Victorian Aboriginal Affairs Framework 2013-2018 - Building for the future: a plan for 'Closing the Gap' in Victoria by 2031 - HealthWest ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Victorian Aboriginal Affairs Framework 2013–2018 Building for the future: a plan for ‘Closing the Gap’ in Victoria by 2031
Acknowledgements
Many Aboriginal people have contributed to discussions in the development of this Framework
and its directions and priorities. The engagement provided input and an opportunity to discuss
ideas and share information, while building a stronger appreciation of Government’s role and
Aboriginal community aspiration to strengthen outcomes for Aboriginal Victorians.
Artwork by Mick Harding
The artwork in this Framework is part of a larger piece by Mick Harding depicting Aboriginal
participation and development in the Victorian economy.
Dhumba-dji-ngan bada-k munga-na
“We must talk together.
We should write something.
And then we should work towards mending and making our presence in
this economy that has cultural integrity.
We are responsible.”
“We have always lived in this environment that is called Victoria today.
The greens of our forests, the browns of the dryer areas in the north,
and the blues to represent all the inland and coastal waterways.
The stone tools, possum skin, the netting, and the traditional designs
are evidence of our past economy.”
Throughout this document the term “Aboriginal” is used to refer to both Aboriginal and Torres Strait Islander
people. Use of the terms “Koori”, “Koorie” and “Indigenous” are retained in the names of programs and initiatives,
and, unless noted otherwise, are inclusive of both Aboriginal and Torres Strait Islander peoples.
Contents
Message from the Premier 2
Message from the Minister for Aboriginal Affairs 3
1. A new approach to the Victorian Aboriginal Affairs Framework 5
2. Acknowledging the past and the journey ahead 7
3. Holistic life course approach for Aboriginal affairs 9
4. Stronger outcomes and focussed Strategic Action Areas 11
5. Valuing and supporting the cultural strengths of Aboriginal Victorians 13
6. Priorities for improved effort and reform 15
Building Prosperity through Economic Participation 15
Protecting and supporting vulnerable children and families 16
Better Services, Better Outcomes 17
Improved National action 21
7. Stronger Accountability 23
Working with Aboriginal people to build better futures 23
Ministerial oversight and the Secretaries Leadership Group 25
Monitoring, Evaluating and Reporting on our progress 26
Appendix: Victorian Aboriginal Affairs Framework Headline Indicators,
Targets and other measures 28
Victorian Aboriginal Affairs Framework 2013–2018 1
Message from
the Premier
I am very pleased to introduce the Victorian These four principles – aspirations,
Government’s revised Victorian Aboriginal accountability, engagement and inclusiveness,
Affairs Framework (VAAF). and a whole of community approach – are
embodied in this revised and strengthened
The VAAF acknowledges the strength and framework.
resilience of Aboriginal Victorians and
provides the foundation to help realise their The VAAF provides the basis for our annual
social, cultural and economic aspirations. report card, the Victorian Government
Aboriginal Affairs Report, which will be
The VAAF is the result of extensive tabled in Parliament early each year.
consultation with Aboriginal Victorians and
represents a clear framework for working Embracing transparency and accountability,
together to close the gap in Aboriginal this report will demonstrate the Government’s
disadvantage. The Victorian Government progress towards the published targets in
recognises that closing the gap requires a the six Strategic Action Areas identified in
long-term commitment to achieve the VAAF.
generational change and that Victoria is
well placed to significantly improve the living The VAAF sets out our commitment to
standards and life expectations of Aboriginal engage with Aboriginal Victorians. It also
Victorians. Building on the strengths of provides the overarching framework for
Aboriginal Victorians will help develop strong inclusion plans, which document how we
social, cultural and economic foundations will improve access for Aboriginal people
for current and future generations. across all areas of government.
The Victorian Government is committed to Government, Aboriginal people and
providing Aboriginal children with a sound organisations, service providers, and the
basis for achieving economic prosperity, private, philanthropic and community sectors
including through early childhood services all have a role to play in closing the gap.
and education, as well as responsive health By working together, our resources and
services and support for strengthening expertise can be harnessed most effectively
Aboriginal culture. in the best interests of all Aboriginal
Victorians.
The VAAF builds on the four guiding
principles for Aboriginal Affairs I announced
in March 2011 when signing the bipartisan
recommitment to closing the gap, with the
Minister for Aboriginal Affairs, the Hon
Jeanette Powell MP, the Deputy Premier the
Hon Peter Ryan MP, and our Opposition
counterparts.
Ted Baillieu
Premier of Victoria
2
Message from the Minister
for Aboriginal Affairs
I am proud to present the Victorian Significantly, this VAAF recognises and
Government’s newly strengthened Victorian values Aboriginal culture, provides refreshed
Aboriginal Affairs Framework (VAAF). engagement arrangements and commits to
This framework provides the platform and stronger governance, performance and
opportunity to bring together the efforts reporting arrangements. It also identifies
and commitment of all sectors of the clear priorities for improved effort and
Victorian community to create a better reform in economic development, protecting
future for Victoria’s young and growing and supporting vulnerable children and
Aboriginal population. families and ensuring that our service
systems are accessible and inclusive.
This VAAF has been guided by the strengths
and aspirations of Victoria’s diverse, vibrant, Aboriginal economic participation and
strong and proud Aboriginal community. development is central to this new approach
I am grateful to the many people and because every Victorian should have the
organisations who have contributed to opportunity to fulfil their aspirations and
the development of this VAAF. reach their full potential. Having a job and
a place in the economy builds self esteem,
As a result, it gives clear direction to economic independence, positive role
delivering Victoria’s bipartisan commitment models and contributes to Victoria’s overall
to closing the gap between Aboriginal and competitive advantage.
non-Aboriginal Victorians.
While closing the gap is a long term
The VAAF has some key differences from commitment, I am confident that partnerships
the previous framework (formerly known as and investments in early childhood, education
VIAF). Through consultation and consensus and training, and jobs and businesses will
– and consistent with the national approach have long term benefits for all Aboriginal
taken by COAG – we have streamlined the Victorians.
number of indicators and targets to focus on
the key outcomes required to close the gap.
Commitments to improve education,
economic and health outcomes continue,
while for the first time Victoria will have
close the gap targets in key justice areas.
New measures include access to housing
and disability services. Jeanette Powell MP
Minister for Aboriginal Affairs
Our targets in the six Strategic Action Areas
are measurable and achievable. We intend
to report annually on progress against these
targets by tabling the Victorian Government
Aboriginal Affairs Report in Parliament.
Victorian Aboriginal Affairs Framework 2013–2018 3
4
1. A
new approach to the Victorian
Aboriginal Affairs Framework
The Victorian Aboriginal Affairs Framework •E
stablishes clear governance and
(VAAF) 2013–2018 has been developed accountability for whole of government
following a commitment by the Premier outcomes, supported by a rigorous
Ted Baillieu, on Close the Gap Day on 24 performance management and reporting
March 2011, to strengthen the former architecture for Aboriginal affairs.
Victorian Indigenous Affairs Framework
and give greater focus to those areas where The Government’s approach to Aboriginal
Government performance can be improved. affairs will be guided by four principles
outlined by the Premier in his speech in
An overarching Framework for Aboriginal Parliament in March 2011 (refer to Box 1).
affairs has been in place in Victoria since
2006, to drive a strategic reform agenda. As the framework for driving policy, service
The VAAF builds on previous bipartisan system and programmatic responses across
approaches and reinforces the commitment government, the VAAF:
to sustained and strategic effort to improve •e
nables existing and future government
the quality of life of Aboriginal Victorians. investment to be directed to those areas
where there are significant positive benefits
VAAF 2013–2018: to a person, communities and more broadly
•B
uilds on the strengths of Aboriginal to the economy
people and the role of Aboriginal culture •d
rives change so that services provided
in building resilience and prosperity or funded by governments meet the needs
•T
akes a holistic life course approach of users
that recognises that positive experiences •p
rovides for disadvantage to be addressed,
early in life lead to more economically without losing sight of the ultimate goal of
independent and resilient people in their realising strong cultural, social and economic
adult years outcomes for all Aboriginal Victorians
•C
ommits to stronger outcomes through •p
rovides the mechanism for integrated
focussed and integrated Strategic Action action across government.
Areas, with headline indicators, achievable
targets and measures of progress
•G
ives focus to reform priorities
for improved Government effort,
particularly to support the strengthening
of Aboriginal culture, building economic
participation and prosperity, and improving
service systems to deliver, including
services that support and protect
vulnerable children and families
•O
utlines new engagement arrangements
between Government and Aboriginal
Victorians through Ministerial roundtables
and sub-regional forums
Victorian Aboriginal Affairs Framework 2013–2018 5Box 1: The guiding principles for Aboriginal Affairs
Aspirations
All Victorians should have the opportunity to reach their full potential. The Government is
committed to closing the gap in health, education and housing outcomes, which underpin
the ability and capacity of Aboriginal Victorians to build a better future.
Accountability
Both the Government and funded organisations must be accountable for delivering services
that meet the needs of communities. Good policy and program delivery must be based on
evidence, and outcomes must be reported.
Engagement and Inclusiveness
Closing the gap can only be achieved through a partnership built on genuine engagement with
Aboriginal people and organisations across Victoria. The Government recognises that it is
important to listen to both local community voices and the views of Aboriginal organisations
and their representative bodies.
Partnership building and a whole of community approach
A renewed commitment for all sectors – government, community, business and philanthropic
– to work together in partnership, so that resources and expertise can be most effectively
harnessed.
62. A
cknowledging the past
and the journey ahead
Aboriginal people have a deep and continuous Further, in his address the then Premier stated:
connection to the place now called Victoria. “The Victorian Government is committed to
It is estimated that when Europeans first working with Aboriginal communities to
arrived some 200 years ago, Aboriginal deliver programs to address their undoubted
nations across Victoria sustained more disadvantage but, more importantly, this
than 60,000 people. These societies were government is committed to assisting
characterised by a complex array of laws, Aboriginal communities to become
languages, traditions, spiritual beliefs and economically sustainable and reach a point
cultural ties. where they are no longer overwhelmingly
Aboriginal people have remained strong and dependent on government support. To
resilient despite the impacts of past practices achieve this Aboriginal people need to feel
and policies, including the removal of confident that their unique place in this
traditional groups from country, relocation to society is both understood and appreciated.”
missions, and being prevented from speaking The Apology in the Victorian Parliament in
their languages and passing on their spiritual 1997 was the beginning of a process that has
and cultural beliefs. A higher proportion of been built upon by successive governments.
Aboriginal people in Victoria have been
directly affected by the Stolen Generations This Framework recognises that the key to
than any other state or territory. improving the lives of Victorian Aboriginal
people is to build partnerships, trust, mutual
Aboriginal people, communities and respect and focus on areas that will foster
organisations continue to address the strong cultural, social and economic outcomes.
intergenerational impacts of this history, and It builds upon the efforts of Aboriginal
many also play an active role in maintaining Victorians and of former Governments.
and strengthening their culture and ensuring
their issues are heard and acknowledged. It looks to achieving tangible results
in the key areas of health, justice, education,
On 17 September 1997, the then Premier employment, business and cultural
of Victoria, the Hon Jeff Kennett, moved acknowledgement and recognition.
a Parliamentary motion that included: Importantly, this Framework represents a firm
“That this House apologises to the Aboriginal commitment that the Victorian Government
people on behalf of all Victorians for the will work with Aboriginal communities to
past policies under which Aboriginal children improve the quality of life of all Aboriginal
were removed from their families and Victorians and bring about a shared and
expresses deep regret at the hurt and economically independent future.
distress this has caused and reaffirms its
support for reconciliation between all The journey ahead is a long one. Nationally
Australians.” all Governments recognise it will take a
generation to close the gap in outcomes
between Aboriginal and non-Aboriginal
Australians. The next six years is a crucial
leg of that journey in Victoria.
Victorian Aboriginal Affairs Framework 2013–2018 7The outlook for change is positive. Victoria’s As of 2011 the median ages for Aboriginal Aboriginal population is young, growing and non-Aboriginal Victorians were 22 and and has many vibrant leaders and strong 37 respectively. According to the 2011 Aboriginal organisations and service delivery Census, 55 per cent of Aboriginal Victorians bodies. The recent Census reported that were under the age of 25 years, compared to in 2011, there were 47,327 Aboriginal people 32 per cent of the non-Aboriginal population. living in Victoria (or 0.9 per cent of the total Just 4.35 per cent of Aboriginal Victorians population). This is an increase of over are 65 years and over compared to 14.2 per 13,800 people from the 2006 Census and cent of the non-Aboriginal population. can be explained by high birth rates, migration to Victoria and higher rates of The difference in age profiles can be seen in identification. The increase translates to Figure 1. This highlights the need for policies an annual growth in population of 5.8 per and priorities to include a focus on the cent. In contrast, annual growth by Victoria’s significant youth demographic and the non-Aboriginal population was 1.4 per cent opportunities and challenges this brings. over the same period. If these levels of growth continue, the Aboriginal population in Victoria is projected to rise to over 80,000 people by 2021. Figure 1: Proportion of Aboriginal and non-Aboriginal people by age group, Victoria, 2011 Source: Australian Bureau of Statistics Census of Population and Housing 2011 8
3. H
olistic life course approach
for Aboriginal affairs
VAAF 2013–2018 is founded on a holistic life
course approach that:
• r ecognises the important role that
supporting foundations play in influencing
a person’s life, including family, community,
opportunities, place (home and connection
to country), as well as access to all services
• links government services to points of
‘success’ in people’s lives at key stages, so
investments are properly framed, pressure
points in the system can be identified and
specific goals set that, if achieved, can
positively influence a person’s life outcomes
•a
cknowledges the empowerment and
pride that comes with Aboriginal culture,
knowledge and respect, and the important
role these play on a person’s outlook,
resilience and aspirations.
This holistic life course approach appears
in Figure 2.
Effective Investments
The life course approach has been developed
drawing on evidence which shows that the
more positive experiences and opportunities
that a young person has in the early years
of their life and through schooling, the more
resilient and successful they will be in the
adult years, and the more they will achieve
their potential and be able to fully participate
in society.
Evidence also shows that effective
investments in the early years and on
preventative actions can be less expensive
and have a lifelong positive impact; whereas
expenditure treating symptoms can cost
much more and have a lower rate of success
in improving a person’s life outcomes.
Victorian Aboriginal Affairs Framework 2013–2018 9Figure 2: The Life Course Approach to the Victorian Aboriginal Affairs Framework
Culture
Prenatal
Later Years
Family Elders Birth
Knowledge
Accumulation of Community
Place positive and negative
experiences,
wellbeing and wealth
Employment
Preschool
Services Opportunity
School
Respect Training
104. S
tronger outcomes and focussed
Strategic Action Areas
VAAF 2013–2018 is focussed on improving the life expectancy, wellbeing, economic prosperity and
quality of life of Aboriginal Victorians. It gives focus to six Strategic Action Areas that:
• are interconnected and directly link to the VAAF’s holistic life course approach
• are fundamental to closing the gap and creating the right environments for Aboriginal people
to feel valued and safe and to build prosperity for themselves, their families and community
• focus Government effort and guide reform directions and future investment
• set new platforms in Aboriginal affairs and enable joined up responses.
The Strategic Action Areas are shown in Figure 3.
Figure 3: The VAAF – A commitment to integrated action and outcomes
Culture Maternal and
early childhood
health and
development
Strong
culture,
engaged people
and confident Education and
communities Family Elders training
Interconnected
Knowledge
Strategic Action Community
Place Areas, reinforced by
headline indicators,
targets and
measures
Economic
Safe families participation
and (employment and
communities and Services Opportunity business)
equitable justice
outcomes
Respect Health, housing
and wellbeing
Victorian Aboriginal Affairs Framework 2013–2018 11The Government will focus on six Strategic For each Strategic Action Area the
Action Areas (SAAs) to improve outcomes Government is committing to headline
for Aboriginal Victorians: indicators. Wherever possible, indicators
SAA 1: Maternal and early childhood health focus on achievable outcomes, as it is
and development important that resources and effort are
well directed and accountable.
The health of mothers and babies during
pregnancy and in early childhood can have a Through VAAF 2013–2018 the Government
significant and far reaching effect on children’s is committing to 12 headline indicators. This
survival, development and wellbeing well into represents a move away from having dozens
adult years. of indicators, which was the approach in
previous Aboriginal affairs frameworks. This
SAA 2: Education and training
shift enables more attention to be given to
Successful education and training outcomes priority outcomes, rather than programmatic
enable more Aboriginal Victorians to have inputs. It also enables a focus on ensuring
increased choice, economic opportunity and service systems and investments are working.
healthier and more prosperous lives.
The VAAF also commits to stronger and
SAA 3: Economic participation achievable targets for each headline indicator.
More opportunities for Aboriginal Victorians While year to year fluctuations may occur,
to secure jobs or operate business enterprises sustained and targeted effort will focus on
builds self esteem, economic wealth, positive achieving improvements over a generation
role models and contributes to Victoria’s (20–25 years). New measures for housing,
economy. disability, employment, health, youth justice
and cultural strengthening, ensure consistency
SAA 4: Health, housing and wellbeing with a holistic life course approach.
A healthy start to life, with access to stable
housing and accessible health services, are The Appendix to this Framework provides
important for improving a person’s health details on the headline indicators, targets and
outcomes and overall quality of life in later years. other measures within each Strategic Action
Area. Oversight and reporting arrangements
SAA 5: Safe families and communities and are described in Section 7 on Stronger
equitable justice outcomes Accountability.
Reducing Aboriginal over-representation in the
justice system and providing for safer families
and communities are essential platforms for
enabling all Aboriginal Victorians to achieve
their cultural, economic and social aspirations.
SAA 6: Strong culture, engaged people
and confident communities
Stronger appreciation and awareness of
Aboriginal culture can foster confidence
and resilience, as well as connections and
respect across the Victorian community.
125. V
aluing and supporting the cultural
strengths of Aboriginal Victorians
For Aboriginal people, culture is seen as a
Box 2: Guiding Principles for Government
foundation upon which everything else is
in Strengthening Aboriginal Culture
built. Culture underpins all aspects of life,
and can be thought of as connections to
The Victorian Government:
family, extended family and community,
•a
cknowledges, respects and values
connection to country, expression of values,
Aboriginal cultures – Aboriginal culture
practices and belief, and the many traditional
enriches the whole community
and contemporary forms of cultural
•a
cknowledges the right of Aboriginal
expression including language and
people to maintain their identity and
storytelling, dance, music and art.
culture
Strong cultural identity and connection is • r ecognises that strong cultural identity is
increasingly being linked to better outcomes fundamental to the well being of Aboriginal
in education, justice, health and wellbeing, people and has lifetime impacts – supporting
Aboriginal culture is an investment in the
and employment, as well as being a positive
future of all Victorians
point of difference for economic activity.
Being strong in culture builds the resilience, • r ecognises that while imparting culture is
fundamentally the responsibilities of
skills, participation and wellbeing of Aboriginal
families and communities, Government
people, and is especially vital to young
also has a role in enabling and supporting
people, who make up a significant and communities in the continuance and
growing part of the Aboriginal community. strengthening of their cultures.
Elders, Aboriginal families, communities and
organisations play central roles in building
2. P
romoting an awareness and
the awareness, understanding and
understanding of Aboriginal culture
appreciation of Aboriginal culture throughout
to the broader community
the community and in the protection and
management of Aboriginal cultural material. A strong and healthy Aboriginal culture
is something all Victorians can enjoy
During consultations on strengthening and be enriched by. There is beauty and
this Framework, Aboriginal people and complexity in the histories, stories,
organisations expressed ways that the connection to land and creative forms of
Government could support the efforts cultural expression, both traditional and
of Aboriginal communities to strengthen contemporary.
Aboriginal culture as part of VAAF 2013–
2018. Three main themes were identified, The Government is committed to strong
which the Government will focus on: leadership around a message of valuing
and respecting Victorian Aboriginal
culture. It is also committed to working
1. An agenda of respect and recognition with Aboriginal people to build a better
of Aboriginal culture understanding and appreciation of
Whole of Government guiding principles Victoria’s rich Aboriginal heritage.
have been adopted to inform the
Government’s approach to supporting
respect for and recognition of culture
(see Box 2).
Victorian Aboriginal Affairs Framework 2013–2018 13A deeper understanding of Aboriginal 3. S
upporting the community to hold
culture is also an important way of reducing cultural gatherings
and mitigating against the impact of racism Cultural gatherings offer an opportunity
that may be experienced by Aboriginal for people to participate in the continuance
people. Aboriginal people who are valued of their cultural practices, the revival of
and feel included will be more likely to old traditions and development of new,
access opportunities, achieve their potential vibrant activities. They also provide for
and be able to fully participate in society. Aboriginal and non-Aboriginal people to
come together and develop stronger
The Government is committed to
connections. When people connect with
recognising and supporting the
one another, across the generations, it
achievements of Aboriginal people and
enhances wellbeing and social inclusion,
their ongoing contributions. Approaches
and transfers cultural knowledge.
for this include:
• r ecognition through the Victorian The Government will continue to support
Indigenous Honour Roll, as well Local Indigenous Networks (LINs), local
as state-wide and locally based awards gathering places and local and statewide
and scholarships, such as the Ricci Marks cultural events and activities that celebrate
Award for young Aboriginal achievers Victoria’s Aboriginal culture. For example,
NAIDOC week and the Indigenous
• s upporting the delivery of cultural
Remembrance Service at the Shrine.
strengthening activities as part of the
Other opportunities will also be explored.
work of bodies such as Reconciliation
Victoria, Local Indigenous Networks,
the Koorie Heritage Trust and other
Aboriginal organisations
• r ecognising Aboriginal connection to
places, including through naming,
interpretive material and architectural
design of buildings and landscapes, with
the Office of the Victorian Government
Architect able to play an important
leadership role in this area
•e
nhancing economic activities that are
connected to Aboriginal culture, such as
Aboriginal tourism, heritage management,
land management practices and creative
cultural activities such as music, film,
theatre and art.
146. P
riorities for improved
effort and reform
Building Prosperity through Economic Participation
Aboriginal economic participation and Building on existing strengths, a Victorian
development is central to the Victorian Aboriginal Economic Strategy will be
Government’s approach because every developed that will focus on:
Victorian should have the opportunity to •B
uilding stronger foundations through
fulfil their aspirations and reach their full education and aspirations for success in
potential. Having a job and a place in the jobs and business throughout life
economy builds self esteem, economic
independence, positive role models and •F
ostering a climate that builds job
contributes to Victoria’s overall competitive opportunities for Victorian Aboriginal
advantage. people across the economy
•S
upporting existing employees to move
Central to VAAF 2013–2018 is building into higher level jobs
aspirations and growing economic
participation. •G
rowing the number and scale of
sustainable Aboriginal businesses
Many Aboriginal people and organisations •P
artnerships with the business, investment
make a valuable contribution to the economy and philanthropic sectors, while better
as employees, business owners and aligning the efforts of the Commonwealth
managers, and volunteers across a broad and local governments.
range of industries such as media, sport,
law and health. The Strategy will build on work to date
including Moonda Wurrin Gree, the 2010
In 2011, 12,000 Aboriginal people were report of the Victorian Aboriginal Economic
employed in a range of sectors across the Development Group and outcomes of the
State. More Aboriginal young people are Victorian Aboriginal Economic Development
completing Year 12 and participating in Summit hosted jointly by the Victorian and
vocational education and training, as well as Commonwealth Governments in July 2012.
higher education. Current data also shows
that the rate of participation in the labour The Victorian Government will actively seek
force by Aboriginal women is as strong to partner with the Commonwealth
as for non-Aboriginal women. Likewise the Government in delivering this priority.
increasing number of Aboriginal people in This includes better access to employment
the public service is positive. Further, there services, financial assistance to purchase
are more than 700 Aboriginal owner- housing and land, and invest in business
managers of enterprises in Victoria. opportunities. Our approach will build on
National Partnership Agreements in this
Victoria is well placed to boost economic area and the Commonwealth’s Indigenous
outcomes for Aboriginal people within a Economic Development Strategy 2011–2018.
generation because we have a strong
economy, an Aboriginal population that is
relatively young and growing, and a strong
commitment and drive by the Aboriginal
community, Government and the private
and philanthropic sectors.
Victorian Aboriginal Affairs Framework 2013–2018 15Protecting and Supporting Vulnerable Children and Families
The final Report of the Protecting Victoria’s Important actions in the Directions Paper
Vulnerable Children Inquiry, released in include:
February 2012, found that “outcomes for •a
commitment to develop a five-year plan
vulnerable Aboriginal children and their for Aboriginal children in out-of-home care
families are generally poor and significant
improvement is required in the performance • increased use of Aboriginal Family Decision
of systems intended to support vulnerable Making conferences
Aboriginal children and families”. The Report • increasing the capacity of the Aboriginal
signalled the important role that the VAAF permanent care program
could play in responding to the needs of
• increased funding for Aboriginal-specific
vulnerable Aboriginal children and their
services to provide support for young
families.
Aboriginal people transitioning from state
In May 2012 the Victorian Government care
released Victoria’s Vulnerable Children: Our •a
commitment to appoint a Commission
Shared Responsibility Direction Paper 2012. for Children and Young People which
This identified three key policy principles to will include a Commissioner with special
guide reform: responsibility for vulnerable Aboriginal
• s hared responsibility across government, children and young people.
the sector and the community for VAAF 2013–2018 commits to stronger targets
protecting vulnerable children and their so the gap in child protection substantiations
families will be reduced by 75 per cent by 2023.
•c
onnected services that cut across silos
The Victorian Government will also work
and better meet the needs of children
with the Commonwealth to strengthen the
and families
alignment of their efforts in this area.
•w
orking in local areas to provide better
services in areas with high concentrations
of vulnerability.
The Directions Paper also outlined the
Government’s first-year initiatives, longer-
term commitments and areas requiring
further consideration as a result of the
Protecting Victoria’s Vulnerable Children
Inquiry. It recognised the significant over-
representation of Aboriginal children in
the child protection system and the unique
place that Aboriginal services have in
providing specific service responses.
16Better Services, Better Outcomes
Aboriginal and non-Aboriginal people have VAAF 2013–2018 has a strong focus on
the right to access quality services that making our service systems work.
meet their needs, regardless of whether Fundamental to this is:
the services are delivered by government or •d
esigning and delivering services that
non-government providers. A key focus for are accessible by Aboriginal people across
Government will be ensuring that services the State
are effective in meeting the needs of people
at those stages in their lives that will have •e
nsuring ‘whole of system’ service
the greatest impact on their future. effectiveness and accountability.
Every department is required to have an Whole of System Approach
Aboriginal Inclusion Action Plan consistent The Victorian Government’s approach is
with the Victorian Government Aboriginal founded on the need for ‘whole of system’
Inclusion Framework, released in 2011. These effectiveness, which acknowledges the
plans demonstrate how each department will respective roles of governments, ACCOs,
improve access and inclusion for Aboriginal the community sector, the private sector,
people across all their service areas. Through philanthropic organisations, individuals,
deliberate and progressive improvements to families and communities.
service system design and a more integrated
approach, services are expected to deliver Given the mix of Commonwealth, State and
better outcomes across Victoria. local government funded programs,
cooperative action is essential to minimise
Aboriginal Community Controlled service gaps and improve accessibility and
Organisations (ACCOs) provide a range of hence outcomes for Aboriginal Victorians.
services for Aboriginal Victorians. The sector
is large, diverse and enduring. A significant A 10 year evaluation framework to be
number of Aboriginal people rely on ACCO finalised in 2013–14 will give focus and set
delivered services which form an important priorities for a future agenda on reviewing
part of service systems in areas such as service effectiveness, as part of Section 7
health, child and family services, housing on Stronger Accountability.
and justice. ACCOs will continue to play
an important role in meeting the needs of
Aboriginal Victorians.
Victorian Aboriginal Affairs Framework 2013–2018 17Accessible Services Accountable Services
To encourage the highest level of service Ensuring that all organisations are held to
effectiveness, people first need to use the account when they commit to providing
service. Participation in a service is not an services to the broader community as well
automatic decision. People exercise this as Aboriginal people is essential to any good
choice on a range of factors. The challenge service system. Strong accountability,
for all service providers, when developing a especially for Government provided and
program of services designed to achieve an funded services is essential to preventing
outcome, is to encourage or ensure that service gaps and ensuring investments are
those targeted by the service actually use it. well placed.
Seven key access criteria are identified in The Victorian Government has developed a
Figure 4. These will guide evaluations of Whole of Victorian Government Common
service effectiveness and future system Funding Agreement for all not for profit
reforms, so as to provide for more effective community organisations. This is designed
access by Aboriginal Victorians and improve for use by all departments that fund such
outcomes consistent with VAAF priorities. organisations to deliver services and
projects. It will simplify arrangements and
ensure consistency. The Agreement will
replace the myriad of arrangements currently
in place, including the Victorian Indigenous
Funding Agreement.
Figure 4: Key access criteria for effective service design
Cultural Safety The service provider understands clients needs, including cultural needs
Affordability Clients can afford to use required services
Convenience Clients can get to the service easily
Current and potential clients are informed about the availability of the
Awareness
service and its value
Empowerment Current and potential clients know which services they are entitled to seek
Availability Services that a client needs are accessible
Respect The service provider treats the client with respect
18Place Based Approach For each priority location, data profiles will
Experience has demonstrated that where be prepared to share with local communities.
sufficient local level flexibility is provided The profiles will provide information that
within large systems, greater innovation supports a community conversation where
results. This can in itself deliver improved local experience is shared and insights
outcomes and influence broader systemic provided on what will work best. This
change. Flexibility in program delivery and approach will assist local communities, local
program design at the local level encourages service providers, local governments and
better tailoring of solutions to meet unique other key stakeholders to support and adopt
local community needs. innovative solutions to improve outcomes in
their local area. Importantly, experiences
Some Victorian localities experience greater gained at the local level can often inform
disadvantage, and many of these locations regional and system wide change.
are also where greater numbers of Aboriginal
people live. These areas need priority Partnerships with Local Government
attention to:
Local government holds significant levers
•c
reate stronger opportunities for to drive positive outcomes for Aboriginal
individuals and communities to set the Victorians. In particular, councils deliver
agenda for change to define local critical services across the life course and
problems, initiate local solutions and there is potential for stronger partnerships
harness government and other investments to realise stronger local and hence
to drive real change statewide outcomes.
•d
evelop links between governments, the
In the early years local services such as
community and private sectors to join up
maternal and child health, preschool services
efforts and enter into partnerships to build
and child care facilities are critical to early
opportunities for Aboriginal people.
life outcomes. Local governments are also
During the term of VAAF 2013–2018 a important for providing and facilitating local
priority is to establish or work with employment and economic opportunities,
communities in locations with large fostering reconciliation and engagement
Aboriginal populations for which reliable with Aboriginal communities, building access
data can be collected and reported, where to land and protecting cultural heritage.
the community has sought joined up action,
or where there is considered to be significant The VAAF gives greater recognition of the
disadvantage. role of local government as a partner in
delivering strategic outcomes and priority
Figures 5 and 6 identify the centres and directions.
towns in regional Victoria and metropolitan
Melbourne with more than 100 Aboriginal
people.
Priority locations identified from the outset
of the VAAF include, in alphabetical order:
Casey-Dandenong, Lakes Entrance, Mildura,
Morwell, Robinvale, Shepparton, Swan Hill
and Warrnambool.
Victorian Aboriginal Affairs Framework 2013–2018 19Figure 5: Aboriginal populations in key towns in regional Victoria, 2011 Figure 6: Aboriginal populations in key centres in Greater Melbourne Metropolitan area, 2011 Source: Australian Bureau of Statistics Census of Population and Housing 2011 20
Improved National Action
Central to the achievement of VAAF Commonwealth and Victorian Governments
priorities is coordinated and joined up effort provide for joined up action, particularly
by all levels of government with the Aboriginal for Aboriginal health, early childhood
community. Commonwealth Government development, education, youth transitions,
action is vital – from supporting native title housing and homelessness and economic
settlements through to partnerships and development. It also applies to existing
investments in education, employment, functions and programs in both governments.
business development and health care. Coordination of Commonwealth and State
effort is given focus in Victoria through an
VAAF 2013–2018 builds on the Victorian Overarching Bilateral Indigenous Plan (OBIP).
Government’s partnerships with the It incorporates Victorian Government policy
Commonwealth Government and and actions, including Victoria’s Aboriginal
commitments through the Council of Affairs Framework.
Australian Governments (COAG).
With a strengthened Victorian Framework,
In February 2011, COAG agreed that there is an opportunity to revisit joint
Aboriginal reform and ‘Closing the Gap’ Victorian and Commonwealth effort and
was one of five national priorities for deliver priority outcomes for Victorian
governments. Through the National Aboriginal people.
Indigenous Reform Agreement (NIRA),
the six key targets (based on 2008) This includes better effort on investments
are to: that reach urban and regional Aboriginal
•C
lose the life expectancy gap within people – which in Victoria means the 46 per
a generation cent of the Aboriginal population living in
metropolitan Melbourne and the 54 per cent
•H
alve the gap in mortality rates for living in regional locations.
Indigenous children under five within
a decade
•E
nsure all Indigenous four year olds in
remote communities have access to early
childhood education within five years
•H
alve the gap for Indigenous students
in reading, writing and numeracy within
a decade
•H
alve the gap for Indigenous people aged
20–24 in Year 12 attainment or equivalent
attainment rates by 2020
•H
alve the gap in employment outcomes
between Indigenous and non-Indigenous
Australians within a decade.
Dedicated funding is not provided via
the NIRA, instead, various COAG National
Agreements and Partnerships signed by the
Victorian Aboriginal Affairs Framework 2013–2018 2122
7. Stronger Accountability
Working with Aboriginal people to build better futures
At the heart of the VAAF is the partnership The Victorian Government is committed
between the Government and the Aboriginal to ensuring Aboriginal voices are heard.
community and organisations. There are a An important part of this is the relationship
number of important elements that will be between Government and Aboriginal
the focus for further strengthening over the organisations and communities. These
next few years. relationships will be fostered and maintained
through established engagement arrangements
that are working, as well as new structures,
as outlined in Figure 7.
Figure 7: Aboriginal Affairs Engagement Structures
Established Arrangements New structures
Statewide and Regional Partnership and Ministerial Roundtables
Engagement Structures At least three Roundtable discussions will be
A range of engagement structures have been hosted each year to bring together Ministers
established with Aboriginal leaders and and Aboriginal leaders. These Roundtables will:
organisations to address policy and service • inform policy, priorities and action, including
priorities and action. These include: on specific issues or proposals
• Traditional Owners Groups • build mutual understandings
• Victorian Aboriginal Heritage Council •p
rovide for the sharing of information and
• Registered Aboriginal Parties views.
• Regional Closing the Gap Health Committees The Minister for Aboriginal Affairs hosted three
• Local Aboriginal Education Consultive Groups roundtables in 2012, including an Aboriginal
Women’s Roundtable and two Aboriginal
• Aboriginal Justice Forum Leaders Roundtables. Issues discussed
•R
egional and Local Aboriginal Justice included key priorities for Aboriginal affairs,
Advisory Committees economic development, youth transitions to
• DHS Aboriginal Roundtables further education and employment, improved
service delivery and stronger accountability
• Indigenous Family Violence Forum and
frameworks.
Regional Action Groups.
Sub-Regional Forums
To enable effective engagement with
Local Indigenous Networks (LINs) government at the regional level, the Victorian
Since 2008, 39 LINs have been established Government will host forums in regional,
across Victoria, with over 1,600 Aboriginal sub-regional and metropolitan locations
Victorians currently participating in LINs. across Victoria. These forums will:
Functions of LINs include: • build upon and complement existing
• s etting local priorities and problem solve consultative and advisory structures
to develop local solutions •o
ffer people the opportunity to explore
• developing local community plans and share areas of interest
• improving social cohesion and strengthening •e
nable local voices and experiences
relationships to be heard
•e
mpowering Aboriginal people to •p
rovide an important source of advice
participate in civic and community life. to departments and government.
Victorian Aboriginal Affairs Framework 2013–2018 23Essential to the success of structural arrangements is the way that engagement occurs. Nine
principles of engagement have been identified by Aboriginal Victorians, which the
Government respectfully acknowledges and will use in future engagement arrangements.
These are detailed in Box 3.
Box 3: Principles of Engagement with Aboriginal People
Engagement with Aboriginal people will be founded on nine principles:
trength-based approach
S ecognised Aboriginal leaders
R
Engagement to build upon community Engage in a way that respects recognised
strengths and self reliance, capability, foster leaders and Elders as acknowledged by
positive change and promote and celebrate the Aboriginal community.
achievement.
ocus on youth
F
Partnership between community and In recognition that Aboriginal young people
government represent more than half of the Victorian
Trusting relationships are central to Aboriginal population, actively seek to
successful partnerships between Aboriginal engage youth in consultation, seeking input
people and Government and shared and developing their leadership and other
responsibility for identifying solutions capacities, while appreciating their
and improve outcomes. relationships with the Aboriginal community.
ecognition of diversity in Aboriginal
R Clear and consistent flow of information
communities Provide information in a range of accessible
Engagement to include diverse groups and appropriate communication styles to
of Aboriginal people and communities strengthen understanding between Aboriginal
in Victoria and recognise, embrace and people and government.
respect difference.
ccountability
A
espect
R Value engagement with Aboriginal people
Respect the skills and ability of Aboriginal and communities. Be clear on the intended
people, communities and organisations to outcomes of engagement arrangements and
provide information to enable good decision ensure feedback is provided on how input
making. Ensure adequate time for genuine has been utilised or informed policy in a spirit
engagement has been provided. of mutual respect. All parts of government
and organisations funded by governments
Cultural understanding
to deliver services for Aboriginal Victorians
Engage in a way that demonstrates cultural
need to be accountable to the Aboriginal
awareness, respect and recognition and
community.
utilises culturally appropriate methodologies
and accessible forms of communication.
24Ministerial oversight and the Secretaries Leadership Group
VAAF 2013–2018 recognises the key roles significant forward program for Aboriginal
that Ministers across Government can have affairs including:
as part of a whole of government approach •p
roviding leadership for the development
to Aboriginal affairs. and implementation of a Victorian Aboriginal
Clear governance, better coordination and Economic Strategy
strong cooperation are critical to delivering • r einforcing and supporting Government’s
effective and measurable improvements in partnership and engagement arrangements
outcomes. Key Ministers engaged in the with Aboriginal communities and
delivery of the VAAF include the Minister organisations, other governments, private
for Aboriginal Affairs, the Deputy Premier, sector and philanthropic organisations
Ministers for Health; Mental Health, Women’s •d
riving the development and
Affairs and Community Services; Education; implementation of Departmental Action/
Attorney-General; Employment and Inclusion Plans to ensure services are
Industrial Relations; Higher Education and accessible
Skills; Housing, Children and Early Childhood and inclusive for Aboriginal Victorians
Development; Tourism and Small Business;
and Corrections and Community Safety. • identifying opportunities and approaches
for location specific joined up responses.
Ministers will provide strategic direction,
leadership and priorities for effort across Working together
government and in their portfolios. In addition, There are many ways for the Aboriginal
the Government will ensure that strategies to community voice to be heard in Government.
improve outcomes reflect a joined up Figure 8 provides a snapshot for community
government approach and provide clear links with Government structures.
direction for achieving agreed outcomes.
Figure 8: Community links
Secretaries Leadership Group on Aboriginal with Government structures
Affairs
The Secretaries Leadership Group comprises Aboriginal Victorian
membership from all Secretaries of Victorian community Government
Government Departments. It is charged with
whole of government delivery of government Ministerial Minister for
initiatives in Aboriginal affairs. Bringing this Roundtables and Aboriginal
group together acknowledges the role that Sub-Regional Affairs and
Secretaries have in leadership, resource Forums key Ministers
management and service delivery. The
Statewide and Secretaries
Secretaries Leadership Group will continue
local engagement Leadership
to drive the change necessary at the service
structures Group on
and administrative level to deliver improved
Aboriginal
outcomes for Aboriginal Victorians.
Affairs
Local Indigenous
From the outset of the VAAF, the Secretaries
Networks (LINs) Departments
Leadership Group has been charged with a
Victorian Aboriginal Affairs Framework 2013–2018 25Monitoring, Evaluating and Reporting on our progress
The VAAF establishes a more rigorous The headline national COAG close the gap
performance management and reporting target is to close the gap in life expectancy
architecture than previous approaches. within a generation. As at 2012, the gap is
Figure 9 outlines the architecture to improve calculated for Australia as a whole and is
and integrate monitoring, evaluation and 12 years for men and 10 years for women.
reporting linked to outcomes. Life expectancy is also calculated for those
states and territories with sufficiently large
Oversight of progress will be led by Aboriginal populations.
the Secretaries Leadership Group.
As at 2012, the Australian Bureau of Statistics
Reporting at a whole of government level has no estimate of the gap in life expectancy
will continue through an annual Aboriginal for Victoria. The Victorian Government will
Affairs Report which will be tabled in work with the Commonwealth Government
Parliament by the Minister for Aboriginal and its agencies to develop an estimate for
Affairs. Progress will be shown against Victoria that is statistically reliable, robust,
targets by trajectories. This reporting will comparable with other jurisdictions, and
continue to be supplemented by COAG which can be measured over time.
generated reports and other national
reports on service participation, Indigenous
expenditure, and progress towards national
targets.
26Figure 9: Performance Management and Reporting Framework for Aboriginal Affairs in
Victoria
Outcomes: •C
OAG goals and VAAF headline Reports:
indicators and targeted outcomes
are the highest priority area to close •V ictorian
aboriginal the gap
peoples lives Government
improved Aboriginal
How do we know Affairs Report
we are making a (VGAAR)
difference? • COAG Reform
Council reports
Outputs: • Strategic plans relate to all VAAF
goals and targets
• Strategic plans define priorities,
services that
system responses and outputs and VGAAR includes:
work
inter Government actions
How do we know • Implementation
services and • Investment logic maps demonstrate milestones and
systems work links between outcomes and outputs
for Aboriginal strategic plans
• Access to and
people? • Reporting frameworks link each participation in
strategic plan to VAAF outcomes services
• Department action/inclusion plans • Local reporting:
demonstrate how each Department Community
will improve access to services roundtables and
• Local analysis identifies gaps, local profiles
barriers and good practice
• Service agreements specify
quantity, quality and timeliness
INputs: •N ational and State Indigenous
expenditure reporting for all
service areas • Indigenous
effective expenditure
• 10 year Evaluation Framework
resourcing report
• Departmental risk management
How do we know • Summary of
investments are • Government evaluates value for evaluations in
working? money and resourcing of programs VGAAR
and services
Victorian Aboriginal Affairs Framework 2013–2018 27Appendix: Victorian Aboriginal Affairs Framework
Headline Indicators, Targets and other measures
Strategic Action Area Headline Targets Other measures
Indicators to be reported
Maternal and early childhood health H1. Improve By 2023, close the • t he rate of
and development Aboriginal infant gap in the perinatal reported smoking
survival and health mortality rate use in pregnancy
by mothers of
y 2023, close the
B
Aboriginal babies
Prenatal gap between
Aboriginal and • the proportion of
Later Years non-Aboriginal Aboriginal children
babies with a birth attending Maternal
Birth
weight below 2500 and Child Health
grams services at key age
milestones
H2. Increase By 2014, the gap
Aboriginal between Aboriginal • the number of
Employment Aboriginal 3 year
kindergarten and non-Aboriginal
Preschool
participation 4 year old children old children
having access to a participating in a
high quality kindergarten
kindergarten program
Training
School program will be
closed
H3. Reduce the rate y 2023, the gap in
B
of Aboriginal child the rate of
protection Aboriginal and
substantiations non-Aboriginal child
protection
substantiations will
be reduced by 75%
Key strategies
• The health of mothers is identified as one of the six priorities under Koolin Balit – Victorian Government
strategic directions for Health 2012–2018
• Best Start program
• Cradle to Kinder program
• Victoria’s Vulnerable Children – Our Shared Responsibility will guide effort across Government
• Human Services Aboriginal Strategic Framework
Key partners include
• Aboriginal organisations including: Victorian Aboriginal Community Services Association Ltd (VACSAL),
Victorian Aboriginal Child Care Agency (VACCA), locally based Aboriginal Community Controlled
Organisations (ACCOs), Victorian Aboriginal Education Association Inc (VAEAI), Victorian Aboriginal
Community Controlled Health Organisation (VACCHO)
• Service delivery partners including the Municipal Association of Victoria (MAV), local councils, the
Commonwealth Government and community service organisations
28You can also read
