What do we mean by disability?
The United Nations Convention on the Rights of Persons with Disabilities defines disability as including, those who have long-term physical, mental, intellectual, or sensory impairments which in interaction with various barriers may hinder their full and effective participation in society on an equal basis with others.
The definition of disability under the Disability Discrimination Act 1992 (Cth) is broad. It includes physical, intellectual, psychiatric, sensory, neurological and learning disabilities. Disability can be permanent or temporary, visible or invisible. Some conditions and impairments are present from birth. Other people acquire or develop disability during their lifetime from an accident, condition, illness or injury. For some people, support requirements can increase over time. Others can experience fluctuating or episodic disability. Some people may have multiple disability, giving rise to different support requirements.
Disability, sexuality, cultural diversity, it’s not ‘special’, or ‘unusual’ or ‘not our problem’. It is the lived reality of a human being and therefore everybody’s responsibility to ensure all are given an equal chance to experience their educational and social potential in a non-judgemental, inclusive, transparent, accountable and empowering way.
Consultation participant - Absolutely Everyone: State Disability Plan 2017-2020
What is disability discrimination?
Disability Discrimination Act 1992 (Cth) states that discrimination on the basis of disability occurs when a person with disability is:
- treated less favourably than a person without disability (direct discrimination); or
- made to comply with a general requirement or condition which the person is unable to comply with because of their disability, and which leads to the person being disadvantaged (indirect discrimination).
What do we want to achieve?
Implementation of DPC’s 2017-2020 Disability Action Plan is an opportunity for DPC to acknowledge and reflect on the challenges experienced by people with disability in the work environment and work towards a workforce that better reflects the diversity of the Victorian community it serves.
DPC aims to achieve the following by 2020:
- Increase the representation of people with disability across the entire organisation
- Improve the representation of people with disability in senior leadership positions
- Establish an evidence base (accurate workplace profile) and use longitudinal data to measure and track performance
- Identify and address key issues and barriers in mainstream employment situations
- Provide an exemplar employee experience for people with disability (personalisation)
- Ensure and enhance inclusive practices throughout the employment life cycle
- Set measurable targets and ensure accountability for meeting targets
- Culture surveys consistently indicate safety, voice, visibility and inclusion for people with disability across all levels of the organisation
- Elimination of all forms of disability discrimination
- Increased manager competency and confidence to manage and work effectively with diversity
- Innovative practices, technology and thinking developed by people with disability is adopted and mainstreamed into the workforce
- Support all DPC staff to work towards an inclusive Victoria which supports people with a disability to live satisfying everyday lives.
Approach
DPC is committed to the four key focus areas of the plan:
- Inclusive Employment Practices - inclusive employment policies and practices to strengthen career opportunities for people with disability
- Accessibility - physical and digital environment that provides an exemplar and inclusive employee experience
- Workplace Culture - a disability inclusive and equitable workplace, which values fairness and respect
- Leadership, Measurement and Accountability - disability initiatives championed by senior leaders and comprehensive workforce data used to inform progress and accelerate change
Implementation
The People and Culture (P&C) Branch will work in partnership with Branches to implement initiatives from the Plan relevant to their respective work function and operation.
All DPC Groups will be encouraged to identify and implement initiatives within this Plan to include in their work area’s strategic plan that considers their challenges and context.
Progress will be reported annually to the Board of Management via an annual Disability Performance Report.
1. Inclusive employment practices
Objective: The representation of people with disability at DPC to reach 10% by 2020 (accelerated target)
Goal: Increase the representation of people with disability across the entire organisation through recruitment strategies and activities
Accountability: People & Culture
Strategy:
- Broaden search processes to attract people with disability, particularly in mainstream employment areas and in leadership positions (Year 1)
- Leverage diversity of recruitment channels to expand reach (Year 1)
- Support the active engagement and recruitment of people with disabilities through building strong partnerships with local disability employment providers (Year 1)
- ‘Fast track’ shortlisting process for applicants with disability for those who match the selection criteria (Year 2)
Outcomes:
- The representation of people with disability at DPC increases to 10% by 2020.
- The number of people sharing information about having a disability at DPC increases.
Goal: Recruitment practices ensure the equitable participation of people with disability in the process
Accountability: People Managers
Strategy:
- Ensure adjustments are offered to candidates for the recruitment and selection process (Year 1)
- Implement unconscious bias/disability confidence training for hiring managers, and for those on interview and short-listing panels (Year 2)
- Encourage gender, age, race and disability representation on short-listing and interview panels, where appropriate (intersectionality) (Year 2)
- Review interview practices, techniques and guidelines with a disability lens (Year 2)
- Monitor data on applications received, short-listed candidates, and offers accepted, by classification level of people with disability (Year 3)
Outcomes:
- People with disability make up 20% of the short-listing pool by 2019.
- People with disability make up 15% of the interview pool by 2019.
- Strong uptake of training and hiring managers are aware of their potential biases and have strategies to address these.
Goal: Jobs advertised by DPC are welcoming for people with disability
Accountability: People & Culture
Strategy:
- Welcome and encourage people with disability to work at DPC (Year 1)
- Include reference to the Disability Action Plan on the recruitment section of DPC’s website (Year 1)
- Review advertising collateral to ensure that they speak to people with disability (Year 2)
- Ensure accessibility of recruitment and selection process (i.e. alternate formats, web accessibility, focus on inherent requirements of the role) (Year 2)
Outcome: Advertising is accessible and inclusive.
Goal: Targeted recruitment programs ensure equitable employment outcomes
Accountability: People & Culture
Strategy:
- Continue to implement the Work Placement Program for people with disability (entry level program) to gain valuable work experience (Year 1)
- Target the recruitment of people with disability to be employed in the Internship Program (Year 1)
- Work with Jobs Victoria in targeting the recruitment of people with disability to be employed under the Youth Cadetship Scheme (entry level program) (Year 1)
- Target the recruitment of people with disability to be employed under the Youth Employment Scheme (Year 1)
Outcomes:
- Work placement programs engage 10 people a year.
- Internship program to engage a minimum of four people per intake
Goal: People with disability are supported in their career development
Accountability: People Managers
Strategy:
- Determine any key issues in relation to promotion, career progression and retention for people with disability through focus groups (eg. enablers network) and develop plan to address these (Year 1)
- Ensure that people with disability have equal opportunity to participate in experiences and positions critical for advancement (Year 2)
- Monitor application and completion rates of professional development programs (Year 2)
- Explore options for achievement relative to opportunity in recruitment and performance management to support people with disability (Year 3)
Outcomes:
- Future People Matter survey results show that ‘career progression meeting expectations’ for people with disability improves.
- Future People Matter survey results show that ‘opportunity to progress career goals’ for people with disability improves.
- Future People Matter survey results show that access to learning and development opportunities for people with disability increases.
Goal: Everyone has access to flexible working arrangements
Accountability: People Managers
Strategy:
- Ensure all managers and staff are aware and promote the use of flexible arrangements (where appropriate) to support the full participation in employment for people with disability (Year 1)
Outcomes:
- Future People Matter survey results show that staff confidence in requesting flexible working arrangements increases.
- Future People Matter results show that the organisation continues to encourage and support flexible work arrangements and work/life balance.
Goal: Ensure DPC policies and procedures are inclusive of people with disability
Accountability: People & Culture
Strategy:
- Conduct a detailed assessment of policies and practices to ensure disability confident and inclusive practices, throughout the employment life cycle applicable to recruitment, retention, performance management, promotion, talent identification, succession planning, remuneration, professional development and end of employment (Year 1)
- Consult with people with disability and other relevant stakeholders when making decisions that may impact people with disability (Year 1)
- Ensure a robust process for making reasonable adjustments for any new and existing employees (Year 1)
- Consider benefit of establishing a centralised budget for workplace adjustments (Year 2)
Outcomes:
- Audit of policies show no barriers to success for people with disability.
- Onus on individual to ask for reasonable adjustments is removed.
- Future People Matter survey results show that overall job satisfaction for people with disability increases.
2. Accessibility
Objective: A physical and digital environment that provides an exemplar and inclusive employee experience
Goal: Improve and enhance physical accessibility of our built environment
Accountability:
- Corporate Operations
- People and Culture
- All staff and managers
Strategy:
- Engage expert to review the accessibility of the built environment and develop a plan to prioritise, invest in and improve access in the existing infrastructure (Year 1)
- Advocate and ensure building owners are compliant with the Disability Discrimination Act building codes (Year 1)
- Ensure prior to any new lease arrangements the building is compliant with Disability Discrimination Act building codes and follows design for dignity principles (Year 1)
- Ensure all DPC staff with disabilities who need a Personal Evacuation Plan have one, as a matter of priority (Year 1)
- Ensure internal and community DPC events and workshops are accessible to people with disabilities and accessibility features promoted as standard in all advertising materials (Year 1)
Outcomes:
- People with disability can access all areas of the work environment.
Objective: A physical and digital environment that provides an exemplar and inclusive employee experience
Goal: Improve and enhance our accessibility of communications
Accountability:
- Strategic Communications
- NDIS
- All staff and managers
Strategy:
- Develop an action plan to improve the accessibility of government communication and information (Year 1)
- DPC branches leading public consultations work with the Office for Disability in DHHS to actively seek out the views of Victorians with a disability, their families and carers who may be affected (Year 1)
- Ensure all online documents are provided in accessible formats (Year 1)
- Regularly monitor and review DPC websites (internet and intranet) to ensure they comply with the Victorian Government access standard as defined by the Whole of Government Web Digital Standards Framework (Year 2)
- Make content accessible when designing and developing new technology services (Year 2)
Outcomes:
- People with disability can access all communications.
3. Workplace culture
Objective: DPC is cited as a leader in accessibility and inclusion for people with disability by reputation and is welcoming of people with disability
Goal: All staff are committed to contribute to respectful and inclusive work environment
Accountability: All staff and people managers
Strategy:
- Disability awareness training to continue to be made available to all staff and managers (Year 1)
- Conduct forums and events to showcase best practice in inclusion of people with disability (Year 1)
- Create a safe environment for employees to raise awareness through sharing of personal stories (Year 1)
- Build staff comfort and confidence to share information about having a disability that will benefit the employee experience and improve corporate knowledge (Year 2)
- Actively contribute to community initiatives relevant to people with disability (Year 3)
Outcomes:
- Future People Matter survey results show that more people with disability believe that their immediate supervisor actively supports diversity in the workplace.
- Future People Matter survey results continue to show that people with disability believes that their work colleagues actively support diversity in the workplace.
Goal: DPC celebrates diversity and includes people with disability
Accountability: All staff and people managers
Strategy:
- Showcase achievements of people with disability through DPC publications and mainstream media (Year 1)
- Ensure people with disability are included in marketing and employment materials (Year 1)
- Develop posters, postcards and stickers that support campaigns promoting inclusion of people with disability (including invisible disability) and the elimination of discrimination (Year 2)
- DPC recognises and celebrates relevant significant days (Year 2)
Outcomes:
- Future People Matter survey results shows that more people with disability believe that there is a positive culture within their organisation in relation to employees with disability.
Objective: DPC is cited as a leader in accessibility and inclusion for people with disability by reputation and is welcoming of people with disability
Goal: Strengthen disability networks and relationships with professional associations
Accountability:
- People and Culture
- All staff and managers
Strategy:
- Establish a DPC Enablers Network to provide peer support and advise and support cultural change (Year 1)
- DPC Enablers Network to meet quarterly and report actions to VPS Enablers Network (ongoing)
- Increase network membership (including allies), ensuring representation from every organisational unit (Year 2)
- Acknowledge staff contributions to this Plan (including network participation) as part of their performance review process (Year 2)
- Maintain annual membership with the Australian Network on Disability, Australia’s peak disability organisation (ongoing)
- Lead the conversation in People with Disability in employment (for example, host roundtable with the Australian Network on Disability) (Year 3)
Outcomes:
- DPC is cited as leader in accessibility and inclusion for people with disability by reputation.
Goal: Our partners and suppliers are committed to achieving equitable outcomes for people with disability
Accountability: Corporate Services
Strategy:
- Incorporate accessibility and inclusion as selection criteria in procurement practices and decisions (Year 2)
- DPC chooses suppliers and corporate partners that are committed to inclusive practices and the employment of people with disability, including Employee Assistance Program provisions (Year 3)
Outcomes:
- Our partners and suppliers are able to demonstrate a commitment to diversity, inclusion and equity.
4. Leadership, measurement and accountability
Objective: Disability initiatives are championed by senior leaders, and evidence base used to inform progress for people with disability and accelerate change
Goal: Ensure our leaders champion diversity initiatives
Accountability: Executive with support from NDIS
Strategy:
- Establish an Executive Champion for the Plan (Year 1)
- Senior leaders to promote DPC’s Disability Action Plan and proactively drive the Plan (Year 2)
- Develop leaders as access and inclusion champions to promote awareness and role-model inclusive behaviour (Year 2)
Outcomes:
- Disability champions are visible and active across the organisation.
Goal: DPC leaders are accountable for people with disability
Accountability: Executive with support from People & Culture
Strategy:
- Leaders take practical action to achieve the representation target of 10% people with disability at DPC by 2020 (accelerated target) (Year 1)
- Leaders to focus on three strategies in the Plan that will have a significant impact on their local business area. (Year 2)
- Include diversity and inclusion indicators in the performance plans of all executive officers (Year 3)
- Consider the establishment of KPIs for Executives to increase representation of people with disability in their Divisions/Branches and remove barriers any barriers (Year 3)
Outcomes:
- There is clear leadership accountability and responsibility to drive change.
Goal: Establish accurate workforce profile of people with disability at DPC
Accountability: People & Culture
Strategy:
- Establish methodology to accurately collect and monitor workplace profile data for people with disability (Year 1)
- Establish workplace profile (benchmark data) of people with disability at DPC using the P&C data system (biennially) and People Matter Survey results (annually) (Year 1)
- Establish comprehensive workforce/cultural data on representation, appointment, promotion, exit, leave, flexibility and other key employment issues. (Year 2)
Outcomes:
- Annual snapshot data and accurate longitudinal data base is established for people with disability.
Goal: Identify key employment, accessibility and cultural issues impacting barriers for success for people with disability
Accountability: People & Culture
Strategy:
- Identify key issues (employment, access and culture) of people with disability via annual People Matter Survey and focus groups and develop strategy and action plans to redress any imbalance (Year 1)
- Submit annual evaluation for the Australian Network on Disability Access and Inclusion Index (Year 1)
- Monitor enquiries, requests for reasonable adjustments, complaints and any reports of discrimination(annually) and address any emerging key issues (Year 2)
- Conduct pay equity analysis of people with and without disability to identify possible pay gaps (Year 3)
Outcomes:
- Future People Matter survey results show that more people with disability believe that disability is not a barrier to success.
- Future People Matter survey results show that people with disability experiencing discrimination decreases.
- People Matter survey results show that intention to stay increases.
Goal: Promote a positive work environment that increases awareness of mental health and wellbeing
Accountability: People Managers with support from People & Culture
Strategy:
- Implement DPC’s Mental Health Charter (Year 1)
- Continue to develop and update policies, processes and practices to support mental health and wellbeing at work that are consistent with existing Occupational Health and Safety and Workplace adjustment policies (Year 1)
Outcomes:
- People Matter survey results show that people experiencing mental health and wellbeing issues feel supported within the workplace.
Goal: Report on progress against actions taken
Accountability: People & Culture
Strategy:
- Consult with staff with disability (Enablers network and Diversity and Inclusion steering group) to inform actions and outcomes (Year 1)
- Regularly monitor and analyse data to show areas of improvement at including at Group and Branch level where possible (drilled down data) (ongoing)
- Provide annual disability performance report to the Board of Management on achievements, gaps and recommendations (including key findings from annual People Matter surveys and Australian Network on Disability Index Benchmarking) against the Plan. (ongoing)
Outcomes:
- Regular monitoring shows significant improvement and effectiveness of strategies.
The broader regulatory framework
The relevant laws, standards and guidelines considered in the development of DPC’s Disability Action Plan include:
- • United Nations Convention on the Rights of Persons with Disabilities (2006)
- • Disability Discrimination Act 1992 (Cth)
- • Fair Work Act 2009 (Cth)
- • Equal Opportunity Act 2010 (Vic)
- • Charter of Human Rights and Responsibilities Act 2006 (Vic)
- • Absolutely Everyone: State Disability Plan 2017-2020 (Vic)
- • Disability Act 2006 (Vic).
Web Content Accessibility Guidelines
Web Content Accessibility Guidelines (WCAG) are a set of internationally recognised guidelines produced by W3C (World Wide Web Consortium). These guidelines are used by web developers and other stakeholders and define how to make web content more accessible to people with disability.
The whole of Victorian Government Digital Standards Framework is now best practice Victorian Government digital services practitioners. The digital standards framework is made up of Digital Design Principles and how-to guides covering all Victorian Government digital activities. The framework and its standards cover external digital assets, for example websites, social media accounts and mobile applications. They also apply to 'internal' digital assets, for example, intranets and applications.
Further Information
Additional information regarding the DPC Disability Action Plan 2017-2020 is available by contacting the DPC’s Senior Adviser, Diversity & Inclusion or Manager, Organisational Development in People and Culture Branch.
About the Department
The Department of Premier and Cabinet’s (DPC) vision is to be a recognised and respected leader in whole of government policy and performance.
The department works for the people of Victoria by helping the government achieve its strategic objectives. It does this by supporting the Premier, Deputy Premier, the Special Minister of State, the Ministers for Aboriginal Affairs, Equality, Multicultural Affairs and Veterans as well as the Cabinet.
The department leads the Victorian Public Service by:
- setting clear expectations
- driving the government’s objectives
- providing unifying intelligence within the Victorian Government
- pursuing excellence in whole of government outcomes in delivery and reform.
Message from the Secretary
There is a place for everyone at the Department of Premier and Cabinet (DPC).
At DPC, we are committed to the principles of diversity, inclusion and equity, to ensure that all people:
- are treated with dignity and respect
- have equitable access to employment opportunities
- have the ability to participate in all aspects of work life
- can achieve their full potential
Diversity and inclusion needs to be a lived and breathed experience.
I take great pleasure in supporting DPC’s continued commitment to ensure equitable access to employment opportunities for people with disability, supported through the presentation of our latest Disability Action Plan (2017-2020). The new Plan aims to assist in positioning DPC as a leader in the Victorian Public Sector in inclusive employment practices for people with disability and a genuine Employer of Choice.
The Disability Acton Plan will provide a framework for DPC to ensure an inclusive and disability equitable workplace and strengthen people with disability’s advancement opportunities. The DPC Disability Action Plan 2017-2020 aligns with the Disability Act 2006 and is prepared for the purpose of:
- reducing barriers to persons with a disability accessing goods, services and facilities
- reducing barriers to persons with a disability obtaining and maintaining employment
- promoting inclusion and participation in the community of persons with a disability
- achieving tangible changes in attitudes and practices which discriminate against persons with a disability
DPC has an important leadership role in ensuring that our culture and day to day practices are as inclusive as possible for all members of our community. We will monitor our progress against this Plan and continue to identify ways of ensuring our commitment to create a supportive and inclusive environment for all Victorians. Everyone contributes to the culture at DPC. I encourage you to read the Plan and look for ways that you can support our goals.
Chris Eccles, AO
Secretary
Department of Premier and Cabinet
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