- Published by:
- Department of Transport and Planning
- Date:
- 9 July 2025
This Strategy outlines our strategic and integrated approach to building a skilled, diverse, and thriving First Peoples workforce across all areas of the Transport and Planning Portfolio.
We are committed to creating a workplace that respects our First
Peoples employees’ culture, knowledge, and values, and are supported with their career aspirations to not only succeed but thrive.
Introduction
The Strategy is reinforced and underpinned by our Transport and Planning Portfolio Aboriginal Self Determination Plan 2020-2023 (The Plan) and our commitment to working closely with the First Peoples Victorian community to drive action and improve outcomes.
Whilst we have made some good inroads to date, we acknowledge there is still significant work ahead of us. In developing this Strategy, we deepen our commitment to delivering on this important work.
As a large Transport and Planning Portfolio, we are well placed to provide a diverse range of career opportunities across the state and contribute to greater First Peoples economic participation through employment outcomes.
We will build and strengthen First Peoples representation across all areas and levels of the Transport and Planning Portfolio by building a strong employee value proposition, growing our talent pipeline through pathways programs and direct recruitment, developing targeted professional development programs, and creating a safe and inclusive workplace.
In turn, we will be better placed to achieve the realisation of our Aboriginal Self Determination Plan ensuring that our services, policies, and programs result in better outcomes and meet the local needs and aspirations of Victorian First Peoples communities.
This important work will require greater Transport and Planning Portfolio collaboration and a stronger focus on delivery and accountability. How we implement this Strategy portfolio-wide may vary; however, our commitment and investment in ensuring its absolute success is shared and enduring.
The Transport and Planning Portfolio and its agencies are all at different starting points. For some, this work is already underway while for others, they are in the early stages of this work. As we embark on this journey, it will be important that we continue to listen, reflect, and share our valuable learnings across the Transport and Planning Portfolio.
By working together, we will leverage the Transport and Planning Portfolio to maximise outcomes for First Peoples Victorians.
Language Statement
Language
We recognise the diversity of First Peoples living throughout Victoria. While the terms ‘Koorie’ or ‘Koori’ are commonly used by First Peoples of southeast Australia, we have used the term First Peoples in this plan to include all people of Aboriginal and/or Torres Strait Islander descent who are living in Victoria.
The use of the words ‘our’ and ‘we’ throughout this document refers to the Transport and Planning Portfolio, including the Department of Transport and Planning (DTP) and its agencies and authorities, and the Major Transport Infrastructure Authority (MTIA) and its agencies and projects.
The term ‘songlines’ is used throughout this document in reference to the traditional trade routes and ceremonial paths used by the First Peoples of Victoria, on which much of the Victorian transport network now also sits.
Acronyms
FPSRG First Peoples Staff Reference Group
FPSN First Peoples Staff Network
DTP Department of Transport and Planning
MTIA Major Transport Infrastructure Authority
SDRF Self Determination Reform Framework
VAAF Victorian First Peoples Affairs Framework
VPSC Victorian Public Sector Commission
Overview of the Transport and Planning Portfolio
Transport and planning overview
Effective 1 January 2023, the Victorian Government announced both its new Ministry and a series of Machinery of Government (MoG) changes to various Victorian Government Departments.
One of the MoG changes announced is that the Department of Transport (DoT) became the Department of Transport and Planning (DTP), bringing together DoT and the land use, building and heritage and planning functions of Department of Environment, Land, Water and Planning (DELWP).
DTP’s establishment centralises planning, land use, precinct and policy functions within a single department as part of an integrated approach to place-based development, delivery and community outcomes.
We don’t plan or operate our road, tram, or rail systems separately – we run a transport network.
The DTP gives us a singular, integrated focus on tackling the big issues, planning for the future, and for partnering with others to address a range of issues.
We ensure that transport agencies and operators work towards a common goal of an integrated transport system that contributes to an inclusive, prosperous and environmentally responsible state. We also bring together management of ports, statutory authorities and regulators.
The Department’s operational responsibilities are delivered in strong partnership with State-owned portfolio partners and agencies.
Please refer to the Department's Governance page for further information on the Transport and Planning Portfolio:
https://www.vic.gov.au/department-of-transport-and-planning-governance(opens in a new window)
Strategic Alignment
Victorian First Peoples Affairs Landscape
Victorian First Peoples Affairs Landscape
To support us to deliver on this Strategy, we will incorporate the Victorian Government First Peoples Affairs commitments and policy which recognise the need to invest in practices and initiatives to achieve greater First Peoples employment outcomes across government.
Transport and Planning Portfolio Aboriginal Self Determination Plan 2020-2023
Our Transport and Planning Portfolio Aboriginal Self Determination Plan outlines the Portfolio’s commitment to working in genuine partnership with First Peoples Victorians to maximise benefits from the Victorian Government’s transport investment pipeline towards outcomes for First Peoples communities.
The Plan is the Transport and Planning Portfolio’s Delivery on Self Determination and Reform Framework commitments for Departments to respond to the Victorian Aboriginal Affairs Framework (VAAF).
First Peoples Victorians are critical partners of this Portfolio in managing the planning and delivery of the Victorian Government’s $80 billion transport investment pipeline. This will empower First Peoples Victorians to make decisions about transport issues that matter to them.
People
- Work with First Peoples organisations to build a culturally safe workplace and ensure our workforce has a strong understanding of self determination
- Work with First Peoples staff and community members to develop and implement strategies that attract, recruit and retain First Peoples within the Transport and Planning Portfolio
- Increase the number of First Peoples Victorians on Victorian Government transport boards to embed First Peoples leadership and decision-making across the Transport and Planning Portfolio activities.
Systems
- Ensure transport polices, resources, services and opportunities are culturally safe and accessible to First Peoples Victorians.
- Work with First Peoples stakeholders to design and implement coordinated whole-of-transport approaches to engaging with First Peoples Victorians that enable First Peoples decisions-making, leadership and strategic service provision to be embedded across Transport and Planning Portfolio activities.
- Through the new whole-of-transport and planning model of engagement develop Regional chapters (action plans) at the local level, capturing self-determined activities that leverage the Transport and Planning Portfolio as a whole to deliver on the unique needs and aspirations of Victorian First Peoples communities.
- Extend an invitation to Registered Aboriginal Parties to develop co-designed tailored partnership agreements as a mechanism to support more strategic conversations in relation to delivery of Transport and Planning Portfolio projects and other Traditional Owner priorities.
- Update internal Transport and Planning Portfolio procurement approaches to enable a whole of transport and planning approach to progressing procurement outcomes.
Outcomes
- Trial new pooled, outcomes-based funding models that build the capacity of First Peoples Victorians to lead procurement of services they believe best deliver agreed transport outcomes.
- Ensure Regional chapters and co-designed tailored Registered Aboriginal Party agreements incorporate close links to VAAF goals and outcomes and transport and planning policy and legislative requirement
Accountability
- Establish clear governance arrangement with First Peoples representation to drive delivery and reporting on this plan, including its Regional chapters and co-designed Registered Aboriginal Party agreements
Strategic Alignment
Victorian Aboriginal Affairs Framework
Victorian Aboriginal Affairs Framework
The Victorian Government's approach to First Peoples affairs is guided by the Victorian Aboriginal Affairs Framework 2018-2023 (VAAF). The framework is grounded in the voices, perspectives and priorities of the Victorian First Peoples community and renews the Victorian Government's commitment to self determination.
The VAAF acknowledges the centrality of economic opportunity and prosperity to improving outcomes and the critical element of providing and supporting jobs. We will draw upon its commitment to Goal 9 of “Strong Aboriginal workforce participation, in all sectors and at all levels”
Objectives
National Agreement on Closing the Gap
The Council of Australian Governments (COAG) National Indigenous Reform Agreement commits all governments to several ‘Closing the Gap’ targets through the Victorian Closing the Gap Implementation Plan. Specifically, our Strategy will directly contribute to the following targets by 2031:
Targets
National Land Transport Infrastructure Partnership Agreement, First Peoples employment, and economic participation targets
The Major Transport Infrastructure Authority
The 2.5 per cent First Peoples employment target (total labour hours) for its major projects, including the:
- Level Crossing Removal Project.
- Melbourne Metro Tunnel Project.
- West Gate Tunnel Project.
- North East Link Project.
- Rail Projects Victoria.
Barring Djinang - Victorian Public Sector First Peoples Employment Strategy
This is the First Peoples Employment Strategy for the Victorian Public sector detailing initiatives designed to enhance attraction, recruitment, and retention of First Peoples staff to achieve 2 per cent across the Public Service.
Treaty in Victoria
The State of Victoria will work with Traditional Owners and First Peoples Victorians as equal partners on this journey. It is important for government not to pre-empt what may be in a treaty instead it must listen to the aspirations of Traditional Owners and First Peoples Victorians expressed through the treaty process and work together to deliver a treaty or treaties that will benefit all Victorians. Treaty is an opportunity to recognise and celebrate the unique status, rights, cultures and histories of Traditional Owners and First Peoples Victorians.
The Victorian Government is committed to acknowledging the truth of Victoria’s history and laying the foundations for new, positive relationships between the State, First Peoples Victorians, and non-First Peoples Victorians.
Yoorrook Justice Commission
The Yoorrook Justice Commission is the first formal truth-telling process into historical and ongoing injustices experienced by First Peoples in Victoria. The commission will investigate historical and ongoing injustices committed against First Peoples Victorians since colonisation, by the state and nonstate entities across all areas of social and political life. It will engage First Peoples and Non-First Peoples community to achieve its aims of truth-telling and listening.
Strategic Alignment
DTP Inclusion and Diversity Strategy
We will further draw upon a range of internal workforce diversity and
inclusion commitments including the Department of Transport and Planning Diversity and Inclusion Strategy, Women in Transport Strategy and the Gender Equality Action Plan.
DTP Inclusion and Diversity Strategy
The Transport and Planning Portfolio recognises and values the benefits of a diverse workplace, not only for the individual but for the broader organisation.
Our commitment to inclusion and diversity, informed by the responsibility of the Victorian Public Sector (VPS) departments to adhere to the Victorian Charter of Human Rights is outlined in our DTP Diversity and Inclusion Strategy (2020-2023).
It has been developed to ensure that all people are treated with dignity and respect so that everyone’s contributions and talents are valued. Consistent with our DTP Strategic Plan, (2019-2023), the Strategy conveys our strategic priority areas including First Peoples, recognising the disadvantage and systemic barriers that have historically and continue to be experienced in the workplace.
Women in Transport Strategy
The Strategy aims to shift the dial within the Victorian public transport sector in which women have been significantly underrepresented.
It aims to achieve gender equality by identifying and addressing barriers to the participation of women and all people of diverse gender identities in the sector.
This Strategy considers the differing perspective and needs of women and people of diverse gender identities from diverse backgrounds including First Peoples women.
DTP Gender Equality Action Plan
DTP is committed to gender equality in our workplace and to meeting our commitments as set out in the Gender Equality Act 2020.
Through the Gender Equality Action Plan (GEAP) 2022-2025 DTP is committed to providing an inclusive workplace culture where people are safe, diverse, engaged, valued and high performing.
This has been developed to achieve equality and treat every individual in the same manner, irrespective of requirements and circumstances.
The GEAP recognises that equal treatment of everyone can only promote fairness if everyone starts from the same place, which is traditionally not the case for DTP’s priority groups including First Peoples, LGBTIQ+ people, culturally and linguistically diverse and people with disability.
Our Work to Date
Key Achievements
As the Victorian Government builds a path towards Treaty and continues to support First Peoples self determination, there is significant opportunity across the Transport and Planning Portfolio to create economic outcomes for First Peoples Victorians. The size and footprint of our portfolio places us in a unique position to partner with Traditional Owners and local First Peoples communities, form mutually beneficial relationships, and provide broad and diverse employment opportunities across the state.
The development of our Transport and Planning Portfolio Aboriginal Self Determination Plan (2020-2023), launched in November 2020 has laid important foundations for the development of this Strategy. In January 2023, First Peoples employees comprised of 0.53 per cent of the total head count of the Victorian Transport and Planning Portfolio workforce, including 0.70 per cent of the DTP workforce headcount and 0.40 per cent of the MTIA workforce.
Key achievements across the Transport and Planning Portfolio include:
- Establishing the First Peoples Self Determination and Reform Division
- Development of our Self Determination Framework, including a clear governance structure
- Establishment of our Transport and Planning Portfolio wide First Peoples Staff Network (FPSN)
- Holding our inaugural FPSN Conference in 2022 and again in March 2023
- Establishing a Transport and Planning Portfolio First Peoples Scholarship Program
- Delivering First Peoples Cultural Competency training across the Transport and Planning Portfolio
- Designing innovative recruitment practices including yarning circle interview methods
- Establishing talent pools to support a pipeline of First Peoples talent into the Transport and Planning Portfolio
- Celebrating NAIDOC and Reconciliation Week and other days of significance
Our Vision
Vision
To become an employer of choice for First Peoples people by fostering a culturally safe and inclusive workplace, where our First Peoples employees feel respected and valued and are provided the opportunity to thrive.
Our Commitments
Commitments
The Transport and Planning Portfolio is committed to growing, developing, and retaining a thriving First Peoples workforce and creating a culturally safe workplace where by First Peoples culture and people are valued and nurtured. This Strategy sets out our commitment over the next five years to achieving our vision.
We are committed to:
- Investing in establishing a dedicated First Peoples Careers and Cultural Safety Team
- Achieving a minimum of 2% First Peoples employment and getting more First Peoples representation in leadership roles
- Ensuring metro and regional representation of First Peoples employees
- Higher retention of First Peoples staff
- Building a culturally safe workplace
- Celebrating the cultural contributions First Peoples staff bring to work
- Investing in our First Peoples workforce and providing a suite of professional development programs
We know that the success of this Strategy is dependent on the following critical elements:
- Genuine commitment, leadership, and accountability from our Executive
- Embedded as “core business”
- Alignment with the Transport and Planning Portfolio’s strategic priorities
- Adequately resourced and funded to ensure sustainable change
- Must be built on the principles of self-determination
- First Peoples business is everyone’s business – we all have a role to play
Our Key Priorities
The Employment Careers Strategy contains five focus areas to help achieve our goal:
Goals
- Create a more culturally inclusive attraction and recruitment experience.
- Invest in our First Peoples workforce providing progressive career experiences.
- Build a culturally safe and inclusive workplace.
- Enhance support for First Peoples staff.
- Establish strong governance, central oversight, and accountability.
‘Lead/s’ column guide
FPSDR = DTP First Peoples Self Determination Reform Division
PB&S = DTP People and Business Services Division
P&C = People and Culture units across the Transport and Planning Portfolio
Comms =Internal and external communication units across the Transport and Planning Portfolio
The unit listed first list indicates the primary lead unit for the respective action. The unit/s listed after the first indicate who will support the lead unit for the respective action
Priority Area 1:
Create a more culturally inclusive attraction and recruitment experience.
Through the development of deep and genuine relationships with First Peoples communities, key stakeholders and our FPSN, we will design and implement a more culturally inclusive attraction and recruitment experience. This will include innovative outreach and tailored pathway and recruitment programs. By developing a strong employee value proposition, we will position ourselves as an employer of choice for First Peoples.
Priority Area 2:
Invest in our First Peoples workforce providing progressive career experiences.
We are committed to ensuring our First Peoples employees can thrive through professional development and learning, career mobility Portfolio-wide and support to achieve their leadership potential.
We recognise we will not truly have achieved equity in employment until First Peoples are proportionately represented across all areas and levels of the Transport and Planning Portfolio.
Priority Area 3:
Build a culturally safe and inclusive workplace.
“Cultural safety is an environment which is safe for First Peoples, where there is no assault, challenge or denial of their identity and experience. Cultural safety is about individuals, organisations and systems being aware of the impact of their own culture and cultural values on First Peoples, while creating and maintaining an environment where all people are treated in a culturally respectful manner.”
We are committed to building capability in culturally inclusive leadership practices, to ensure managers and leaders are equipped with the skills to foster a culturally safe and inclusive workplace, where First Peoples employees are valued, respected, and can thrive.
We will achieve this by committing to continuous learning, listening to our First Peoples employees and community partners, growing a deeper understanding of First Peoples, history, and culture, and embedding these learnings in the way we do business, day to day.
Priority Area 4:
Enhance support for First Peoples Staff
We know that critical to the success of the Strategy, is ensuring we invest in and provide adequate resources for our First Peoples employees to feel empowered to succeed with the right level of support and connection.
Priority Area 5:
Establish strong governance,central oversight, and accountability
Integral to the success of the Strategy, will be the genuine commitment, leadership and accountability of our Executive across the Transport and Planning Portfolio. Our governance arrangements will ensure our executive boards and leaders play a primary role in driving strong outcomes.
Across the Portfolio, implementation plans will be developed to accompany the Strategy, to enable practical application, collective ownership, and accountability. The establishment of a dedicated First Peoples Careers and Cultural Safety Team to provide central oversight, coordination and support across the Portfolio will further enable its success.
The establishment of a First Peoples Staff Reference Group and our FPSN are critical voice throughout the life of the Strategy as valued and integral partners to our Portfolio achieving success.