RESPECT FAIRNESS COMMUNITY. Reconciliation Action Plan

Transcription

1 RESPECT FAIRNESS COMMUNITY Reconciliation Action Plan

2 Highlights of our RAP The 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 Page 2

3 Anglicare NT s Vision for Reconciliation Anglicare 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. 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 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. Reconciliation Action Plan Page 3

4 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 Our Business Anglicare 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 Mission Anglicare NT works in partnership with the community, families and individuals to promote the enrichment of relationships, fullness of life and social justice for all. Reconciliation Action Plan Page 4

5 RAP Overview 1. Relationships Languages Partnerships Both Ways Learning 2. Respect Public recognition Cultural competence Recognizing Aboriginal and Torres Strait Islander concepts of family Resources Advocacy Governance 3. Opportunities Retention of Aboriginal and Torres Strait Islander staff Recruitment Professional Development Mentoring 4. Tracking Progress Form RAP Implementation Committee Annual reporting to the Board Reconciliation Action Plan Page 5

6 1. Relationships Anglicare 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. 1.1 Aboriginal & Torres Strait Islander Languages We will ensure the use of Aboriginal and Torres Strait languages is respected Ensure 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 1.2 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 Priority 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 1.3 Both Ways Learning We value Both Ways Learning which recognises the knowledge systems of both Aboriginal and Torres Strait Islander and Western cultures. It is respectful and focuses on listening. Participants are regarded as both learners and teachers who work together in a teaching-learning partnership. Content is hands-on, utilising relevant examples and activities Both 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 Reconciliation Action Plan Page 6

7 1.4 RAP Implementation Committee We will create an ongoing RAP Implementation Committee reporting directly to the Executive Management Team. A 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 1.5 Celebrating National Events of Reconciliation and Recognition We will ensure that our relationships with Aboriginal and Torres Strait Islander communities, staff and clients is strengthened through our participation in national events. National 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. Reconciliation Action Plan Page 7

8 2. Respect Anglicare NT seeks to express respect for Aboriginal and Torres Strait Islander people s history, enduring culture, worldview and dignity. 2.1 Public Recognition and Awareness We will proactively heighten public recognition of and respect for Aboriginal and Torres Strait Islander people A 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 Facilities display art and symbols demonstrating commitment to acknowledging Aboriginal and Torres Strait Islander culture 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 Policy guidelines and acknowledgement protocols in place across all Anglicare NT sites 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 Chief Executive Officer June 2014 NAIDOC Week promoted through displaying posters, intranet messages, internal and external publications. 2.2 Cultural Competence We aim to provide services in ways that are culturally appropriate and effective for Aboriginal and Torres Strait Islander clients and communities Develop 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 Reconciliation Action Plan Page 8

9 2.2 Cultural Competence (continued) Develop 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 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 Aboriginal and Torres Strait Islander understanding of family is incorporated into our work with Aboriginal and Torres Strait Islander people Deputy Chief Executive Officer 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 methods We will produce written materials and program resources designed to incorporate culturally appropriate communication and methods Culturally appropriate methods of information sharing are incorporated into work with Aboriginal and Torres Strait Islander clients Deputy Chief Executive Officer 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 Reconciliation Action Plan Page 9

10 2.5. Advocacy We 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 An 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 2.6. Governance We are committed to hearing the voice of Aboriginal and Torres Strait Islander clients and communities and ensuring these opinions shape the way we operate Develop 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. Reconciliation Action Plan Page 10

11 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 staff We seek to recruit, retain and support Aboriginal and Torres Strait Islander staff An 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 Recruitment We will strive to become an employer of choice for Aboriginal and Torres Strait Islander people and increase the recruitment of Aboriginal and Torres Strait Islander people across all roles within the organisation. Set targets for Aboriginal and Torres Strait Islander employment and organisational involvement. 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) Provide traineeships, work experience and information to engage young Aboriginal and Torres Strait Islander people in our workforce 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 Manager People and Learning Chief Executive Officer 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 December 2014 A plan to establish traineeships for young Aboriginal and Torres Strait Islander people is considered and resourced Reconciliation Action Plan Page 11

12 3.3 Professional development We will provide Aboriginal and Torres Strait Islander staff with quality professional development opportunities. Workplace induction and orientation processes are reviewed to include professional development and retention activities for Aboriginal and Torres Strait Islander recruits Manager People and Learning 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 Manager People and Learning 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 Mentoring We will provide a culturally safe and supportive workplace for Aboriginal and Torres Strait Islander staff. Aboriginal and Torres Strait Islander staff will be offered time-limited mentoring when they commence work and transition to new roles Manager People and Learning 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 Suppliers We will use its significant purchasing power and influence to build the capacity and economic well being of Aboriginal and Torres Strait Island businesses We 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. Reconciliation Action Plan Page 12

13 4. Tracking progress and reporting We will report openly on progress being made in the Reconciliation Action Plan The RAP Implementation Committee, comprising Chief Executive Officer Half-yearly Two meetings are held each year and reports provided to Board meetings in Aboriginal and Torres Strait Islander staff, other staff and stakeholders, continues to monitor the implementation of RAP actions and report on progress from June 2014 June 2014, December 2014, June 2015 and December A RAP report is produced annually. Chief Executive Officer December 2014 A completed RAP Impact Measurement Questionnaire is submitted to Reconciliation 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 Reconciliation Action Plan Page 13

14 Appendix Suggestions from the working party and staff regarding elements of the RAP 1. Proposed definition of cultural competence 1.1 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 training 2.1 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 competence 3.1 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 Mentoring of new staff 4.2 Provide support for members Reconciliation Action Plan Page 14

15 4.3 Leadership development 4.4 Induction processes 4.5 Career path development 4.6 Structural/systemic recognition 4.7 Consideration of communication strategies including face to face meetings 4.8 Strategies to ensure participation in the Network is not an extra imposition on staff 4.9 Encouragement to educate and mentor non-aboriginal and Torres Strait Islander staff in cultural matters, via Both Ways learning. 5. Cultural-specific employment conditions for discussion 5.1 Recognition of the importance of family and cultural obligations, including but not limited to ceremonial and religious activity/obligations 5.2 Recognition of the importance of visiting country 5.3 Support to do other business when remote Aboriginal & Torres Strait Islander staff are brought to major centres for work purposes 5.4 More flexibility regarding receipt of wages, e.g. weekly rather than fortnightly 5.5 Clear explanations of use of salary sacrificing for the automatic payment of regular bills 5.6 Flexible working hours 5.7 Job sharing 5.8 Transport assistance to and from work (in remote areas) 5.9 Workplace child care. 6. Proposed role of Cross Cultural Mentors 6.1 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. Reconciliation Action Plan Page 15

16 Acknowledgements Graphic Design: Photography: Line Drawings: Greg Stehle Wayne Huang, Sharyn Quigley, Greg Stehle 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