboriginal and Torres Strait
Islander staff to provide information and support and assist their transition to the University workforce.
2.6 The University will implement a Merit Appointment Subsidy to encourage the appointment of Aboriginal
and Torres Strait Islander staff; in particular, targeting the appointment of Aboriginal and Torres Strait
Islander Women to senior positions.
2.7 The University will identify priority Aboriginal scholarship areas that would benefit from the appointment of
an Aboriginal and Torres Strait Islander Chair.
OUTCOME 3: REMOVE BARRIERS FOR ABORIGINAL AND TORRES STRAIT ISLANDER PEOPLE TO
EMPLOYMENT AT SYDNEY
Flexible working arrangements and additional support services will be considered and negotiated to remove
barriers to employment and career development for Aboriginal and Torres Strait Islander Men and Women.
3.1 The University will explore, especially in the area of family responsibilities and full-time caring roles, the
creation of additional and enhanced support services and flexible employment initiatives to those currently
available under the Enterprise Bargaining Agreement 2013 - 2017, in partnership with University,
Aboriginal and community organisations, to increase work opportunities for Aboriginal and Torres Strait
Islander people at Sydney.
3.2 The University with the support of Local, State and Australian governments will continue to implement its
‘Breadwinners Project’ to bring the employer, the employee and the University together in a manner
where the often competing demands that prevent working Aboriginal people from undertaking tertiary
study are resolved.
3.3 The University will include specific elements in staff recruitment strategies to address gender-specific
challenges to employment for Aboriginal and Torres Strait Islander Men.
OUTCOME 4: ENHANCE CAREER DEVELOPMENT AND STAFF RETENTION OF ABORIGINAL AND
TORRES STRAIT ISLANDER STAFF
The University will invest in preparing an individual career development plan for every Aboriginal and Torres
Strait Islander academic and professional staff member to encourage a cycle of employment, personal
development and progression.
4.1 The University will invest in the careers and potential of existing Aboriginal and Torres Strait Islander staff
at the University through the preparation of a professional career development plan in consultation with
each staff member to provide guidance and opportunities for career advancement and skill acquisition.
4.2 The University will create specific entry points and pathways for Aboriginal and Torres Strait Islander staff
and provide additional opportunities and support to build their careers in senior roles in either the
academic and professional streams.
4.3 The University will create a program that allows and encourages Aboriginal and Torres Strait Islander
staff to take leave from the workplace to engage in a course of study or research.
4.4 The University will develop a professional senior development initiative for Aboriginal Women at Sydney.
4.5 The University will construct a program that recognises and rewards excellence in the leadership of
Aboriginal and Torres Strait Islander education, research and community engagement across the
University.
Page 8

OUTCOME 5: SUPPORT AN ABORIGINAL AND TORRES STRAIT ISLANDER STAFF NETWORK
Ensuring that Aboriginal and Torres Strait Islander staff feel empowered and confident in the University setting
will involve ensuring they have opportunities to express their identity safely and proudly, to safely explore
issues, draw on peer support and access sustainable ways of contributing to the University’s Aboriginal and
Torres Strait Islander agenda. The University will establish and support an Aboriginal and Torres Strait
Islander staff Network to demonstrate the University’s support for Aboriginal self-determination by ensuring
voices are heard in the University community and presenting an opportunity for Aboriginal and Torres Strait
Islander staff to interact with each other to assist in their professional development, confidence building and
capability to engage in the University’s agenda.
5.1 The University will establish and support an Aboriginal and Torres Strait Islander Staff Forum to promote
sharing of experiences, networking and professional support, including a web portal and intranet for staff
that provides easy internal access to key services, data and information and initiatives including online
access to appropriate staff development initiatives, virtual networks and a clearinghouse.
5.2 The University will establish an Aboriginal and Torres Strait Men’s working group that will advise and
contribute to staff recruitment campaigns and the development of support services.
OUTCOME 6: CREATE A CULTURALLY COMPETENT UNIVERSITY
Cultural competence is the set of congruent behaviours, attitudes, and policies that come together within the
University to enable the institution and its stakeholders to work effectively in cross-cultural situations. With a
focus on Aboriginal and Torres Strait Islander cultures, the University will engage staff in an ongoing
conversation around the thinking, values and behaviours that support and build cultural competence.
6.1 In association with the launching of a National Centre for Cultural Competence in 2014, all new staff
commencing will undertake an approved cross cultural training program and all existing staff will
undertake an approved cross cultural training program by 2015 that will build their capacity to:
- value diversity
- engage in self-reflection
- effectively manage the dynamics of difference
- acquire and institutionalise cultural knowledge
- adapt to the diversity and the cultural contexts of the students and communities they serve
- support actions which foster equity of opportunity and services
- institutionalise, incorporate, evaluate, and advocate the above in all aspects of leadership,
policy-making, administration, practice, and service delivery while systematically involving
staff, students, families, key stakeholders, and communities.
6.2 The University will develop cultural competence in pedagogies, curriculum and practices through the
introduction of a cross-cultural component to staff development, induction and orientation.
6.3 The University will create a space designed to reflect Aboriginal and Torres Strait Islander culture,
managed by Aboriginal people, which will serve as a safe space for discussion involving Aboriginal and
Torres Strait Islander community, students, staff thinkers, cultural leaders and others.
6.4 The University National Centre for Cultural Competence will assist with embedding Aboriginal and Torres
Strait Islander culture and experience in pedagogy and epistemology.
6.5 The University will establish appropriate international partnerships intended to foster the advancement of
cultural heritage, knowledge and expressions in the academy and opportunities for staff to experience
diversity in these areas.
Page 9

OUTCOME 7: IMPROVE ABORIGINAL AND TORRES STRAIT ISLANDER DATA COLLECTION AND
REPORTING
The University will encourage self identification at recruitment and collect information at the commencement of
each Aboriginal and Torres Strait Islander staff member’s career, during and on exit combined with other
workforce data to create a profile and data to analyse Aboriginal and Torres Strait Islander engagement,
satisfaction and ongoing employment.
7.1 The University will take additional steps to accurately record Aboriginal and Torres Strait Islander staff and
students by encouraging self-identification. This will include promoting Aboriginal and Torres Strait
Islander people’s pride, confidence and engagement in the University.
7.2 The University will establish a data linkage initiative to improve the functionality of the Aboriginal identifiers
in the University data systems.
7.3 The University will establish a performance and reporting framework in relation to Aboriginal and Torres
Strait Islander education, employment, research and community engagement.
OUTCOME 8: BUILD COMMUNITY, INDUSTRY AND GOVERNMENT RELATIONSHIPS AND
PARTNERING OPPORTUNITIES
The University will develop community, civic, government and industry partnerships that can benefit the
University and the Partner and build trusting relationships to open career development opportunities and
experiences for existing staff, as well as the identification of new staff.
8.1 The University will establish an Aboriginal and Torres Strait Islander Partners Program in support of the
University’s Aboriginal and Torres Strait Islander education, research and engagement priorities and the
creation of mutually beneficial opportunities for staff work experiences and career development.
8.2 The University will create further development opportunities for staff by working with and in Aboriginal and
Torres Strait Islander communities and organisations, who will subsequently share their experiences and
learning to foster the advancement of Indigenous education, research, engagement, cultural heritage,
traditional knowledge and cultural expressions in the Academy.
Page 10

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