Reconciliation Action Plan 2014-2015 - Anglicare NT · 2017-02-22 · Reconciliation Action Plan Page 3 Anglicare NT’s Vision for Reconciliation Anglicare NT has had a long commitment

Reconciliation Action Plan 2014-2015

RESPECT • FAIRNESS • COMMUNITY

Reconciliation Action Plan Page 2

Highlights of our RAPThe Anglicare NT RAP commits Anglicare NT to over 26 actions. Some of the highlights of these proposed actions are:

• When considering the establishment of new programs, or evaluating existing services, priority is given to working in partnership, rather than competing with, Aboriginal & Torres Strait Islander-controlled organisations.

• Both Ways Learning recognises the knowledge systems of both Aboriginal and Torres Strait Islander and Western cultures. Both Ways Learning will be utilised as an effective approach for working alongside Aboriginal & Torres Strait Islander people as colleagues and clients at Anglicare NT.

• Develop and sustain a culturally competent workforce via cultural competence training, program guidelines and policies.

• An Aboriginal & Torres Strait Islander understanding of ‘family’ is incorporated into our work with Aboriginal & Torres Strait Islander clients.

• Anglicare NT will create an Aboriginal & Torres Strait Islander Governance Framework to ensure Aboriginal & Torres Strait Islander perspectives influence decision making at program level and at the Board level.

• Provide traineeships, work experience and information to engage young Aboriginal & Torres Strait Islander people in our workforce.

Reconciliation Action Plan Reconciliation Action Plan Page 3

Anglicare NT’s Vision for ReconciliationAnglicare NT has had a long commitment to being a culturally safe and respectful and empowering organisation for Aboriginal and Torres Strait Islander clients, staff and communities. A good word to describe the deep process needed to sustain this commitment and understanding is “Reconciliation”. Therefore we have committed to develop and Implement a Reconciliation Action Plan.

Anglicare NT seeks to be connected and to walk alongside Aboriginal and Torres Strait Islander clients and families. We strive to ensure Aboriginal and Torres Strait Islander people feel comfortable accessing our services. Our services will be experienced as culturally safe and effective in assisting clients to achieve their goals and to make lasting changes in their lives.

Anglicare NT intends to be a great place for Aboriginal and Torres Strait Islander people to work, providing a productive employment experience and pathways of professional development. We want Aboriginal and Torres Strait Islander employees to be effective in their professional roles and to be active in shaping the organization’s future.

Anglicare NT aims to contribute to creating strong, inclusive and sustainable communities, in which Aboriginal and Torres Strait Islander people control their destinies, express their spirituality, have multiple positive life choices and are able to fulfil their potential.

Staff and partners of Anglicare NT believe that the organisation has for many years demonstrated that it is genuine in its commitment to demonstrating a deep respect of Aboriginal and Torres Strait Islander culture and peoples.

But we have much more to do. Genuine healing and reconciliation involves deep listening and conversation that moves us to have a changed perspective and understanding resulting in lasting change. Such change must occur at the personal, community and societal level.

An important element of reconciliation is acknowledging the enormous damaging effects of disempowerment, racism and cultural degradation perpetrated on Aboriginal and Torres Strait Islander people in the past and the present, systemically, sometimes unintentionally, by mainstream Australians. Reconciliation is one of the key ways in which this damage can be repaired. Acknowledgement is the first step of the long journey. Anglicare NT therefore advocates for justice and change informed by this reality.

Anglicare NT is committed to ensuring that Aboriginal and Torres Strait Islander people have the opportunity to experience deep respect for their history, culture and place in society. We will strive to ensure that they have all of the benefits of being an Australian citizen, and not be on the fringes of our society. An indicator of our progress toward “real” reconciliation is how much we have contributed as an organisation to close the gaps in wellbeing, life expectancy, health generally, education and employment.

“We feel that Anglicare NT continues to develop and create real opportunities for Aboriginal and Torres Strait Islander people”

– Anglicare NT Aboriginal and Torres Strait Islander Youth staff


Our BusinessAnglicare NT is a multi-disciplinary service delivery and community development agency and delivers nearly 100 programs across urban, rural, regional and remote areas of the Northern Territory. Of our over 300 staff, 19% identify as Aboriginal and Torres Strait Islanders. Our services, activities and programs are available to all members of the community.

Our MissionAnglicare NT works in partnership with the community, families and individuals to promote the enrichment of relationships, fullness of life and social justice for all.

Our RAP Formed in 2011, the Anglicare NT Reconciliation Action Plan Working Group developed this plan in consultation with the Executive and with contributions from other Anglicare NT staff.

The working group includes representatives from across the Northern Territory and Aboriginal and Torres Strait Islander representatives. Thanks are expressed to the following people for their contributions;Mathew Anderson, Elenie Bromot, Gavin Coehn, Karen Ella-Bird, Mardi Greyling, Tanya Kelly, Trish Maling, Mark Muraru, Lyn Neade, Eric Neale, Ian O’Reilly, Steve Rossingh, Robyn Smith, Lisa Somerville and Gerry West


RAP Overview

1. Relationships• Languages• Partnerships• BothWaysLearning

2. Respect• Publicrecognition• Culturalcompetence• RecognizingAboriginalandTorresStraitIslanderconceptsof‘family’• Resources• Advocacy• Governance

3. Opportunities• RetentionofAboriginalandTorresStraitIslanderstaff• Recruitment• ProfessionalDevelopment• Mentoring

4. Tracking Progress• FormRAPImplementationCommittee• AnnualreportingtotheBoard

Reconciliation Action Plan Page 6RESPECT • FAIRNESS • COMMUNITYRESPECT • FAIRNESS • COMMUNITYRESPECT • FAIRNESS • COMMUNITY

1. RelationshipsAnglicare NT considers the establishment and maintenance of respectful relationships as fundamental to all our work with and for the benefit of the Territory’s Aboriginal and Torres Strait Islander people. This refers to relationships between our staff and our clients, as individuals and in groups, and the broader relationship between our organisation and other service organisations.

Anglicare NT works in culturally and geographically diverse regions and we recognise that in each of these the needs and interests of Aboriginal and Torres Strait Islander service providers, traditional owners, the local Aboriginal and Torres Strait Islander population and their leaders, and staff may not always be aligned.

Action Responsibility Due Date Measurable TargetEnsure procedures for accessing and engaging the NT Aboriginal Interpreter’s Service are used across all services

Deputy Chief Executive Officer

February 2015

• All program manuals and procedures include reference to how and when to use, and contact details for, the NT Aboriginal Interpreter’s Service

• Staff are aware of the procedures, and confident using NTAIS

1.1 Aboriginal & Torres Strait Islander LanguagesWewillensuretheuseofAboriginalandTorresStraitlanguagesisrespected

Action Responsibility Due Date Measurable TargetPriority is given to working in partnership, rather than competing with, Aboriginal and Torres Strait Islander-controlled organisations when considering the establishment of new or evaluating existing services

Chief Executive Officer June 2014 • Partnerships are established via agreements or Memorandums of Understanding when opportunities arise

Action Responsibility Due Date Measurable TargetBoth Ways Learning is recognised and utilised as an effective approach for working alongside Aboriginal and Torres Strait Islander people as colleagues and clients

Operations Managers and Program Coordinators

December 2014

• Supervision of staff is based on action/reflection, and includes questions such as ‘what have you learnt about clients’ culture? What have you learnt about clients’ response to relevant issues? How has this affected your work?’

• Articles in In the Loop and the Annual Report provide examples of both ways learning across the organisation

1.2 Partnerships We are committed to the principles of self-determination and will develop partnerships that strengthen the capacity of Aboriginal and Torres Strait Islander organisations

1.3 Both Ways Learning WevalueBothWaysLearningwhichrecognisestheknowledgesystemsofbothAboriginalandTorresStraitIslanderandWesterncultures.Itisrespectfulandfocusesonlistening.Participantsareregardedasbothlearnersandteacherswhoworktogetherinateaching-learningpartnership.Contentishands-on,utilisingrelevantexamplesandactivities

Reconciliation Action Plan Page 7RESPECT • FAIRNESS • COMMUNITYRESPECT • FAIRNESS • COMMUNITY

Action Responsibility Due Date Measurable TargetA RAP Implementation Committee will be established as a permanent committee within Anglicare NT. It will be chaired by a member of the Executive

Chief Executive Officer April 2014 • The Terms of Reference will be approved by the Executive Management Team and progress of the committee monitored as a standing item of the EMT

1.4 RAP Implementation Committee WewillcreateanongoingRAPImplementationCommitteereportingdirectlytotheExecutiveManagementTeam.

Action Responsibility Due Date Measurable TargetNational and local Aboriginal and Torres Strait Islander events and activities, including NAIDOC week, National Reconciliation Week and the National Apology to the Stolen Generations are acknowledged

Chief Executive Officer April 2014 • All sites and teams are expected to contribute to celebratory events in their own sites.

• Executive Managers allocate resources to support celebrations.

1.5 Celebrating National Events of Reconciliation and Recognition WewillensurethatourrelationshipswithAboriginalandTorresStraitIslandercommunities,staffandclientsisstrengthenedthroughourparticipationinnationalevents.


Action Responsibility Due Date Measurable TargetA policy guiding staff and board on the practice of Welcome to Country and Acknowledgement of Country for meetings and written communication is developed and implemented

Chief Executive Officer June 2014 • Policy guidelines and acknowledgement protocols in place across all Anglicare NT sites

Facilities display art and symbols demonstrating commitment to acknowledging Aboriginal and Torres Strait Islander culture

Executive Manager Corporate Services

September 2014

• The RAP Working Group to undertake site audits and identify good practice and document minimum expectations for all sites

Raise staff awareness, knowledge and respect of Aboriginal and Torres Strait Islander peoples and cultures

by promoting NAIDOC week celebrations

Chief Executive Officer June 2014 • NAIDOC Week promoted through displaying posters, intranet messages, internal and external publications.

2. RespectAnglicare NT seeks to express respect for Aboriginal and Torres Strait Islander people’s history, enduring culture, worldview and dignity.

Action Responsibility Due Date Measurable TargetDevelop and maintain a culturally competent workforce via cultural competence training, program guidelines and policies

Chief Executive Officer June 2014 • Cultural competence is defined for the organisation. A working definition is proposed in appendix - section 1

• Cultural competence is included in the Code of Conduct• Cultural competence, Strengths Based Practice and Both Ways Learning are

recognised, understood and accepted as integral elements of work practice• Cultural competency training packages are provided for all regions, utilising

our expertise where it exists, and in consultation with representatives of local Aboriginal and Torres Strait Islander people, utilising Both Ways Learning principles

• Mentors, both internal and external are utilised effectively where required• New staff receive training within 3 months of employment. The outline of a

proposed training program included in Appendix - section 2

2.1 Public Recognition and AwarenessWewillproactivelyheightenpublicrecognitionofandrespectforAboriginalandTorresStraitIslanderpeople

2.2 Cultural CompetenceWe aim to provide services in ways that are culturally appropriate and effective for Aboriginal and Torres Strait Islander clients and communities


Action Responsibility Due Date Measurable TargetAboriginal and Torres Strait Islander understanding of ‘family’ is incorporated into our work with Aboriginal and Torres Strait Islander people


October 2014

• Aboriginal and Torres Strait Islander understanding of ‘family’ is included in cultural competence training.

• Aboriginal and Torres Strait Islander staff have provision for leave to fulfill cultural family obligations.

• Staff are informed and respectful of Aboriginal and Torres Strait Islander family structures, including kinship models, in their region and knowledge is demonstrated in work with clients ( e.g. family and community meetings and case work )

2.4 Resource development and learning methodsWe will produce written materials and program resources designed to incorporate culturally appropriate communication and methods

Action Responsibility Due Date Measurable TargetCulturally appropriate methods of information sharing are incorporated into work with Aboriginal and Torres Strait Islander clients


March 2014 • The importance of storytelling, oral and visual communication in traditional information sharing is acknowledged

• Staff contribute to the development of resources and materials that best reflect their clients’ needs and learning styles

• Publications have been reviewed and republished where required

Action Responsibility Due Date Measurable TargetDevelop culturally appropriate Human Resources procedures

Manager People and Learning

October 2014 • Human Resources policies, procedures and practice are reviewed to ensure they are culturally appropriate for our diverse workforce

• Supervision guidelines are developed to ensure a worker’s cultural competence practice is regularly discussed and supported.

2.2 Cultural Competence (continued)

2.3. Recognising Aboriginal and Torres Strait Islander concept of ‘family’ We acknowledge the Aboriginal and Torres Strait Islander understanding of ‘family’ is different to mainstream and includes relationships and structures which are intrinsic to individual and community identity


2.5. AdvocacyWe will advocate, formally and informally, for Aboriginal and Torres Strait Islander self-determination, particularly in relation to strategies that bridge the gaps between Aboriginal and Torres Strait Islander and non-Aboriginal and Torres Strait Islander well-being and social participation

Action Responsibility Due Date Measurable TargetAn advocacy strategy regarding issues affecting Aboriginal and Torres Strait Territorians is implemented

Chief Executive Officer June 2014 • The Board creates or restates delegations empowering senior staff (e.g. Chairperson and CEO) to make public statements on issues affecting Aboriginal and Torres Strait Islander Territorians, in line with policy

• The Board approves an advocacy strategy and receives advocacy reports through a standing item at each meeting

Action Responsibility Due Date Measurable TargetDevelop and implement an Aboriginal and Torres Strait Islander Governance Framework to ensure Aboriginal and Torres Strait Islander perspectives influence strategic decision making at the Board

Board June 2014 • An Aboriginal and Torres Strait Islander Governance Framework adopted by the Board

• Aboriginal and Torres Strait Islander leaders have input into our work and priorities through consultation and through Board membership.

2.6. GovernanceWearecommittedtohearingthevoiceofAboriginalandTorresStraitIslanderclientsandcommunitiesandensuringtheseopinionsshapethewayweoperate


Action Responsibility Due Date Measurable TargetAn Aboriginal and Torres Strait Islander staff network is established, to provide opportunities for peer support and mentoring for participants

Chief Executive Officer June 2014 • Staff network comprising majority of Aboriginal and Torres Strait Islander people and representation from each geographic regions is established and develops terms of reference for the Aboriginal and Torres Strait Islander staff network - refer Appendix - section 4

Review conditions of employment Manager People and Learning

April 2014 • Development of context specific employment contracts that ensures legal obligations under industrial awards are met and incorporates recognition of our culturally diverse workforce’s family, community, ceremonial and cultural obligations with reference to Appendix – section 5

3. Opportunities Anglicare NT is committed to supporting our Aboriginal and Torres Strait Islander staff and create employment and personal development opportunities for Aboriginal and Torres Strait Islander people, organisations and communities within its sphere of influence.

3.1 Retention of Aboriginal and Torres Strait Islander staffWeseektorecruit,retainandsupportAboriginalandTorresStraitIslanderstaff

Action Responsibility Due Date Measurable TargetSet targets for Aboriginal and Torres Strait Islander employment and organisational involvement.

Chief Executive Officer April 2014 • Targets are set and met for Aboriginal and Torres Strait Islander employment that reflect the client base for each service

• Targets are set and met for membership of organisational reference groups and leadership roles

Job documentation and advertisements are reviewed to ensure priority and recognition is given to the additional abilities and skills possessed by Aboriginal and Torres Strait Islander people (e.g. language, cultural knowledge, client needs awareness)


July 2014 • Advertisements and Position Descriptions are reviewed and include Aboriginal and Torres Strait Islander abilities and skills where appropriate

• Advertisements and Positions Descriptions are written in language and format that is accessible to Aboriginal and Torres Strait Islander job seekers

• Advertised Positions include the statement ‘Aboriginal and Torres Strait Islander people are encouraged to apply’

Provide traineeships, work experience and information to engage young Aboriginal and Torres Strait Islander people in our workforce

Chief Executive Officer December 2014

• A plan to establish traineeships for young Aboriginal and Torres Strait Islander people is considered and resourced

3.2 RecruitmentWewillstrivetobecomeanemployerofchoiceforAboriginalandTorresStraitIslanderpeopleandincreasetherecruitmentofAboriginalandTorresStraitIslanderpeopleacrossallroleswithintheorganisation.


3.3 Professional developmentWewillprovideAboriginalandTorresStraitIslanderstaffwithqualityprofessionaldevelopmentopportunities.

Action Responsibility Due Date Measurable TargetWorkplace induction and orientation processes are reviewed to include professional development and retention activities for Aboriginal and Torres Strait Islander recruits


August 2014 • Feedback from Aboriginal and Torres Strait Islander staff is obtained regarding experiences of induction and orientation

• Feedback is utilised to ensure new Aboriginal and Torres Strait Islander staff are engaged and adequately supported at induction and orientation

• Corporate Induction material is revised to include feedback from Aboriginal and Torres Strait Islander staff, cultural competence description and Aboriginal and Torres Strait Islander staff network details

Training plans and leadership development are prioritised for Aboriginal and Torres Strait Islander staff


September 2014

• Our Leadership Programs prioritise placements for Aboriginal and Torres Strait Islander staff

• Training/course options are identified for enhanced workplace orientation including tertiary study assistance programs

3.4 MentoringWewillprovideaculturallysafeandsupportiveworkplaceforAboriginalandTorresStraitIslanderstaff.

Action Responsibility Due Date Measurable TargetAboriginal and Torres Strait Islander staff will be offered time-limited mentoring when they commence work and transition to new roles


September 2015

• Aboriginal and Torres Strait Islander staff report effective transition and support in new and changed roles

3.5 Purchasing from Aboriginal and Torres Strait Islander SuppliersWewilluseitssignificantpurchasingpowerandinfluencetobuildthecapacityandeconomicwellbeingofAboriginalandTorresStraitIslandbusinesses

Action Responsibility Due Date Measurable TargetWe will work with Supply Nation to create a Supplier Diversity Program and we will promote the use of Supply Nation on our website and in our literature.

Executive Manager Corporate Services

December 2014

• We will report in our RAP Report and annual Report the percentage of our procurement budget spent through Supply Nation.


4. Tracking progress and reportingWewillreportopenlyonprogressbeingmadeintheReconciliationActionPlan

Action Responsibility Due Date Measurable TargetThe RAP Implementation Committee, comprising Aboriginal and Torres Strait Islander staff, other staff and stakeholders, continues to monitor the implementation of RAP actions and report on progress

Chief Executive Officer Half-yearly from June 2014

• Two meetings are held each year and reports provided to Board meetings in June 2014, December 2014, June 2015 and December 2015.

A RAP report is produced annually. Chief Executive Officer December 2014

A completed RAP Impact Measurement Questionnaire is submitted toReconciliation Australia annually in December 2014 and December 2015

A new RAP utilizing the Reconciliation Australia RISE framework of ‘Stretch” will be developed during 2015

Chief Executive Officer December 2015

• A new plan will be submitted to Reconciliation Australia for the years 2016,2017


Suggestions from the working party and staff regarding elements of the RAP

1. Proposed definition of cultural competence1.1 Cultural competence means our workforce is aware of and sensitive to Australian Aboriginal and Torres Strait Islander history and its ramifications today, and aware of and sensitive to the broad range of other cultures that make up the Northern Territory community. Cultural competence is a Both Ways competence, listening is integral. Aboriginal and Torres Strait Islander people and those from non-English speaking backgrounds are assisted to better understand and function effectively in the mainstream Australian context.

2. Proposed content of cultural competence training2.1 Information on Aboriginal and Torres Strait Islander perspectives of Australia’s history.2.2 Information on the apologies made by the Anglican Church of Australia to stolen generations, and other statements and actions made by the Church expressing solidarity with Aboriginal and Torres Strait Islander Australians.2.3 Packages could also include cultural experiences or exchanges for staff – visiting Aboriginal and Torres Strait Islander communities, schools, agencies and homes.2.4 Packages also provide opportunities for staff to learn about local respectful behaviours and the stories of the people and the country in which they are working.

3. Proposed strategies to enhance Anglicare NT’s cultural competence3.1 Where budgets allow, cultural advisors are contracted to assist staff in developing cultural competence.3.2 Appointing an Aboriginal and Torres Strait Islander Liaison Officer at each Anglicare NT office. This role could be added to the position descriptions of existing staff, perhaps attracting an allowance.3.3 An intranet site for Aboriginal and Torres Strait Islander staff to share news, stories and resources.

4. Proposed topics for Anglicare NT Aboriginal & Torres Strait Islander staff network:4.1 Mentoringofnewstaff4.2 Providesupportformembers

Appendix


4.3 Leadershipdevelopment4.4 Inductionprocesses4.5 Careerpathdevelopment4.6 Structural/systemicrecognition4.7 Considerationofcommunicationstrategiesincludingfacetofacemeetings4.8 StrategiestoensureparticipationintheNetworkisnotanextraimpositiononstaff4.9 Encouragementtoeducateandmentornon-AboriginalandTorresStraitIslanderstaffinculturalmatters,viaBothWayslearning.

5. Cultural-specific employment conditions for discussion5.1 Recognitionoftheimportanceoffamilyandculturalobligations,includingbutnotlimitedtoceremonialandreligiousactivity/obligations5.2 Recognitionoftheimportanceofvisiting‘country’5.3 Supportto‘dootherbusiness’whenremoteAboriginal & Torres Strait Islander staffarebroughttomajorcentresforworkpurposes5.4 Moreflexibilityregardingreceiptofwages,e.g.weeklyratherthanfortnightly5.5 Clearexplanationsofuseofsalarysacrificingfortheautomaticpaymentofregularbills5.6 Flexibleworkinghours5.7 Jobsharing5.8 Transportassistancetoandfromwork(inremoteareas)5.9 Workplacechildcare.

6. Proposed role of Cross Cultural Mentors6.1 The role of these mentors is to be cultural advisers or consultants, assisting staff to develop their cross-cultural knowledge and skills. Mentors could be professional colleagues, community members, staff of other agencies, Elders, teachers, etc.

Acknowledgements Graphic Design: Greg Stehle

Photography: Wayne Huang, Sharyn Quigley, Greg Stehle

Line Drawings: Tanya Kelly

Tanya Kelly shares family heritage with the Anindilyakwa people of Groote Eylandt and the Bara clan.

Artist’s Statement:

A mat (or basket) is strong because individual elements are combined and intertwined into a single unit. For me weaving is symbolic of people coming together, working towards a common goal.

Published 2014 by Anglicare NT

Documents

Reconciliation Action Plan 2014-2015 - Anglicare NT · 2017-02-22 · Reconciliation Action Plan Page 3 Anglicare NT’s Vision for Reconciliation Anglicare NT has had a long commitment