Arts and Culture... · 2012-07-23 · Table of Contents Executive...

Disability Access and Inclusion Plan

2007–2011 Extended to 2012*

Updated 2012

This plan is available upon request in alternative formats such as large print, electronic format (disk or emailed), audio or Braille.

This DAIP has been extended to 2012 to allow a thorough review and consultation

process to inform the new 2013-2017 DAIP.

Table of Contents

Executive Summary.........................................................................................................4

Acknowledgements..........................................................................................................5

Background.....................................................................................................................6

The Department of Culture and the Arts..........................................................................6

Functions, Facilities and Services (in-house and contracted).........................................7

Planning for Better Access..............................................................................................8

Progress Since 2000.......................................................................................................9

Access and Inclusion Policy Statement for People with Disabilities, their Families, Friends and Carers........................................................................................................10

Policy and Procedures regarding the Act’s Requirements for Agents and Contractors..12

Development of the DAIP..............................................................................................14

Responsibility for the Planning Process........................................................................14

Community Consultation Process.................................................................................14

Findings of the Consultation and Access Barriers.........................................................16

Responsibility for Implementing the DAIP.....................................................................19

Communicating the Plan to Staff and People with Disabilities......................................19

Review and Evaluation Mechanisms.............................................................................20

Reporting on the DAIP...................................................................................................23

Strategies to Improve Access and Inclusion..................................................................24

Outcome 1:....................................................................................................................24

Outcome 2:....................................................................................................................27

Outcome 3:....................................................................................................................29

Outcome 4:....................................................................................................................31

Outcome 5:....................................................................................................................31

Outcome 6:....................................................................................................................32

Outcome 7:....................................................................................................................33

APPENDICES..................................................................................................................34

Appendix 1: DCA Facilities Listing................................................................................34

Appendix 2: Progress Since 2000.................................................................................35

Appendix 3: Disability Services Planning Committee Members....................................41

Appendix 4: EEO and Diversity Management Plan 2010–2012....................................42

Appendix 5: Findings from Public Consultation 2007....................................................65

Appendix 6: Tabulated Findings from Consultation.......................................................72

Executive Summary

The Department of Culture and the Arts (the Department) Disability Access and Inclusion Plan (DAIP) 2007 – 2011 has been developed to ensure Department services, information and facilities are accessible for people with disabilities, their families, friends and carers. The plan provides a strategic framework to identify areas where access and inclusion can be improved to meet the growing needs of all Western Australians.

This report contains the following:

information on the Department’s facilities and services (both in-house and contracted) a policy statement about the Department’s commitment to addressing access for people with disabilities, their families and carers a description of the process used to consult people with disabilities, their families, carers, disability organisations and relevant community groups the identification of objectives and strategies to overcome barriers that people with disabilities addressed through the consultation process expected timelines and persons responsible for reporting on and implementing the proposed strategies a method of review and evaluation for the plan

The Disability Services Act 1993, states that all public authorities are required to develop and implement a DAIP. Throughout the development of the plan, the Department has ensured the knowledge, skills and experiences held within the disability sector be incorporated to meet the requirements of the Act and compliment the key values of an inclusive arts and cultural sector for all Western Australians to participate in.

The plan has been developed in consultation with the Department’s Disability Services Planning Committee, staff, key stakeholders and people with disabilities, their families, friends and carers. In April 2007, the Department held public consultations which called upon the arts and disability sectors to share arts, access and inclusion issues important to them and important to shaping and addressing the needs of the wider community.

The depth and range of comments were incredible! From practical information on payment of grants to artists with disabilities, to turning circles in accessible toilets, and staff disability awareness training; the result is a plan that will guide the practical implementation of strategies to address physical, attitudinal and systemic barriers to participation.

Within the plan are seven outcomes with underlying strategies that will guide the development of individual tasks which will be incorporated into annual implementation plans.

The Department’s Disability Services Planning Committee (DSPC) is responsible for the development, evaluation and implementation of the DAIP. Comprising members of the

culture and arts portfolio and two members representing people with disabilities as customer representatives, the Committee is an active working group driving the delivery of enhancements to the Department’s disability access and inclusion.

In order to remain flexible to the changing needs of the sector and new or emerging trends, review and evaluation of the plan will occur every five years, and the plan will be updated annually.

Reporting of the DAIP occurs quarterly by the DSPC and annually to the Disability Services Commission and within the Department’s Annual Report.

Acknowledgements

The Department acknowledges the feedback received from staff, individuals and groups within the community, which has been invaluable in the preparation of this plan.

For comments and feedback relating to this DAIP or any recommendations on possible enhancement to the access and inclusivity of Department services, facilities and information, please direct all enquiries to the Department’s Disability Services Planning Committee.

Background

The Department of Culture and the Arts

The Department of Culture and the Arts was formally established on 20 May 1997 under Section 35 of the Public Sector Management Act.

The Department recognises the universal value of culture and the arts to the wider community. Culture and arts are fundamental to human existence, especially to our history, identity, creativity and desire for play and enjoyment. Participation in arts and cultural experience, as a right for all people, has the potential to improve all areas of human endeavour.

Our Vision:

The Western Australian community is enriched by unique and transforming culture and arts experiences

The Department has adopted the following Disability Access and Inclusion Plan as pivotal to meeting its vision and ensuring that the Department’s services, information and facilities are accessible for people with disabilities. The plan is subject to review and may be amended and extended as priorities and legislation change.

The Department brings together the culture and arts portfolio, including:

Art Gallery of Western Australia (statutory authority) State Library of Western Australia (statutory authority) Western Australian Museum (statutory authority) Perth Theatre Trust (statutory authority) ScreenWest (incorporated association).

The Department also provides support to the Swan Bells Belltower, which is managed by a foundation. Whilst these organisations work alongside the Department they are statutory authorities and have developed and are responsible for the delivery of their own individual DAIPs. The Department has worked closely with these organisations to develop a DAIP consistent with the values across the culture and arts portfolio.

This DAIP covers the responsibilities and deliverables of the Department’s directorates, the State Records Office and ScreenWest as an incorporated association. The directorates are: Development and Strategy (DSD) and General Operations (GO). Each directorate is outlined below along with the functions the State Records Office (SRO) and ScreenWest.

Functions, Facilities and Services (in-house and contracted)

The Development and Strategy Directorate works with a range of stakeholders to encourage appreciation and participation in arts and culture in Western Australia. Support is provided through arts and cultural policy development, distribution of funding, planning, implementation of state and national strategic arts and cultural programs, specialised research, advice and communications.

General Operations is responsible for strategic corporate services, including Human Resources, Information Services, Finance and Property Development and Management. This directorate is responsible for strategic asset management including the management of the Department’s facilities. For a full list of the Department’s facilities, please refer to Appendix 1. In addition, this directorate manages aspects of the Perth Theatre Trust (BOCS Ticketing), venue (contract) management, business planning and marketing.

State Records Office (SRO) is responsible for managing, preserving and providing access to the State’s archives. The SRO delivers best practice records management services to State and Local Government organisations, and provides the community with access to the State’s archives.

ScreenWest is Western Australia's film funding and development agency. It is dedicated to the growth and promotion of film and television activity in the State. It aims to provide leadership, support and services to advance Western Australia as an internationally recognised centre for screen production.

Planning for Better Access

According to the Australian Bureau of Statistics (ABS) Survey of Disability, Ageing and Carers (2003), 20.6% of Australians or more than one in five people, identify themselves as having some form of disability. Of this, there were 405,500 people with a disability living in Western Australia (or 21% of the population of WA). People with disabilities, their families, friends and carers contribute to, and participate in a variety of arts and cultural experiences everyday. A majority (68%) of people with a disability aged 5 years and over had visited at least one cultural venue or event in the last 12 months. The most popular was the cinema (46%) followed by libraries (37%), animal or marine parks or botanic gardens (32%), theatre or concerts (26%) and museums and art galleries (21%).

Some 16% of people with a disability living in WA took part in art or craftwork at home in the last three months, while 8% participated in art or craft group activities away from home and 6% in performing arts group activities.

Western Australia’s demographics are changing at a rate that requires extensive planning and consideration be paid to the needs of an ageing population. The State is currently experiencing unprecedented increases in the proportion of people with disabilities with an annual rate of people with disabilities increasing at 4.7%, of this 3.9% are above the age of 65. This rate of increase exceeds the annual population growth and means an extra 40,914 people with disabilities will be living in Western Australia by 2011.

According to the Disability Services Act 1993, public authorities are required to develop and implement a DAIP. This ensures people with disabilities have the same opportunities to access the Department’s services, information and facilities.

Other legislation underpinning access and inclusion includes the WA Equal Opportunity Act 1984 and the Commonwealth Disability Discrimination Act 1992 (DDA). A DAIP may also satisfy the Disability Discrimination Act’s requirements for an Action Plan. While Action Plans are not compulsory under the Disability Discrimination Act, they can assist organisations to become more accessible and inclusive, and can provide some clarity during disability discrimination proceedings.

Progress Since 2000

The Department adopted its first Disability Services Plan (DSP) in 1995 to address the barriers for people with disabilities wanting to access the Department’s services and facilities.

Since the adoption of the initial plan, the Department has implemented many initiatives and made significant progress towards better access.

In December 2002, to coincide with the International Day of People with Disability, the Department was acknowledged for its outstanding strategic planning and progress made towards achieving its objectives outlined within its Disability Service Plan 2000 – 2005.

The Disability Services Commission’s Action on Access Award for the State Government (Large) category was awarded to the Department. This was for its commitment to making culture and the arts accessible and enjoyable for people with disabilities at the Art Gallery of Western Australia, the State Library of Western Australia and the Perth Concert Hall. Audits and improvements were also made to all the Department's cultural venues.

More initiatives are highlighted in Appendix 2.

Access and Inclusion Policy Statement for People with Disabilities, their Families, Friends and Carers

The Department is committed to ensuring that people with disabilities, their families, friends and carers have the same opportunities, rights and responsibilities enjoyed as others to access its arts and cultural services, information and facilities. The Department is committed to ensuring that people with disabilities can participate in shaping its services and objectives through a consultative process.

The DAIP identifies areas and strategies where access and inclusion can be improved. These strategies work towards a number of access and inclusion outcomes, which are defined in the Act as the minimum standard for DAIPs. The six access and inclusion outcome areas specified in the Act aim to provide a means of ensuring that people with disabilities:

1. have the same opportunities as other people to access the services of, and any events organised by, the relevant public authority.

2. have the same opportunities as other people to access the buildings and other facilities of the relevant public authority.

3. receive information from the relevant public authority in a format that will enable them to access the information as readily as other people are able to access it.

4. receive the same level and quality of service from the staff of the relevant public authority as other people receive from the staff of that authority.

5. have the same opportunities as other people to make complaints to the relevant public authority.

6. have the same opportunities as other people to participate in any public consultation by the relevant public authority.

In addition to these six standards under the Act, the Department has included an additional outcome in its DAIP that states:

1. people with disabilities have the same opportunities as other people to seek employment with the Department.

The DAIP will be implemented over five years, guided by an overarching set of strategies which drive individual tasks to support the achievement of each outcome area. Each year an Implementation Plan will be developed and actioned to improve access to the Department’s services, facilities and information.

The Implementation Plan will outline the:

. individual tasks being undertaken. . timeline for completion of the individual tasks. . directorates of the Department with responsibility for completing the individual tasks. . broad strategies that the individual tasks are supporting.

Annual Implementation Plans provide the opportunity to manage strategies carefully and respond to emerging access and inclusion barriers.

The Department is committed to implementing its DAIP in a manner that progresses the principles and objectives of the Disability Services Act including recognition that people with disabilities:

. have the inherent right to respect for their human worth and dignity. . whatever the origin, nature, type or degree of disability, have the same basic human rights as other members of society and should be enabled to exercise those basic human rights. . have the same rights as other members of society to realise their individual capacities for physical, social, emotional, intellectual and spiritual development. . have the same right as other members of society to services which will support their attaining a reasonable quality of life in a way that also recognises the role and needs of their families and carers. . have the same right as other members of society to participate in, direct and implement the decisions which affect their lives. . have the same right as other members of society to receive services in a manner that results in the least restriction of their rights and opportunities. . have the same right as other members of society to pursue any grievance concerning services. . have the right to access the types of services and support that they believe are most appropriate to meet their needs. . who reside in rural and regional areas have a right, as far as is reasonable to expect, to have access to similar services provided to people with disabilities who reside in the metropolitan area. . have a right to an environment free from neglect, abuse, intimidation and exploitation.

In recognising the community’s need for access to the many different functions of the Department, the DAIP will be implemented by all areas of the Department with the support of the Disability Services Planning Committee (DSPC).

Policy and Procedures regarding the Act’s Requirements for Agents and Contractors

The Disability Services Act requires agents and contractors of public authorities to conduct their business in a manner consistent with the contracting public authority’s DAIP.

Relevant sections of the Act and associated Regulations regarding DAIPs and agents and contractors include:

• Section 28. DAIPs. Each public authority must have a DAIP to ensure that in so far as its functions involve dealings with the general public, the performance of those functions furthers the principles in Schedule 1 and meets the objectives in Schedule 2. • Section 29B. Public authorities to ensure implementation of a DAIP. A public authority that has a DAIP must take all practicable measures to ensure that the plan is implemented by the public authority and its officers, employees, agents or contractors.

• Regulation 8. Information in reports about DAIPs (s. 29). For the purposes of section 29(4) of the Act, a report about a DAIP must include information relating to: progress made by the relevant public authority and any agents and contractors of the relevant public authority in achieving the desired outcomes specified in Schedule 3. the strategies implemented by the relevant public authority to inform its agents and contractors of its DAIP.

The intent of the Act is to increase awareness so that consideration is given to the needs of people with disabilities when providing a service to the public and to encourage ‘agents and contractors’ to conduct that service in a manner consistent with the DAIP of the contracting authority. The Department seeks to encourage ‘agents and contractors’ to be sensitive to the needs of the community.

DAIP requirements relating to ‘agents and contractors’:

. apply only to new contracts or contract variations. . apply to services provided to the public. . do not apply to services provided directly to the public authority, like cleaners, rewiring of telephones etc.

Following the work of the Department of Treasury and Finance, in conjunction with the State Solicitor’s Office, a clause has been developed to be inserted into relevant authority tender and contract documents. This clause seeks for tenderers to identify which DAIP outcomes they can support in providing their service to the public. The following now appears in all Request documents:

Note: This clause should only be used if the Customer is required to have a Disability Access and Inclusion Plan (DAIP) under the Disability Services Act 1993 (In which case, the Customer must take all practicable measures to ensure that the DAIP is also implemented by the Contractor. The DAIP only applies to services provided to the public. It does not apply to services provided by the Contractor directly to the Customer e.g. cleaners, re-wiring of telephones etc)

If the Contract involves the supply of Services to the public, then the successful Respondent will:

(i) To the extent practicable, implement the Customer’s “Disability Access and Inclusion Plan” prepared under the Disability Services Act 1993; and

(ii) Provide a report to the Customer by (insert date) in each year of the Contract Term reporting on the extent to which the successful Respondent has implemented the Customer’s Disability Access and Inclusion Plan.

Section 29 of the Act requires the Department to provide an annual report to the Minister for Disability Services about DAIP progress, including progress by ‘agents and contractors’. The Department will meet this reporting requirement, using the information provided by agents and contractors when initially providing a tender to provide services to the public. Data regarding the Department’s DAIP progress will be provided annually and will be aggregated into the overarching state-wide report for the Minister for Disability Services.

Development of the DAIP

Responsibility for the Planning Process

The Department’s Disability Services Planning Committee (DSPC) has had an ongoing role in guiding the development, evaluation and implementation of previous Disability Services Plans and their subsequent reviews. The DSPC currently oversees the development and implementation of the Department’s DAIP 2007–2011.

The DSPC is comprised of representatives from all Department areas, customer representatives with a disability, a member from the Department’s key arts and disability organisation Disability and the Arts Disadvantage and the Arts (DADAA) and a representative from each of the Department’s Portfolio Organisations. For a membership list please refer to Appendix 3.

The DAIP is informed by and cross-referenced to the strategies within the Portfolio Equal Employment Opportunity (EEO) and Diversity Management Plan 2007–2009. This plan contains quantifiable objectives, strategies and initiatives designed to actualise the commitment of the Portfolio to equity and diversity, including people with disabilities. More specifically, the plan contains key initiatives to improve employment outcomes for people with disabilities (page 23). The plan was developed in 2006 by a reference group chaired by Human Resources, with representatives from the Department and all portfolio organisations. The reference group will meet twice a year during 2007–2009 to review progress of implementation of EEO initiatives as detailed in the plan, and will liaise with the DSPC where appropriate. Refer to Appendix 4 for the full version of the EEO and Diversity Management Plan 2007–2009.

Community Consultation Process

In September 2006, the Department conducted a review of its Disability Services Plan 2000-2005, consulting with key staff and the Disability Services Planning Committee and draft a new Disability Access and Inclusion plan to guide further improvements to access and inclusion from 2006–2011. The process included:

. An examination of the existing Disability Services Plans to see what had been achieved and what was still outstanding, and the relevance of stated objectives and strategies. . A literature review of documents including Department Annual Reports, the Department’s Direction Statement 2005-2008, the Department EEO and Diversity Management Plan, Department policies, and meeting minutes from the Disability Services Planning Committee. . An examination of other DAIPs within relevant industries to determine best practice of access and inclusion plans, identify creative solutions to access barriers, and develop networks for support in developing our Plan. . Ongoing communication with portfolio organisations relating to their current and proposed DAIP development and staff consultations.

Following this initial design process the first draft DAIP was developed. Department staff, Disability Service Planning Committee representatives, the Department’s Executive Leadership Team (comprising Executive Directors from across the Department’s Directorates), the State Records Office, Swan Bells and ScreenWest were requested to provide feedback and additional information to shape a draft for public consultation. A memorandum of notification to the Chief Officers of the Portfolio Organisations was distributed.

The Disability Services Act outlines that State Government authorities must call for submissions (either generally or specifically) by notice in a state-wide newspaper or on any website maintained by or on behalf of the State Government agency. In adherence to this, in March 2007 the Department placed copies of the draft DAIP on the Department’s website and informed all interested stakeholders and the public of the opportunity to feedback on the draft DAIP. Public notices were placed in The West Australian newspaper, community newspapers and on the Consult WA website.

The Department coordinated a cross-portfolio approach to its public consultation enabling people with disabilities, their family, friends and carers a holistic opportunity to provide feedback and information across a broad range of arts and cultural issues. This partnership also enabled internal sharing and learning within the Department and its portfolio. Information on the Department and all portfolio partners’ draft DAIPs were posted online at www.dca.wa.gov.au. All relevant information went online including notification of two public meetings and a Department-specific online survey.

Online Survey

The online survey provided an opportunity for people with a mobility or hearing disability to access consultation mechanisms. The survey also enabled people with an intellectual disability an opportunity to access information without time restraints in a safe environment. The online survey enabled regional Western Australians to share information and comments.

The online survey had eleven responses. Six respondents identified themselves as people with disabilities, three as family members of people with disabilities and two were representatives working within the disability sector. Of the eleven respondents, two were based regionally, one from Karratha and one from Dunsborough.

Public Consultation Meetings

The Department, in partnership with the arts and culture portfolio organisations, ran two public consultation meetings on the 2nd and 4th April 2007. The meetings were promoted widely through several processes – including word of mouth. Flyers were placed at arts and cultural venues and sent out through organisations’ marketing. The Disability Services Commission demonstrated support through their Regional Service Providers’ Forum in March 2007. In addition, marketing was undertaken by disability service organisations, in particular ACROD.

http://www.dca.wa.gov.au/

The first public meeting, held on Monday 2nd April 2007 at the Western Australian Museum, was attended by fifteen representatives including people with disabilities, their carers, family and friends and people working within the disability sector. There were twelve people who supported the consultation from the arts and cultural sector, specifically the organisations managing the consultation process.

The second public meeting, held on Wednesday 4th April 2007 at the Subiaco Arts Centre, was attended by 23 representatives including people with disabilities, their carers, family and friends, and people working within the disability sector. There were eleven people who supported the consultation from the arts and cultural sector.

Overall Consultation

A total of 49 members of the public; all with an interest in arts, disability and access were consulted with over the period of DAIP development.

The public has also been able to provide general feedback via email, telephone, fax, in writing or by arranging a meeting. This has also been promoted through the Department’s website and at the consultation meetings.

Findings of the Consultation and Access Barriers

Key findings from the meetings and online survey included:

Venues

1) Despite very positive enhancements in recent years to the Department’s venues and facilities, physical access remains a key concern for people with disabilities. 2) Of the Department venues accessed, the main areas of concern included toilets (specifically doors and turning circles), the reception desk at Law Chambers and drop-off areas. For people who are blind or vision impaired, finding the front entrance of a facility is a problem (glass doors not marked with decals, or mats at entrance and exit doors).

3) Exploration of greater access to studio spaces and residency spaces 4) It was also stated that there should be the use of subtitles and Interpreters at events.

Awareness

5) Training and awareness raising within the arts and cultural sector can enhance and create greater attitudinal change and inclusion.

6) Ongoing training for front of house staff and people that work on public services and programs.

7) Greater information gathering and tailoring of services based on booking processes.

8) People with disabilities are unsatisfied with their involvement in decision-making with the Department.

9) Awareness raising through attendance at performances and exhibitions run by and with people with disabilities. Greater interaction, opportunities and audience development in this area is required.

10) Training is required for employees and Board members so they can advocate for people with disabilities.

Grants, Funding and Support

11) Grants and funding are not easily accessible; in regards to initial information, person-to-person contact (they require one point of contact with a person that has skills in working with the disability sector), application process and payments (linked to other sources of income support). 12) Grant applications are far too difficult to fill in so people never even apply, forms need to be simplified. 13) Grants requested to support materials, childcare and technology. 14) Artists with disabilities could benefit from the development of an Artists Co-operative to support practice and employment. 15) Of the responses from the online survey, both were from people working within the disability sector as opposed to independent people / artists with disabilities.

Employment

16) Artists and people with disabilities require greater support in seeking employment within the sector; flexible work conditions, mentoring and training. The Department needs better links to employment agencies and Disability 17) The needs of artists who acquire vision disabilities and are unable to pursue their livelihood should be considered, in relation to rehabilitation.

Employment Networks.

18) Modified recruitment methods tailored to the needs of individuals – e.g. packs, online and voice application processes.

19) Employ at least two people who are trained advocates for people with disabilities (one city and one regionally based).

Programs

20) Support for accessible and/or inclusive arts programs in mainstream arts and cultural organisations.

21) Funding specific for ‘Disability Arts’ as an artform.

22) An Artists in Residency Program working in Partnership with the disability sector.

Partnerships

23) The Department to work strategically with local councils and disability organisations to enhance current services and programs for people with disabilities.

24) Greater links with the Disability Services Commission and other State Government agencies.

25) Programs and awareness of the arts exists through DADAA, but not necessarily with the Department of Culture and the Arts. Comments stated that this would be of value.

26) Programs working in partnership with the deaf community would be valuable.

27) Programs working with the blind community would also be valuable

Information and Marketing

28) Improved awareness and greater promotion of current Department services within the disability sector; availability of alternate formats to publications, provide information about suppliers of materials in alternate formats; media stories, public consultations, complaint processes, decision-making, recruitment opportunities, funding opportunities.

29) Improve quality and accessibility of marketing material within the arts and cultural sector to meet the needs and provide access to information for people with disabilities.

30) Include people with disabilities in the distribution of promotional material.

31) Have and promote a 1800 telephone number.

32) Use less jargon in marketing material.

33) Greater use of subtitles.

34) Provide information on discounted or free events and activities.

35) Ensure people with disabilities are invited to or aware of Department events, programs and services (e.g. consultations).

For complete consultation notes, outlining in more detail feedback and information from the disability sector refer to Appendices Five and Six.

Responsibility for Implementing the DAIP

It is a requirement of the Disability Services Act that public authorities must take all practical measures to ensure that the DAIP is implemented by its officers, employees, agents and contractors.

Accordingly the implementation of the DAIP is the responsibility of the Disability Services Planning Committee and selected area/s of the Department as outlined within the Plan. Annual Implementation Plans will set out who is directly responsible for each individual action under each broad strategy.

The Department will inform its ‘agents and contractors’ of their responsibilities under the DAIP and will continue to encourage best practice in the accessible provision of services to people with disabilities.

Communicating the Plan to Staff and People with Disabilities

The Disability Access and Inclusion Plan was finalised by the Director General, Department of Culture and the Arts on July 31st 2007 and forwarded on to the Disability Services Commission. At this time, the Department ensured that the Plan was made available to all key stakeholders within the arts and disability sector and to the public.

Key stakeholders including the Disability Services Planning Committee, Arts and Disability Project Partners, members of the public that were involved in public consultation and staff from the arts and cultural portfolio will receive an email announcement providing information on the Plan’s availability.

In conjunction with this, the plan will be advertised in State Newspapers and on the Department website.

The Department will continue to promote the Plan in the following ways:

1) Through progress updates at the Disability Services Planning Committee meetings. 2) By notification in the Department’s newsletters; in both Development and Strategy Directorate and Human Resources. 3) By notification at staff induction days during the Equal Employment Opportunity presentation. 4) By notification on the Department’s Intranet (internally for Department staff). 5) A person with a disability may request the Plan in an alternative format, including hard copy in standard or large print, electronic format, audio format on cassette or CD, and by email.

Review and Evaluation Mechanisms

The Disability Services Act sets out the minimum review requirements for public authorities in relation to DAIPs. The Department’s DAIP will be reviewed at least every five years, in accordance with the Act. The DAIP Implementation Plan will be updated annually to reflect progress and address remaining access and inclusion issues. If the DAIP is amended, a copy of the amended plan will be lodged with the Disability Services Commission.

The Department’s DAIP will be reviewed and monitored through a range of ongoing means, including:

. the Disability Services Planning Committee (DSPC) will meet quarterly to review progress on the implementation of DAIP strategies. . a review report of what has been achieved through the Department’s DAIP 2007–2011 will be included in the DAIP 2012–16, to be submitted in 2012. . description of DAIP activities undertaken will be included each year in the Department’s Annual Report. . the DSPC will prepare the DAIP progress report that is required to be submitted to the Commission each year. This report will be aggregated with the progress reports of other public authorities to provide a state-wide DAIP progress report for the Minister for Disability Services.

Evaluation of the Department’s DAIP will be undertaken through:

. any reports on the disability access and inclusion implementation process provided to the Department’s Executive Leadership Team. . once a year, prior to 31 July, the Department will provide advice regarding the progress of the DAIP. . a notice about consultation processes will be placed in The West Australian and regional newspapers, posted on the Department’s website, announced on regional and Information Radio and circulated to key disability service providers. . seeking feedback to the DSPC to identify any additional barriers that were not identified in the initial consultation. . the DSPC, using some of the consultation processes used during the initial consultations, including questionnaires and meetings with people with disabilities. . Department staff being requested to provide feedback on how well they believe the strategies are working and to make suggestions for improvement.

To assist the Department in measuring the progress made through the DAIP, a set of performance indicators have been drawn upon as mechanisms for analysis of the DAIP’s success. The Department will use the following performance indicators for each year of the DAIP to measure:

Outcome 1: Access the services of, and any events organised by, the Department.

Use the Department’s consumer satisfaction surveys to ascertain service users’ satisfaction with the services they receive.

Determine percentage of events that complied with the Creating Accessible Events guidelines of the Disability Services Commission.

Determine the learning and successes from the evaluation carried out from the pilot projects of the Disability and the Arts Inclusion Initiatives.

. Outcome 2: Access to buildings and other facilities of the Department. . Determine percentage of the Department’s buildings (leased, owned and new) that meet the prescribed access standards set by the Disability Services Commission across the lifespan of the DAIP.

. Outcome 3: Receive information from the Department in a format that will enable them to access the information: . Determine percentage of Departmental publications that meet the State Government’s Access Guidelines for Information Services and Facilities. . Determine percentage of successful webpage downloads of the Department’s Bobby Approved venues page. . Redevelop the Department’s website to adhere to access requirements under the W3C guidelines (level 2) and involve people with disabilities in the testing of the site.

. Outcome 4: Receive the same level and quality of service from the staff of the Department. . Use the Department’s consumer satisfaction surveys to ascertain service users’ satisfaction with the services they receive.

. Outcome 5: Opportunities to make complaints to the Department. . Use the Department’s complaints’ processes and the Consumer Complaint Form, currently used to assess satisfaction with the process and outcomes of complaints.

. Outcome 6: Opportunities to participate in any public consultation by the Department: . Determine the number of public consultation designed specifically for or to address issues relating to access for people with disabilities on Department services, programs and facilities . Determine the percentage of public consultations made available in accessible venues under this DAIP . Determine the number of public consultations promoted to the disability sector, including promotion through the Consult WA website

. Outcome 7: Same opportunities as other people to seek employment with the Department. . Determine percentage of people with disabilities employed by the Department. Refer to page 15 (Section 3.1) of the EEO and Diversity Management Plan for current targets. . Implement disability-related strategies from the Portfolio EEO and Diversity Management Plan 2007–2009.

In addition, the Department’s DAIP will be incorporated into the operational plans of all areas and their teams.

Reporting on the DAIP

The Disability Services Act sets out the minimum reporting requirements for public authorities in relation to DAIPs.

The Department will report annually on the implementation of its DAIP using a prescribed proforma that will be used to aggregate information about DAIP progress into a report for the Minister for Disability Services. This report proforma will provide information about:

. progress towards the desired outcomes of its DAIP . progress of agents and contractors towards meeting the six desired outcomes . the strategies used to inform agents and contractors of the DAIP.

The Department will also provide information about the progress made through the DAIP in its Annual Report.

Strategies to Improve Access and Inclusion

The Department is committed to reaching the seven outcomes listed below as part of the minimum standards within the Disability Services Act and ongoing effort to ensuring the accessible provision of services, information and facilities to people with disabilities.

Under each outcome are strategies that have been informed by the consultation process. Each strategy guides actions and individual tasks outlined within the Annual Implementation Plans. The strategies are linked to the key area/s of work, timeline, responsibility for reporting and responsibility for implementation.

Outcome 1: People with disabilities have the same opportunities as other people to

access the services of, and any events organised by, the Department.

Code Strategy Timeline Responsible for reporting

Responsible for implementation of strategy

1.1 Encourage the development of strategies and partnerships within the Department’s funded arts and cultural organisations to enhance access to mainstream programs and services for people with disabilities.

June 2008 Development and Strategy Directorate (DSD): Projects Section

Development and Strategy Directorate (DSD): Projects Section working across whole of Department of Culture and the Arts (DCA) with funded and portfolio organisations

1.2 Build awareness, capacity and sustainability within the Department’s funded arts and cultural organisations to enhance access to mainstream programs and services for people with disabilities.

June 2008 DSD: Projects Section

DSD: Projects Section working across whole of DCA with funded and portfolio organisations

1.3 Facilitate the updating of policies and practices that govern the operation of the Department to

June 2008 Organisational Performance

All of DCA involved in the maintenance and development of Department policies



1.4 Ongoing HR and workforce planning to ensure staff continuity and workforce retention, identify obstacles to recruitment and employment practices for people with disabilities. Links to EEO and Diversity Management Plan (EEO & D Plan): Initiatives 2.4, 2.5, 3.1 and 3.7

Ongoing General Operations: Human Resources section

General Operations: Human Resources section working with Property Development and Management and line managers

1.5 Improved access to arts funding programs, processes and timelines for people with disabilities, their families, friends and carers and to people working within the disability sector.

June 2007 DSD DSD working with Communication Officers and staff advising on funding

1.6 Increase opportunities for people with disabilities, their families, friends and carers to engage with the Department in respect to decisions that affect them directly.

June 2008 DSD

DSD Cultural Development and Strategic Programs - Disability Services Planning Committee

1.7 Ensure that Department events are accessible for people with disabilities.

June 2007 Disability Services Planning Committee (DSPC)

Whole of DCA as event organisers

1.8 Be responsive Ongoing Whole of DCA Whole of DCA



1.9 Exploratory research into the implications contractual legislation has on tri- and multi-year, devolved and project funding agreements. Links to the Disability Services Act 1993 Sections 28, 29B (see page 12 of this plan)

June 2009 DSD DSD

1.10 Implement appropriate measures to meet the legislative requirements of informing contractors of the Department’s DAIP i.e. communication strategy, awareness training and contractual amendments. Links to the Disability Services Act 1993 Sections 28, 29B (see page 12 of this plan)

June 2011 General Operations: Property Development and Management

General Operations: Property Development and Management working with DSD where appropriate

1.11 Ensure contracted providers are providing services that are accessible for people with disabilities through contractual agreements. Links to the Disability Services Act

Ongoing General Operations: Property Development and Management

General Operations: Property Development and Management working with Finance and DSD where appropriate


access the buildings and other facilities of the Department.



2.1 Ensure that Department’s existing facilities meet prescribed standards for access subject to additional funding.


General Operations: Property Development and Management

2.2 Re-visit previous access audits of the Department’s premises and facilities and ensure follow-up actions that are outstanding can be met through the capital works budget program.



2.3 Ensure community consultation and standards of access meet legislative requirements in the planning, building, design and construction of any current or future capital works projects subject to available funding. This will require input from access consultants.



2.4 Ensure accessibility is maintained and monitored regularly to ensure new obstacles, building layouts, customer needs are still being met e.g. maintain clear


General Operations: Property Development and Management and whole DCA



2.5 Ensure induction processes adequately support line managers to provide staff with information and awareness of Department access services i.e. through induction checklists. Links to EEO & D Plan: Initiative 2.1

June 2008 General Operations: Human Resources section

General Operations: Human Resources section and whole of DCA: line managers

2.6 Ensure staff are aware of buildings and facilities access including accessible toilets, use of accessible equipment and services (e.g. print in alternate formats)

June 2008 Whole of DCA: line managers

Whole of DCA: line managers supported by General Operations: Human Resources and Property Development and Management

2.7 Ensure contractors are aware of barriers experienced by people with disabilities, their families and carers when faced with inaccessible buildings and facilities. Links to the Disability Services Act 1993 Sections 28, 29B (see page 12 of this plan)


General Operations: Property Development and Management and whole of DCA

2.8 Promote accessible buildings and facilities, best practice and positive

June 2008 Corporate Affairs, General Operations and DSD

Corporate Affairs, DSD: Research and Information and whole of DCA

Outcome 3: People with disabilities receive information from the Department in a format

that will enable them to access the information as readily as other people are able to access it.



2.10 Ensure that reception desks have signage relating to accessible services appropriately displayed.

2008 General Operations: Property Development and Management

Reception staff

2.11 Implement appropriate measures to inform contracted providers of their legislative requirements relating to the access of their buildings and facilities. Links to the Disability Services Act 1993 Sections 28, 29B (see page 12 of this plan)


DSD



3.1 Explore opportunities for use of technology, including new and emerging technologies.

Ongoing DSD and General Operations

General Operations: Information Services working with whole of DCA and DSPC

3.2 Development and maintenance of the Department’s website to improve information access for people with disabilities and ensure maximum accessibility and quality of information relating to accessibility of arts and cultural

Ongoing DSD and Corporate Affairs

DSD: Research and Information and Corporate Affairs



3.3 Commit to providing all external publications in a variety of accessible formats (audio, Braille, large print, plain English) on request where appropriate and always include a by-line in a central position stating their availability.

June 2007 and ongoing monitoring

Corporate Affairs, General Operations and DSD

Corporate Affairs and DSD: Research and Information working with the whole of DCA

3.4 Ensure all publications use clear print, branding and design layouts for good access e.g. no type size below 11 point, no patterned backgrounds, use of white space, plain English.




3.5 Produce publications in languages other than English taking into account cultural perspectives for CALD and Indigenous people as required.




3.6 Ensure that publications are readily available at key access points



3.7 Provide room for enquiry relating to access requirements in relevant

June 2008 Whole of DCA Whole of DCA

Outcome 4: People with disabilities receive the same level and quality of service from

the staff of the Department as other people receive from the staff of the Department.


make complaints to the Department.



4.1 Examine specific disability awareness training needs of staff and include in Staff Development System as appropriate


Line managers supported by General Operations: Human Resources

4.2 Examine specific staff training needs relating to their work with CALD and Indigenous people with disabilities and include in the Staff Development System as appropriate. Links to EEO & D Plan: Initiative 2.5


Whole of DCA: line managers supported by General Operations: Human Resources

4.3 Provide training and support for staff in their work with CALD and Indigenous people with disabilities

June 2009 General Operations: Human Resources

General Operations: Human Resources working with whole of DCA: line managers



5.1 Regularly inform staff and people with disabilities about the Department’s complaints process.

Ongoing Director General’s Office

Director General’s Office working with whole of DCA

5.2 All feedback and complaints relating to disability access and inclusion to be compiled, analysed and actioned appropriately

Ongoing Director General’s Office

Director General’s Office working with whole of DCA


participate in any public consultation by the Department.



6.1 Ensure consultation information is available in alternative formats upon request when appropriate and that it is written in clear, concise language (plain English)


Whole of DCA

6.2 Ensure consultation invitation process is accessible e.g. target representatives from the disability sector (review mailing lists), allow suitable booking and RSVP times so access arrangements can be made


Whole of DCA

6.3 Support people with disabilities, their families and carers to attend community consultation through the provision of access requirements e.g. sign language interpreters.

June 2007 DSD Whole of DCA

6.4 Conduct consultation in accessible venues

June 2007 DSD Whole of DCA

6.5 Liaise with the Disability Services Planning Committee

June 2007 DSD DSD: Disability Services Planning Committee working with


seek employment with the Department.



7.1 Develop policies and strategies to recruit and retain people with disabilities employed by the Department Links to EEO & D Plan: Initiatives 3.1 and 3.7


General Operations: Human Resources and whole of DCA

7.2 Examine means of improving access to employment opportunities


General Operations: Human Resources and whole of DCA

7.3 Review of EEO & D Plan


General Operations: Human Resources

APPENDICES

Appendix 1: DCA Facilities Listing

Property Occupant/s Reporting responsibility

Year of Construction

Heritage Listing

Perth Cultural Centre Various DCA Various

Arts House Various Arts Tenants

DCA 1905 Permanent

Perth Institute of Contemporary Arts (PICA)

PICA DCA 1897 Permanent

King Street Arts Centre Various Arts Tenants

DCA 1912-1929 Recorded

Spare Parts Spare Parts Puppet Theatre

DCA 1921 Recorded

Old Customs House Various Arts Tenants

DCA 1908-1966 Permanent

The Swan Bells Bell Tower The Swan Bells Foundation

Swan Bells Dec 2000 Not Listed

Kew Street Office & Warehouse Facility

WA Museum WA Museum 1996 Not Listed

Law Chambers Floors 7 & 8

DCA DCA

New Performing Arts Venue

To be confirmed DCA 2008 N/A

DCA Newcastle Street Arts Facility

PVI Collective / Papercut Media

DCA 1896 Permanent

Appendix 2: Progress Since 2000

The following is a breakdown of the key achievements and progress made by the Department in relation to disability, access and inclusion during the period 2000–2006.

2000–2001

The then titled Ministry for Culture and the Arts continued to deliver services as part of the Disability Services Plan. Achievements for 2000–2001 include the following.

A highlight of the Department’s capital works program in 2000–2001 was the completion of capital works at King Street Arts Centre to resolve the disability access issues at a cost of $244,452. In addition, the program saw the process for finalising recommendations and drawings for improving the accessibility of the Perth Institute of Contemporary Arts. The estimated cost of making the access improvements was $600,000. Securing the funds had been accorded high priority and a submission was made for the 2001–2002 budget. In addition, costing access recommendations for Arts House, Perth Cultural Centre Plaza, Old Customs House and Spare Parts Puppet Theatre was undertaken.

Two new members were added to the Disability Services Planning Committee — the Executive Officer from DADAA (WA) Inc. and an officer from ScreenWest — making agency representation on the committee complete.

The Department held a public consultation and feedback session with members of the disability community in June 2001 at the Art Gallery of Western Australia. The Department made a commitment to hold at least one public consultation session every year inviting staff from every agency within the Ministry.

2001–2002

During 2001–2002, the Department continued to deliver services within the framework of the key outcomes of the Disability Services Plan through the following initiatives.

As part of the Disability Service Plan the Department engaged Sanderson Green Personal Development Consultants to deliver four Disability Awareness Training sessions covering four identified key priority areas: Education and Training; Arts Industry Awareness; Improved Way Finding, Navigation and Signage in Buildings; and Access to Services. The sessions were co-facilitated by people who had a disability or impairment. All staff from the Department and the Portfolio Organisations were invited to participate in the sessions, with two sessions being delivered during the reporting period. The Department is committed to continuing to lead improvements in information and services for customers by making awareness training in disability-related issues readily available for all staff.

Providing better access to services is a priority, as is the improvement of accessible information to customers. The Department redesigned its website for an updated, flexible and more interactive online presence. The new website continued to advance levels of compliance within the W3C Web Content Accessibility Guidelines.

As part of its Capital Works Access Program, and following the commissioned access audit report by Brian J Kidd Pty Ltd and Heritage Conservation Professionals, the Department oversaw improvements such as building modifications, new furniture and signage to improve access to a number of cultural venues, including Spare Parts Puppet Theatre and Customs House in Fremantle, and Arts House in Perth.

Stage one of the access refurbishment at the Perth Institute of Contemporary Art (PICA) was completed. Automatic doors and accessible toilets were installed on the first floor of PICA.

Stage two, the installation of the major lift, was completed at the end of 2002, making PICA accessible on both floors. All works were commissioned through the Department of Housing and Works.

The Department liaised with contractors and arts organisations to increase the awareness of the barriers experienced by people with a disability or impairment and action any necessary modification. Continuing to improve access fosters greater participation for customers seeking involvement in the complete range of arts and cultural services in Western Australia.

A representative from the Disability Services Commission joined the Disability Services Planning Committee in September 2001, improving feedback, review and evaluation mechanisms between the Department and the Disability Services Commission.

A review of the Disability Services Act was conducted through the Disability Services Commission. The Department participated in the consultation process of the review by submitting a response via the Review Steering Committee, Options Paper: Feedback form in May 2002.

To promote resource sharing of disability related information, a representative from the Department attended the Access Working Group convened by the City of Perth.

The Department supported the inclusion and participation of people who have a disability or impairment in decision-making processes by conducting community consultations at accessible venues.

ArtsWA increased multi-year funding support to Disability in the Arts Disadvantage in the Arts (WA) Inc. during 2001.

The Access website, which provides information on the accessibility of arts and cultural venues in Perth, continued to be updated, expanded and maintained by ArtsWA throughout 2001–2002. This web page is Bobby approved and is evaluated in accordance with WC3 Web Content Accessibility Guidelines.

The Department's Library and Resource Centre continued to expand and make available disability-related information and resources documenting the achievements and inclusion of people with disabilities in the arts. This information is accessible to funded arts organisations and the community.

2002–2003

During 2002–2003 the Department continued to deliver services within the framework of the Disability Services Plan, achieving key outcomes.

Following the commissioned access audit report by Brian J Kidd Pty Ltd and Heritage Conservation Professionals, and as part of the Department’s 2002–2003 capital works program, improvements to access continued to be implemented at four of the Department’s cultural venues. The maintenance and works budget allocated was approximately $1.76 million. All works were commissioned through the Department of Housing and Works. Access improvements were achieved at three venues: Spare Parts Theatre, Perth Institute of Contemporary Art and Customs House. Stage 2 was completed at Arts House with Stage 3 (incorporating lift access) begun in this period.

The Department continued to support the inclusion and participation of people who have a disability or impairment in decision–making processes by conducting all community consultations at accessible venues.

Two Disability Awareness Training Sessions were conducted and made available to Portfolio employees. The sessions were co-facilitated by people with a disability. Four key areas underpin the content of all Disability Awareness Training sessions:

• Education and Training

• Arts Industry Awareness

• Improved Way Finding Navigation and Signage in Buildings

• Access to Services.

The Department was recognised as achieving excellence in access improvements and initiatives across the Portfolio, receiving an Action on Access Award in the Large State Government Agency Category.

The Department's Resource Library continued to expand, and make available, disability-related information and resources documenting the achievements and inclusion of people with disabilities in the arts. This information is accessible to funded arts organisations and the community.

2003–2004

During 2003–2004 the Department continued to deliver services within the framework of the Disability Services Plan, achieving key outcomes.

As part of the Department’s 2003–2004 capital works program, improvements in access to venues and facilities continued to be implemented at the Department’s cultural venues.

The Department facilitated a needs-assessment process for the Stage 3 access improvements for the Arts House venue, which incorporated lift access to the Blue Room Theatre. The design and contracting for these works was begun in this period.

The Department continued to support the inclusion and participation of people who have a disability or impairment in decision–making processes by conducting all community consultations at accessible venues, and with the inclusion of two customer representatives on the Department’s Disability Services Planning Committee.

The Department conducted six disability awareness training sessions, with 108 Portfolio employees receiving an introduction or update to their awareness and understanding of the needs of people with disabilities. The sessions were co-facilitated by people with a disability.

The Disability Services Planning Committee increased its focus on improving the provision of information and services to people with disabilities. Key examples being the development of a special access day for deaf and hearing impaired students to the SPIN! contemporary music exhibition at the Western Australian Museum and the Department partnering new research into investigating ways to develop multimedia displays that are more accessible in museums and galleries.

2004–2005

During 2004–2005, the Department continued to deliver services within the framework of the Disability Services Plan, achieving key outcomes.

As part of the 2004–2005 capital works program, improvements in access to venues and facilities continued to be implemented at the Department’s cultural venues. The Department finalised design and consultation for the Stage 3 access improvements for the Arts House venue, which incorporated lift access to the Blue Room Theatre. Refurbishment to the Subiaco Arts Centre was also planned to incorporate lift access to the theatre, rehearsal room and office spaces.

The Disability Services Planning Committee continued its focus on improving the provision of information and services to people with disabilities, with the Department continuing to investigate new ways to develop multimedia displays that were more accessible in museums and galleries.

The Department continued to support the inclusion and participation of people who have a disability or impairment in decision–making processes by conducting all community consultations at accessible venues and with the inclusion of two customer representatives on the Department’s Disability Services Planning Committee.

2005–2006

Progress was made during 2005–2006 in implementing strategies to support the six desired outcomes of the Disability Access and Inclusion Plan framework. Initiatives that addressed the six outcomes are outlined below.

1. Access for people with disabilities to services and events

Information about the Department’s functions and services is written in clear and concise language and is available in alternative formats.

Where an admission fee is charged for access to the Portfolio Organisation venues — such as for general access to the Swan Bells and Maritime Museum or for special events at the Art Gallery of WA or the WA Museum — the companion of a visitor with a disability is admitted free of charge, except in the case of functions managed by external parties.

2. Disability access to buildings and other facilities

Subiaco Arts Centre and Arts House at the Cultural Centre now meet access requirements with the installation of universal access lifts as part of the redevelopments. The Subiaco Arts Centre BOCS Ticketing counter now includes a universal access desk.

3. Information provided in an appropriate format

Information is available in alternate formats upon request such as large print and audio cassette.

4. People with disabilities receive the same level and quality of service from staff

The Portfolio EEO and Diversity Management Plan 2007–2009 was developed by a reference group comprising of representatives from the Department and all Portfolio Organisations. The plan includes initiatives to maintain disability awareness training for all staff and to improve employment access and outcomes for people with disabilities. These initiatives will be implemented during the 2007–2009 time frame of the plan.

The Department provides disability awareness training to customer service officers and other staff as required, so services are delivered by staff who are aware of and understand the needs of people with disabilities. This type of training will be included as a component in future induction sessions for new employees.

5. Opportunity to make complaints

The Department’s complaints process was reviewed during 2005–06 which resulted in improvements to the internal management of complaints.

The Department provides clear and concise information on its website on how customers can participate in grievance mechanisms.

Complaints from any person, or their advocate, are fully investigated and the outcome is conveyed to them in an accessible format.

6. Opportunity to participate in public consultations.

Public consultations are advertised widely and conducted in accessible venues.

Two representatives with disabilities from the community participate as members of the Department’s Disability Services Planning Committee.

Appendix 3: Disability Services Planning Committee Members

Organisation Position Title Phone Number

Department of Culture and the Arts – Human Resources (Chair)

Director Human Resources 9224 7437

Department of Culture and the Arts – Human Resources (Executive Officer)

Project Officer 9224 7432

Department of Culture and the Arts – Corporate Affairs

Senior Corporate Affairs Officer 9224 7448

Department of Culture and the Arts - Development and Strategy Directorate

Senior Project Officer Partnerships - Disability Access and Inclusion

9224 7422

Department of Culture and the Arts – Development and Strategy Directorate

Senior Project Officer - Projects 9224 7474

Department of Culture and the Arts – Finance

Finance Business Manager 9224 7387

Department of Culture and the Arts – Information Services

Desktop Support Officer 9427 3629

Department of Culture and the Arts – Organisational Performance

Manager Corporate Information 9224 7348

Department of Culture and the Arts – Property Development and Management

Property Analyst 9224 7451

Art Gallery of Western Australia Educator 9492 6641

Perth Theatre Trust Manager Contracts 9224 7367

ScreenWest Executive Assistant 9224 7353

State Library of Western Australia Team Leader - Accessions 9427 3254

Western Australian Museum Senior Project Officer 9212 3806

Disability Services Commission Principle Officer - Community Access and Information Branch

9426 9301

Disability and the Arts, Disadvantage and the Arts [DADAA]

Manager Regional and Strategic Development

9430 6616

Pam Barras Customer Representative

Anne Oliver Customer Representative

Appendix 4: EEO and Diversity Management Plan 2010-2012

Culture and Arts Portfolio

Equal Employment Opportunity (EEO) and Diversity Management Plan 2010-2012

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e 1

–

Th

e

or

ga

nis

ati

on

val

ue

s

eq

uit

y

an

d

div

ersi

ty

an

d is

fre

e

fro

m

ra

cia

l

an

d

sex

ual

ha

ras

sm

en

t............

.......

.......

.......

.......

.......

..1

8

4.2

Ou

tc

o

m

e 2

–

Th

e

wo

rkp

lac

e

e

m

plo

ym

en

t

pr

ac

tic

es

ar

e

fre

e

fro

m

all

for

ms

of

bi

as

or

dis

cri

mi

na

tio

n....

.......

.......

.......

.......

.......

.......

.......

.......

19

4.3

Ou

tc

o

m

e 3

–

W

ork

pr

ac

tic

es

ar

e

in

pl

ac

e

to

su

pp

ort

an

d

ac

hie

ve

div

ersi

ty

an

d

eq

ual

ity

of

e

m

plo

ym

en

t

op

po

rtu

nit

y....

.......

.......

...2

0

4.4

O

ut

co

m

e 4 –

Co

m

mu

nic

ati

on,

ev

alu

ati

on,

rev

ie

w

an

d

a

m

en

d

m

en

t…..

.......

.......

.......

.......

.......

.......

.......

.......

.......

.......

.......

.......

.......

.......

.......

.......

.......

..2

1

Co

nt

ents

1.1

Sta

te

m

en

t

of

Co

m

mit

m

ent

The

Direc

tor

Gen

eral

and

Chief

Exec

utive

Offic

ers of

the

Portf

olio

Orga

nisati

ons

are

plea

sed

to

pres

ent

the

Equa

l

Empl

oym

ent

Opp

ortun

ity

(EEO

)

and

Diver

sity

Man

age

ment

Plan

2010-

2012.

The

Cultu

re

and

the

Arts

Portf

olio is

com

mitte

d to

deve

lopin

g an

equit

able

and

diver

se

work

force

whic

h is

repre

sent

ative

of

the

West

ern

Austr

alian

com

muni

ty at

all

level

s of

empl

oym

ent

and

ena

bles

empl

oyee

s to

com

bine

work

and

famil

y

resp

onsib

ilities.

The

EEO

and

Diver

sity

Man

age

ment

Plan

2010-

2012

has

bee

n

prep

ared

by a

refer

ence

grou

p

conv

ene

d

and

chair

ed

by

Hum

an

Reso

urce

s,

with

repre

sent

ative

s

from

eac

h of

the

Portf

olio

Orga

nisati

ons

and

the

Dep

artm

ent.

The

Portfoli

o

provide

s a

great

variety

of

services

to the

diverse

Wester

n

Australi

an

commu

nity. In

order

to be

respons

ive to

the

diverse

needs

of the

commu

nity,

the

Portfoli

o must

attract

and

harness

the

differen

t skills,

perspe

ctives

and

experie

nce

that

exist in

all

section

s of the

commu

nity.

This Plan

provides

quantifiab

le

objectives

,

strategies

and

initiatives

to

achieve

the

Portfolio’s

commitm

ent to

equal

employm

ent

opportuni

ty. We as

CEO’s are

committe

d to

achieving

a

workforce

that is free

from

sexual

and racial

harassme

nt and

employm

ent

practices

that are

free from

bias and

do not

discrimina

te

unlawfully

against

employee

s or

potential

employee

s. It also

provides

for

employm

ent

programs

and

practices

that

recognise

and

includes

strategies

for the

Portfolio

to

achieve

workforce

diversity.

The

Portf

olio

valu

es

EEO

and

Diver

sity.

The

Direc

tor

Gen

eral

and

Chief

Exec

utive

Offic

ers

have

mad

e a

com

mitm

ent

to

the

obje

ctive

s

and

impl

eme

ntati

on of

the

strat

egies

cont

aine

d in

this

Plan.

Thi

s

Pl

an

is

en

do

rse

d

by

th

e

Dir

ec

tor

G

en

er

al

an

d

th

e

fol

lo

wi

ng

C

hi

ef

Ex

ec

uti

ve

Of

fic

ers

of

th

e

Po

rtf

oli

o

Or

ga

nis

ati

on

s:

All

an

ah

Lu

ca

s

Dir

ec

tor

G

en

er

al

D

ep

art

m

en

t

of

C

ult

ur

e

an

d

th

e

Ar

ts

M

ar

ga

ret

All

en

C

hi

ef

Ex

ec

uti

ve

Of

fic

er

St

at

e

Lib

rar

y

of

W

es

ter

n

Au

str

ali

a

Di

an

a

Jo

ne

s

A/

C

hi

ef

Ex

ec

uti

ve

Of

fic

er

W

es

ter

n

Au

str

ali

an

M

us

eu

m

Ia

n

Bo

ot

h

C

hi

ef

Ex

ec

uti

ve

Sc

re

en

W

es

t

St

ef

an

o

C

ar

bo

ni

Dir

ec

tor

Ar

t

G

all

er

y

of

W

es

ter

n

Au

str

ali

a

Al

an

Fe

rris

G

en

er

al

M

an

ag

er

Pe

rth

Th

ea

tre

Tru

st

Se

cti

on

O

ne

–

Int

ro

du

ction

1.2

De

fini

tio

ns

Th

e

C

ult

ur

e

an

d

th

e

Ar

ts

Po

rtf

oli

o

a

do

pt

s

th

e

fol

lo

wi

ng

de

fini

tio

ns

as

pr

es

cri

be

d

by

th

e

Of

fic

e

of

Eq

ua

l

E

m

pl

oy

m

en

t

O

pp

ort

un

ity.

Pe

op

le

fro

m

cu

ltu

ral

ly

di

ve

rse

ba

ck

gr

ou

nds

Peop

le

born

in

coun

tries

other

than

thos

e

cate

goris

ed

by

the

Austr

alian

Bure

au of

Statis

tics

as

Main

Engli

sh

Spea

king

(MES

)

coun

tries

(i.e.

Austr

alia,

Unite

d

King

dom,

Irela

nd,

New

Zeal

and,

Sout

h

Afric

a,

Can

ada

and

Unite

d

State

s of

Ame

rica).

In

di

ge

no

us

Au

str

ali

ans

Perso

ns of

Abori

ginal

and

Torre

s

Strait

Islan

der

desc

ent

who

ident

ify as

Abori

ginal

or

Torre

s

Strait

Islan

der

peo

ple

and

are

acc

epte

d as

such

by

the

com

muni

ty in

whic

h

they

live.

Pe

op

le

wit

h

Dis

ab

iliti

es

(P

W

D)

Peop

le

with

Disa

bilitie

s: This

inclu

des

anyo

ne

with

an

ong

oing

disa

bility

who

has

an

empl

oym

ent

restri

ction

due

to

their

disa

bility

and

requi

res

any

of

the

follo

wing

:

. restriction in

the type of work they

can do;

. modified

hours of work or time

schedules;

. adaptations

to the workplace or

work area;

. specialised

equipment;

. extra time for

mobility or for some

tasks; and

. ongoing

assistance or

supervision to carry

out their duties.

M

at

ur

e

W

or

kers

E

m

pl

oy

ee

s

ag

ed

ov

er

45

ye

ar

s.

Yo

un

g

pe

ople

E

m

pl

oy

ee

s

ag

ed

les

s

th

an

25

ye

ar

s.

PVOT

The

Portfoli

o

Visionar

y

Outco

mes

Team

(PVOT)

meets

formall

y every

second

month

to

consid

er

strategi

c

cross-p

ortfolio

busines

s.

Memb

ership

include

s the

Directo

r

Genera

l, Chief

Executi

ve

Officers

of the

Portfoli

o

Organis

ations,

the

Directo

r State

Record

s Office

and

the

Executi

ve

Directo

rs of the

Depart

ment of

Culture

and

the

Arts.

1.3

Po

rtf

oli

o

wi

de

Sig

nifi

ca

nt

Ac

hie

ve

m

ents

The

Cultu

re

and

the

Arts

Portf

olio

have

a

stron

g

repre

sent

ation

of

wom

en in

man

age

ment

. Five

out

of

the

nine

PVO

T

mem

bers

are

wom

en.

In

the

last

few

years

, the

Cultu

re

and

the

Arts

Portf

olio

Orga

nisati

ons

have

mad

e

signifi

cant

prog

ress

in

achi

evin

g the

initiat

ives

outli

ned

in

the

EEO

Equit

y

and

Diver

sity

Man

age

ment

Plan

2007-

2009.

Thes

e

have

inclu

ded:

. An equity and diversity value

statement included in recruitment

material and posted on websites;

. Equity and diversity

accountability and responsibilities in

relevant Job Description Forms;

. Flexible work practices where

appropriate are promoted in job

adverts;

. Flexible working practices are

supported: 30% of the Portfolio’s

workforce are employed part time;

. Career opportunities for

young people were promoted at a

university Careers Fair;

. An increased use of

advertising on seek.com to attract

people from diverse backgrounds;

. A Recruitment Manual was

developed and training provided to

Managers that included information

on recruiting people from diverse

backgrounds;

. The Portfolio Code of

Conduct was reviewed and includes

information on EEO, discrimination

and sexual and racial harassment -

compulsory training was provided to

all staff;

. 65% of the Portfolio workforce

is women, 56% of which are in Level 7

or above positions;

. 53% of participants in the

2007-08 Portfolio Leadership

Development Program were women;

and

. Equity and diversity

information is provided at the Portfolio

Induction Program.

1.4

Str

at

eg

ic

Co

nt

ext

A workplace

that

integrates

equity and

diversity into

everyday

business

practices will

create an

environment

that benefits

all

employees,

follows best

practice in

human

resource

manageme

nt and

complies

with

requirement

s of the

Equal

Opportunity

Act 1984

(WA) (Part

9).

Incorporatin

g diversity

manageme

nt principles

into practice

will be

achieved in

part by

attracting

and

retaining

quality

people with

diverse

background

s and

experiences.

Our

achievemen

ts will be

measured

by the

extent to

which EEO

and Diversity

objectives

are met by

the Portfolio.

Workfor

ce

diversit

y in the

Culture

and

the Arts

Portfoli

o

enable

s an

exchan

ge of

ideas,

perspe

ctives

and

stories

to

enrich

culture

and

the arts

services

to the

diverse

Wester

n

Australi

an

commu

nity.

The arts

sector

allows

people

to

celebra

te and

promot

e

diversit

y in a

way no

other

industry

can

match.

Strat

egic

chan

ge

as a

mea

ns of

achi

evin

g

equit

y

and

diver

sity

chall

enge

s a

hom

oge

nous

appr

oac

h to

addr

essin

g

differ

ence

and

ineq

uality

and

reco

gnize

s

that

differ

ent

situat

ions

and

varie

ty in

nee

ds

requi

re

differ

ent

strat

egies

to

prod

uce

subst

antiv

e

chan

ge1.

1 Frenc

h,

E, ‘T

he

im

por

tan

ce of

str

ategic

ch

ange

in

achie

vin

g eq

uit

y in

divers

ity

’ (20

05)

14 Str

ate

gic Ch

an

ge 35-

44.

2 Ibid

3 Austr

ali

a. Th

e

Austr

ali

an Ce

ntr

e for

Int

ernati

on

al Bu

sin

ess for

the

Depar

tm

ent of

Im

migra

tio

n an

d

Multi

cul

tural

an

d Ind

ige

nous

Af

fairs,

Diver

sit

y Ma

na

geme

nt:

The

Bi

g Pic

tur

e (M

elb

ourne:

Un

iversit

y

of Me

lbo

urne,

20

01).

4 Th

om

as, D

A,

‘Diver

sit

y as

Str

ategy’

(20

04) 82:

9

Harva

rd

Busin

ess

Revie

w 98-

10

8

5 Ibi

d

6 Id

7 As at

30

June 2009;

Indige

nous Austral

ians,

People with

Disabil

ities and

Culturally

Divers

e inform

ation is

based on self

reporte

d inform

ation

8 Bas

ed on

the

proport

ion of

the

Stat

e’s

pop

ulation

age

d 16 to

64

9 As at 30

June

2009;

Indige

nous

Australians,

People

with Disabil

ities

and Cultur

ally

Diverse

inform

ation is based

on self

reported

inform

ation

10 Based

on

the pro

port

ion of

the

Stat

e’s

pop

ulation

age

d 16 to

64

11 As at 30

June

2009;

Indige

nous

Australians,

People

with Disabil

ities

and Cultur

ally Divers

e

information is

based

on self reporte

d

information

12 Based

on

the pro

port

ion of

the

Stat

e’s

pop

ulation

age

d 16 to

64

13 As at 30

June

2009;

Indige

nous

Australians,

People

with Disabil

ities

and Cultur

ally Divers

e

information is

based

on self reporte

d

information

14 Based

on

the pro

port

ion of

the

Stat

e’s

pop

ulation

age

d 16 to

64

15 As at 30

June

2009;

Indige

nous

Australians,

People

with Disabil

ities

and Cultur

ally Divers

e

information is

based

on self reporte

d

information

16 Based

on

the pro

port

ion of

the

Stat

e’s

pop

ulation

age

d 16 to

64

17 As at 30

June

2009;

Indige

nous

Australians,

People

with Disabil

ities

and Cultur

ally Divers

e

information is

based

on self reporte

d

information

18 Based

on

the pro

port

ion of

the

Stat

e’s

pop

ulation

age

d 16 to

64

19 Calculat

ed as an average

of

2003-09 data;

where

this fell below

the

distribution

objectiv

e for 2010,

the

objective was

maintai

ned

Increasing

employee

diversity will

translate

into

strategic

advantage

through the

developme

nt of a

committed

and

motivated

workforce.2

Organisation

s that

embrace

diversity

have

discovered

the intrinsic

value of this

initiative to

their

business

through

improved

performanc

e, problem

solving,

innovation

and

creativity.

However

having a

diverse

workforce

does not in

itself create

these

benefits.

Organisation

s need to

effectively

manage

diversity and

maintain a

commitment

to ensure

that unique

skills,

perspectives

and

knowledge

are

supported

and

channeled

to produce

optimum

results.3

Four key

factors to

implemen

ting any

successful

strategic

change

initiative:

strong

support

from

organisati

on

leaders,

an

employee

base that

is fully

engaged

with the

initiative,

manage

ment

practices

that are

integrate

d and

aligned

with the

effort,

and a

strong

business

case for

action.4

Workforce

diversity is

the

bridge

between

the

workplac

e and the

marketpla

ce, and

greater

diversity

can help

a business

attract a

more

diverse

customer

set.5

Accou

ntability

for

results is

just as

critical

in

diversit

y

manag

ement

as it is

for all

organiz

ational

busines

s goals.

Sustaini

ng

chang

e

requires

that

diversit

y

becom

es an

integrat

ed part

of an

organis

ation’s

manag

ement

practic

es.

Equity

and

diversit

y best

practic

e

ensures

that

managi

ng

diversit

y is a

core

compe

tency

used to

assess

manag

er’s

perfor

mance,

and is

include

d in

manda

tory

training

.6

Effec

tive

equit

y

and

diver

sity

man

age

ment

requi

res

strat

egic

chan

ge

that

invol

ves

anal

ysis

of

speci

fic

cont

extu

al

issue

s as

well

as

mea

ningf

ul

chan

ges

to

our

struc

tures

and

syste

ms in

order

to

furth

er

embr

ace

differ

ence

,

inno

vatio

n

and

crea

tivity

in

our

work

force

and

work

plac

e.

1.5

Str

at

eg

ic

Ali

gn

m

ent

This

Plan

reco

gnise

s

strat

egies

and

initiat

ives

relat

ed

to

equit

y

and

diver

sity

that

are

cont

aine

d in

the

follo

wing

Portf

olio

proje

cts

and/

or

strat

egic

plans

:

.

Policy

Framework

for

Substantive

Equality; .

Disability

Access and

Inclusion

Plan; and .

Recruitment,

Selection

and

Appointmen

t Manual.

1.6

Po

rtf

oli

o

Pri

ori

ty

Ar

eas

Th

e

Po

rtf

oli

o

pri

ori

ty

ar

ea

s

ar

e

ba

se

d

on

cu

rre

nt

re

pr

es

en

tat

io

n

an

d

dis

tri

bu

tio

n

of

th

e

Eq

ua

l

E

m

pl

oy

m

en

t

O

pp

ort

un

ity

(E

E

O)

gr

ou

ps.

The

Cultu

re

and

the

Arts

Portf

olio

equit

y

and

diver

sity

priori

ty for

the

next

three

years

will

be

to

incre

ase

work

force

diver

sity

by

incre

asing

the

num

ber

of

Indig

enou

s

Austr

alian

s,

Youn

g

Peop

le

and

Peop

le

with

Disa

bilitie

s.

Th

e

Po

rtf

oli

o

wil

l

co

nti

nu

e

its

co

m

mi

tm

en

t

in

th

e

fol

lo

wi

ng

ar

ea

s:

.

Maintaini

ng an

equitable

distributio

n in

manage

ment tiers

2 and 3;

and .

Monitor

the

represent

ation and

distributio

n of

people

from

culturally

diverse

backgrou

nds.

1.7

Rol

e

of

th

e

Po

rtf

oli

o

Eq

uit

y

an

d

Di

ve

rsit

y

Re

fer

en

ce

Gr

oup

The

purp

ose

of

the

refer

ence

grou

p is

to

provi

de

repre

sent

ation

,

strat

egic

plan

ning

and

cons

ultati

on to

ena

ble

the

deve

lopm

ent

of

the

Portf

olio

EEO

Man

age

ment

Plan.

Th

e

Eq

uit

y

an

d

Di

ve

rsit

y

Re

fer

en

ce

Gr

ou

p

co

nsi

sts

of

re

pr

es

en

tat

iv

es

fro

m

ea

ch

of

th

e

Po

rtf

oli

o

Or

ga

nis

ati

on

s.

The

Refer

ence

grou

p

mem

bers

provi

de

lead

ershi

p in

their

Portf

olio

Orga

nisati

on

by

advo

catin

g,

prom

oting

and

cons

ultin

g on

issue

s

relati

ng to

equit

y

and

diver

sity.

The

Refer

ence

Grou

p

conv

ene

d on

three

occ

asion

s

over

a

two

mont

h

perio

d,

with

repre

sent

ative

s

cons

ultin

g

withi

n

their

Portf

olio

Orga

nisati

on.

Thi

s

Pl

an

ac

kn

o

wl

ed

ge

s

th

e

co

m

mi

tm

en

t

an

d

co

ntr

ib

uti

on

s

m

a

de

by

all

th

e

re

pr

es

en

tat

iv

es.

1.8

Ev

al

ua

tion

Th

e

Pl

an

wil

l

be

re

vi

e

w

ed

on

an

an

nu

al

ba

sis

in

lin

e

wi

th

th

e

an

nu

al

re

po

rti

ng

re

qu

ire

m

en

ts

of

th

e

Po

rtf

oli

o.

Hu

m

an

Re

so

ur

ce

s

wil

l

pr

ov

id

e

6

m

on

thl

y

re

po

rts

to

PV

OT

,

w

hi

ch

wil

l

in

cl

ud

e

th

e

Po

rtf

oli

o’

s

pe

rfo

rm

an

ce

ag

ai

nst

th

e

ob

je

cti

ve

s.

Hu

m

an

Re

so

ur

ce

s

wil

l

als

o

co

nv

en

e

th

e

Re

fer

en

ce

Gr

ou

p

tw

ic

e

a

ye

ar

to

dis

cu

ss

th

e

pr

og

res

s

of

th

e

im

pl

e

m

en

tat

io

n

of

th

e

pl

an

.

Se

cti

on

Tw

o –

Cu

ltu

re

an

d

th

e

Art

s

Po

rtf

olio

The

Cultu

re

and

the

Arts

Portf

olio

incor

pora

tes

the

Dep

artm

ent

of

Cultu

re

and

the

Arts

and

inclu

des

the

statu

tory

auth

oritie

s of

the

Art

Gall

ery

of

West

ern

Austr

alia,

Perth

Thea

tre

Trust,

Scre

enW

est,

State

Libra

ry of

West

ern

Austr

alia

and

the

West

ern

Austr

alian

Muse

um.

This

secti

on

highli

ghts

the

diver

sity

of

the

Cultu

re

and

the

Arts

Portf

olio

and

reco

gnise

s the

indivi

dual

Portf

olio

Orga

nisati

on

priori

ties

and

initiat

ives.

Art

G

all

er

y

of

W

est

er

n

Au

str

alia

The Art

Gallery of

Western

Australia

houses

the State

Art

Collection

, which

includes

one of the

world’s

finest

collection

s of

Indigenou

s art, the

pre-emine

nt

collection

of

Western

Australian

art and

design, as

well as

Australian

and

internatio

nal art

and

design.

Through

the

Collection

, our

associate

d

programs,

and

stimulatin

g

exhibitions

the

Gallery

offers

visitors

unique

and

exciting

experienc

es of

historic

and

contemp

orary

Australian

artists,

and bring

the art of

the world

to

Western

Australia.

De

pa

rt

m

en

t

of

Cu

ltu

re

an

d

th

e

Art

s

The

Departme

nt of

Culture

and the

Arts is the

State

Governm

ent

agency

responsibl

e for arts

and

culture in

Western

Australia.

The

Departme

nt is

comprise

d of three

directorat

es:

Develop

ment and

Strategy

Directorat

e,

General

Operation

s and the

State

Records

Office

(SRO). The

SRO

oversees

the State

Records

Act and is

responsibl

e for

managin

g,

preserving

and

providing

access to

the State's

records.

Additional

ly, the

SRO

delivers

records

manage

ment and

archival

services

to State

Governm

ent, Local

Governm

ent and

the

general

public.

Pe

rth

Th

ea

tre

Trust

The

Perth

Theatre

Trust

(PTT)

maximi

zes the

effectiv

eness

of the

perfor

ming

arts

resourc

es

under

its

control

to

enhanc

e the

cultural

life of

Wester

n

Australi

ans.

The PTT

manag

es and

provide

s high

quality

venues

and

services

to

maximi

ze the

cultural

and

public

use of

these

venues.

The PTT

also

provide

s an

efficien

t

ticketin

g and

informa

tion

service

through

BOCS

Ticketin

g.

Sc

re

en

West

Sc

re

en

W

es

t

fos

ter

s

th

e

gr

o

wt

h

in

cu

ltu

ral

dis

tin

cti

ve

ne

ss,

in

no

va

tio

n

an

d

in

cr

ea

se

d

su

st

ai

na

bili

ty

in

th

e

W

es

ter

n

Au

str

ali

an

scr

ee

n

in

du

str

y.

St

at

e

Lib

rar

y

of

W

est

er

n

Au

str

alia

http://www.artgallery.wa.gov.au/exhibitions/state-art-collection.asp




http://www.artgallery.wa.gov.au/exhibitions/current.asp



The

State

Libra

ry of

West

ern

Austr

alia

enric

hes

the

lives

of

West

ern

Austr

alian

s by

ena

bling

acc

ess

to

reso

urce

s for

infor

mati

on,

learn

ing,

enter

prise

and

recre

ation

; and

by

colle

cting

and

pres

ervin

g our

socia

l and

doc

ume

ntary

herit

age

for

curre

nt

and

futur

e

gene

ratio

ns.

W

est

er

n

Au

str

ali

an

M

us

eum

The

Wester

n

Australi

an

Museu

m’s

purpos

e is to

investig

ate,

docum

ent

and

showca

se the

enormo

us

wealth

and

diversit

y of

Wester

n

Australi

a’s

natural

and

social

history,

and to

enrich

the

cultural

life of

Wester

n

Australi

ans by

offering

a

multipli

city of

authorit

ative

views

on the

state’s

unique

stories –

its land,

history,

people

and

role in

the

region.

Art

G

all

er

y

of

W

est

er

n

Au

str

alia

Th

e

Di

ve

rsit

y

of

th

e

Art

G

all

ery

The

follo

wing

statis

tics

repre

sents

the

equit

y

and

diver

sity

of

the

Art

Gall

ery’s

work

force

:

Ar

t

G

all

er

y

of

W

A7

C

o

m

m

un

ity

Re

pr

es

en

tat

io

n8

(%

)

(%

)

W

o

m

en

in

M

an

ag

e

m

en

t –

Tie

r 2

50

.0

50

.0

Wom

en in

Man

age

ment

– Tier

3

75.0

Indig

enou

s

Austr

alian

s

5.4

3.0

Pe

op

le

wi

th

Dis

ab

iliti

es

1.

8

3.

7

C

ult

ur

all

y

di

ve

rse

8.

9

16

.4

Yo

un

g

pe

op

le

1.

3

14

.1

M

at

ur

e

w

or

ke

rs

51

.3

n/

a

Sig

nifi

ca

nt

Ac

hi

ev

e

m

ents

The Art Gallery

endeavors to

manage staff

equitably and

link employee

performance

and

development

to the Gallery’s

needs. The

Art Gallery

aims to grow in

professional

reputation and

be recognized

for leadership,

expertise and

innovation in

all fields of

endeavour.

Initiatives

undertaken to

achieve these

aims have

included:

Esta

blish

ment

of a

spon

sore

d

Indig

enou

s

Cura

torial

Inter

nship

over

3

years

;

Stud

ent

prac

ticu

m

prog

ram

in

conj

uncti

on

with

local

and

inter

natio

nal

univ

ersiti

es;

Special

educati

onal

progra

ms in

conjun

ction

with

various

cultural

commu

nities

and

employ

ing

memb

ers of

these

commu

nities;

and

Awar

d-wi

nnin

g

edu

catio

nal

prog

rams

for

peo

ple

with

disa

bilitie

s,

provi

ded

by

peo

ple

with

disa

bilitie

s.

Ke

y

Pri

ori

tie

s

In

addit

ion

to

the

Cultu

re

and

the

Arts’

Portf

olio

priori

ties,

the

Art

Gall

ery’s

key

priori

ties

are

to:

.

Increase

workforce

diversity at

all levels by

increasing

improved

succession

planning

and staff

developme

nt to support

career

developme

nt.

Ke

y

Init

iat

iv

es

In

addi

tion

to

the

Cultu

re

and

the

Arts

Portf

olio

initiat

ives,

the

Art

Gall

ery’s

key

initiat

ives

are

to:

. Retain

sponsorship in

order to

continue

Indigenous

Curatorial

Internship

program; and .

Identify

positions

providing

opportunities

to increase

representation

from young

people.

Th

e

Di

ve

rsit

y

of

th

e

De

pa

rt

m

en

t

of

Cu

ltu

re

an

d

th

e

Arts

The

follo

wing

statis

tics

repre

sents

the

equit

y

and

diver

sity

of

the

Dep

artm

ent

of

Cultu

re

and

the

Arts

work

force

:

D

ep

art

m

en

t

of

C

o

m

m

un

ity

C

ult

ur

e

an

d

th

e

Ar

ts9

Re

pr

es

en

tat

io

n10

(%

)

(%

)

W

o

m

en

in

M

an

ag

e

m

en

t –

Tie

r 2

50

.0

50

.0

Wom

en in

Man

age

ment

– Tier

3

11.1

Indig

enou

s

Austr

alian

s

1.8

3.0

Pe

op

le

wi

th

Dis

ab

iliti

es

0.

9

3.

7

C

ult

ur

all

y

di

ve

rse

13

.5

16

.4

Yo

un

g

pe

op

le

6.

5

14

.1

M

at

ur

e

w

or

ke

rs

38

.4

n/

a

Sig

nifi

ca

nt

Ac

hi

ev

e

m

ents

Between

2007 –

2009 The

Departme

nt of

Culture

and the

Arts

progresse

d with the

initiatives

of the

2007 –

2009

Equity

and

Diversity

Plan.

Strategies

implemen

ted as a

result of

the

previous

plan

included:

. Equity

and diversity

considerations

were included in

the DCA

Recruitment

Manual and

training provided

to Managers;

. A

Leadership

Development

Program was run

in 2007-08 for staff

in Levels 6 to 8, of

which 53% of

participants were

women;

. Collecting equity and

diversity information on new and

existing employees;

. Providing diversity and

EEO information on the Intranet

and to new employees in the

induction process;

. Portfolio Code of

Conduct was reviewed and

includes sections on EO and

diversity, discrimination,

harassment and sexual

harassment for which all staff

attended training;

. Attendance at a

university Careers Fair to

promote career opportunities to

youth; and

. Implementing a school

based traineeship program in

2007-08 which provided

placements to high school

students.

Ke

y

Pri

ori

ties

In

addit

ion

to

the

Cultu

re

and

the

Arts

Portf

olio

priori

ties,

the

Dep

artm

ent

of

Cultu

re

and

the

Arts’

key

priori

ties

are

to:

.

Increase

workforce

diversity by

increasing

the number

of

Indigenous

Australians

and People

with

Disabilities;

and .

Improve the

distribution

of People

with

Disabilities.

Ke

y

Init

iat

ives

The

Depart

ment of

Culture

and

the Arts

will

contrib

ute to

the

implem

entatio

n of

portfoli

o-wide

objecti

ves as

well as

put into

effect

organis

ation

based

initiativ

es.

These

include

:

.

Partnering with a

Disability

Recruitment

Agency; .

Developing a

portfolio-wide

retention and

support program

for Indigenous

staff; and .

Improving the

quality of the

Equity and

Diversity data

recording and

reporting.

De

pa

rt

me

nt

of

Cu

ltu

re

an

d

th

e

Ar

ts

Th

e

Di

ve

rsit

y

of

th

e

Pe

rth

Th

ea

tre

Trust

The

follo

wing

statis

tics

repre

sent

the

equit

y

and

diver

sity

of

Perth

Thea

tre

Trust’

s

work

force

:

Pe

rth

Th

ea

tre

Tru

st1

1 C

o

m

m

un

ity

Re

pr

es

en

tat

io

n12

(%

)

(%

)

W

o

m

en

in

M

an

ag

e

m

en

t –

Tie

r 2

50

.0

50

.0

Wom

en in

Man

age

ment

– Tier

3

100.0

Indig

enou

s

Austr

alian

s

0

3.0

Pe

op

le

wi

th

Dis

ab

iliti

es

0

3.

7

C

ult

ur

all

y

di

ve

rse

10

16

.4

Yo

un

g

pe

op

le

3.

6

14

.1

M

at

ur

e

w

or

ke

rs

60

.7

n/

a

*Ther

e are

curre

ntly

no

Perth

Thea

tre

Trust

empl

oyee

s

that

self-r

epor

t as

Indig

enou

s

Austr

alian

s.

Sig

nifi

ca

nt

Ac

hi

ev

e

m

ents

The

Perth

Theatre

Trust

(PTT)

currentl

y has a

strong

represe

ntation

of

women

in the

workfor

ce,

and

flexible

working

arrang

ements

are

support

ed at

all

levels

of the

organis

ation:

62% of

staff

are

part

time.

Additio

nally,

PTT

update

d and

monitor

ed its

Disabilit

y

Access

and

Inclusio

n Plan

for 2006

– 2011,

which

include

s an

outco

me

ensurin

g that

people

with

disabiliti

es have

the

same

opport

unities

when

seeki

ng

empl

oym

ent

with

the

Trust.

Also

as

part

of

this

plan,

a

univ

ersall

y

acc

essibl

e

toilet

was

instal

led

at

the

Perth

Con

cert

Hall.

Ke

y

Pri

ori

tie

s

In

addi

tion

to

the

Cultu

re

and

the

Arts’

Portf

olio

priori

ties,

PTT’s

key

priori

ties

are

to:

.

Increase

workforce

diversity by

looking at

the

employmen

t

opportunitie

s for People

with

Disabilities

and

Indigenous

Australians.

Ke

y

Init

iat

iv

es

PTT will

contrib

ute to

the

implem

entatio

n of

portfoli

o-wide

objecti

ves as

well as

put into

effect

organis

ation

based

initiativ

es.

These

include

:

. Participate as a

member on the Equity

and Diversity Reference

Group to plan and

monitor outcomes and

to champion EEO

strategies;

. Maintain support

for flexible working

arrangements;

. Improve the

quality of diversity data

by ensuring the Equity

and Diversity survey is

promoted to all PTT staff;

and

. Ensure

employees from diverse

backgrounds are

considered for internal

development and

training opportunities.

Pe

rth

Th

ea

tre

Trust

Th

e

Di

ve

rsit

y

of

Sc

re

en

West

The

follo

wing

statis

tics

repre

sents

the

equit

y

and

diver

sity

of

Scre

enW

est’s

work

force

:

Sc

re

en

W

es

t13

C

o

m

m

un

ity

Re

pr

es

en

tat

io

n14

(%

)

(%

)

W

o

m

en

in

M

an

ag

e

m

en

t –

Tie

r 2

60

.0

50

.0

Wom

en in

Man

age

ment

– Tier

3 0

Indig

enou

s

Austr

alian

s

0

3.0

Pe

op

le

wi

th

Dis

ab

iliti

es

6.

7

3.

7

C

ult

ur

all

y

di

ve

rse

6.

7

16

.4

Yo

un

g

pe

op

le

11

.1

14

.1

M

at

ur

e

w

or

ke

rs

33

.3

n/

a

Sig

nifi

ca

nt

Ac

hi

ev

e

m

ents

Screen

West is

commit

ted to

develo

ping an

equita

ble and

diverse

workfor

ce. The

followin

g lists

signific

ant

achiev

ements

in

equity

and

diversit

y:

. Created

a Level 5

Indigenous

Project Officer

(Section 50d)

position; .

Indigenous

representation at

Board level;

. Women

represent 81% of

the ScreenWest

workforce; and

. 60%

representation of

women in

management tier

2.

Ke

y

Pri

ori

tie

s

In

addit

ion

to

the

Cultu

re

and

the

Arts’

Portf

olio

priori

ties,

Scre

enW

est’s

key

priori

ties

are

to:

.

Increase

workforce

diversity by

increasing

the number

of people

from

culturally

diverse

background

s and young

people.

Ke

y

Init

iat

ives

Screen

West

will

contrib

ute to

the

implem

entatio

n of

portfoli

o-wide

objecti

ves as

well as

put into

effect

organis

ation

based

initiativ

es.

These

include

:

. Participate as a

member of the Equity

and Diversity Reference

Group to plan, monitor

outcomes and to

champion EEO

strategies;

. Simplify selection

criteria and duty

statements to ensure that

they are written in plain

English and recognize

the value of diverse

experience and

perspectives; and

. Promote career

opportunities for young

people, including entry

level attraction

strategies.

Sc

re

en

West

Th

e

Di

ve

rsit

y

of

th

e

St

at

e

Lib

rar

y

of

W

est

er

n

Au

str

ali

a

The

follo

wing

statis

tics

repre

sents

the

equit

y

and

diver

sity

of

State

Libra

ry’s

work

force

:

St

at

e

Lib

rar

y

of

W

A1

5 C

o

m

m

un

ity

Re

pr

es

en

tat

io

n16

(%

)

(%

)

W

o

m

en

in

M

an

ag

e

m

en

t –

Tie

r 2

50

.0

50

.0

Wom

en in

Man

age

ment

– Tier

3

57.1

Indig

enou

s

Austr

alian

s

1.9

3.0

Pe

op

le

wi

th

Dis

ab

iliti

es

2.

4

3.

7

C

ult

ur

all

y

di

ve

rse

19

.0

16

.4

Yo

un

g

pe

op

le

5.

9

14

.1

M

at

ur

e

w

or

ke

rs

48

.1

n/

a

Sig

nifi

ca

nt

Ac

hi

ev

e

m

ents

The

State

Library

of

Wester

n

Australi

a

values

the

importa

nce of

having

a

varied

and

well

skilled

staff at

all

levels

to best

fulfil

strategi

c

directio

n

outco

mes.

Achiev

ements

have

include

d:

. Actively supporting part time and flexible work arrangements at all levels of the

organisation to address future workforce requirements;

. Strong representation of women in management. Women are encouraged and

supported to attend professional and leadership training;

. A Graduate Program was developed and implemented as an opportunity for

graduates to participate in a structured, developmental program consisting of work

placements, training and development

opportunities. A number of the graduates were offered positions at the Library upon

completion of the program; and

. Offering work based placements for high school, TAFE, and university students giving

an introduction to libraries and library professions, and the opportunity to participate in

service delivery throughout the organisation.

Key

Priorities

In

addi

tion

to

the

Cultu

re

and

the

Arts

Portf

olio

priori

ties,

the

State

Libra

ry’s

key

priori

ty is

to:

.

Increase

workforce

diversity

by

increasing

the

number

of

Indigenou

s

Australian

s and

Young

People.

Ke

y

Init

iat

iv

es

The

State

Library

of

Wester

n

Australi

a will

contrib

ute to

the

implem

entatio

n of

portfoli

o-wide

objecti

ves as

well as

put into

effect

organis

ation

based

initiativ

es.

These

include

:

Promot

e

libraries

as a

career

choice

to

Indigen

ous

youth

and

highligh

t the

types

of work

they

can do

in

libraries

for their

own

commu

nities;

Dev

elop

Indig

enou

s

prog

rams

whic

h will

prom

ote

inter

est

and

provi

de

opp

ortun

ities

for

Indig

enou

s

empl

oym

ent;

and

Re-e

stabli

sh

the

Grad

uate

prog

ram

to

provi

de

opp

ortun

ities

for

youn

g

grad

uate

s.

St

at

e

Lib

rar

y

of

W

est

er

n

Au

str

alia

Th

e

Di

ve

rsit

y

of

th

e

W

est

er

n

Au

str

ali

an

M

us

eum

The

follo

wing

statis

tics

repre

sents

the

equit

y

and

diver

sity

of

the

West

ern

Austr

alian

Muse

um’s

work

force

:

W

A

M

us

eu

m1

7 C

o

m

m

un

ity

Re

pr

es

en

tat

io

n18

(%

)

(%

)

W

o

m

en

in

M

an

ag

e

m

en

t –

Tie

r 2

16

.7

50

.0

Wom

en in

Man

age

ment

– Tier

3

55.6

Indig

enou

s

Austr

alian

s

0.7

3.0

Pe

op

le

wi

th

Dis

ab

iliti

es

0.

0

3.

7

C

ult

ur

all

y

di

ve

rse

16

.8

16

.4

Yo

un

g

pe

op

le

1.

7

14

.1

M

at

ur

e

w

or

ke

rs

69

.8

n/

a

Sig

nifi

ca

nt

Ac

hi

ev

e

m

ents

The WA

Museu

m has

reache

d many

signific

ant

achiev

ements

in the

areas

of

training

,

trainee

ships

and

work

experie

nce.

These

have

include

d:

. Educational

programs for high school

students provided by the

Museum’s Education

section;

. Disability

awareness training

provided to staff;

. Indigenous and

youth work experience

program;

. Post Graduate

Student Practicum

program in conjunction

with local universities;

and

. Utilising research

grants to employ recent

graduates as part of

workforce planning

strategies.

Ke

y

Pri

ori

tie

s

In

addi

tion

to

the

Cultu

re

and

the

Arts

Portf

olio

priori

ties,

the

WA

Muse

um’s

key

priori

ties

are

to:

.

Increase

workforce

diversity

by

employin

g people

with

disabilities

,

Indigenou

s

Australian

s and

young

people.

Ke

y

Init

iat

ives

The

Wester

n

Australi

an

Museu

m will

contrib

ute to

the

implem

entatio

n of

portfoli

o-wide

objecti

ves as

well as

put into

effect

organis

ation

based

initiativ

es.

These

include

:

. Place recruitment

advertisements in diverse

media where appropriate;

. Use innovative

recruitment practices to

employ diverse staff;

. Investigate the

creation of 50D Visitor

Services Officer positions;

. Encourage part

time work options for

mature workers to facilitate

succession planning; and

. Develop a

recruitment strategy to

support the recruitment of

a diverse staff.

W

est

er

n

Au

str

ali

an

M

us

eum

Se

cti

on

Thr

ee

–

Th

e

Po

rtf

oli

o

W

or

kf

orce

3.1

Th

e

Po

rtf

oli

o

W

or

kf

orce

The

Cultu

re

and

the

Arts

Portf

olio

has

often

perf

orms

abov

e the

publi

c

sect

or

obje

ctive

s in

the

area

s of

wom

en in

man

age

ment

,

peo

ple

with

disa

bilitie

s

and

peo

ple

from

cultu

rally

diver

se

back

grou

nds.

Th

e

C

ult

ur

e

an

d

th

e

Ar

ts

Po

rtf

oli

o

is

co

m

pri

se

d

of

e

m

pl

oy

ee

s

fro

m

49

na

tio

na

liti

es

an

d

w

ho

sp

ea

k

23

dif

fer

en

t

la

ng

ua

ge

s.

Employ

ees

receive

an

option

al and

confide

ntial

EEO

survey

upon

comm

encem

ent

and

further

encour

ageme

nt to

comple

te the

survey

is

provide

d at

the

Portfoli

o

Inducti

on. The

Depart

ment

currentl

y holds

equity

and

diversit

y

informa

tion on

approxi

mately

430

staff (as

of 30

June

2009).

As

per

the

Portf

olio

key

priori

ties,

area

s of

impr

ove

ment

are

the

repre

sent

ation

of

Indig

enou

s

Austr

alian

s,

youn

g

peo

ple

and

peo

ple

with

disa

bilitie

s.

The

Portfolio is

required

to

consider

both

communit

y

represent

ation and

agency-s

pecific

(Portfolio)

objectives

for 2010

and 2012.

The Office

of Equal

Employm

ent

Opportuni

ty

recomme

nds that

where

diversity

groups

have a

higher

level of

represent

ation in

client

communit

ies than

exists in

the

general

communit

y,

agencies

will strive

to

achieve

levels of

represent

ation

appropria

te to the

client

profile

that is

above

the

communit

y

represent

ation.

The

Equity

and

Diversit

y

Referen

ce

Group

met to

determi

ne the

Portfoli

o

Objecti

ves for

2010

and

2012.

Repres

entatio

n

objecti

ves

were

maintai

ned at

the

current

rate for

2010

due to

lack of

foresee

able

recruit

ment

actions

within

the

2009-20

10

period.

This is

as a

result of

State

Govern

ment

efficien

cy

progra

ms

introdu

ced

sector-

wide in

2008.

Objecti

ves for

2012

were

set to

match

the

commu

nity

represe

ntation

with

the

excepti

on of

young

people,

whereb

y the

objecti

ve is set

below

commu

nity

represe

ntation.

This is

due to

a

realistic

analysis

of the

organis

ation’s

capaci

ty to

implem

ent

strategi

es to

attract

enough

youth

into the

organis

ation

and

the

number

of entry

level

position

s

availab

le.

3.2

Po

rtf

oli

o

O

bj

ec

tives

Re

pr

es

en

tat

io

n

Dis

tri

bu

tio

n

(E

qu

ity

In

dex)

3.3

St

ati

stics

To

de

ve

lo

p

ou

r

w

or

kf

or

ce

pr

ofi

le,

w

e

ne

ed

to

lo

ok

at

bo

th

re

pr

es

en

tat

io

n

an

d

dis

tri

bu

tio

n

of

di

ve

rsit

y

gr

ou

p

m

e

m

be

rs

in

th

e

Po

rtf

oli

o.

Re

pr

es

en

tat

io

n

is

th

e

pe

rc

en

ta

ge

of

th

e

rel

ev

an

t

di

ve

rsit

y

gr

ou

p

wit

hin

th

e

tot

al

sa

m

pl

e

siz

e

of

e

m

pl

oy

ee

s.

Dis

tri

bu

tio

n

is

th

e

spr

ea

d

of

a

di

ve

rsit

y

gr

ou

p

ac

ros

s

all

cl

as

sifi

ca

tio

n

lev

els

.

The

Equit

y

Inde

x is a

mea

sure

of

‘com

pressi

on’ –

the

exte

nt to

whic

h a

give

n

diver

sity

grou

p is

prim

arily

foun

d to

be at

the

lower

classi

ficati

on

levels

. If

the

distri

butio

n for

the

diver

sity

grou

p is

the

sam

e as

for all

empl

oyee

s in

the

Portf

olio,

then

the

equit

y

index

is

100.

D

i

v

e

r

s

i

t

y

G

r

o

u

p

2

0

0

7

(

%

)

2

0

0

8

(

%

)

2

0

0

9

(

%

)

C

o

m

m

u

n

i

t

y

R

e

p

r

e

s

e

n

t

a

t

i

o

n

2

0

0

9

2

0

1

0

P

o

r

t

f

o

l

i

o

O

b

j

e

c

t

i

v

e

2

0

1

2

P

o

r

t

f

o

l

i

o

O

b

j

e

c

t

i

v

e

W

o

m

e

n

I

n

M

a

n

a

g

e

m

e

n

t

5

0

.

0

5

7

.

4

4

1

.

9

5

0

.

0

%

4

1

.

9

%

5

0

.

0

%

I

n

d

i

g

e

n

o

u

s

2

.

1

1

.

9

1

.

6

3

.

0

%

1

.

6

%

3

.

0

%

Diversity Group

2

0

0

7

2

0

0

8

2

0

0

9

2

0

1

0

P

o

r

t

f

o

l

i

o

O

b

j

e

c

t

i

v

e

2

0

1

2

P

o

r

t

f

o

l

i

o

O

b

j

e

c

t

i

v

e1

9

Women 7

8

.

7

7

9

.

3

8

1

.

0

8

1

.

0

8

1

.

0

Indigenous Australians 1

8

8

.

5

6

3

.

3

4

9

.

2

4

9

.

2

4

9

.

2

People With Disabilities 6

1

.

3

5

1

.

7

4

6

.

9

4

6

.

9

6

9

.

4

Culturally Diverse 6

4

.

7

7

3

.

0

7

2

.

3

7

2

.

3

8

0

.

8

An

inde

x of

less

than

100

indic

ates

that

staff

from

a

diver

sity

grou

p are

more

likely

to

be

conc

entra

ted,

or

com

press

ed,

at

the

lowe

r

level

s of

the

orga

nisati

on.

An

in

de

x

of

m

or

e

th

an

10

0

m

ea

ns

th

at

th

e

st

aff

fro

m

th

e

di

ve

rsit

y

gr

ou

p

ar

e

m

or

e

lik

el

y

to

be

fo

un

d

at

th

e

hi

gh

er

le

ve

ls

of

th

e

or

ga

nis

ati

on

.

Sa

m

pl

e

Rates

Over

the

years

,

data

on

empl

oyee

s has

been

colle

cted

. The

Hum

an

Reso

urces

area

of

the

Portf

olio

curre

ntly

holds

confi

denti

al

equit

y

and

diver

sity

infor

mati

on

on

appr

oxim

ately

430

staff

(as

of 30

June

2009)

.

Sa

m

pl

e

Size

Whil

e

data

on

gen

der

and

age

are

com

pulso

ry

empl

oyee

infor

mati

on,

repo

rting

of

Indig

enou

s

statu

s,

disa

bility

or

cultu

ral

diver

sity is

throu

gh

self-i

denti

ficati

on.

Som

e

peo

ple

may

not

choo

se to

ident

ify

them

selve

s as

mem

bers

of a

parti

cular

diver

sity

grou

p.

Sensi

tivity

to

the

priva

cy

and

confi

denti

ality

of

peo

ple

provi

ding

their

equit

y

and

diver

sity

infor

mati

on is

stron

gly

main

taine

d.

Th

e

tot

al

sa

m

pl

e

siz

e

is

th

e

tot

al

Po

rtf

oli

o

w

or

kf

or

ce

;

83

1

e

m

pl

oy

ee

s

as

of

Ju

ne

20

09

.

Re

sp

on

sib

le

for

Im

pl

e

m

en

tat

ion

Un

les

s

ot

he

rwi

se

st

at

ed

,

th

e

po

siti

on

wi

thi

n

ea

ch

Po

rtf

oli

o

Or

ga

nis

ati

on

res

po

nsi

bl

e

for

im

pl

e

m

en

tin

g

init

iat

iv

es

is

as

fol

lo

ws

:

Ar

t

G

all

er

y

of

W

A

D

ep

ut

y

Dir

ec

tor

C

O

O

D

C

A

–

D

ev

el

op

m

en

t

an

d

Str

at

eg

y

Dir

ec

tor

at

e

D

ep

ut

y

Dir

ec

tor

G

en

er

al

D

C

A

–

G

en

er

al

O

pe

rat

io

ns

Ex

ec

uti

ve

Dir

ec

tor

D

C

A

–

St

at

e

Re

co

rd

s

Of

fic

e

Dir

ec

tor

Pe

rth

Th

ea

tre

Tru

st

G

en

er

al

M

an

ag

er

Sc

re

en

W

es

t

C

or

po

rat

e

Se

rvi

ce

s

Dir

ec

tor

St

at

e

Lib

rar

y

of

W

A

M

an

ag

er

Po

lic

y

an

d

Re

se

ar

ch

W

A

M

us

eu

m

Dir

ec

tor

Str

at

eg

ic

Pl

an

ni

ng

Po

lic

y

O

ut

co

m

e 1

Th

e

or

ga

nis

ati

on

va

lu

es

eq

uit

y

an

d

di

ve

rsit

y

an

d

is

fre

e

fro

m

ra

ci

al

an

d

se

xu

al

ha

ra

ss

m

en

t

Se

cti

on

Fo

ur

–

Th

e

Plan

Initiative R

e

s

p

o

n

s

i

b

l

e

f

o

r

I

m

p

l

e

m

e

n

t

a

t

i

o

n

T

i

m

e

f

r

a

m

e

M

e

a

s

u

r

e

m

e

n

t

R

e

q

u

i

r

e

s

N

e

w

R

e

s

o

u

r

c

e

s

1.1 Reporting on

diversity outcomes is

included in public

documentation such

as Portfolio agency

annual reports via

agency websites

A

l

l

P

o

r

t

f

o

l

i

o

O

r

g

a

n

i

s

a

t

i

o

n

s

A

n

n

u

a

l

R

e

p

o

r

t

2

0

1

0

,

2

0

1

1

,

2

0

1

2

.

R

e

p

o

r

t

s

i

n

c

l

u

d

e

i

n

f

o

r

m

a

t

i

o

n

o

n

d

i

v

e

r

s

O

ut

co

m

e 2

W

or

kp

la

ce

s

ar

e

fre

e

fro

m

e

m

pl

oy

m

en

t

pr

ac

tic

es

th

at

ar

e

bi

as

ed

or

dis

cri

mi

na

te

un

la

wf

ull

y

ag

ai

nst

e

m

pl

oy

ee

s

or

po

te

nti

al

e

m

pl

oy

ee

s

I

n

i

t

i

a

t

i

v

e

R

e

s

p

o

n

s

i

b

l

e

f

o

r

I

m

p

l

e

m

e

n

t

a

t

i

o

n

T

i

m

e

f

r

a

m

e

M

e

a

s

u

r

e

m

e

n

t

R

e

q

u

i

r

e

s

N

e

w

R

e

s

o

u

r

c

e

s

2

.

1

A

c

o

p

y

o

f

t

h

e

C

o

d

e

o

f

C

o

n

d

u

c

t

i

s

p

r

D

C

A

–

G

O

o

n

l

y

(

R

e

c

r

u

i

t

m

e

n

t

-

S

h

a

r

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Appendix 5: Findings from Public Consultation 2007

Arts, Disability and Access – Let’s Talk Consultation

Monday 2 April 2007

10am – 12pm at the Western Australian Museum

Issues for Artists, Space:

. Availability to accessible arts spaces for visual and performing artists to practice, develop, have residencies and perform / exhibit.

. Residential Studio options would be more appropriate than City or Fremantle

. Studio leases to be flexible, to be leased or provided in short-term slots (less than 6 months) to accommodate issues regarding health and changes in circumstances.

. Accessible backstage, dressing rooms, toilets and performance areas for performing artists

. To look at the accessibility of short-term artist in residency programs – allow flexibility

. To explore the possibility of an Artist in Residency program with the Disability Services Commission

Issues for Artists, Materials:

. Access to financial support to purchase materials

. Access to various support to transport, lift/manoeuvre, purchase materials (may be funding or may be buddy, Pas, equipment)

Issues for Artists, Funding and others:

. Parental support and childcare costs to be taken into consideration

. Parking and transport; including more ACROD bays, bigger bays for accessible buses and taxis

. Grants programs; very difficult to interpret, very difficult to know what’s out there (if anything) unless you are securely visible and accessing other arts services and involved in membership organisations (i.e. artsource)

. Funding specific for ‘Disability Arts’ as an artform

Issues for all, attitudes and perceptions – education and awareness raising within the wider community for people with disabilities

. More programs on the value of people with disabilities as artists (linked to ‘Disability Arts’ as an artform), audiences, consumers and participators in everyday activities

. More promotion of the Disability Arts scene and more support to this artform from the wider community

. Reducing assumptions

. Ensuring that arts are for everyone and not just ‘high arts’ – promoting an inclusive arts sector

. Staff response to needs – individual contact, how they get their needs across. A checklist of questions that could be asked that are not so personal as to be prying but would cover enough bases and give staff enough information about who is coming through and what requirements they have.

. People’s perception that a physical disability such as requiring a walking frame implies an intellectual disability as well.

Venues:

. Often accessing a venue (just getting there, parking, going inside and getting a seat) is such an issue that it detracts for the overall arts experience

. Greater access to heritage listed buildings, exploration of modifications or using building differently.

. Consideration of noise barriers; some of which may come from noise generating art works, large crowds or group visits. These can cause great anxiety for some people with disabilities

. The use of checklists for access when planning events

. Ensuring that arts venues are promoting their accessible features, venues, events.

. Accessible Toilets: well trained staff to ensure support to access and give directions to accessible toilets. Ensuring they are large enough for turning space, heavy doors, self close functions. Provision of unisex (universally) accessible toilets

. DCA housing stocks to be developed into creative, accessible spaces. Creating ‘creative places’, areas to rest, be inspired, create work, find information, ‘safe places’.

Programming:

. Modified performances

. Support of people with disabilities in the planning and administration of arts programs (ie festivals or working with arts venues’ Program Managers)

. Support for Disability Arts as an artform

. To consider programming free events

. Booking Processes: To provide staff training and systems that allow and prompt staff to seek information on access requirements from people booking. To ensure basic information on parking and accessible toilets is provided to all who book tickets either verbally and / or in booking confirmation

. Funding to support the attendance of people with disabilities, their carers, family and friends at arts events

. Intergovernmental communication and development of programs that support arts and disability – eg work with housing and/or building and infrastructure

. Artists to be involved in the creation of art work that is programmed, being involved in creative processes and being valued

Information and promotion:

. Promoting arts as being for everyone

. Promoting arts to everyone

. Promoting arts events through disability organisations, local government, DSC

. Ensuring that arts events that are accessible are well promoted to the disability sector and to everyone, ensure programs and flyers include access information / symbols, promote the companion card scheme if it’s being used – may affect booking processes.

. Providing a printed calendar of events that is accessible and promoted through the disability sector. This should give priority to the promotion of universally accessible events. To include all arts and cultural events including local activities. Created and promoted through DCA

. Public awareness of disability and disability culture / disability arts by the DCA

. Promote events at other arts events

. Promote available DSC subsidies for membership to arts organisations, attendance at events etc

. Promoting events through text messages and websites

. Ensuring information is sent out in text format – easier to read that Word or PDFs

Consultation

. Very difficult to find out about arts consultation, usually find out by varied and obscure means

. Need better networks for promoting arts and cultural consultation – don’t always go to people at the top. Should target people working with people with disabilities directly.

. Consultation to go up in State Library noticeboard and other public noticeboards

. To explore the link with the Disability Services Commission Arts Steering Committee – for DCA to have a representative on this committee

Employment

. Employment packs very complex

. Need to promote staff support more

. Need to provide more staff at events and activities to support the needs of people with disabilities. Would be good to have staff that can supervise groups while carers go to toilets or assist with person with an access issue.

. Level 1 public sector recruitment test to be examined – DSC may have support in regard to this.

. Voice applications

. Online applications

. Greater training for arts staff; creating awareness of positive contributions, diversity, practical access issues, barriers to inclusion, communication and customer service

Grants and Funding:

. Grants to support access requirements at performances and events

. Grants for Artists (see Artists sections)

. Use of technology in grants application processes

. Grants for technology

. Working interdepartmentally to provide support for particular access costs (new communications)

Wednesday 4 April 2007

2pm – 4pm at the Subiaco Arts Centre

Issues for Artists, Employment:

. Support for people to access employment as artists or administrators within the arts sector

. Raise training and awareness of co-workers of the benefits, value and contributions people with disabilities can have to your organisations

. Organisations to provide support for an individual’s development – more staffing, training, materials and equipment, and extra help with lifting and moving art work.

. Flexibility in the workplace from arts organisations

. Mentoring within the workplace

. Developing an Artists Co-op; DCA to support the development of a network or Co-op of Artists with Disabilities so they can create work and not focus on the management / funding aspect.

. Links to employment agencies

. Links with Disability Employment Networks

Grants, funding and payment of grants:

. Grants programs; very difficult to understand, very difficult to know what’s out there (if anything) and difficult to find advice specific to the needs of people with disabilities

. Access to grants process – difficulties – trying to find out where to get grants to develop program in outer metro area for adults for drama, music – lots done by DADAA for the elderly and for children but not for adults with disabilities. Not a lot of information in the outer metro areas (eg in council offices, libraries).

. There needs to be one person that takes ownership of access and ensuring information is provided to the disability sector, one main contact who is skilled at access and can support people with disabilities through grants processes

. Grants that do not cut into income support programs for people with disabilities – DCA to work with Centrelink to ensure the best outcome for the grant recipient.

. Greater access to regional grants for accessible / disability related grants. Better access to grants officers in the regions, officers to return calls. Grants to improve access regionally

Issues for all, attitudes and perceptions – education and awareness raising within the wider community for people with disabilities

. More disability awareness programs that educate local arts organisations and/or smaller organisations that have contact with a lot of first time arts participants with disabilities.

. More education on inclusive work practices for arts organisations i.e. using volunteers, working with carers, mentoring roles for Artists with Disabilities

. Greater work with local government on community awareness and improving accessible local services.

. Education for front of house staff

. Appropriate usher behaviour. Turnover commensurate with carer turnover. Training occurring with DSC “getting it right” video.

Venues:

. Wheelchair access for larger electronic wheelchairs, larger wheel users to be asked to do walk throughs of venues pre-opening. To have consultation.

. Stop use of ‘back doors’ for people with disabilities

. Ensure adequate turning circles in spaces and toilets. Maximum building standards rather than minimum especially regarding turning circles.

. Use of drive-through drive ways is much better

. Improved stage access to His Majesty’s Theatre for electronic wheelchairs

. Monitor glare and reflections – ensure doors have clear strips to ensure that glass can be identified.

. Ensure sight is clear in all accessible seating areas

Programming:

. More art specifically for disability audiences – but open to everyone – extra support given to artists with disabilities to run exhibitions

. Programming by organisation other than DADAA

. Local libraries were identified as a safe environment where people can become comfortable with regularity and structure. Librarians set up a program that looked at support for customers on a specific day of the week for people with disabilities, sometimes even putting aside a special space or perhaps there could be a certain day when an access officer was present to support people at arts exhibitions, performances, events – an ‘access day’ and this was promoted.

. Special tours

. People with disabilities on a pension have trouble paying for carer to attend events – praise for companion card. Wider use of Companion Card and promoting it

. Programs combining arts groups of people with disabilities with mainstream organisations – inclusive models

. More audio description. Art Gallery applying for a grant to provide audio descriptions (through podcasting).

. To work with ACROD and local councils to improve access to arts and cultural services and programs

Information and promotion:

. Greater promotion of arts activities created by artists with disabilities and promoted within the disability sector

. Not enough good information for people with disabilities

Complaints Procedures:

. Rather than complaints procedure: recommendations. Should look at ideas, suggestions to improve the service rather than negative complaints – may be things that are easy to implement that have not been thought of.

Appendix 6: Tabulated Findings from Consultation

Question

How do you best describe yourself? Select the best description or fill in the Ot

When was the last time you used one of the Department’s services? Funding applic

When was the last time you used one of the Department’s services? Seeking employ

When was the last time you used one of the Department’s services? Customer servi

When was the last time you used one of the Department’s services? Website or pri

When was the last time you used one of the Department’s services? Venues a) Les

How could the Department improve public consultation, complaint mechanisms and d

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