October 2024 - April 2026
FAMILY LIFE
We believe that every family deserves to live in a safe and supportive community. Everything we do supports this, through our family and individual support services, community strengthening programs, a network of op shops, a vibrant engaged volunteer community and passionate skilled staff.
Family Life services include
• Counselling (including financial)
• Family dispute and property dispute resolution
• Supervised visits
• Post separation support
• Family violence support
• Outreach family support
• Services for children and young people
• Mental health support and services
• Community engagement programs and activities
• Volunteering and employment readiness activities
• Social inclusion programs
Family Life recognises that integrated services with wrap around support are critical. Equally important is the role of the community to support one another for lasting positive change. We provide help and support for families, children and young people, women, men, schools and community.
Family Life works in partnership with communities to understand and address place-based needs. When communities work together, families are strengthened, communities are connected and inclusive and individuals have a positive sense of culture and belonging. We recognise the importance of individuals’ wellbeing and relationships, and its impact on families. When individuals are healthy and resilient they lead a full life and can overcome personal challenges. We recognise that for children to thrive, their physical, mental, emotional and social needs must be met.
At the core of our organisation are our values of respect, inclusion, community and empowerment. By advocating for service and social change, promoting diversity and seeking input and feedback to guide us, we believe that maximising opportunities for individuals to participate in their communities can aid in overall health and wellbeing.
OUR RAP
Our Family Life Reconciliation Action Plan (RAP) is a pivotal step in achieving our organisational vision of Capable Communities, Strong Families and Thriving Children. We believe that promoting reconciliation will create a positive change for not only Aboriginal and Torres Strait Islander people, but for our community as a whole.
The decision to develop a RAP was made in 2019. The COVID pandemic unfortunately stalled progress, however, since returning to business as usual, we have made this a priority in our strategic plan. We have a proud tradition of working with Aboriginal and Torres Strait Islander organisations within the community to deliver services to vulnerable children and families, and investing in training and development activities to support cultural knowledge and understanding.
Family Life established a formal RAP Working Group consisting of dedicated staff members from across the organisation. This working group’s responsibility is to progress the RAP, whilst collaborating and communicating with other members of staff, our Executive group, our Board of Directors and our external partners and stakeholders.
A priority for the RAP working group is to ensure the effective implementation of the deliverables in our Reflect RAP across our organisation.
This will be supported by our Executive group and CEO, Allison Wainwright, as well as by working collaboratively with our Board of Directors. We believe that to ensure an effective reconciliation journey is undertaken at Family Life, it is the responsibility of each and every member of staff to demonstrate commitment to working towards reconciliation in our organisation and broader community.
Family Life has delegated our Senior Manager, Clinical Governance & Quality as their RAP Champion. Our champion will be responsible for driving and championing internal engagement and awareness of our RAP.
Family Life engaged Kaptify Consulting, a local Aboriginal Consultancy organisation in Shoreham. Bunurong artist Adam Magennis liaised with Family Life and developed artwork for our RAP.
Our RAP will serve as a framework to build on existing relationships with Aboriginal and Torres Strait Islander organisations, partners and communities to achieve progress through collaboration. Our journey to reconciliation is a formal commitment toward positive change and outcomes for our families, clients and the communities in which we serve.
The RAP program’s strength is its framework of relationships, respect, and opportunities, allowing an organisation to strategically set its reconciliation commitments in line with its own business objectives, for the most effective outcomes. These outcomes contribute towards the five dimensions of reconciliation: race relations; equality and equity; institutional integrity; unity; and historical acceptance. It is critical to not only uphold all five dimensions of reconciliation, but also increase awareness of Aboriginal and Torres Strait Islander cultures, histories, knowledge, and leadership across all sectors of Australian society.
This Reflect RAP enables Family Life to deepen its understanding of its sphere of influence and the unique contribution it can make to lead progress across the five dimensions. Getting these first steps right will ensure the sustainability of future RAPs and reconciliation initiatives, and provide meaningful impact toward Australia’s reconciliation journey.
Congratulations Family Life, welcome to the RAP program, and I look forward to following your reconciliation journey in the years to come.
Karen Mundine Chief Executive Officer RECONCILIATION AUSTRALIA
MESSAGE FROM OUR CEO
I am extremely proud to introduce Family Life’s Reflect Reconciliation Action Plan (RAP), marking a significant step forward in our commitment to reconciliation. Family Life’s vision of Capable Communities, Strong Families, and Thriving Children is at the forefront of everything we do, and this Plan is an important milestone in this journey.
Our RAP is much more than a document. It embodies our unwavering commitment to the families we serve and the fostering of inclusive and respectful communities, where the rich cultures and enduring connections to country of Aboriginal and Torres Strait Islander peoples are honoured and joyously celebrated. A community that has a profound appreciation and deep respect for the past, and champions diversity and the rights of all.
We believe that true progress is made through genuine trauma-informed collaboration, conversation and education. We will continue to respectfully and meaningfully engage clients, staff, stakeholders and community partners to promote reconciliation and drive positive change for all Aboriginal and Torres Strait Islander people.
Our reconciliation journey has been supported by many passionate Family Life staff. I commend our RAP working group, staff and supportive Board’s commitment to bringing our collective vision to life. The next 12 - 18 months are set to be an exciting journey and I look forward to joining the Family Life team as we embrace the opportunity to learn, grow and make positive change, together.
Allison Wainwright CEO FAMILY LIFE
ADAM MAGENNIS THE ARTIST.
Adam Magennis is a Bunurong artist with a professional career in the arts who reached a 30-year milestone in 2023.
Adam’s studio is based in Shoreham where he produces finished art pieces and operates his art consultancy business. He has regular commissions for public art installations and has created various murals and sculptural works for public asset projects. Adam is the Director of Kaptify Art Services, a Professional Art Consultancy, and Victorian Indigenous Business that is based in Mornington and operates throughout Victoria and in the Kulin Nation region area.
RAP ARTWORK NARRATIVE
‘This Bunurong designed art piece represents the season of Bareep (Spring). Bareep is an important Bunurong Cultural Season where Bunurong plants are in flower, showcasing the diversity of medicine, fibre, food and resource plants throughout Bunurong Biik (Country). During Bareep, plants naturally flower and self seed, replenishing Bunurong Biik for the next Bareep annual season. Bunurong insects also replenish Bunurong Biik via the natural germination and pollination process. This piece of art shows a local Lilly Flower being germinated and pollinated by an insect design, that hybridises together the physical characteristics of a Hover Fly and Blue Banded Bee. These two insects provide an important contribution to Bareep’.
Adam Magennis
RELATIONSHIPS
• Circulate Reconciliation Australia’s NRW resources and reconciliation materials to our staff.
• Internal all staff email and social media campaign, recognising National Sorry Day.
May 2025
2. Build relationships through celebrating National Reconciliation Week (NRW).
• RAP Working Group members to participate in an external NRW event.
26th May 2025
Executive Oversight: Director, Strategic Development and Innovation
Lead: Marketing and Communications Manager
Executive Oversight: Director, Strategic Development and Innovation
Lead: Marketing and Communications Manager
May 2025 & May 2026
• Encourage and support staff, senior leaders including the Executive Group and Board Members to participate in at least one external event to recognise and celebrate NRW.
• Develop an internal and external communication and engagement plan that promotes NRW and other significant dates to celebrate, support and demonstrate our commitment to First Nations peoples and Reconciliation, acknowledging the following days in 2025:
- Harmony day & National Close the Gap Day 31st March
- Mabo day 3rd of June
• Update the above engagement strategy to include the annual NRW theme released in March.
May 2025
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
Executive Oversight: Chief Executive Officer
Lead: Executive Assistant to CEO
November 2024
March 2025
Executive Oversight: Director, Strategic Development and Innovation
Lead: Marketing and Communications Manager
Executive Oversight: Director, Strategic Development and Innovation
Lead: Marketing and Communications Manager
RELATIONSHIPS
• Communicate our commitment to reconciliation to all staff and Community.
3. Promote reconciliation through our sphere of influence.
• Identify external stakeholders that our organisation can engage with on our reconciliation journey.
April 2025
• Identify RAP and other like-minded organisations that we could approach to collaborate with on our reconciliation journey.
1st March 2026
Executive Oversight: Director, Strategic Development and Innovation
Lead: Marketing and Communication Manager
Senior Manager & Lead, Community Activation
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior manager, Clinical Governance and Quality
February 2025
4. Promote positive race relations through antidiscrimination strategies.
• Research best practice and policies in areas of race relations and antidiscrimination.
• Explore further education/learning opportunities.
• Conduct a review of HR policies and procedures to identify existing antidiscrimination provisions, and future needs.
May 2025
May 2025
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior manager, Clinical Governance and Quality
Executive Oversight: Executive Manager, People and Culture
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: People and Culture Partner
June 2025
Executive Oversight: Executive Manager, People and Culture
Lead: People and Culture Partner
RESPECT
5. Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.
• Develop a business case for increasing understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights within our organisation.
• Conduct a review of cultural learning needs within our organisation.
• Assess, design and implement a cultural learning strategy to increase staff understanding, value and recognition of Aboriginal and Torres Strait Island cultures, history, knowledge and rights within the organisation.
• Assess how to include cultural safety during onboarding and induction for all staff.
• Undertake a workplace survey to ascertain a benchmark of cultural understanding to build upon in future/conduct a review of cultural learning needs within the organisation.
• Develop an understanding of the local Traditional Owners or Custodians of the lands and waters within our organisation’s operational area.
August 2025
6. Demonstrate respect to Aboriginal and Torres Strait Islander peoples by observing cultural protocols.
• Increase staff’s understanding of the purpose and significance behind cultural protocols, including Acknowledgement of Country and Welcome to Country protocols.
• Consider including a smoking ceremony, storytelling and other cultural protocols at Organisation DAYS
September 2025
October 2025
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
Executive Oversight: Executive Manager, Clinical Practice and Quality
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: People and Culture Partner
November 2025
December 2025
February 2025
Executive Oversight: Executive Manager, People and Culture
Lead: People and Culture Partner
Executive Oversight Senior Manager, Practice and Evidence
Lead: People and Culture Partner
Executive Oversight: Executive Manager, Clinical Practice and Quality
Executive Manager, People and Culture
Lead: Senior Manager, Practice and Evidence
People and Culture Partner
November 2024
October 2024
Executive Oversight: Director Strategic Development and Innovations
Lead: Senior Manager
Innovation and Strategic Projects
Executive Oversight: Director Strategic Development and Innovations
Lead: Senior Manager
Innovation and Strategic Projects
RESPECT
7. Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.
• Raise awareness and share information amongst our staff about the meaning of NAIDOC Week.
• Introduce our staff to NAIDOC Week by promoting external events in our local area.
July 2024
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Diversity and Inclusion Working Group
July 2025 & July 2026
• RAP Working Group to participate in an external NAIDOC Week event.
• Encourage and support staff, senior leaders including the Executive Group and Board members to participate in NAIDOC week.
• Develop an internal external communication and engagement plan that promotes NAIDOC Week and other significant dates to celebrate, support and demonstrate our commitment to First Nations peoples and Reconciliation.
• Continue to provide sponsorship to existing local Gathering Places to support their NAIDOC Dinners.
• Participate in other cultural days of celebration eg:
- National Aboriginal & Torres Strait Islander Children’s Day 4th of August
- International Day of World’s Indigenous Peoples 9th of August.
July 2025 & July 2026
April 2024
Executive Oversight: Director, Strategic Development and Innovation
Lead: Marketing and Communications Manager
Executive Oversight: Director, Strategic Development and Innovation
Lead: Marketing and Communications Manager
July 2025 & July 2026
August 2025 & August 2026
August 2025 & August 2026
Executive Oversight: Director, Strategic Development and Innovation
Lead: Marketing and Communications Manager
Executive Oversight: Strategic Development and Innovation
Lead: Marketing and Communications Manager
Executive Oversight: Director, Strategic Development and Innovation
Lead: Marketing and Communications Manager
OPPORTUNITIES
• Develop a business case for First Nations employment within our organisation.
November 2024
8. Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development.
• Explore and engage with organisations who support opportunities to recruit for First Nations employees within our organisation.
• Review relevant People & Culture Policies (i.e. Recruitment Policy) to reflect new recruitment/advertising processes.
• Build understanding of current First Nations staffing to inform future employment and professional development opportunities.
• Review recruitment processes to assess how inclusive and safe they are for First Nations candidates.
• Develop a business case for procurement from First Nations owned businesses.
December 2024
Executive Oversight: Executive Manager, People and Culture
Lead: People and Culture Partner
Executive Oversight: Executive Manager, People and Culture
Lead: People and Culture Partner
February 2025
November 2024
Executive Oversight: Executive Manager, People and Culture
Lead: People and Culture Partner
Executive Oversight: Executive Manager, People and Culture
Lead: People and Culture Partner
February 2024
April 2025
9. Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.
• Investigate Supply Nation membership and explore additional opportunities to further develop relationships with Aboriginal and Torres Strait Islander owned businesses such as engaging in procurement events targeting Aboriginal and Torres Strait Island owner businesses and supply nation endorsed companies.
April 2025
Executive Oversight: Executive Manager, People and Culture
Lead: People and Culture Partner
Executive Oversight: Chief Financial Officer
Lead: Senior Manager, Operations
Executive Oversight: Chief Financial Officer
Lead: Senior Manager, Operations
GOVERNANCE
10. Establish and maintain an effective RAP Working Group (RWG) to drive governance of the RAP.
• Maintain RWG to govern RAP implementation. (Recognise the existing role of RWG in growing RAP implementation).
• Draft a Terms of Reference for the RWG: Seek guidance for ToR via RAP website.
June 2025 Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
July 2025
11. Provide appropriate support for effective implementation of RAP commitments.
• Explore Aboriginal and Torres Strait Islander representation on the RWG.
• Define resource needs for effective RAP implementation including people and financial.
• Maintain Engagement of senior leaders including the Executive Group and Board Members in the delivery of RAP commitments.
• Appoint a senior leader to champion our RAP internally.
March 2025
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: All RWG
November 2024 Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager,Clinical Governance andQuality
June 2025 Executive Oversight: CEO
Lead: Executive Manager, Clinical Practice and Quality
October 2024
• Define appropriate systems and capability to track, measure and report on RAP commitments.
• Senior Leaders to Champion RAP internally.
November 2024
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
All RAPWG
April 2025 & April 2026
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
GOVERNANCE
• Contact Reconciliation Australia to verify that our primary and secondary contact details are up to date, to ensure we do not miss out on important RAP Working Group (RWG) correspondence.
12. Build accountability and transparency through reporting RAP achievements, challenges and learnings both internally and externally.
• Contact Reconciliation Australia to request our unique link, to access the online RAP Impact Survey.
• Highlight RAP in our Annual Report and Performance and Impact Report.
June, annually
13. Continue our reconciliation journey by developing our next RAP.
• Complete and submit the annual RAP Impact Survey to Reconciliation Australia.
• Register via Reconciliation Australia’s website to begin developing our next RAP.
• Evaluate our Reflect RAP and identify opportunities for improvement and success.
1 August, annually
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
30 September, annually
30 September, annually
April 2026
Executive Oversight: Director, Strategic Development and Innovation
Lead: Marketing and Communications Manager
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
March 2026
Executive Oversight: Executive Manager, Clinical Practice and Quality
Lead: Senior Manager, Clinical Governance and Quality
Contact details:
Name: Tony Johannsen
Position: Executive Manager Clinical Practice and Quality
Phone: 0434 090 769
Email: tjohannsen@familylife.com.au
