Wellways Australia Reconciliation Action Plan. January January 2020

Transcription

1 Wellways Australia Reconciliation Action Plan January January 2020

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3 Foreword I am excited to introduce Wellways first Reconciliation Action Plan a plan we hope will help us to transform our culture and services and to build strong, respectful and ethical relationships with Aboriginal and Torres Strait Islander people. Wellways mission is to work with individuals who experience mental illness and other disabilities, their families and communities. We assist and advocate for people to gain greater physical, mental, social and emotional wellbeing and to be fully welcomed as part of their community. We know Aboriginal and Torres Strait Islander people have not always been well served by mental health and disability organisations and their social and emotional wellbeing has been impacted by generations of trauma, injustice and deprivation. Wellways recognises its responsibility as an organisation in addressing these issues of injustice, inequality and stigma as part of ensuring our services are both welcoming and helpful for individuals and their families. We approach the reconciliation process with both excitement and humility and we look forward to the learning and challenges ahead. Elizabeth Crowther Chief Executive Officer 3

4 Commitment to Closing the Gap We recognise Aboriginal and Torres Strait Islander communities have experienced a long period of intervention from the white community much of which has been traumatic and had lasting intergenerational impacts on their lives. These effects are evident in the poor socio-economic and health outcomes of some Aboriginal and Torres Strait Islander people. We understand this means many members of these communities may be suspicious of services such as ours. Wellways is committed to addressing the poor mental health and psychological distress of Aboriginal and Torres Strait Islander people. Wellways will work within the Closing the Gap service delivery principles of engagement, access, integration and accountability as there is evidence these principles are effective within these communities. Our Reconciliation Action Plan Our Reconciliation Action Plan (RAP) is a two-year plan that will be reviewed annually against the policy targets as they are developed. These will be developed in alignment with our Strategic and Business Plans. Alignment with Strategic Focus Wellways Reconciliation Action Plan has been designed to align with three strategic goals outlined below. 1. Create systems to deliver social inclusion. Within the RAP this means: develop cultural awareness and understanding to enable Wellways to engage and work effectively and safely with Aboriginal and Torres Strait Islander people develop targeted strategies to improve access and participation of Aboriginal and Torres Strait Islander people in Wellways services and programs 2. Build and deliver integrated services through evidence-based practice and innovation to achieve social inclusion. Within the RAP this means: in partnership with Aboriginal and Torres Strait Islander people design and deliver programs that support social and emotional wellbeing and include: - opportunities for people to work and study - opportunities for people to have a home 3. Build organisational capacity to facilitate social inclusion. Within the RAP this means: build organisational competence in working with Aboriginal and Torres Strait Islander people develop partnerships with Aboriginal and Torres Strait Islander organisations 4

5 Our Vision for Reconciliation Our vision for reconciliation is of a just and inclusive society where Aboriginal and Torres Strait Islander people enjoy the same rights as every other person. Individuals will have the opportunity to heal from injustice and trauma, improve wellbeing, belong to their community and work and learn. The development of the Wellways Reconciliation Action Plan demonstrates the commitment Wellways has to seeing this vision fulfilled. Working with Aboriginal and Torres Strait Islander people, communities and businesses to build external networks, demonstrating our desire for true and equitable relationships. Internally, within Wellways code of conduct, there are agreed shared behaviours of respect, cooperation, effective leadership, good communication, responsibility, fairness and support. Everyone working at Wellways is required to demonstrate they follow these shared behaviours and the code of conduct. Leaders and supervisors demonstrate their commitment to these principles through leading by example. 5

6 Our Business Wellways is a national, member-based, not-forprofit organisation that works with individuals and families whose lives are affected by mental illness and other psychosocial disabilities. Wellways was established in 1978 by families who wanted to improve the services and information available to people affected by mental illness. Today Wellways is one of Australia s leading mental health community support agencies with an annual turnover of $57m and services located across ACT, NSW, Victoria, Tasmania and Queensland. We currently provide services to more than 6,500 individuals each year and reach many more through advocacy activities. Core Business Wellways employs approximately 1,000 staff. We operate from 60 sites including 23 co-locations with clinical services facilitating shared care and with complementary services assisting access and coordination. We deliver services across metropolitan, rural and remote areas. In 2016 we employed 112 workers with lived experience of mental health issues. We also partner with other organisations across Australia to deliver our Wellways peer education programs. Wellways works to improve the lives and social inclusion opportunities for people with a mental illness, their families and friends. Our vision is of a society in which people with a mental illness and other psychosocial disabilities and their families will be understood, accepted and supported. Individuals with mental illness and other psychosocial disabilities will be afforded the same regard as those with physical illnesses, and resources will be available to offer early interventions and state of the art treatment and support. Individuals will no longer experience stigma, and society will treat them with the same respect and dignity as any other person. We value the contribution of people with mental illness, their families and friends in our organisation and the community. The following values underpin all our activities. We strive to incorporate our values into all programs and activities and to work closely with every team member to champion these values across the organisation. The Wellways values are: Honesty Acceptance Fairness Commitment Participation 6

7 Mental Health and Disability Services Our services are guided by our values and informed by the principles of Community Inclusion. This approach to wellbeing means we work at three levels: with the individual, with their families and friends and with the community. Wellways Community Inclusion Model recognises developing skills, building confidence and strengthening relationships will help people to build a good life. The model provides an evidence-based approach to create individually tailored, effective support packages. Wellways assists individuals to develop the capacity to manage their own wellbeing, equip family and friends with information and skills and engage community members in support networks. Advocacy Services We have a strong advocacy program informed by the lived experience of people affected by mental health issues and other disabilities and their families and friends. Members of Wellways play a vital role in developing our advocacy platform. We advocate for systemic change that will create effective supports and improved opportunities for individuals and families who are affected by mental illness or other disabilities. All our services and advocacy programs: support and create opportunities for people to take charge of their lives, improve wellbeing and build good lives value cultural diversity value peer participation and leadership (consumer and carer) are underpinned by evidence-based best practice Employment Wellways employs approximately 1000 staff. Of these, nine staff currently identify as Aboriginal and Torres Strait Islander people. Wellways does not currently have a consistent strategy for recruitment and employment of workers who identify as Aboriginal and Torres Strait Islander people. Wellways has not captured Aboriginal and Torres Strait Islander employment data in the past nor is it recorded in the annual report. Data on Aboriginality is an important tool which will help inform Wellways strategies and policies. Contained within this RAP are a number of strategies that will help address this oversight. By 2018 Aboriginality will be recorded and reported within the RAP and annual report. Geographic Reach Wellways has a national focus. Currently Wellways offers services in Queensland, Australian Capital Territory, New South Wales, Victoria and Tasmania. We work to achieve social inclusion through direct support and advocacy. 7

8 Our RAP Background Our RAP journey began with an organisational quality improvement project that looked at creating welcoming environments for people from Aboriginal and Torres Strait Islander communities. This project is now carried forward with a commitment from the Leadership Team to develop our RAP which will provide Wellways with a framework for the future. It will detail steps and priorities to develop programs and activities that will contribute to Closing the Gap especially within social and emotional wellbeing (mental health) between Aboriginal and Torres Strait Islander people and other Australians. Formation of our RAP Working Group Expressions of interest were called for from within Wellways staff. Due to the lack of staff who identify as Aboriginal and Torres Strait Islander, two Aboriginal staff members were approached and invited to join the RAP Working Group. External Aboriginal and Torres Strait Islander community members were also directly approached to participate in the RAP Working Group. The Wellways Reconciliation Action Plan was developed by Stewart Sutherland in consultation with the RAP Working Group. It will be approved and supported by the Chief Executive Officer (Reconciliation Champion) and Board of Management of Wellways. We acknowledge and thank the following people and organisations for their support and assistance in developing this RAP: Aniela Pepe, Reconciliation Australia Glendra Stubbs, KnowMore (Community Member) Marilyn Fogarty, Executive Officer, Macarthur Gateway (Community Member) Stewart Sutherland, Project Officer, Reconciliation Action Planning Wellways Staff Laura Collister (Chair), Director, Mental Health Services, Research and Development Bernard McNair, Director, Wellways HealthCall Emma Ladd, Gavin Bussenschutt, General Manager, ACT and NSW Vicki Bishop, Program Worker Ben Matthews, Peer Services Manager Linda Marchioni, Executive Assistant Sue Farnan, Consultant, Peer Education 8

9 RAP Champion The Wellways RAP champion is Elizabeth Crowther, Chief Executive Officer of Wellways Australia. RAP Working Group Membership The Wellways RAP Working Group has four standing positions: Director, Mental Health Services (Chair); General Manager, Quality and ; General Manager ACT and NSW; and Project Officer, Reconciliation Action Planning. Two Aboriginal and Torres Strait Islander community representatives are appointed from Aboriginal and Torres Strait Islander Committees that fall within the geographical area Wellways delivers services. They are leaders within the community and as such provide valuable advice and input. The community representatives are appointed for the term of the RAP. Three Aboriginal and Torres Strait Islander Staff depending on the number of Wellways staff who identify as Aboriginal and or Torres Strait Islander. These positions may be appointed and gained via an expression of interest. Aboriginal Peer Worker. This position is appointed and, depending on a number of factors, will either sit as part of the RAP Working Group or as an advisor to the committee. The RAP Working Group will be responsible for the ongoing monitoring, review and implementation of the RAP in consultation with the Leadership Team and Aboriginal and Torres Strait Islander communities. At the end of 12 months there will be a review of the RAP Working Group to ensure it represents the communities in which Wellways works. Ben Matthews Peer Services Manager Reconciliation is the nation-wide acceptance of the injustices reckoned on Aboriginal and Torres Strait Islander people. It is our nation taking responsibility for the stolen land and the pain and suffering that Indigenous Australians have experienced through colonisation. We can reconcile the past, with the present and the future only by owning the possibility for a unified Australia, where all Australians come together and commit to a better life for those people who still suffer from inequality and poverty. We need to give all Indigenous Australians the same human rights and opportunities enjoyed by the rest of society. It is only through a commitment from all Australians that we can reconcile our history and a future of hope for our first peoples. 9

10 Relationships Reconciliation requires changes of heart and spirit, as well as social and economic change. It requires symbolic as well as practical action. Malcolm Fraser Wellways works to build strong and meaningful relationships with Aboriginal and Torres Strait Islander peoples and communities. We understand this takes time. While working towards new relationships Wellways will continue to maintain existing relationships with Aboriginal and Torres Strait Islander communities and organisations. We encourage and support Wellways staff to develop and maintain relationships and support events that strengthen community connection to culture and identity. Through these relationships and interactions we build our own cultural awareness and understanding which helps us deliver services and engage Aboriginal and Torres Strait Islander communities in appropriate ways. 10

11 Action Deliverable Responsibility Timeline Develop and maintain mutually Develop and implement organisational and regional engagement plans to Regional Manager February 2018 establish and strengthen the relationship between Wellways staff and key beneficial relationships with Chair, RAP Working Group stakeholders in the Aboriginal and Torres Strait Islander communities Aboriginal and Torres Strait RAP Project Officer Islander people, communities and Each region engages with local Aboriginal and Torres Strait Islander organisations Every Regional Manager organisations to support positive to develop guiding principles and memorandum of understanding (MOUs) for future engagement outcomes Celebrate and participate in National Reconciliation Week (NRW) by providing opportunities to build and maintain relationships between Aboriginal and Torres Strait Islander people and other Australians Actively monitor and report RAP development and implementation Engage, support and monitor Aboriginal and Torres Strait Islander people in participation and advisory roles within the organisation Include and monitor the inclusion of Aboriginal and Torres Strait Islander people s lived experience in education and co mmunity events throughout the organisation Develop a calendar of key celebration dates for Aboriginal and Torres Strait Islander people and distribute to staff Ensure our RAP Working Group participates in an external event to recognise and celebrate National Reconciliation Week Develop and implement a policy that includes funding of internal events in the budgeting process every year Organise and host at least one internal event for National Reconciliation Week each year in each region Register Wellways National Reconciliation Week events on the Reconciliation Australia NRW website Support an external National Reconciliation Week event within each community Wellways has a site Chair, RAP Working Group Director, Finance Every Regional Manager Every Regional Manager General Manager, Communications and Marketing Each Regional Manager General Manager, Communications and Marketing Complete May 2018 and review December 2018 Complete May 2018 and monitor June 2018, December 2018 Complete February 2018 and review July 2018 Complete January 2018 Complete May 2018 and May/June 2019 Complete May 2018 and May 2019 Complete May 2018 and May 2019 Complete May 2018 and May/June 2019 Complete May 2018 and May 2019 Redevelop RAP Working Group terms of reference to align with RAP Chair, RAP Working Group Complete February 2018 and reviewed August 2018 Engage Aboriginal and Torres Strait Islander people in the RAP Working Group Chair, RAP Working Group Complete January 2018 and reviewed March, September 2018 and March 2019 Develop a RAP implementation plan within each business area of the Each Director Complete March 2018 organisation Convene meetings of the RAP Working Group bi-monthly to monitor and report on progress of the RAP RAP Project Officer Bi-monthly 11

12 Action Deliverable Responsibility Timeline Actively monitor and report RAP development and implementation (continued) Raise internal and external awareness of RAP to promote reconciliation across business and community sectors Strengthen the voices of and promote the rights of Aboriginal and Torres Strait Islander people in relation to social and emotional wellbeing Undertake mapping of our existing and potential relationships with Aboriginal and Torres Strait Islander people, communities and organisations Report to Board of Management re progress of the RAP six monthly Chief Executive Officer January 2018 June 2018 December 2018 June 2019 Identify and include the RAP as a standing meeting agenda item for significant working groups within the organisation Oversee the development, endorsement, launch and implementation of the RAP Develop and implement a communication strategy for the RAP that includes all internal and external partners Include in the communication plan multiple means to reach people who cannot attend reconciliation events (social media, website, digital media, Brainwaves radio program) Support through newsletters and in-house meetings the diverse conversations raised through recognised campaigns Promote state/territory based reconciliation council events on Wellways website Recruit and support people from Aboriginal and Torres Strait Islander communities to participate in planning, service design, delivery, evaluation and governance Represent Aboriginal and Torres Strait Islander people s rights, culture and concept of social and emotional wellbeing in all community and peer education forums Include the experience of Aboriginal and Torres Strait Islander people in community and peer education roles that involve presentation of lived experience Identify and develop a list of significant Aboriginal and Torres Strait Islander community members, networks, stakeholders and organisations in each region and sphere of influence Identify current and strategic relationships with Aboriginal and Torres Strait Islander people, communities and organisations Develop and implement an engagement plan with these individuals, communities and organisations Actively explore Aboriginal and Torres Strait Islander people s local issues in planning and delivery of services throughout the organisation Director, Mental Health Services, Research and Development General Manager, Communications and Marketing General Manager, Communications and Marketing General Manager, Communications and Marketing General Manager, Communications and Marketing Chief Executive Officer Each Regional Manager Complete March 2018 Complete March 2018 Complete March 2018 and review October 2018 Complete April 2018 and review October 2018 February 2018 Complete June 2018 and July 2019 Complete March 2018 and review July 2018 and February 2019 Complete June 2018 Complete July 2018 Chair, RAP Working Group Complete February 2018 Chair, RAP Working Group Complete March 2018 Chair, RAP Working Group Every Regional Manager Every Regional Manager Complete April 2018 Complete September

13 Action Deliverable Responsibility Timeline Review data collection and develop Review the data related to Aboriginal and Torres Strait Islander people Complete February 2018 systems to better understand level currently collected within the organisation of engagement of Aboriginal and Identify and collect data that effectively monitors engagement and outcomes Complete February 2018, Torres Strait Islander people accessing for Aboriginal and Torres Strait Islander people accessing Wellways services June and December 2018 and June 2019 Wellways services Update data collection requirements accordingly and monitor six monthly Complete January 2018 Linda Marchioni RAP Committee member To me, reconciliation is a collaborative process of owning up to the past, taking steps to make things right, and finding a brave new way forward for all Australians. It s about making sense of, and making peace with, the trauma that has happened. It s about healing and restoration, and looking forward with hope, optimism and a conviction that we can sort this out if we put our minds and hearts to it. It s an understanding that colonisation and its aftermath affects all Australians in one way or another, and it s for our mutual benefit that we work towards a reconciled Australia where everyone feels belonging, pride and connection. 13

14 Respect The term cultural respect refers to the recognition, protection and continued advancement of the inherent rights, culture and traditions of Aboriginal people. Cultural respect is achieved when cultural differences are respected. Australian Health Ministers Advisory Council 2004 Wellways acknowledges Aboriginal and Torres Strait Islander peoples as the Traditional Custodians of the land on which we work. We value and respect the ongoing contribution of Aboriginal and Torres Strait Islander peoples and acknowledge an age-old culture of ceremony and celebration, initiation and renewal and that this living and rich culture has a unique role in the life of our communities. Wellways will work to inform and educate all staff with the aim of aligning values and creating a shared vision of reconciliation. 14

15 Action Deliverable Responsibility Timeline Engage employees and community Conduct a cultural training needs analysis which assesses cultural learning Director, People and Culture Complete March 2018 and needs of employees in all areas of our business December 2018 partners in cultural learning opportunities to increase Develop and implement a cultural awareness training strategy for staff across Director, People and Culture Complete March 2018 understanding and appreciation of the organisation Aboriginal and Torres Strait Islander Provide opportunities for RAP Working Group members, RAP champions, HR Director, People and Culture Complete June 2018 managers and other key leadership staff to participate in cultural training cultures, histories and achievements Engage staff in understanding the significance of Aboriginal and Torres Strait Islander cultural protocols such as Welcome to Country and Acknowledgement of Country, and provide assistance for embedding into practice Support staff to engage in broader cultural awareness/sensitivity training and also localised training which provides an understanding of local community, Traditional Owners and history Deliver cultural awareness training developed and provided by local Traditional Owners and Aboriginal and Torres Strait Islander consultants Develop, implement and monitor the use of a cultural protocol document including: Information guiding the use of Welcome to Country and Acknowledgement of Country A requirement for Acknowledgement of Country being included at the commencement of important internal and external meetings Guidance about engagement of Traditional Owners to undertake a Welcome to Country and on what occasions they should occur Information that encourages and equips staff to add their own Acknowledgement of Country Contacts for organising a Welcome to Country and maintaining respectful partnerships Information guiding the use of language in relation to Aboriginal and Torres Strait Islander people, e.g. always using the words Aboriginal and Torres Strait Islander rather than the abbreviation of ATSI Organise and display an Acknowledgment of Country plaque in our office or on our office buildings The use of Aboriginal and Torres Strait Islander flags on significant occasions including NAIDOC Week and Reconciliation Week. Inviting a Traditional Owner to provide a Welcome to Country at significant events each year Director, People and Culture Every Regional Manager Complete July 2018, reviewed July 2019 Complete July 2018 Director, People and Culture Complete February

16 Action Deliverable Responsibility Timeline Provide opportunities for Support staff to participate in NAIDOC Week events Each Director June 2018 and 2019 Aboriginal and Torres Strait Islander Review HR policies and procedures to ensure there are no barriers to staff Director, People and Culture March 2018 staff to engage with their culture participating in NAIDOC Week Regional Managers and communities by celebrating Provide opportunities for all Aboriginal and Torres Strait Islander staff to Each Regional Manager Second week of June 2018 NAIDOC Week. participate with their cultures and communities all year round especially and 2019 during NAIDOC Week Hold an internal or external NAIDOC Week event Director, People and Culture June 2018 and 2019 Create situations enabling all staff and Board members to learn about Aboriginal and Torres Strait Islander cultures, histories and perspectives Promote Wellways sites as culturally safe and welcoming to Aboriginal and Torres Strait Islander people Contact local NAIDOC Week Committee and support an external NAIDOC Week community event Develop strategies to ensure all staff are supported to participate in community reconciliation events including Sorry Day and Close the Gap Day Regularly communicate information and resources about Aboriginal and Torres Strait Islander cultures, histories and perspectives to all staff Ensure Aboriginal and Torres Strait Islander cultures are visible and celebrated in our workplaces Commission/acquire Aboriginal and Torres Strait Islander art work to display in our sites Each Regional Manager Director, People and Culture Regional Managers Director, People and Culture Chair, RAP Working Group Director, People and Culture Every Regional Manager Manager, Assets Director, People and Culture Manager, Assets First week of July 2018 and 2019 Complete Monthly from February 2018 Monthly from February 2018 Complete February 2018 Complete June 2018 Review key imagery and include appropriate representation of Aboriginal and Torres Strait Islander people and cultures in documents and events Develop guidelines on culturally safe and welcoming physical environments for Aboriginal and Torres Strait Islander people Develop Wellways website to incorporate a dedicated page providing information and resources relating to reconciliation and Aboriginal and Torres Strait Islander understanding of social and emotional wellbeing Promote our programs and service delivery in Aboriginal and Torres Strait Islander media General Manager, Communications and Marketing Manager, Assets Director, People and Culture Manager, Assets General Manager, Communications and Marketing General Manager, Communications and Marketing Each Regional Manager Complete September 2018 Complete February 2018 Complete March 2018 Complete February

17 Action Deliverable Responsibility Timeline Identify and implement culturally appropriate assessment and outcome measurement tools Review Wellways documents to ensure they reflect the RAP and reconciliation efforts Review outcome measures and recommend appropriate measures to be implemented Review and adapt assessment tools to ensure they are culturally appropriate Review all Social and Emotional Wellbeing outcome measurement tools and recommend appropriate measures to be implemented Develop an audit guideline reflecting the addition of Wellways Welcome to Country and other such policies Review all Social and Emotional Wellbeing outcome measurement tools and recommend appropriate measures to be implemented Complete February/March 2018 Complete February/March 2018 Complete February/March 2018 Complete February/March 2018 Complete February/March 2018 Gavin Bussenschutt Regional Manager, ACT and NSW For me reconciliation is about coming together. It is about shared understanding, an understanding of country and acknowledgement of history. It is about respect for Aboriginal and Torres Strait Islander heritage and valuing justice and equity for all Australians. 17

18 Opportunities We are all visitors to this time, this place, we are just passing through. Our purpose here is to observe, learn, grow, love and then we return home. Aboriginal Dreaming proverb Past treatment, policies and legislation of Australia towards Aboriginal and Torres Strait Islander people has left deficits in all social determinates including economic with Aboriginal Australia. Wellways will walk alongside and work together with Aboriginal and Torres Strait Islander people and communities to create improved life opportunities for Aboriginal and Torres Strait Islander people which supports employment, health, social and cultural development and the building of resilient communities. 18

19 Action Deliverable Responsibility Timeline Increase Aboriginal and Torres Strait Develop an Aboriginal and Torres Strait Islander employment strategy to support improved engagement, recruitment, retention, pathways and cultural safety for Islander employment outcomes Aboriginal and Torres Strait Islander staff within our workplace Director, People and Culture Complete March 2018 Set organisational and regional benchmarks based on population for a number of Aboriginal and Torres Strait Islander dedicated roles (People in these roles must be Aboriginal and/or Torres Strait Islander) Review HR and recruitment procedures and policies to ensure there are no barriers to Aboriginal and Torres Strait Islander employees and future applicants participating in our workplace including Aboriginal and/or Torres Strait Islander staff with lived experience Engage with existing Aboriginal and Torres Strait Islander staff and external consultants to advise on employment strategies, including professional development Directors Complete March 2018 Regional Managers, Director, People and Culture Director, People and Culture Complete March 2018 Director, People and Culture Complete March 2018 Identify Aboriginal and Torres Strait Islander media to advertise all vacancies Director, People and Culture Complete April 2018 Each Regional Manager Collect information on our current Aboriginal and Torres Strait Islander staff to Director, People and Culture Complete March 2018 inform future employment opportunities Develop an Aboriginal and Torres Strait Islander professional development strategy Director, People and Culture Complete April 2018 Investigate opportunities to incorporate Aboriginal and Torres Strait Islander supplier diversity within Wellways Include Aboriginal and Torres Strait Islander representation on recruitment and selection panels Include in all job advertisements, Aboriginal and/or Torres Strait Islander people with a lived experience are encouraged to apply Review procurement policies and procedures to identify opportunities to engage with Aboriginal and Torres Strait Islander businesses to supply our organisation with goods and services, and to ensure there are no barriers for procuring goods and services from Aboriginal and Torres Strait Islander businesses Develop and communicate to staff a list of Aboriginal and Torres Strait Islander businesses that can be used to procure goods and services Develop relationships with Aboriginal and Torres Strait Islander owned businesses and services Director, People and Culture Complete March 2018 Director, People and Culture Complete March 2018 Assets Manager Complete June 2018 Assets Manager Complete June 2018 Assets Manager Complete June 2018 and reviewed April 2019 Investigate Supply Nation membership Assets Manager Complete June

20 Action Deliverable Responsibility Timeline Support Aboriginal and Torres Strait Mentor Aboriginal and Torres Strait Islander staff into leadership roles within the Complete March 2018 Islander engagement in Wellways organisation Director, People and Culture All Directors Contract an Aboriginal and Torres Strait Islander engagement worker Director, People and Culture Complete June 2018 Develop and support an internal network for Aboriginal and Torres Strait Islander staff to help promote leadership and work through retention issues. The staff network will also act as an internal support and mentoring group Develop and implement Aboriginal and Torres Strait Islander employment pathways (e.g. traineeships or internships) Support a scholarship for an Aboriginal and Torres Strait Islander student with lived experience to undertake study in mental health Offer Aboriginal and Torres Strait Islander student placements with a focus on two-way learning Develop processes and systems that address common barriers to accessing services and acknowledge and address the effects of unintended and institutionalised racism and discrimination Director, People and Culture Chief Executive Officer Directors Director, People and Culture Chief Executive Officer Directors Complete July 2018 Complete December 2018 Complete February 2019 Complete December 2018 Complete June

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22 Tracking progress and reporting Action Deliverable Responsibility Timeline Report RAP achievements, challenges Complete and submit the RAP Impact Measurement Questionnaire to 30 September 2018, 2019 Reconciliation Australia annually and learnings to Reconciliation Australia Investigate participating in the RAP Barometer Chair, RAP Working Group September 2018 Report RAP achievements, challenges and learnings internally and externally Develop and implement systems and capability needs to track, measure and report on RAP activities Publically report our RAP achievements, challenges and learnings through the website and within the annual report Chair, RAP Working Group Chief Executive Officer General Manager Communications and Marketing Chair, RAP Working Group March 2018 March 2018 Investigate participating in the RAP Barometer Chair, RAP Working Group June 2018 Review, refresh and update RAP Liaise with Reconciliation Australia to develop a new RAP based on learnings, challenges and achievements January 2018 Send draft RAP to Reconciliation Australia for formal feedback and endorsement Chief Executive Officer June

23 Heather Kamarra Shearer Community strengthening community 2016 Acrylic on canvas Acrylic on canvas Award-winning artist Heather Kamarra Shearer was commissioned to create this artwork as an interpretation of the partnership and support provided by Wellways to Aboriginal and Torres Strait Islander people living with mental health issues or disability. The range of colours, pathways, dots and inner circle, or campfire, illustrates the holistic and interconnected approach Wellways adopts in its programs and services when working with people, their families, friends and communities. 23

24 Wellways Australia Limited Incorporating Australian HealthCall Group QLD ACT NSW VIC TAS wellways.org ww225_03/18