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At the end of 2017 the Aboriginal Employment Strategy 2014 – 2017 came to term and the PSC commissioned a formal evaluation to assess its impact and inform future directions. The evaluation has involved in-depth research into current arrangements for Aboriginal employment across the sector, including surveys and interviews with key agency staff.
The Strategy was comprised of five key initiatives to be implemented across the NSW Public Sector and within Departments and agencies over the period of 2014 to 2017. The recommendations made in the 2013 independent evaluation of the previous Aboriginal Employment Strategy, Making it Our Business were also incorporated into the new strategy. Many agencies had and have continued to successfully implement their own Aboriginal Employment Strategies.
This Strategy was not prescriptive. Instead, through a separate implementation resource, it will provide a regularly updated ‘menu’ of activities that have proven to be successful in achieving improvements in Aboriginal employment results and it will monitor progress.
At the end of 2012 Making It Our Business: The NSW Aboriginal Employment Action Plan 2009-2012 (PDF 1.4MB) (MIOB), came to term and the PSC commissioned a formal evaluation to assess its impact and inform future directions. The evaluation has involved in-depth research into current arrangements for Aboriginal employment across the sector, including a survey and interviews with key agency staff.
The findings and recommendations from the independent assessment of MIOB, was used as a basis for the development of a new whole of sector approach to Aboriginal employment and workforce development, that was introduced during 2014 as part of our Aboriginal Employment Strategy (AES) 2014 - 2017. The development of the new approach involved working collaboratively with clusters/agencies to ensure there is a holistic and sustainable plan for Aboriginal employment sector-wide.
During 2013 – 14 there were several priorities:
The evaluation of MIOB came at the same time as the government was introducing significant workforce management reforms, both of which were taken into consideration when the 2014 – 2017 AES was developed. Initiatives included the following: