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The Reconciliation Action Plan is a tremendous acheivement for Anglicare WA's journey of reconciliation. We are very proud to be part of such an important part of our culture.
Citation preview
RECONCILIATION ACTION PLAN
2 3
2 3
4
Anglicare WA is committed to a just and fair society in which all people thrive.
Anglicare WA has a vision to be part of that society, as a leading not-for-profit organisation highly regarded by clients, funders and donors. We wish to play an important part in building strong communities and families. We seek to influence policy makers and ensure that institutions and systems are attuned to the needs of all people in our community.
This can only be achieved in a spirit of Reconciliation between Aboriginal and non-Aboriginal Western Australians.
4
Our visiOn fOr recOnciliatiOn
5
We believe Reconciliation will be advanced if we, as individuals and as an organisation:
• acknowledge and respect Aboriginal people as the original custodians of Australia
• strengthen our relationship with Aboriginal people and communities
• recognise and value the importance of Aboriginal Lore, and cultural beliefs, traditions, and ‘ways of doing’
• strive for social justice with Aboriginal people, by improving the delivery of our services and insisting on equity in all aspects of our work and the communities we walk alongside
• use a principle of empowerment in all Anglicare WA programs and activities
5
6
Anglicare WA is a not-for-profit community organisation that works together with people, families and communities to enhance their abilities to cope with the challenges of life and relationships.
We provide services from 35 locations across the state, from as far north as Kununurra to as far south as Albany. We assist more than 35,000 Western Australians every year. Our ultimate aim is that the people we walk alongside can thrive.
Our services fit within three areas:
• Relationships: we work with individuals and families to build resilient relationships
• Housing: we work with people to secure and maintain affordable, stable and appropriate homes
• Financial stress: we work with people in times of financial crisis to deal with their immediate needs and plan for a more sustainable future
We rely on the generous support of the community, governments and the private sector to continue to offer these services.
Our business
7
Responding to Aboriginal LeadershipWe have been working for many years, and particularly since 2002, to change the way we interact with Aboriginal people, improving our responsiveness and ability to reach out and engage. We have tackled the challenge from several directions – structurally, through policy and training, and through a range of strategies.
We have established and maintained key structures to ensure that we can hear, and respond to, Aboriginal leadership.
These include:
• Aboriginal Advisory Structures (advisory groups to the CEO (e.g. Aboriginal Reference Group - made up of external Aboriginal Elders and Aboriginal staff members)
• Aboriginal Staff Forum • A Cultural Security Policy and Plan
Through these structures we have been able to genuinely challenge ourselves to become more effective in working with/walking alongside Aboriginal people, families and communities. This challenge continues, and this/our Reconciliation Action Plan not only allows us to take stock of what we currently do well, but also motivates us to make dramatic improvements into the future.
Our recOnciliatiOn actiOn Plan
8
Anglicare WA continually aspires to listen deeply, with its ears, its eyesand with its heart.
We recognise that corporate statements are not enough. They must translate up-down and sideways to all levels. Aboriginal terms of reference must be interwoven into and embedded in the cultural fabric of Anglicare WA.
Anglicare WA has many local services that are collaborating very effectively with local Aboriginal people in the design, development and delivery of services. This provides a base for us to ensure that, over the next five years, all parts of the organisation can justly claim to be significantly improving their work in Reconciliation , through increased opportunities for Aboriginal people – both as employees and service users; through deep and genuine respect for Aboriginal people, their culture, and their resilience in the face of inter-generational trauma and difficulties; and through ever-improving relationships between Aboriginal and non-Aboriginal staff, consumers and managers.
Making a difference On the grOund
We have challenged ourselves, as an organisation, to move from a deficit model to a strength-based model. Attachment 1 shows a journey that people need to go on from ‘Surviving’ (life is a battle) to ‘Coping’ (getting by) to ‘Building’ (life isn’t bad), to ‘Thriving’ (life is going well, and we are in charge of our own destiny).
This shift is particularly important for Aboriginal people. Helping people survive or cope is not only inadequate, it can be damaging. We commit to walking alongside people throughout their journey, with the goal clear and non-negotiable: thriving.
recOgnising, and building On, strength
9
the PrOcess
The Reconciliation Action Plan will be overseen by the Executive General Manager Operations in conjunction with the Aboriginal Services Consultant and the Reconciliation Committee. The Reconciliation Committee will be made up of staff and/or volunteers across all levels of the organisation, representation across the regions and possible representation externally. Central to the function of this committee will be a coordination role for the Reconciliation Action Plan. Other functions of the Reconciliation Committee will include: promoting the Reconciliation Action Plan amongst staff and teams; encouraging and supporting activities; monitoring and reporting on progress of objectives and actions; and recommending any further actions. The Committee will have secretariat support.
Key to any success will be the capacity to communicate across the organisation. The Reconciliation Committee will be expected to communicate across key organisational structures and mechanisms to ensure its successful implementation (see below).
Reconciliation Committee
Aboriginal Advisory Groups
Staff Groups Staff
members Operations
Group
Aboriginal Staff Forum
Executive
Senior Leadership
Group
10
11
The three key elements of this Reconciliation Action Plan: relationship, respect and opportunity
are like three legs on a stool: take any one of them away and the whole will collapse. Opportunities for Aboriginal people are most effective when they are based on respect and where relationships are marked by trust. Relationship is nothing but a feel-good exercise if it is not backed up by genuine equity and opportunity.
“Anglicare WA does this, not because it’s just a good thing to do but because it’s the right thing to do”, Aboriginal Reference Group member.
In our view, all five of our objectives serve, and are dependent upon, relationship, respect and opportunity. However, some of them relate more particularly to one or two of these elements, and we have indicated this in the following summary of objectives and actions.
Relati
onship Respect Opportunity
relatiOnshiP resPect OPPOrtunity
12
1: aPPrOPriate and effective servicesOur services will be appropriate and effective for Aboriginal people.
i. Build and respond to Aboriginal Leadership in service design, development and deliveryii. Commitment to real change: intensive and long term strategiesiii. Provide and contribute to integrated service provision in local areasiv. Focus on building the capacity of individuals, families and communitiesv. ‘Working in Aboriginal Ways’: Building cultural competence throughout Anglicare WA
2: eMPlOyMentWe will achieve an overall level of 6% Aboriginal staffing by 2016. Aboriginal people will be working in all service areas and at all levels of Anglicare WA. i. Implement and grow a clear, effective Aboriginal Employment Strategyii. Establish a culturally appropriate Employee Assistance Programmeiii. Build the skills and confidence of Aboriginal Staff
ObJectives and actiOnsOur Reconciliation Action Plan focuses on five interrelated objectives,
which are linked to the three elements of Reconciliation.
13
3: OrganisatiOnal cultureWe will have culturally secure working environments for Aboriginal employees, and all other staff.
i. Ensure that culturally appropriate practice becomes part of the fabric of our organisationii. Consistently respect Aboriginal ways of workingiii. Acknowledge past and present injustices and challenges
4: lOcal cOllabOratiOnOur services will have direct, respectful relationships with local Aboriginal communities, and work collaboratively as they build their capacity and self-determination.
i. Accept leadership from local Aboriginal peopleii. Support local enterprise and developmentiii. Establish and consistently practice protocols that demonstrate respect for local Aboriginal people, including Traditional Ownersiv. Build direct and strong relationship between local services and local Aboriginal peoplev. Move towards Aboriginal run services
5: sOcial JusticeWe will be actively supporting Aboriginal staff and partners in their efforts to achieve social justice.
i. Advocate for Social Justice, in partnership with Aboriginal people
14 15
aPPr
OPr
iate
and
eff
ectiv
e se
rvices
OBJ
ECTIV
E 1:
O
ur s
ervi
ces
will
be
appr
opria
te a
nd e
ffect
ive
for A
borig
inal
peo
ple
Rela
tions
hip
Re
spec
t O
ppor
tuni
ty
14 15
8
AC
TION
By
Whe
n W
ho
How
do
we
know
?
1.1.
3
Ma
nage
rs1 w
ill ha
ve c
ultu
ral m
ento
ring
on h
ow to
ma
ke th
eir s
ervi
ces m
ore
effe
ctiv
e fo
r A
bor
igin
al p
eop
le. (
This
men
torin
g m
ay
be
from
Ab
orig
ina
l sta
ff, w
here
thos
e st
aff
are
co
mfo
rtab
le w
ith th
at r
ole)
.
July
201
2
EGM
S &
O
Each
non
-Ab
orig
ina
l ma
nage
r will
have
na
med
at l
east
one
cul
tura
l men
tor,
and
b
e m
aki
ng c
onta
ct o
n a
regu
lar b
asis
. D
ocum
enta
tion
in p
rofe
ssio
nal
dev
elop
men
t pla
ns a
nd p
erfo
rma
nce
revi
ews.
1.2
C
omm
itmen
t to
rea
l cha
nge:
inte
nsiv
e a
nd lo
ng te
rm st
rate
gies
We
reco
gnise
tha
t for
com
ple
x re
aso
ns, t
he jo
urne
y fro
m ‘s
urvi
ving
’ to
‘thr
ivin
g’ (S
ee
Att
ach
men
t 1) i
s a lo
ng o
ne fo
r ma
ny A
bor
igin
al f
am
ilies.
‘Ba
nd-a
id’ s
olut
ions
are
not
en
ough
. W
e w
ill en
sure
tha
t: ü
O
ur se
rvic
es w
ill d
evel
op in
tens
ive,
long
term
, stre
ngth
ba
sed
ap
pro
ach
es, r
ath
er
tha
n cr
isis b
ase
d b
and
-aid
solu
tions
. Thi
s will
be
mon
itore
d b
y ou
r Ad
viso
ry
Stru
ctur
es
July
201
2
EGM
S &
O
Doc
umen
tatio
n in
all
serv
ice
are
a b
usin
ess
pla
ns.
Sta
tem
ent o
n p
rogr
ess i
n A
nnua
l Rep
ort.
Feed
ba
ck fr
om A
bor
igin
al s
taff
foru
m.
Revi
ew b
y A
bor
igin
al A
dvi
sory
Gro
ups a
nd
Ab
orig
ina
l Ser
vice
s Con
sulta
nt.
1.3
Prov
ide
and
con
trib
ute
to in
tegr
ate
d se
rvic
e p
rovi
sion
in lo
cal a
rea
s
Serv
ices
mus
t alw
ays
be
des
igne
d a
nd d
eliv
ered
in a
n in
tegr
ate
d w
ay,
to e
nsur
e th
at
fam
ilies a
nd in
div
idua
ls a
re n
ot fo
rced
to g
o to
a n
umb
er o
f age
ncie
s and
serv
ice
pro
vid
ers t
o ge
t the
ir ne
eds m
et.
We
will
ensu
re th
at o
ur lo
cal s
ervi
ces:
ü
Wor
k in
col
lab
ora
tion
with
loca
l Ab
orig
ina
l org
ani
satio
ns a
nd o
ther
loca
l ser
vice
s to
ens
ure
inte
gra
ted
serv
ice
del
iver
y ü
D
evel
op a
tool
kit t
hat p
rovi
des
loca
l info
rma
tion
and
ad
vice
ü
St
rive
to m
inim
ise th
e nu
mb
er o
f diff
eren
t age
ncy
wor
kers
tha
t any
pa
rticu
lar
fam
ily se
es.
Jan
2012
Ju
ly 2
012
Ong
oing
EGM
S &
O
ASC
EG
M S
& O
Sta
ff in
duc
tion
pro
cess
to in
clud
e in
form
atio
n on
loca
l Ab
orig
ina
l or
gani
satio
ns.
Lists
of l
oca
l Ab
orig
ina
l org
ani
satio
ns th
at
loca
lly b
ase
d se
rvic
es a
re c
olla
bor
atin
g w
ith in
clud
ed in
Ab
orig
ina
l ser
vice
s too
lkit.
Lo
cally
ba
sed
serv
ices
rep
ort a
nnua
lly o
n th
eir e
fforts
to m
inim
ise th
e nu
mb
er o
f se
rvic
e p
rovi
der
s tha
t fa
milie
s mus
t util
ise to
m
eet t
heir
need
s.
Key:
EG
M S
&O
– E
xecu
tive
Gen
era
l Ma
nage
rs S
ervi
ces &
Op
era
tions
A
SC –
Ab
orig
ina
l Ser
vice
s Con
sulta
nt
1 Seni
or L
eade
rshi
p G
roup
and
Exe
cutiv
e m
embe
rs
16 17
9
AC
TION
By
Whe
n W
ho
How
do
we
know
?
1.4
W
orki
ng in
Ab
orig
ina
l Wa
ys: B
uild
ing
cultu
ral c
omp
eten
ce th
roug
hout
Ang
lica
re W
A
W
e a
re c
omm
itted
to e
nsur
ing
tha
t all
sta
ff b
ecom
e m
ore
cultu
rally
com
pet
ent.
See
Att
ach
men
t 2: ‘
Leve
ls of
Cul
tura
l Com
pet
ence
’. Th
is is
ach
ieve
d th
roug
h tra
inin
g,
ongo
ing
dia
logu
e, m
ento
ring,
exp
erie
nce
and
refle
ctio
n.
We
have
dev
elop
ed a
n a
ccre
dite
d, i
nter
nal p
rofe
ssio
nal t
rain
ing
pa
cka
ge: "
Our
Jo
urne
y: T
wo
Wa
y Le
arn
ing”
. W
e w
ill:
ü
Ens
ure
tha
t all s
taff
und
erta
ke th
e tra
inin
g to
ens
ure
cultu
ral a
wa
rene
ss
ü
Tra
in ,
and
req
uire
, ma
nage
rs to
fost
er `O
ur J
ourn
ey: T
wo
Wa
y Le
arn
ing”
' of
wor
king
in th
eir s
ervi
ce a
rea
s ü
Es
tab
lish
a c
ultu
ral m
ento
ring
pro
gra
m fo
r sel
ecte
d n
on-A
bor
igin
al s
taff.
(b
egin
ning
with
thos
e w
hose
wor
k in
volv
es h
igh
cont
act
with
Ab
orig
ina
l peo
ple
) (In
ad
diti
on to
ma
nage
rs, s
ee 1
.1.3
) ü
W
here
pra
ctic
ab
le, h
ost m
onth
ly lu
ncht
ime
foru
ms w
here
sta
ff ca
n re
flect
on
and
re
view
thei
r cul
tura
l pra
ctic
e (f
or a
ll st
aff
who
ha
ve c
omp
lete
d tr
ain
ing)
ü
O
pp
ortu
nitie
s pro
vid
ed fo
r la
ngua
ge tr
ain
ing
for s
taff,
and
pos
sibly
for o
ther
a
genc
ies.
Ong
oing
O
ngoi
ng
July
201
2,
Jan
2012
Ja
n 20
13
EGM
S&
O
EGM
S&
O
EGM
S&
O
Exec
utiv
e EG
M S
&O
On
train
ing
cale
nda
r tw
ice
a y
ear,
and
a
vaila
ble
on
dem
and
. St
aff
com
ple
te tr
ain
ing
with
in si
x m
onth
s of
com
men
cem
ent.
Num
ber
of s
taff
pa
rtici
pa
ting
in c
ultu
ral
men
torin
g
Doc
umen
tatio
n on
cul
tura
l men
torin
g in
p
erfo
rma
nce
ap
pra
isals
Num
ber
of l
unch
time
foru
ms c
ond
ucte
d
Num
ber
of s
taff
pa
rtici
pa
ting
in la
ngua
ge
train
ing
Key:
EG
M S
&O
– E
xecu
tive
Gen
era
l Ma
nage
rs S
ervi
ces &
Op
era
tions
16 17
Rela
tions
hip
Re
spec
t O
ppor
tuni
tyeM
PlOyM
ent
OBJ
ECTIV
E 2:
Em
ploy
men
t of A
borig
inal
sta
ff in
eac
h lo
catio
n w
ill re
flect
, at l
east
, the
pro
porti
on o
f Abo
rigin
al re
siden
ts in
that
loca
l are
a an
d/or
th
e pr
opor
tion
of A
borig
inal
ser
vice
use
rs (w
hich
ever
is g
reat
er)2
Empl
oym
ent o
f mor
e A
borig
inal
staf
f is a
prio
rity
beca
use:
• A
borig
inal
wor
kers
tend
to h
ave
high
er le
vels
of c
ultu
ral c
ompe
tenc
e•
Som
e A
borig
inal
clie
nts r
espo
nd m
ore
posit
ivel
y to
Abo
rigin
al w
orke
rs•
Abo
rigin
al w
orke
rs in
crea
se th
e cu
ltura
l com
pete
nce
of o
ther
wor
kers
, thr
ough
thei
r dai
ly in
tera
ctio
ns a
nd c
onve
rsat
ions
18 19
18 19
Rela
tions
hip
Re
spec
t O
ppor
tuni
ty
12
C
ULTU
RAL
SEC
URITY
O
bjec
tive
3 A
nglic
are
WA
will
hav
e cu
ltura
lly s
ecur
e w
orki
ng e
nviro
nmen
ts fo
r Abo
rigin
al e
mpl
oyee
s, a
nd a
ll ot
her s
taff
Ang
lica
re W
A is
com
mitt
ed to
the
crea
tion
of a
cul
tura
lly se
cure
org
ani
satio
n; a
n or
gani
satio
n th
at m
ake
s Ab
orig
ina
l peo
ple
feel
con
fiden
t ab
out b
eing
resp
ond
ed to
in a
wa
y th
at i
s in
harm
ony
with
thei
r ow
n cu
ltura
l wa
ys.
This
com
mitm
ent i
s led
by
the
Boa
rd a
nd th
e C
EO, a
nd g
uid
ed b
y th
e A
bor
igin
al A
dvi
sory
Gro
ups,
Ab
orig
ina
l Ser
vice
s Con
sulta
nt a
nd th
e A
bor
igin
al
Sta
ff Fo
rum
. Inc
rea
singl
y, th
e Re
conc
iliatio
n C
omm
ittee
will
take
a ro
le in
lea
din
g st
aff
att
itud
es o
n th
is.
A
CTIO
N
By W
hen
Who
Ho
w d
o w
e kn
ow?
3.1
Ensu
re th
at c
ultu
rally
ap
pro
pria
te p
ract
ice
bec
omes
pa
rt of
the
fab
ric o
f our
or
gani
satio
n.
W
e w
ill (in
ad
diti
on to
stra
tegi
es sh
own
und
er O
bje
ctiv
es 1
and
2):
ü
Con
tinue
to w
ork
with
the
Ab
orig
ina
l Sta
ff Fo
rum
and
Rec
onci
liatio
n C
omm
ittee
to
exp
lore
wha
t is n
eed
ed to
ens
ure
cultu
ral s
ecur
ity
ü
Ad
here
to a
ll act
ions
show
n un
der
Act
ion
2.1
ü
Ma
inta
in i
mp
orta
nt p
roto
cols,
incl
udin
g A
ckno
wle
dgi
ng C
ount
ry, a
t the
b
egin
ning
of e
ach
mee
ting,
pre
fera
bly
usin
g th
e la
ngua
ge o
f the
loca
l are
a
ü
Incl
ude
Wel
com
e to
Cou
ntry
in a
ll ma
jor e
vent
s ü
En
sure
tha
t all s
elec
tion
pro
cess
es a
re m
onito
red
by
the
Ab
orig
ina
l Ad
viso
ry
Gro
ups a
nd th
e A
bor
igin
al S
ervi
ces C
onsu
ltant
ü
Bu
ild in
mea
sure
s on
cultu
ral s
ecur
ity a
nd re
conc
iliatio
n in
any
sta
ff cl
ima
te
surv
eys
Ong
oing
O
ngoi
ng
Ong
oing
O
ngoi
ng
Jan
2012
Reco
ncilia
tion
C
omm
ittee
Ex
ecut
ive
Reco
ncilia
tion
Com
mitt
ee
Reco
ncilia
tion
Com
mitt
ee
HR,
AA
Gs &
ASC
EG
M C
S &
M
Feed
ba
ck fr
om A
bor
igin
al S
taff
Foru
m a
nd
Reco
ncilia
tion
Com
mitt
ee
Doc
umen
ted
inp
ut fr
om A
bor
igin
al S
taff
Foru
m m
eetin
gs a
nd R
econ
cilia
tion
Com
mitt
ee c
onve
rsa
tions
Se
e 2.
1 Po
licy
on u
se o
f Wel
com
e to
Cou
ntry
and
A
ckno
wle
dge
men
t of C
ount
ry
Prot
ocol
s bei
ng u
sed
. Fe
edb
ack
from
Ab
orig
ina
l Ad
viso
ry G
roup
s C
onte
nt o
f sta
ff cl
ima
te su
rvey
s
Key:
A
AG
s – A
bor
igin
al A
dvi
sory
Gro
ups
ASC
– A
bor
igin
al S
ervi
ces C
onsu
ltant
r ela
tio
nsh
i p
r e
spec
t
op
po
rtu
nit
y
cult
ural
sec
urity
OBJ
ECTIV
E 3
Ang
licar
e W
A w
ill h
ave
cultu
rally
sec
ure
wor
king
env
ironm
ents
for A
borig
inal
em
ploy
ees,
and
all
othe
r sta
ff
Ang
licar
e is
com
mitt
ed to
the
crea
tion
of a
cul
tura
lly se
cure
org
anisa
tion;
an
orga
nisa
tion
that
mak
es A
borig
inal
peo
ple
feel
con
fiden
t abo
ut b
eing
resp
ond
ed
to in
a w
ay th
at is
in h
arm
ony
with
thei
r ow
n cu
ltura
l way
s. T
his c
omm
itmen
t is l
ed b
y th
e Bo
ard
and
the
CEO
, and
gui
ded
by
the
Abo
rigin
al R
efer
ence
Gro
up,
the
Abo
rigin
al S
ervi
ces
Con
sulta
nt a
nd th
e A
borig
inal
Sta
ff Fo
rum
(A
borig
inal
Sta
ff Fo
rum
). In
crea
singl
y, th
e Re
conc
iliatio
n C
omm
ittee
will
take
a le
ad ro
le in
le
adin
g st
aff a
ttitu
des
on
this.
20 21
13
AC
TION
By
Whe
n W
ho
How
do
we
know
?
3.2
Re-c
onst
itute
Rec
onci
liatio
n C
omm
ittee
, with
a sp
ecifi
c b
rief t
o fo
ster
Res
pec
t, Re
latio
nshi
p a
nd O
pp
ortu
nity
acr
oss A
nglic
are
WA
(in
acc
ord
anc
e w
ith th
is Pl
an)
.
Nov
201
1
EGM
O
Initi
al m
eetin
g of
Rec
onci
liatio
n C
omm
ittee
he
ld.
Sub
seq
uent
mee
tings
hel
d o
n re
gula
r ba
sis
(Qua
rterly
). 3.
3 C
onsis
tent
ly re
spec
t Ab
orig
ina
l wa
ys o
f wor
king
A
bor
igin
al s
taff
alre
ad
y w
ork
very
effe
ctiv
ely
to su
pp
ort A
bor
igin
al in
div
idua
l fa
milie
s and
co
mm
uniti
es. S
omet
imes
this
wor
k ca
n b
e ‘in
visib
le’ b
eca
use
it is
don
e d
iffer
ently
to
ma
inst
rea
m st
rate
gies
. ü
W
e w
ill en
sure
tha
t our
Boa
rd, o
ur E
xecu
tive,
our
ma
nage
rs a
nd o
ur st
aff
are
all
willi
ng a
nd a
ble
to h
onou
r loc
al w
ays
as l
egiti
ma
te a
nd e
ffect
ive
pra
ctic
e. T
his
will
incl
ude
und
erta
king
all
the
act
ions
show
n in
Stra
tegy
1.4
(Wor
king
in
Ab
orig
ina
l Wa
ys).
Exec
utiv
e
See
1.4
Ab
orig
ina
l Sta
ff Fo
rum
rep
ortin
g im
pro
vem
ents
.
3.4
Ack
now
led
ge p
ast
and
pre
sent
inju
stic
es a
nd c
halle
nges
A
bor
igin
al s
taff
are
, ofte
n, liv
ing
in a
con
text
of i
nter
gene
ratio
nal t
raum
a a
nd in
tern
alis
ed
opp
ress
ion
(resu
lting
from
pa
st in
just
ices
), of
late
ral v
iole
nce
and
of o
ngoi
ng ra
cism
. D
ealin
g w
ith th
is co
ntex
t is e
asie
r if o
ther
s in
the
orga
nisa
tion
und
erst
and
and
a
ckno
wle
dge
it.
We
will:
ü
Fo
rma
lly a
ckno
wle
dge
(thr
ough
sta
tem
ents
, cer
emon
y, a
nd p
hysic
al s
igns
and
sy
mb
ols)
, the
ha
rm d
one
to A
bor
igin
al f
am
ilies a
nd c
omm
uniti
es b
y p
ast
p
ract
ices
and
soci
al p
olic
ies.
ü
En
sure
, thr
ough
‘Our
Jou
rney
: Tw
o W
ay
Lea
rnin
g’ tr
ain
ing
and
lunc
h fo
rum
s, th
at a
ll sta
ff a
re a
wa
re o
f thi
s con
text
and
its r
elev
anc
e to
our
wor
k.
Sep
t 201
2
June
201
2
Reco
ncilia
tion
Com
mitt
ee
Reco
ncilia
tion
Com
mitt
ee &
Ex
ecut
ive
Cle
ar p
rop
osa
l (a
fter s
igni
fica
nt d
ialo
gue)
on
natu
re o
f cer
emon
y, st
ate
men
ts a
nd
phy
sica
l sig
ns
Imp
lem
enta
tion
(beg
inni
ng in
Rec
onci
liatio
n W
eek)
of c
erem
ony,
sta
tem
ents
and
p
hysic
al s
igns
. Re
sults
of s
taff
surv
eys.
O
bse
rva
tions
from
Ab
orig
ina
l Sta
ff Fo
rum
and
Re
conc
iliatio
n C
omm
ittee
Key:
EG
M O
– E
xecu
tive
Gen
era
l Ma
nage
r Op
era
tions
20 21
14
LOC
AL
CO
LLA
BORA
TION
Obj
ectiv
e 4
Our
ser
vice
s w
ill h
ave
dire
ct, r
espe
ctfu
l rel
atio
nshi
ps w
ith th
eir l
ocal
Abo
rigin
al c
omm
uniti
es, a
nd w
ill b
e co
ntrib
utin
g to
ca
paci
ty b
uild
ing
and
self-
dete
rmin
atio
n W
e ne
ed to
bre
ak
our c
entu
ries o
ld h
ab
it of
imp
osin
g ou
r id
eas o
f wha
t is g
ood
for A
bor
igin
al p
eop
le. T
his r
equi
res u
s to
take
dire
ctio
n fro
m A
bor
igin
al p
eop
le in
des
igni
ng, d
evel
opin
g a
nd
del
iver
ing
our s
ervi
ces.
We
also
nee
d to
let g
o of
the
‘one
size
fits
all’
ap
pro
ach
. Ab
orig
ina
l com
mun
ities
are
div
erse
, and
we
mus
t lea
rn to
wor
k w
ell w
ith o
ur lo
cal c
omm
uniti
es, r
ath
er th
an
simp
ly im
por
ting
idea
s fro
m w
este
rn fr
am
ewor
ks.
A
CTIO
N
By W
hen
Who
Ho
w d
o w
e kn
ow?
4.1
Ack
now
led
ge le
ad
ersh
ip fr
om lo
cal A
bor
igin
al p
eop
le
We
will
act
ivel
y en
cour
age
all
our l
oca
l ser
vice
s to:
ü
Lis
ten
care
fully
/dee
ply
to lo
cal A
bor
igin
al p
eop
le a
s the
y ex
pre
ss th
eir n
eed
s a
nd a
spira
tions
, and
as w
e ex
plo
re w
hat p
art
we
can
pla
y in
mee
ting
thos
e ne
eds a
nd a
spira
tions
. (Se
e 1.
1.2)
ü
C
olla
bor
ate
with
loca
l Ab
orig
ina
l peo
ple
, inc
lud
ing
Tra
diti
ona
l Ow
ners
and
thei
r El
der
s whe
re p
ossib
le, w
hen
des
igni
ng a
nd d
evel
opin
g ta
rget
ed lo
cal s
ervi
ces,
pro
ject
s or p
rogr
am
(See
1.1
.2)
ü
Iden
tify,
with
loca
l peo
ple
, the
mos
t ap
pro
pria
te p
roce
sses
for c
onsu
lting
in th
eir
are
a (e
.g. E
lder
feed
ba
ck, y
arn
ing,
form
al m
eetin
gs, l
oca
l lea
der
ship
gro
up)
ü
Find
op
por
tuni
ties t
o w
ork
toge
ther
with
loca
l Ab
orig
ina
l age
ncie
s and
co
mm
unity
gro
ups i
n sh
arin
g ou
r res
ourc
es a
nd d
eliv
erin
g se
rvic
es in
pa
rtner
ship
ü
Su
pp
ort a
nd re
spon
d to
Ab
orig
ina
l initi
ate
d p
rop
osa
l in lo
cal a
rea
s
Ong
oing
O
ngoi
ng
Ong
oing
O
ngoi
ng
Ong
oing
EGM
S&
O
EGM
S&
O
EGM
S&
O
EGM
S&
O
EGM
S&
O
See
1.1.
2 D
ocum
enta
tion,
by
each
Ang
lica
re W
A
serv
ice
are
a, n
am
ing
(unl
ess c
ultu
rally
in
ap
pro
pria
te) w
hich
Ab
orig
ina
l peo
ple
and
gr
oup
s ha
ve b
een
invo
lved
in se
rvic
e d
esig
n,
dev
elop
men
t and
del
iver
y, a
nd h
ow.
Feed
ba
ck, t
hrou
gh A
bor
igin
al S
taff
Foru
m
and
our
ma
nage
men
t cha
nnel
s, on
loca
l co
llab
ora
tion.
4.2
Sup
por
t loc
al e
nter
pris
e a
nd d
evel
opm
ent
A
s loc
al c
orp
ora
te c
itize
ns w
e w
ill st
rive
to su
pp
ort l
oca
l Ab
orig
ina
l eco
nom
ic a
nd
ente
rpris
e d
evel
opm
ent.
W
e w
ill, w
here
ver p
ossib
le:
ü
Buy
and
use
loca
l Ab
orig
ina
l pro
duc
ts, i
nclu
din
g a
rtwor
k, fa
rm p
rod
uce,
etc
ü
Us
e lo
cal A
bor
igin
al la
bou
r for
pro
ject
s whe
reve
r pos
sible
(Ab
orig
ina
l con
tract
ors
and
con
sulta
nts,
lab
oure
rs, s
ecur
ity p
erso
nnel
, etc
) ü
Us
e lo
calis
ed c
ultu
ral a
wa
rene
ss tr
ain
ing
(com
ple
men
ting
‘Our
Jou
rney
: Tw
o W
ay
Lea
rnin
g’)
ü
Ack
now
led
ge c
opyr
ight
and
ow
ners
hip
of d
ona
ted
ma
teria
ls
Jan
2012
Ja
n 20
12
Ong
oing
O
ngoi
ng
Exec
utiv
e Ex
ecut
ive
EGM
S&
O
EGM
O
Rep
orts
on
pur
cha
ses o
f loc
al A
bor
igin
al
Goo
ds a
nd se
rvic
es in
all
regi
ons.
Num
ber
of a
gree
men
ts si
gned
. N
umb
er o
f ack
now
led
gem
ents
of d
ona
ted
m
ate
rials.
Ke
y:
EGM
S&
O –
Exe
cutiv
e G
ener
al M
ana
gers
Ser
vice
s & O
per
atio
ns
EGM
O –
Exe
cutiv
e G
ener
al M
ana
ger O
per
atio
ns
r ela
tio
nsh
i p
r e
spec
t
op
po
rtu
nit
y
lOca
l cO
llab
Ora
tiOn
OBJ
ECTIV
E 4
Our
serv
ices
will
hav
e di
rect
, res
pect
ful r
elat
ions
hips
with
thei
r loc
al A
borig
inal
com
mun
ities
, and
will
be
cont
ribut
ing
to c
apac
ity b
uild
ing
and
self-
dete
rmin
atio
n
We
need
to b
reak
our
cen
turie
s old
hab
it of
impo
sing
our i
dea
s of w
hat i
s goo
d fo
r Abo
rigin
al p
eopl
e. T
his r
equi
res u
s to
take
dire
ctio
n fro
m A
borig
inal
peo
ple
in d
esig
ning
, dev
elop
ing
and
del
iver
ing
our s
ervi
ces.
We
also
nee
d to
let g
o of
the
‘one
size
fits
all’
app
roac
h. A
borig
inal
com
mun
ities
are
div
erse
, and
we
mus
t le
arn
to w
ork
wel
l with
our
loca
l com
mun
ities
, rat
her t
han
simpl
y im
porti
ng id
eas f
rom
wes
tern
fram
ewor
ks.
Rela
tions
hip
Re
spec
t O
ppor
tuni
ty
22 23
15
AC
TION
By
Whe
n W
ho
How
do
we
know
?
4.3
Esta
blis
h a
nd c
onsis
tent
ly p
ract
ice
pro
toco
ls th
at d
emon
stra
te re
spec
t for
loca
l Ab
orig
ina
l p
eop
le, i
nclu
din
g Tr
ad
ition
al O
wne
rs.
A
dhe
ring
to p
roto
cols
help
s all p
eop
le st
and
mor
e st
rong
ly to
geth
er o
n th
eir l
oca
l cou
ntry
. ü
W
here
ver p
ossib
le, t
he T
rad
ition
al O
wne
rs a
nd th
eir E
lder
s will
be
ack
now
led
ged
, a
nd b
e gi
ven
the
opp
ortu
nity
to p
lay
act
ive
role
s in
Ang
lica
re W
A a
ctiv
ities
ü
Ea
ch se
rvic
e w
ill es
tab
lish
clea
r gui
del
ines
on
who
are
ap
pro
pria
te A
bor
igin
al
peo
ple
and
pro
cess
es fo
r cro
ss c
ultu
ral a
wa
rene
ss a
nd a
ctiv
ities
(inc
lud
ing
Wel
com
e to
Cou
ntry
) in
thei
r loc
al a
rea
ü
A
ckno
wle
dge
men
t of C
ount
ry w
ill b
e ex
pre
ssed
at t
he b
egin
ning
of a
ll mee
tings
, in
the
loca
l la
ngua
ge. (
This
is cu
rrent
ly o
nly
don
e in
Noo
nga
r cou
ntry
. Ser
vice
s in
othe
r are
as w
ill ne
ed to
find
out
the
ap
pro
pria
te la
ngua
ge a
nd w
ord
s fo
r the
ir a
rea
)
Ong
oing
O
ngoi
ng
Jan
201
2 O
ngoi
ng
Exec
utiv
e EG
M S
&O
Re
conc
iliatio
n C
omm
ittee
Feed
ba
ck, v
ia A
bor
igin
al S
taff
Foru
m a
nd
Ma
nage
men
t cha
nnel
s.
Part
of th
e In
duc
tion
pro
cess
. G
uid
elin
es e
xist
. A
ckno
wle
dge
men
t use
d fo
r all
mee
tings
A
ckno
wle
dge
men
t in
lang
uage
det
erm
ined
a
nd a
gree
d lo
cally
.
Num
ber
of W
elco
mes
to C
ount
ry.
4.4
Build
dire
ct, s
trong
per
sona
l rel
atio
nshi
p b
etw
een
loca
l sta
ff a
nd lo
cal A
bor
igin
al p
eop
le
Posit
ive,
per
son-
to-p
erso
n re
latio
nshi
ps a
re th
e fo
und
atio
n of
succ
ess i
n a
ll ot
her a
spec
ts
of th
is Re
conc
iliatio
n A
ctio
n Pl
an.
W
e w
ill:
ü
Get
invo
lved
in lo
cal A
bor
igin
al e
vent
s and
cel
ebra
tions
, and
eve
nts h
oste
d b
y A
bor
igin
al o
rga
nisa
tions
ü
Sp
ecify
, thr
ough
dut
y st
ate
men
ts, a
nd w
orkl
oad
ma
nage
men
t sys
tem
s, th
at
bui
ldin
g re
latio
nshi
p w
ith lo
cal A
bor
igin
al p
eop
le, f
am
ilies a
nd c
omm
uniti
es is
ce
ntra
l to
our w
ork
Ong
oing
O
ngoi
ng
Reco
ncilia
tion
Com
mitt
ee
EGM
S&
O
Key
even
ts li
nked
from
Ang
lica
reW
A w
ebsit
es
Feed
ba
ck v
ia A
bor
igin
al S
taff
Foru
m.
Posit
ion
Des
crip
tions
will
incl
ude
time
allo
catio
n fo
r att
end
ing
loca
l eve
nts,
and
b
uild
ing
dire
ct re
latio
nshi
ps w
ith A
bor
igin
al
peo
ple
. 4.
5 Bu
ild L
oca
l Ca
pa
city
(whe
n in
vite
d to
wa
lk w
ith th
em)
W
e a
im to
incr
ease
the
cap
aci
ty o
f loc
al A
bor
igin
al p
eop
le to
del
iver
and
ma
nage
thei
r ow
n se
rvic
es.
ü
We
will
pro
vid
e a
pp
rop
riate
tra
inin
g a
nd p
rofe
ssio
nal d
evel
opm
ent t
o lo
cal
Ab
orig
ina
l peo
ple
to b
uild
thei
r ca
pa
city
to d
eliv
er a
nd m
ana
ge se
rvic
es
ü
Men
tor l
oca
l Ab
orig
ina
l Ser
vice
s/p
eop
le
Ong
oing
O
ngoi
ng
EGM
S&
O
ASC
Rele
vant
tra
inin
g a
nd p
rofe
ssio
nal
dev
elop
men
t occ
urrin
g.
Num
ber
men
tore
d.
EGM
S&
O –
Exe
cutiv
e G
ener
al M
ana
gers
Ser
vice
s & O
per
atio
ns
ASC
– A
bor
igin
al S
ervi
ces C
onsu
ltant
22 23
16
r ela
tio
nsh
i p
r e
spec
t
op
po
rtu
nit
y SO
CIA
L JU
STIC
E
Obj
ectiv
e 5
We
will
be
activ
ely
supp
ortin
g A
borig
inal
sta
ff an
d pa
rtner
s in
thei
r effo
rts to
ach
ieve
soc
ial j
ustic
e A
bor
igin
al W
este
rn A
ustra
lians
ha
ve fa
ced
ove
rwhe
lmin
g ch
alle
nges
, sin
ce 1
829,
as a
resu
lt of
inva
sion
and
col
onisa
tion.
The
se c
halle
nges
ha
ve re
sulte
d in
ext
raor
din
ary
resil
ienc
e a
nd
stre
ngth
am
ongs
t ma
ny, b
ut a
lso h
igh
leve
ls of
disa
dva
nta
ge. T
here
ca
n b
e no
Rec
onci
liatio
n w
ithou
t gen
uine
reco
gniti
on a
nd ju
stic
e.
O
f cou
rse,
our
wor
k in
volv
es u
s in
dire
ctly
ad
dre
ssin
g A
bor
igin
al d
isad
vant
age
and
enh
anc
ing
the
hea
lth a
nd w
ellb
eing
of A
bor
igin
al f
am
ilies.
This,
thou
gh, i
s not
eno
ugh,
if w
e d
o no
t a
dd
ress
the
ineq
uitie
s of j
ustic
e a
nd o
pp
ortu
nity
tha
t Ab
orig
ina
l peo
ple
exp
erie
nce.
Our
inte
ntio
n is
to a
dd
ress
this
ineq
uity
for A
bor
igin
al p
eop
le.
AC
TION
By
Whe
n W
ho
How
do
we
know
?
5.1
Ad
voca
te fo
r Soc
ial J
ustic
e, in
pa
rtner
ship
with
Ab
orig
ina
l peo
ple
.
We
will:
ü
St
and
with
our
Ab
orig
ina
l pa
rtner
s and
sta
ff in
und
erst
and
ing,
info
rmin
g a
nd
ad
voca
ting
for s
ocia
l just
ice
– in
priv
ate
mee
tings
, in
pub
lic su
bm
issio
ns, a
nd
thro
ugh
the
med
ia
ü
Prov
ide
pro
fess
iona
l tra
inin
g "O
ur J
ourn
ey: T
wo
Wa
y Le
arn
ing"
to a
ny
orga
nisa
tion
tha
t wa
nts t
o im
pro
ve it
s res
pon
siven
ess t
o A
bor
igin
al p
eop
le
ü
Con
tinue
to p
ublic
ly a
ckno
wle
dge
the
stre
ngth
and
resil
ienc
e of
Ab
orig
ina
l p
eop
le, f
am
ilies a
nd c
omm
uniti
es, a
nd a
dvo
cate
for a
pp
roa
ches
tha
t bui
ld o
n th
is st
reng
th, r
ath
er th
an
ap
pro
ach
es th
at f
ocus
on
exte
rna
l and
imp
osed
so
lutio
ns to
a m
yria
d o
f ‘p
rob
lem
s’ (
See
Att
ach
men
t 1)
Ong
oing
O
ngoi
ng
Ong
oing
Exec
utiv
e Tr
ain
ing
Exec
utiv
e
Feed
ba
ck v
ia R
econ
cilia
tion
Com
mitt
ee
Ava
ilab
ility
of tr
ain
ing
pub
licise
d
Num
ber
of t
rain
ing
sess
ions
del
iver
ed o
utsid
e of
Ang
lica
re.
N
umb
er o
f ser
vice
s op
en to
ext
erna
l p
arti
cip
ant
s.
Num
ber
of p
rese
nta
tions
sOcial
Just
ice
OBJ
ECTIV
E 5
We
will
be
activ
ely
supp
ortin
g A
borig
inal
sta
ff an
d pa
rtner
s in
thei
r effo
rts to
ach
ieve
soc
ial j
ustic
e
Abo
rigin
al W
este
rn A
ustra
lians
hav
e fa
ced
ove
rwhe
lmin
g ch
alle
nges
, sin
ce 1
829,
as a
resu
lt of
inva
sion
and
col
onisa
tion.
Thes
e ch
alle
nges
hav
e re
sulte
d in
ext
raor
din
ary
resil
ienc
e an
d st
reng
th a
mon
gst m
any,
but
also
hig
h le
vels
of d
isad
vant
age.
Ther
e ca
n be
no
Reco
ncilia
tion
with
out g
enui
ne re
cogn
ition
and
just
ice.
Of c
ours
e, o
ur w
ork
invo
lves
us
in d
irect
ly a
dd
ress
ing
Abo
rigin
al d
isad
vant
age
and
enh
anci
ng th
e he
alth
and
wel
lbei
ng o
f Abo
rigin
al
fam
ilies.
This,
thou
gh, i
s no
t eno
ugh,
if w
e d
o no
t ad
dre
ss th
e in
equi
ties
of ju
stic
e an
d o
ppor
tuni
ty th
at A
borig
inal
peo
ple
expe
rienc
e.
Our
inte
ntio
n is
to a
dd
ress
this
ineq
uity
for A
borig
inal
peo
ple.
Rela
tions
hip
Re
spec
t O
ppor
tuni
ty
attachMent One
Anglicare WA aims to help people thrive within their lives and relationships (Strategic Plan 2011-2015)
24
attachMent twO
DETERMINING CULTURAL COMPETENCEThis summary of levels of cultural competence, used by the kind permission of Mr Oral McGuire (with slight modifications by Tim Muirhead), is a valuable framework for considering cultural competence within the organisation.
Our aim is to have all workers at level 3 – cross-cultural awareness – within 6 months of employment.
Selected workers, including all managers and all workers regularly engaging with Aboriginal clients or colleagues, should be at level 4 - cross-cultural engagement - or level 5 – cross-cultural competence.
Anglicare WA recognises that it is more common for Aboriginal or Torres Strait Islander staff to achieve genuine cross-cultural competence (level 5) in this context. This is one of the reasons we are keen to engage an increasing number of Aboriginal workers.
DETERMINING CULTURAL COMPETENCEORAL MCGUIRE & BOB ANDERSON
25
26
sPecial acknOwledgeMents
27
FRONT COVER ARTWORk: “Two Kardas (Race Horse Goannas)
with three Circles”
Artist: Jonathon Walley
TimElinE On pAgEs 2-3: “Our Journey”
Design: Matthew Pearse (Under the direction of
Olive Woods & Josey Hansen)
28 Pb
Geoffrey Sambell Centre 23 Adelaide Terrace East Perth WA 6004
Postal Address GPO Box C138 East Perth WA 6892
Phone (08) 9263 2000 Facsimile (08) 9325 8969
www.anglicarewa.org.au
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