Information Guide – Barring Djinang Leadership … · Web viewThe Program prioritises...

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VPSC Victorian Public Sector Commission BARRING DJINANG LEADERSHIP PROGRAM INFORMATION GUIDE 2019

Transcript of Information Guide – Barring Djinang Leadership … · Web viewThe Program prioritises...

Page 1: Information Guide – Barring Djinang Leadership … · Web viewThe Program prioritises experiential learning, in line with the direction of contemporary career and leadership development.

VPSCVictorian Public Sector Commission

BARRING DJINANG LEADERSHIP PROGRAM

INFORMATION GUIDE 2019

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© State of Victoria (Victorian Public Sector Commission) 2019

This work is licensed under a Creative Commons Attribution 4.0 licence. You are free to re-use the work under that licence, on the condition that you credit the State of Victoria (Victorian Public Sector Commission) as author, indicate if changes were made and comply with the other licence terms. The licence does not apply to any branding, including the Victorian Government logo and the Victorian Public Sector Commission logo.

Copyright queries may be directed to [email protected]

CurrencyThis is Information Guide – Barring Djinang Leadership Program, version 2 published in May 2019.

Subsequent versions may be published from time to time. Always check for updates at:

www.vpc.vic.gov.au/aboriginal-employment

Inquiries3 Treasury PlaceMelbourne 3002

Email: [email protected]: (03) 9651 1321 www.vpsc.vic.gov.au

UnclassifiedTRIM Reference: TRIM Number 2

The Victorian Government has vested the Victorian Public Sector Commission with functions designed to enhance the performance of the public sector – fostering the development of an efficient, integrated and responsive public sector which is highly ethical, accountable and professional in the ways it delivers services to the Victorian community.

The key functions of the Commission are to:

strengthen the efficiency, effectiveness and capability of the public sector in order to meet existing and emerging needs and deliver high quality services; and

maintain and advocate for public sector professionalism and integrity.

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CONTENTS

1. Acknowledgement.............................................................................1

2. OVERVIEW.......................................................................................1

2.1 Aboriginal Leadership.....................................................................1

2.2 Eligibility..........................................................................................3

2.3 Program places...............................................................................3

3. PROGRAM ELEMENTS...................................................................3

3.1 Leadership Coaching......................................................................3

3.2 Tailored Leadership Development Plan..........................................3

3.3 Leadership Residential...................................................................3

4. ROLES AND RESPONSIBILITIES....................................................4

4.1 What is the VPSC’s role?................................................................4

4.2 What is the Department’s role?.......................................................4

5. TIMELINES FOR 2019 PROGRAM..................................................4

6. CONTACT.........................................................................................4

© State of Victoria (Victorian Public Sector Commission) 2017Always check for updates at:

http://vpsc.vic.gov.au/workforce-programs/aboriginal-employment/

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1. ACKNOWLEDGEMENTThe VPSC acknowledges the Aboriginal and Torres Strait Islander peoples as traditional custodians of the land and pays our respect to Elders past and present. Throughout this document the term “Aboriginal” is used to refer to both Aboriginal and Torres Strait Islander peoples.

2. OVERVIEWThe Barring Djinang Leadership Program is an exciting new initiative open to Aboriginal employees in the Victorian public sector, Aboriginal Community Controlled Organisations and Aboriginal Traditional Owners Groups. The Program is run by the Aboriginal Employment Unit (AEU) in the Victorian Public Sector Commission (VPSC), which also runs the Aboriginal Career Development Program, Aboriginal Pathway to the GRADS and the Barring Djinang Internship Program.

Below is an overview of the program model:

2.1 Aboriginal Leadership

According to Stewart and Warn (2016, p. 3)1 ‘although there has been considerable commentary and debate relating to Indigenous political leadership, less attention has been given to the emergence of Indigenous leaders working to improve Indigenous prospects from within the worlds of community development, management and administration. Indigenous leaders are producing their own style of leadership, drawing on their Indigenous identity as a resource, while negotiating the policy and other

1 Stewart, J & Warn, J 2016, ‘Between Two Worlds: Indigenous Leaders Exercising Influence and Working across Boundaries’, Australian Journal of Public Administration Australia, vol. 76, no. 1, pp. 3-17.

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demands of white Australia. The style of leadership that is emerging has its own distinctive attributes, being more relationally based than traditional leadership concepts’.

This program is underpinned by the following Aboriginal Leadership attributes, of which participants can adapt combinations thereof in the development of their own leadership style:

ABORIGINAL LEADERSHIP ATTRIBUTES

Focus Area Attribute Behavioural Indicators

Stewardship

Political and social intelligence

Understanding of and ability to navigate political context (Government and Aboriginal community).

Visioning and storytelling

Develops a vision in ambiguous environments. Uses storytelling as a vehicle to communicate the vision and

empower followers. Can adapt communication style to suit different audiences

Leader mindset

Learning agility and adaptability

Capable of personal reflection and applies learnings from experience to new contexts.

Resilience and emotional intelligence

Courage, optimism and future-focus Self-awareness, self-management, social-awareness

Cultural and personal authenticity

Stays true to cultural values, personal beliefs and emotions. Sets high standards for ethical conduct

People

Relationship focused

Communicates respectfully using established Aboriginal community protocols.

Develops, negotiates and maintains partnerships and leverages effective working relationships to achieve outcomes.

Community mindset

Incorporates the interests and aspirations of Victorian Aboriginal communities in projects and policy making.

Performance

Creativity and innovation

Produces new and useful ideas, processes, products services or policies.

Commercial acumen and technical expertise

Can adopt a market based, financially sound, systems thinking approach.

Has recognised technical expertise in a chosen field.

Source: Adapted from “10 Leadership Capabilities for 2018 for Leadership Results” by Leadership Results, 2018.

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The full range of Aboriginal leadership attributes have been adapted for use in the program. They were tested with and endorsed by the Barring Djinang Advisory Group and Community of Practice, with appropriate feedback incorporated.

2.2 Eligibility

Applications to the Program will be open to Aboriginal staff within VPS Departments and broader public sector organisations, Aboriginal Community Controlled Organisations and Traditional Owner Groups across Victoria. Ideally participants should be in non-executive roles, typically at a high performing VPS 5 and 6 level or equivalent, have an excellent work history, a strong commitment to their own personal and professional development and have displayed strong potential to move into formal leadership positions in the short to medium term.

2.3 Program places

There is a maximum of 20 available places in the Program in 2019.

VPSC will meet all program related costs for participants as well as travel and accommodation for Aboriginal Community Controlled Organisations and Traditional Owner Groups. VPSC may be able to assist smaller public sector agencies at our sole discretion. Departments will be expected to meet all travel and accommodation cost for coaching sessions. It is expected that coaching sessions are completed during work hours and that participants are released to attend the two-day leadership residential in September, as well as the end of program event.

3. PROGRAM ELEMENTS3.1 Leadership Coaching

Leadership coaching is a key component of the Program and will be provided in both 1:1 and group settings. A 1:1 coaching session will be undertaken at the completion of the baseline assessment to establish a tailored leadership development plan. This will be followed by a series of approximately four group coaching activities designed to address common development needs identified in baseline assessments. A second 1:1 coaching session aimed at reflecting on and entrenching the individual participant’s learning experiences will conclude the coaching program.

3.2 Tailored Leadership Development Plan

Program participants will work with coaches to initiate their tailored leadership development plan and materials will be provided by coaches at the first 1:1 coaching session. As plans will be tailored to each participant, the specific nature of the support and activities that they contain will differ between participants.

The Program prioritises experiential learning, in line with the direction of contemporary career and leadership development. An example is the 70:20:10 principle which recognises that employees best learn through experiential or on-the job training, followed by network-based learning and then formal training. This Program will focus on helping participants to gain other experience and build networks.

3.3 Leadership Residential

The AEU will convene a two-day leadership residential which will feature a combination of learning and development, coaching and mentoring activities. Attendees will also have the opportunity to connect, share experiences and learn from high-profile Aboriginal leaders in a culturally safe environment. The coaching provider will focus on leadership in a group context, further strengthening group cohesion and capability.

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4. ROLES AND RESPONSIBILITIES4.1 What is the VPSC’s role?

The Program is run by the Aboriginal Employment Unit (AEU) in the Victorian Public Sector Commission (VPSC). In broad terms, the AEU will:

coordinate Program elements, including processing applications, provision of coaching services and convening the leadership residential

support participants, employers and organisations throughout the Program

4.2 What is the Employer’s role?

Employers and Organisations have an important role in firstly identifying future leaders and supporting their participation and development in this program.

For managers, agreeing to support an employee’s participation in this Program means that:

I am committed to supporting the development of the person undertaking the program;

I agree to the time commitment of approximately 8-10 hours attendance at coaching sessions, 2 days’ attendance at the leadership residential in regional Victoria and attendance at the closing event.

I am prepared to discuss and contribute to the leadership development plan and attend any meetings or events as required;

I have read and understand the program components and timeframes; and

I know I can contact the AEU with any queries.

5. TIMELINES FOR 2019 PROGRAMStage TimelineApplications open May-June 2019

Program places awarded July 2019

Program starts: Welcome event July 2019

Coaching begins July 2019

Leadership residential September 2019

End-of-Program event and review November 2019

6. CONTACTPlease contact the AEU on (03) 7004 7122 or [email protected] with any queries about the Program.

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