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A new national agreement to redress inequality between Indigenous and non-Indigenous Australians was released by the Commonwealth Government on 30 July.
The development of the National Agreement has been a partnership between Australian Governments and Aboriginal and Torres Strait Islander peak organisations.
Its objective is to enable Aboriginal and Torres Strait Islander people and governments to work together to overcome the entrenched inequality experienced by Aboriginal and Torres Strait Islander people, and achieve life outcomes equal to all Australians.
Central to the new National Agreement are four priority reforms that commit governments to change the way they work with Aboriginal and Torres Strait Islander people.
It also focuses on 16 targets to improve outcomes in areas such as education, employment, health and wellbeing, justice, safety, housing, land and waters, and languages.
For the first time, the Commonwealth, states and territories, the Australian Local Government Association (ALGA) on behalf of local government and the Coalition of Aboriginal and Torres Strait Islander Peak Organisations are jointly accountable for ensuring the outcomes of closing the gap are achieved through implementation, and will report annually on their success in progressing actions against their plans.
ALGA National President, Mayor David O’Loughlin, warns against becoming carried away.
“Previous Closing the Gap agreements were implemented amid great fanfare and with high hopes too, so a degree of caution is perhaps warranted, as is the suspension of belief that this is someone else’s responsibility.
“The parties to those old agreements all faithfully declared their intention to consult widely and extensively with Indigenous groups and their representatives before setting to work.
“But the results have been very ordinary.”
With just two of the original seven national health, education and employment targets on track, Prime Minister Scott Morrison said the Closing the Gap report proved a ‘top-down, government-knows-best’ approach had failed to deliver what was needed.
O’Loughlin believes ‘active participation of Indigenous Australians, and local government, in the planning and delivery of mechanism to bring about better outcomes’ will give the new agreement an edge over previous attempts.
Sunshine Coast Councilís 2019 Kids in Action program has been recognised for the role it played in building deeper connections between the Jinibara and Kabi Kabi/Gubbi Gubbi First Nations people and the regionís children, by winning the Queensland Reconciliation Award for partnership. Read more >
Just as every organization has its own mission, values and vision, every organization has its own unique culture.
Furthermore, those organizations that inspire positive cultures tend to share these common characteristics:
- clear company vision and values
- like-minded employees who work in teams and cross-functionally
- a relatively open structure where the leadership team constantly interacts with employees
- good pay and benefits
- an environment where employees are empowered to make decisions
- promotion on merit alone and
- personal training and development.
In contrast, poor culture can impact the bottom line.
High employee turnover is costly, as are issues varying from food poisoning incidents to workplace injuries.
These are directly related to human behaviour – people not doing their job properly for whatever reason (lack of time, lack of training or lack of motivation).
Stable supplier relationships also underpin culture.
Ethics and values are equally important here.
As company strategy evolves, priorities and working practices shift.
It is important that all employees evolve and shift with the business.
Clear communication and understanding are essential to ensure change occurs without disrupting a quality and safety culture.
Resilient organizations seek alignment between customer expectations and employee engagement.
Contemporary organizations are inclusive and consultative, not simply dictating rules to be followed, but encouraging employees’ behaviour to become an integral part of their job and their organization’s culture.
Working in 193 countries, we pride ourselves on the expertise, integrity and professionalism of our people.
Our mission is to help our 84,000 clients; from high profile global brands to small local companies embed a culture of quality, safety, information security and asset management for a sustainable future.
For more information, visit: bsigroup.com/en-au/
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A campaign against family violence conceived by young people from Greater Dandenong, Victoria, has been recognised at the 2020 National Awards for Local Government. Read more >