RECONCILIATION ACTION PLAN
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Our vision for Reconciliation Anglicare WA is committed to a just and fair society in which all people thrive. Anglicare WA has a vision to be part of that society, as a leading not-for-profit organisation highly regarded by clients, funders and donors. We wish to play an important part in building strong communities and families. We seek to influence policy makers and ensure that institutions and systems are attuned to the needs of all people in our community. This can only be achieved in a spirit of Reconciliation between Aboriginal and non-Aboriginal Western Australians.
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We believe Reconciliation will be advanced if we, as individuals and as an organisation: • acknowledge and respect Aboriginal people as the original custodians of Australia • strengthen our relationship with Aboriginal people and communities • recognise and value the importance of Aboriginal Lore, and cultural beliefs, traditions, and ‘ways of doing’ • strive for social justice with Aboriginal people, by improving the delivery of our services and insisting on equity in all aspects of our work and the communities we walk alongside • use a principle of empowerment in all Anglicare WA programs and activities
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Our business Anglicare WA is a not-for-profit community organisation that works together with people, families and communities to enhance their abilities to cope with the challenges of life and relationships. We provide services from 35 locations across the state, from as far north as Kununurra to as far south as Albany. We assist more than 35,000 Western Australians every year. Our ultimate aim is that the people we walk alongside can thrive. Our services fit within three areas: • Relationships: we work with individuals and families to build resilient relationships • Housing: we work with people to secure and maintain affordable, stable and appropriate homes • Financial stress: we work with people in times of financial crisis to deal with their immediate needs and plan for a more sustainable future We rely on the generous support of the community, governments and the private sector to continue to offer these services.
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Our Reconciliation Action Plan Responding to Aboriginal Leadership We have been working for many years, and particularly since 2002, to change the way we interact with Aboriginal people, improving our responsiveness and ability to reach out and engage. We have tackled the challenge from several directions – structurally, through policy and training, and through a range of strategies. We have established and maintained key structures to ensure that we can hear, and respond to, Aboriginal leadership. These include: • Aboriginal Advisory Structures (advisory groups to the CEO (e.g. Aboriginal Reference Group - made up of external Aboriginal Elders and Aboriginal staff members) • Aboriginal Staff Forum • A Cultural Security Policy and Plan Through these structures we have been able to genuinely challenge ourselves to become more effective in working with/walking alongside Aboriginal people, families and communities. This challenge continues, and this/our Reconciliation Action Plan not only allows us to take stock of what we currently do well, but also motivates us to make dramatic improvements into the future.
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Making a difference on the ground Anglicare WA continually aspires to listen deeply, with its ears, its eyes and with its heart. We recognise that corporate statements are not enough. They must translate up-down and sideways to all levels. Aboriginal terms of reference must be interwoven into and embedded in the cultural fabric of Anglicare WA. Anglicare WA has many local services that are collaborating very effectively with local Aboriginal people in the design, development and delivery of services. This provides a base for us to ensure that, over the next five years, all parts of the organisation can justly claim to be significantly improving their work in Reconciliation , through increased opportunities for Aboriginal people – both as employees and service users; through deep and genuine respect for Aboriginal people, their culture, and their resilience in the face of inter-generational trauma and difficulties; and through ever-improving relationships between Aboriginal and non-Aboriginal staff, customers and managers.
Recognising, and building on, strength We have challenged ourselves, as an organisation, to move from a deficit model to a strength-based model. Attachment 1 shows a journey that people need to go on from ‘Surviving’ (life is a battle) to ‘Coping’ (getting by) to ‘Building’ (life isn’t bad), to ‘Thriving’ (life is going well, and we are in charge of our own destiny). This shift is particularly important for Aboriginal people. Helping people survive or cope is not only inadequate, it can be damaging. We commit to walking alongside people throughout their journey, with the goal clear and non-negotiable: thriving.
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the process The Reconciliation Action Plan will be overseen by the Executive General Manager Operations in conjunction with the Aboriginal Services Consultant and the Reconciliation Committee. The Reconciliation Committee will be made up of staff and/ or volunteers across all levels of the organisation, representation across the regions and possible representation externally. Central to the function of this committee will be a coordination role for the Reconciliation Action Plan. Other functions of the Reconciliation Committee will include: promoting the Reconciliation Action Plan amongst staff and teams; encouraging and supporting activities; monitoring and reporting on progress of objectives and actions; and recommending any further actions. The Committee will have secretariat support. Key to any success will be the capacity to communicate across the organisation. The Reconciliation Committee will be expected to communicate across key organisational structures and mechanisms to ensure its successful implementation (see below).
Aboriginal Advisory Groups
Aboriginal Staff Forum
Executive
Reconciliation Committee Staff members
Staff Groups Senior Operations Leadership Group Group
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Relationship
Respect
Opportunity
The three key elements of this Reconciliation Action Plan:
relationship, respect and opportunity are like three legs on a stool: take any one of them away and the whole will collapse. Opportunities for Aboriginal people are most effective when they are based on respect and where relationships are marked by trust. Relationship is nothing but a feel-good exercise if it is not backed up by genuine equity and opportunity. “Anglicare WA does this, not because it’s just a good thing to do but because it’s the right thing to do”, Aboriginal Reference Group member. In our view, all five of our objectives serve, and are dependent upon, relationship, respect and opportunity. However, some of them relate more particularly to one or two of these elements, and we have indicated this in the following summary of objectives and actions.
p i h s n ti o
t sp e c
Rela
Re
Opportunity
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OBJECTIVES AND ACTIONS Our Reconciliation Action Plan focuses on five interrelated objectives, which are linked to the three elements of Reconciliation.
1: Appropriate and effective Services Our services will be appropriate and effective for Aboriginal people. i. Build and respond to Aboriginal Leadership in service design, development and delivery ii. Commitment to real change: intensive and long term strategies iii. Provide and contribute to integrated service provision in local areas iv. Focus on building the capacity of individuals, families and communities v. ‘Working in Aboriginal Ways’: Building cultural competence throughout Anglicare WA
2: Employment We will achieve an overall level of 6% Aboriginal staffing by 2016. Aboriginal people will be working in all service areas and at all levels of Anglicare WA. i. Implement and grow a clear, effective Aboriginal Employment Strategy ii. Establish a culturally appropriate Employee Assistance Programme iii. Build the skills and confidence of Aboriginal Staff
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3: Organisational Culture We will have culturally secure working environments for Aboriginal employees, and all other staff. i. ii. iii.
Ensure that culturally appropriate practice becomes part of the fabric of our organisation Consistently respect Aboriginal ways of working Acknowledge past and present injustices and challenges
4: Local Collaboration Our services will have direct, respectful relationships with local Aboriginal communities, and work collaboratively as they build their capacity and selfdetermination. i. ii. iii. iv. v.
Accept leadership from local Aboriginal people Support local enterprise and development Establish and consistently practice protocols that demonstrate respect for local Aboriginal people, including Traditional owners Build direct and strong relationship between local services and local Aboriginal people Move towards Aboriginal run services
5: Social Justice We will be actively supporting Aboriginal staff and partners in their efforts to achieve social justice. i.
Advocate for Social Justice, in partnership with Aboriginal people
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OBJECTIVE 1: Our services will be appropriate and effective for Aboriginal people
APPROPRIATE AND EFFECTIVE SERVICES
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Respect
Opportunity
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1.4
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Ongoing Ongoing July 2012,
Jan 2012 Jan 2013
Ensure that all staff undertake the training to ensure cultural awareness
Train , and require, managers to foster `Our Journey: Two Way Learning”' of working in their service areas
Establish a cultural mentoring program for selected non-Aboriginal staff. (beginning with those whose work involves high contact with Aboriginal people) (In addition to managers, see 1.1.3)
Where practicable, host monthly lunchtime forums where staff can reflect on and review their cultural practice (for all staff who have completed training)
Opportunities provided for language training for staff, and possibly for other agencies.
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ü
ü
ü
By When
ü
We have developed an accredited, internal professional training package: "Our Journey: Two Way Learning”. We will:
We are committed to ensuring that all staff become more culturally competent. See Attachment 2: ‘Levels of Cultural Competence’. This is achieved through training, ongoing dialogue, mentoring, experience and reflection.
Working in Aboriginal Ways: Building cultural competence throughout Anglicare WA
ACTION
Number of staff participating in language training
Number of staff participating in cultural mentoring Documentation on cultural mentoring in performance appraisals Number of lunchtime forums conducted
On training calendar twice a year, and available on demand. Staff complete training within six months of commencement.
How do we know?
Key: EGM S&O – Executive General Managers Services & Operations
EGM S&O
Executive
EGM S&O
EGM S&O
EGM S&O
Who
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relationshi p
EMPLOYMENT
respect
Relationship
Respect
y
Opportunity
2.1
ü
2
Ongoing Ongoing
Ongoing
Developing, and adhering to, HR policies that are responsive to (diverse) cultural obligations, including cultural business, funerals and extended family obligations.3
Wherever appropriate, recognise Aboriginality as a key selection criteria – a genuine asset that our organisation requires rather than a symbol of disadvantage requiring affirmative action
Ensure that all selection processes are monitored by the Aboriginal Advisory Groups and the Aboriginal Services Consultant
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ü
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Without limiting Aboriginal employment in areas where there are few Aboriginal residents or clients This can be achieved through the use of recreation leave, long service leave, leave without pay, etc.
Ongoing
Continuing to monitor (with Aboriginal Advisory Groups, Aboriginal Services Consultant and Aboriginal Staff Forum) our efforts to increase the number of Aboriginal employees and develop their leadership and management skills
By When
ü
We have developed a clear Aboriginal Employment Strategy and will strive to achieve our objective through this strategy. This will involve:
Implement and grow clear, effective Aboriginal Employment Strategy
ACTION
Process occurring
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Aboriginality recognised as key selection criteria in JDFs (subject to Equal Employment Opportunity legislative requirements)
Cultural obligations policy developed
Review, including detailed feedback from Aboriginal Staff Forum
Strategy exists
How do we know?
Key: ASC – Aboriginal Services Consultant
ASC
HR
HR
Executive
Who
Aboriginal workers increase the cultural competence of other workers, through their daily interactions and conversations
• Aboriginal workers tend to have higher levels of cultural competence Employment of more Aboriginal staff is a priority because: • ü Aboriginal Some workers Aboriginal clients respond more positively to Aboriginal workers tend to have higher levels of cultural competence Aboriginal workers clients respond morethe positively to Aboriginal workersof other workers, through their daily interactions and conversations • ü Some Aboriginal increase cultural competence
will reflect, at least, the proportion of Aboriginal residents in that local area and/or the proportion of Aboriginal service users 2
Employment of Aboriginal staff eachbecause: location Employment of more Aboriginal staff is ainpriority
OBJECTIVE 2:
OBJECTIVE 2: Employment of Aboriginal staff in each location will reflect, at least, the proportion of Aboriginal residents in that local area and/or the proportion of Aboriginal service users (whichever is greater)2 opportunit
EMPLOYMENT
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2.3
2.2
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Ongoing Ongoing July 2012
Audit current retention: Jan 2012 Ongoing Audit current position: Jan 2012
Encourage further studies for selected Aboriginal staff, through provision of study leave
Provide culturally appropriate professional development and training
Encourage ‘two-way co-mentoring’ between Aboriginal and non-Aboriginal staff (within Anglicare where possible, but also in partnership with other agencies), to enable two way skills transfer.
Specifically target retention of high quality Aboriginal staff (e.g. through PD, culturally competent management).
Provide opportunities for cultural supervision
Encourage and support Aboriginal staff in accepting leadership and management opportunities
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We will: ü Promote student traineeships for Aboriginal people at Anglicare WA
We will build the skills, experience, confidence and organisational power of Aboriginal staff. Jan 2012
Ongoing
Recognise the importance of being able to return to country and support where possible
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Walk with Aboriginal staff as they build their skills and confidence
July 2012
Provide, if necessary, ‘Our Journey: Two Way Learning’ training to EAP providers to ensure they have the capacity to work appropriately
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Number of Aboriginal staff in leadership and management positions.
Number of staff provided cultural supervision
Number, and satisfaction, of Aboriginal staff undertaking PD and training Number of co-mentoring relationships (reported via Aboriginal Staff Forum, Reconciliation Committee, and management channels) Increased retention rates and promotion of Aboriginal staff.
Requests for study leave that have been granted
Number of Aboriginal trainees.
Feedback from Aboriginal Staff Forum.
Staff who take up this option
EAP providers have received training (if deemed necessary)
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Key: EGM S&O – Executive General Managers Services & Operations
Executive
EGM S&O
EGM S&O & HR
Executive
Executive
Executive
Executive
EGM S&O
Training
Inclusion in HR policies
How do we know?
We will: ü Identify EAP providers with high level cultural competence (including an understanding of their culture) HR
Who
EAP have reported on cultural competence, to satisfaction of Advisory Groups. July 2012
By When
Some Aboriginal staff will face very particular stresses in relation to their workplace environment, and in balancing family, cultural and work obligations.
Establish culturally appropriate Employee Assistance Programme
ACTION
relationshi p
CULTURAL SECURITY
respect
Relationship
Respect
Opportunity
3.1
Reconciliation Committee
Ongoing Ongoing Ongoing Jan 2012
Maintain important protocols, including Acknowledging Country, at the beginning of each meeting, preferably using the language of the local area
Include Welcome to Country in all major events
Ensure that all selection processes are monitored by the Aboriginal Advisory Groups and the Aboriginal Services Consultant
Build in measures on cultural security and reconciliation in any staff climate surveys
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Content of staff climate surveys
Feedback from Aboriginal Advisory Groups
Protocols being used.
Policy on use of Welcome to Country and Acknowledgement of Country
See 2.1
Key: AAGs – Aboriginal Advisory Groups ASC – Aboriginal Services Consultant
EGM CS &M
Reconciliation Committee HR, AAGs & ASC
Executive
Adhere to all actions shown under Action 2.1
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Documented input from Aboriginal Staff Forum meetings and Reconciliation Committee conversations
How do we know?
We will (in addition to strategies shown under Objectives 1 and 2): ü Continue to work with the Aboriginal Staff Forum and Reconciliation Committee to explore what is needed to ensure cultural security
Reconciliation Committee
Who
Feedback from Aboriginal Staff Forum and Reconciliation Committee Ongoing
By When
Ensure that culturally appropriate practice becomes part of the fabric of our organisation.
ACTION
Staff Forum. Increasingly, the Reconciliation Committee will take a role in leading staff attitudes on this.
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Anglicare is committed to the creation of a culturally secure organisation; an organisation that makes Aboriginal people feel confident about being responded to in a way that is in harmony their own culturalworking ways. Thisenvironments commitment is led the Board and the CEO, and guided by the staff Aboriginal Reference Group, Anglicare WA will have with culturally secure forbyAboriginal employees, and all other the Aboriginal Services Consultant and the Aboriginal Staff Forum (Aboriginal Staff Forum). Increasingly, the Reconciliation Committee will take a lead role in Anglicare WA is committed to the creation of a culturally secure organisation; an organisation that makes Aboriginal people feel confident about being responded to in a way that is in leading attitudes on this. harmonystaff with their own cultural ways. This commitment is led by the Board and the CEO, and guided by the Aboriginal Advisory Groups, Aboriginal Services Consultant and the Aboriginal
Objective 3
Objective 3 opportunit Anglicare WA will have culturally secure working environments for Aboriginal employees, and all other staff y
Cultural security
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3.4
Consistently respect Aboriginal ways of working
3.3
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Ensure, through ‘Our Journey: Two Way Learning’ training and lunch forums, that all staff are aware of this context and its relevance to our work.
Aboriginal staff are, often, living in a context of intergenerational trauma and internalised oppression (resulting from past injustices), of lateral violence and of ongoing racism. Dealing with this context is easier if others in the organisation understand and acknowledge it. We will: ü Formally acknowledge (through statements, ceremony, and physical signs and symbols), the harm done to Aboriginal families and communities by past practices and social policies.
Acknowledge past and present injustices and challenges
Aboriginal staff already work very effectively to support Aboriginal individual families and communities. Sometimes this work can be ‘invisible’ because it is done differently to mainstream strategies. ü We will ensure that our Board, our Executive, our managers and our staff are all willing and able to honour local ways as legitimate and effective practice. This will include undertaking all the actions shown in Strategy 1.4 (Working in Aboriginal Ways).
Re-constitute Reconciliation Committee, with a specific brief to foster Respect, Relationship and Opportunity across Anglicare WA (in accordance with this Plan).
ACTION
3.2
20 June 2012
Sept 2012
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Observations from Aboriginal Staff Forum and Reconciliation Committee
Results of staff surveys.
Implementation (beginning in Reconciliation Week) of ceremony, statements and physical signs.
Clear proposal (after significant dialogue) on nature of ceremony, statements and physical signs
Aboriginal Staff Forum reporting improvements.
See 1.4
Key: EGM O – Executive General Manager Operations
Reconciliation Committee & Executive
Reconciliation Committee
Executive
Initial meeting of Reconciliation Committee held.
EGM O
Nov 2011
Subsequent meetings held on regular basis (Quarterly).
How do we know?
Who
By When
respect
relationshi p
Relationship
Respect
Opportunity
Support local enterprise and development
4.2
As local corporate citizens we will strive to support local Aboriginal economic and enterprise development. We will, wherever possible: ü Buy and use local Aboriginal products, including artwork, farm produce, etc ü Use local Aboriginal labour for projects wherever possible (Aboriginal contractors and consultants, labourers, security personnel, etc) ü Use localised cultural awareness training (complementing ‘Our Journey: Two Way Learning’) ü Acknowledge copyright and ownership of donated materials
Acknowledge leadership from local Aboriginal people We will actively encourage all our local services to: ü Listen carefully/deeply to local Aboriginal people as they express their needs and aspirations, and as we explore what part we can play in meeting those needs and aspirations. (See 1.1.2) ü Collaborate with local Aboriginal people, including Traditional Owners and their Elders where possible, when designing and developing targeted local services, projects or program (See 1.1.2) ü Identify, with local people, the most appropriate processes for consulting in their area (e.g. Elder feedback, yarning, formal meetings, local leadership group) ü Find opportunities to work together with local Aboriginal agencies and community groups in sharing our resources and delivering services in partnership ü Support and respond to Aboriginal initiated proposal in local areas
4.1
ACTION
Number of acknowledgements of donated materials.
EGM O Ongoing
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Key: EGM S&O – Executive General Managers Services & Operations EGM O – Executive General Manager Operations
Number of agreements signed. EGM S&O
EGM S&O
Ongoing
Feedback, through Aboriginal Staff Forum and our management channels, on local collaboration.
Ongoing
EGM S&O
Ongoing
Reports on purchases of local Aboriginal Goods and services in all regions.
EGM S&O
Ongoing
Documentation, by each Anglicare WA service area, naming (unless culturally inappropriate) which Aboriginal people and groups have been involved in service design, development and delivery, and how.
Executive Executive
EGM S&O
Ongoing
See 1.1.2
How do we know?
Jan 2012 Jan 2012
EGM S&O
Who
Ongoing
By When
delivering our services. We also need to let go of the ‘one size fits all’ approach. Aboriginal communities are diverse, and we must learn to work well with our local communities, rather than simply importing ideas from western frameworks.
Our services will direct, respectful relationships local Aboriginal communities, and willdirection be contributing to people We need to break ourhave centuries old habit of imposing our ideas of with what their is good for Aboriginal people. This requires us to take from Aboriginal building and incapacity designing, developing and self-determination delivering our services. We also need to let go of the ‘one size fits all’ approach. Aboriginal communities are diverse, and we must learn to work well with our local communities, rather simply importing ideas from This western frameworks. We need to break our centuries old habit of imposing our ideasthan of what is good for Aboriginal people. requires us to take direction from Aboriginal people in designing, developing and
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Objective 4 opportunit Our services will Objective 4 have direct, respectful relationships with their local Aboriginal communities, and will be contributing to capacity building and self-determination
local collaboratiLOCAL on COLLABORATION
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4.5
4.4
4.3
Each service will establish clear guidelines on who are appropriate Aboriginal people and processes for cross cultural awareness and activities (including Welcome to Country) in their local area
Specify, through duty statements, and workload management systems, that building relationship with local Aboriginal people, families and communities is central to our work
ü Mentor local Aboriginal Services/people
We aim to increase the capacity of local Aboriginal people to deliver and manage their own services. ü We will provide appropriate training and professional development to local Aboriginal people to build their capacity to deliver and manage services
Build Local Capacity (when invited to walk with them)
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Positive, person-to-person relationships are the foundation of success in all other aspects of this Reconciliation Action Plan. We will: ü Get involved in local Aboriginal events and celebrations, and events hosted by Aboriginal organisations
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Acknowledgement of Country will be expressed at the beginning of all meetings, in the local language. (This is currently only done in Noongar country. Services in other areas will need to find out the appropriate language and words for their area) Build direct, strong personal relationship between local staff and local Aboriginal people
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Adhering to protocols helps all people stand more strongly together on their local country. ü Wherever possible, the Traditional Owners and their Elders will be acknowledged, and be given the opportunity to play active roles in Anglicare WA activities
Establish and consistently practice protocols that demonstrate respect for local Aboriginal people, including Traditional Owners.
ACTION
Position Descriptions will include time allocation for attending local events, and building direct relationships with Aboriginal people. EGM S&O
ASC Number mentored. EGM S&O – Executive General Managers Services & Operations ASC – Aboriginal Services Consultant
Ongoing
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EGM S&O
Relevant training and professional development occurring.
Key events linked from AnglicareWA websites Feedback via Aboriginal Staff Forum.
Acknowledgement used for all meetings Acknowledgement in language determined and agreed locally. Number of Welcomes to Country.
Guidelines exist.
Part of the Induction process.
Feedback, via Aboriginal Staff Forum and Management channels.
How do we know?
Reconciliation Committee
Reconciliation Committee
EGM S&O
Executive
Who
Ongoing
Ongoing
Ongoing
Ongoing
Jan 2012
Ongoing
Ongoing
By When
SOCIAL JUSTICE
respect
Relationship
Respect
Opportunity
5.1
Ongoing Ongoing
Provide professional training "Our Journey: Two Way Learning" to any organisation that wants to improve its responsiveness to Aboriginal people
Continue to publicly acknowledge the strength and resilience of Aboriginal people, families and communities, and advocate for approaches that build on this strength, rather than approaches that focus on external and imposed solutions to a myriad of ‘problems’ (See Attachment 1)
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Ongoing
By When
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We will: ü Stand with our Aboriginal partners and staff in understanding, informing and advocating for social justice – in private meetings, in public submissions, and through the media
Advocate for Social Justice, in partnership with Aboriginal people.
ACTION
Executive
Training
Executive
Who
Number of services open to external participants. Number of presentations
Availability of training publicised Number of training sessions delivered outside of Anglicare.
Feedback via Reconciliation Committee
How do we know?
Of course, our work involves us in directly addressing Aboriginal disadvantage and enhancing the health and wellbeing of Aboriginal families. This, though, is not enough, if we do not address the inequities of justice and opportunity that Aboriginal people experience. Our intention is to address this inequity for Aboriginal people.
Of course, ouractively work involves us in directly addressing Aboriginal disadvantage and enhancing the health and wellbeing We will be supporting Aboriginal staff and partners in their efforts to achieve social justice of Aboriginal Aboriginal Western Australians have faced overwhelming challenges, since 1829, as a result of invasion and colonisation. These challenges resulted in extraordinary resilience and families. This, though, is not enough, if we do not address the inequities of justice and opportunity that Aboriginal have people experience. strength amongst many, but also high levels of disadvantage. There can be no Reconciliation without genuine recognition and justice. Our intention is to address this inequity for Aboriginal people.
Objective 5
Aboriginal Western Australians have faced overwhelming challenges, since 1829, as a result of invasion and colonisation. These challenges have resulted in extraordinary resilience and strength amongst many, but also high levels of disadvantage. opportunit There can be no Reconciliation without genuine recognition and justice. y
relationshi Objective 5 p We will be actively supporting Aboriginal staff and partners in their efforts to achieve social justice
Social justice
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Attachment one
Anglicare WA aims to help people thrive within their lives and relationships (Strategic Plan 2011-2015)
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Attachment two DETERMINING CULTURAL COMPETENCE This summary of levels of cultural competence, used by the kind permission of Mr Oral McGuire (with slight modifications by Tim Muirhead), is a valuable framework for considering cultural competence within the organisation. Our aim is to have all workers at level 3 – cross-cultural awareness – within 6 months of employment. Selected workers, including all managers and all workers regularly engaging with Aboriginal clients or colleagues, should be at level 4 - cross-cultural engagement - or level 5 – cross-cultural competence. Anglicare WA recognises that it is more common for Aboriginal or Torres Strait Islander staff to achieve genuine cross-cultural competence (level 5) in this context. This is one of the reasons we are keen to engage an increasing number of Aboriginal workers. DETERMINING CULTURAL COMPETENCE ORAL MCGUIRE & BOB ANDERSON
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special acknowledgements Front Cover artwork: “Two Kardas (Race Horse Goannas) with three Circles” Artist: Jonathon Walley Timeline on pages 2-3: “Our Journey” Design: Matthew Pearse (Under the direction of Olive Woods & Josey Hansen)
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Geoffrey Sambell Centre 23 Adelaide Terrace East Perth WA 6004 Postal Address GPO Box C138 East Perth WA 6892 Phone
(08) 9263 2000
Facsimile (08) 9325 8969 www.anglicarewa.org.au
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