Mariyang Malang Onwards Together
Relationships Australia NSW
Stretch Reconciliation Action Plan October 2021 – October 2024
An initiative of
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Table of contents
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The story of Mariyang Malang
pg 5
Messages from Leadership
pg 6
Our Business
pg 8
Our Reconciliation Action Plan
pg 12
Case Studies
pg 22
The Reconciliation Pyramids
pg 29
Glossary
pg 44
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Acknowledgement of Country Relationships Australia NSW acknowledges Aboriginal and Torres Strait Islander peoples as the Traditional Custodians of the land and waters on which we live and work. We acknowledge their Ancestors who first walked on this land and pay our respects to Elders past, present and future, for they carry the cultural wisdom, the stories, the traditions and dreaming. With a commitment to Reconciliation, we acknowledge the ongoing impact of past policies and practices, and commit our endeavours to creating a just society and sector that celebrates the ongoing resilience and self-determination of Aboriginal and Torres Strait Islander Peoples and Communities.
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‘Onwards Together’: The Story of Mariyang Malang Meaning From the Awabakal language of the Hunter Valley region, ‘Mariyang Malang’ (pronounced MarryYong Mah-Lang) tells the story of strong, healthy relationships across family, community and partnering organisations, and of a shared vision in the journey towards reconciliation.
Background This stunning artwork was commissioned from Aboriginal artist, Saretta Fielding, under our first Stretch RAP 2015 – 2018. It became the logo and branding for all our Aboriginal and Torres Strait Islander programs and services. Mariyang Malang also became the name of our Aboriginal and Torres Strait Islander employee network at Relationships Australia NSW.
Understanding the Symbols The three Aboriginal symbols for people, with joined hands, at the very centre of the image provides immediate recognition of the high value placed on good relationships and promotes visual identity for Aboriginal and Torres Strait Islander peoples of NSW. Hands linked in the design reflect our vision of a harmonious and inclusive society, which promotes and supports respectful and resilient relationships for families and their communities.
The central three-person figure is a key element in the visual storytelling of this piece: •
Three key stakeholders in our journey together towards reconciliation – Relationships Australia NSW, Aboriginal Communities of NSW and Partner Organisations
•
Three key principles of Reconciliation Actions Plans - Respect, Relationships and Opportunities
•
Our three goals to promote Safe, Healthy and Resilient relationships.
Within the body of the three main figures are four white circles, depictive of the relationships support we provide for to Individuals, Couples, Families and Communities. The expanding circles making up the head of each figure are Aboriginal symbols meaning coming together, gathering or meeting, reflective of working together. They also represent the Aboriginal peoples of NSW with reference to Country of our state being Coastal, Highlands and Central New South Wales. The earthy, organic colour palette used in the design builds on identity through the use of Red, Black and Yellow of the Aboriginal Flag relating to people and Country.
Mariyang Malang Onwards Together
Artist: Saretta Fielding saretta.com.au
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Messages from Leadership Message from the Board Chair As a child, I grew up on the foreshore of Morning Bay in Pittwater surrounded by the Ku-ring-gai Chase National Park in a place where Aboriginal people had likely gathered for thousands of years. The evidence of their presence included a midden several metres deep. As a child I was told that the clan who lived in the area did not survive the arrival of the British, at the very least the communities were devastated by disease. I always felt it was their place, and I acknowledge Aboriginal and Torres Strait Islander peoples as Australia’s First Peoples, their strong family and kinship ties and their spiritual connection to the land and waters. I am delighted on behalf of our Board to endorse this, our second Stretch Reconciliation Action Plan 2021 - 2024, a sign of our ongoing commitment to authentic and long term reconciliation that supports strong relationships and strong communities.
Chris Bertinshaw Board Chair
Message from the CEO I am very pleased to endorse our second Stretch Reconciliation Action Plan and to reiterate our commitment to reconciliation at Relationships Australia NSW. In 2018 the Executive revisited our Strategy ‘Strong Relationships, Strong Communities’ and our Reconciliation Action Plan is integral to our organisation’s vision and purpose. Being both practical and aspirational, this second Reconciliation Action Plan challenges the organisation to acknowledge the past in order to create a safe and healthy present and future; and continue to be relevant and innovative in the services and programs we develop in partnership with the people and communities we serve. We look forward to continuing on this journey of healing together.
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Elisabeth Shaw CEO
Message from Mariyang Malang Mariyang Malang endorse this second Stretch Reconciliation Action Plan for RANSW. As Aboriginal employees we walk in two worlds. Every day, as we work with individuals, families and communities, we are aware of the ongoing costs to our peoples and the intergenerational legacies from sharing these lands. We also understand that it is imperative for all our sakes, that we learn and work together towards a healed and healthy Australia. We look forward to walking together with you on this journey. Mariyang Malang RANSW Aboriginal and Torres Strait Islander employee network
Our Vision – Strong Relationships, Strong Communities Our organisational vision is of a harmonious and inclusive society, which promotes and supports respectful, resilient, healthy relationships and social connections. Our vision for reconciliation is for a just society and not-for-profit sector, a society which recognises the ongoing resilience of Aboriginal and Torres Strait Islander peoples, and one which promotes self-determination of Aboriginal and Torres Strait Islander peoples and communities.
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Rose Ungunmerr-Baumann, Dadirri, A Reflection
Our vision and commitment to reconciliation includes acknowledging the trauma suffered and the ongoing impacts of past and present policies and practices on Aboriginal and Torres Strait Islander peoples. Our commitment through ongoing learning and sharing, is that we move to a place of equity, justice, and partnership together in the spirit of Mariyang Malang – Onwards Together. Relationships Australia NSW acknowledges that we are on Aboriginal land. We acknowledge that for true reconciliation, it is imperative that nonAboriginal and Torres Strait Islander peoples be humble, courageous and listen deeply (‘dadirri’2) to reconcile themselves with the truth of Australia’s colonialist history and the ongoing impact this has on Australia’s Aboriginal and Torres Strait Islander peoples and communities In support of our vision for reconciliation we will: •
Build sustained and meaningful relationships and community partnerships between Aboriginal and Torres Strait Islander and nonAboriginal and Torres Strait Islander peoples (Relationships)
•
Show deep admiration and give due regard to Aboriginal and Torres Strait Islander peoples and cultures including ways of being, doing and knowing (Respect)
•
Provide employment, social and economic opportunities for Aboriginal and Torres Strait Islander employees, businesses and communities (Opportunities).
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Our Business: Who We Are and What We Do Our Purpose – Reshaping Lives Together: Connecting people and Communities Relationships Australia NSW is a leading, independent, not for profit organisation, with over 70 years of experience, dedicated to enhancing relationships within families, workplaces and communities in order to foster personal and social well-being. We do this by offering a range of services and programs including counselling, mediation, family dispute resolution, education through groupwork, family safety, as well as a range of casework, information and referral services. Individuals, couples, families and communities can access these services to help them navigate through difficult times and manage new and challenging circumstances or events, which impact them and their relationships at home and at work. The core of our work centres on family relationships. This involves working with individual family members, couples and family groups. Our services value and respect difference and are socially inclusive, and recognise that individuals’ backgrounds, values, family configurations, circumstances and connections can be diverse. Our goal is to become known within the sector for providing specialised programs which are effective for diverse populations, and help overcome barriers caused by social exclusion and disadvantage. This includes tailored approaches for LGBTIQ+ communities, Aboriginal and Torres Strait Islander peoples, people with disability, people from culturally and linguistically diverse backgrounds and elderly people where the intersectionality of identities is acknowledged and recognised.
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Our Current Workforce In FY 2021, we employed 457 people across 20 locations, comprising: •
109 full time employees
•
210 part time employees
•
138 casual employees
•
12 Aboriginal and Torres Strait Islander employees.*
*Our current Aboriginal and Torres Strait Islander employees are employed across a range of disciplines, professional services, and community development, including in senior roles. It is possible that we have more Aboriginal and Torres Strait Islander employees working for us, however, current figures only account for employees who voluntarily identify.
Our Sphere of Influence We have 20 different service locations in our catchment area which includes the Sydney Basin, Blue Mountains, Central West NSW (Bathurst, Parkes and Forbes), Illawarra, Central Coast and Greater Hunter regions. We are part of a federated structure with a Relationships Australia in each state and territory of Australia. Each year in NSW we receive over 100,000 calls for assistance through our Call Centre and provide services to approximately 36,375 people in NSW.
Access to Services For Aboriginal and Torres Strait Islander Peoples In order to redress historic disadvantage, we offer programs and services free of charge to all Aboriginal and Torres Strait Islander peoples and communities to ensure there is no a financial barrier to access services.
Our Values Our Values have been determined by our Board in consultation with our employees. In our services and in our workplace we are:
Respectful • • • • •
We empower people We are a judgement-free service and act with integrity We listen to our customers and work in their interests We address inequality and actively seek to reduce barriers to services Our employees act with care and professionalism.
• • • •
Courageous • •
Excellent • • • •
We strive to deliver quality services to our customers, tailored to meet their individual needs We are committed to continuous improvement and employee development We are accountable for public funds and ensure value for money We invest in research and service excellence.
Collaborative •
We work with our customers, their families, and communities to maximise positive outcomes
We are accessible We build relevant, effective networks and partnerships We are open to diversity of ideas and to change Our employees are effective team players.
• •
We are progressive, accountable, innovative and bold We offer leadership on important social issues and speak up against injustice, discrimination and harm We embrace the talents, skills and knowledge of others, even when different to our own We seek new ways to ensure sustainability and longevity.
Safe • • •
We are advocates for people who are experiencing vulnerability or inequality We are committed to family and community safety and early intervention, and we prioritise the safety of children We ensure workplace and cultural safety.
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Reshaping Lives in NSW In 2020 - 2021 we helped our clients reshape their lives through counselling, mediation, casework and group programs. We assisted many others via broader community, school-based, online and telephone support.
96,732
36,375
21,515
We provide:
We connect:
Top 5 presenting issues
SESSIONS PROVIDED
PEOPLE ASSISTED
14,860
CLIENTS
COUNSELLING
FACE TO FACE
MEDIATION
BY PHONE
CASEWORK
ONLINE
GROUP PROGRAMS
COMMUNITY MEMBERS
01
CONFLICT
02
COMPLEX FAMILY ISSUES
03
BEHAVIOURAL ISSUES
04
DIAGNOSED MENTAL ILLNESS
05
CHILD BEHAVIOUR ISSUES
We have provided:
Our clients:
41%
are presenting with domestic violence
7%
are Aboriginal and Torres Straight Islander people
25%
are migrants from diverse cultures
6.5% are children
$103,920
in pro bono services to our clients
Our outcomes:
9/10 people
8/10 people
7/10 people
felt listened to and understood
were satisfied with services provided
were able to deal with their issues better
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Our Business: Relationships Australia Indigenous Network (RAIN) Relationships Australia NSW is part of a federated structure with a national office in Canberra. Each state and territory organisation is responsible for developing and implementing its own RAP. While each organisation approaches reconciliation and working with Aboriginal and Torres Strait Islander people differently, RAP documents are shared as a way of keeping abreast of the actions each organisation has undertaken. The federation, however, provides a structure for employees from each state and territory organisation to gain support through the Relationships Australia Indigenous Network (RAIN), established in 2005. The RAIN has employees from each of the states and territories, including our national office, and meet bi-monthly. The key objectives of the RAIN are: • To provide policy, advice and direction within all services of Relationships Australia • As a forum, to ensure that Aboriginal and Torres Strait Islander issues are not marginalised in the work of Relationships Australia • To address issues of appropriation and misrepresentation in relation to Aboriginal and Torres Strait Islander peoples’ intellectual, economic and cultural property in service delivery and development, and funding arrangements • To provide support for employees (Aboriginal and Torres Strait Islander and non-Indigenous) working with Aboriginal and Torres Strait Islander individuals, families and communities.
RAIN Governance The RAIN Executive consists of an employee that identifies as Aboriginal or Torres Strait Islander and a non-Indigenous employee from each Relationships Australia organisation. Each member of the Executive is a person with authority to influence decisions and outcomes in their own state. Two Practice Groups (an Aboriginal and Torres Strait Islander practice group and a non-Aboriginal and Torres Strait Islander practice group) were established which strengthen cultural safety and ensure that best practice, innovation and learning are shared across the national network. The Aboriginal and Torres Strait Islander Practice Group meetings provide opportunities for employees to share experiences and draft communications and policy for RAIN Executive discussions, and provide peer support for employees working with Aboriginal individuals, families and communities. The non-Aboriginal and Torres Strait Islander Practice Group meetings support non-Indigenous employees with a commitment to working with Indigenous communities. They focus on cultural responsibilities and challenges encountered when leading RAIN cultural safety initiatives. Meetings support Aboriginal and Torres Strait Islander employees by ensuring non-Indigenous employees who are working with Aboriginal and Torres Strait Islander colleagues, clients, families and communities are reflecting on their cultural responsibilities.
Relationships Australia (National) uses the term Indigenous to refer to Aboriginal and Torres Strait Islander peoples. RANSW uses Aboriginal and Torres Strait Islander and First Peoples rather than First Nations. 3
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Our Reconciliation Action Plan Our Reconciliation Action Plan (RAP) 2021 – 2024 stands as a public commitment to our vision for reconciliation. Specified actions with measurable outcomes, designated position responsibilities and timelines holds us accountable as an organisation. It supports the five dimensions of reconciliation through building and sustaining positive relationships between all peoples and communities (race relations); fair policies and procedures and the provision of employment and workplace opportunities (equality and equity); alignment with organisational values and maintaining robust cultural governance (institutional integrity); sharing and learning about Australian history and Cultures and encouraging truth telling (historical acceptance). Each dimension is connected by the commitment of the organisation to undertake this journey together, with mutual respect and understanding (unity).
Our RAP Journey Relationships Australia has been working with, and providing services to, Aboriginal and Torres Strait Islander peoples for many years. The Arrunga Gibilee Counselling Reference Group, which included key stakeholders from Relationships Australia NSW and Aboriginal Communities, launched an Aboriginal Counselling Program for the Northern Sydney region in 2011 and led initial planning discussions on Aboriginal empowerment for the organisation more broadly. Relationships Australia NSW then embarked on the Reconciliation Action Plan journey with the first Action Plan endorsed in 2015.
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Outstanding features of the cultural governance structure supporting reconciliation at RANSW to date is the continuing commitment and engagement of the Board of Directors, and ongoing responsibility of the RAP implementation by the Diversity, Inclusion and Belonging Manager and the Reconciliation Action Network (RAN), with support from the Executive Sponsor of the Reconciliation Action Network. Implementation of the RAP is a Key Performance Indicator for our Board of Directors, the highest level of our governance structure. A Reconciliation Action Plan Working Party and ‘Mariyang Malang’ Aboriginal and Torres Strait Islander employee network were established under the first RAP 2015 - 2018. A Diversity, Culture and Inclusion portfolio was created in February 2018. This critical role has become part of the People, Culture and Learning team and is a direct report to the General Manager People and Culture. A Diversity, Inclusion and Belonging Manager was appointed in 2018 and then re-hired in October 2020. The Reconciliation Action Plan Working Party was renamed the Reconciliation Action Network and became one of four employee social justice Action Networks with different foci (Reconciliation; Accessibility; Cultural Diversity; LGBTQIA+) in 2018. Action Networks have remit to advise and drive change within the organisation in client access pathways, workplace capacity and inclusion, tailored service design, employee capability and organisational reputation, whilst attending to issues of intersectionality across the life span.
The following Relationships Australia NSW cultural governance framework will guide this second Stretch RAP 2021 - 2024:
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Cultural Supervisor (RANSW) – a senior Aboriginal employee of long standing who works closely with the DIB Manager to guide RAP implementation and ensure observation of culturally appropriate practices and protocols.
•
Mariyang Malang Aboriginal and Torres Strait Islander employee network – a diverse group of Aboriginal employees who guide the organisation by providing cultural advice on the development and implementation of culturally appropriate programs and services; as well as culturally safe workplace processes. The network supports Aboriginal and Torres Strait Islander employees with regular meetings, peer and externally facilitated group cultural supervision. This ensures work can be developed, affirmed, challenged and strengthened in a culturally safe and supportive forum.
•
Aboriginal and Torres Strait Islander Practice Specialist – the position provides cultural governance across Relationships Australia NSW and assists to shape practice and clinical framework to increase the cultural safety of our services for Aboriginal and Torres Strait Islander clients. The role is as a cultural advisor to the organisation and provides mentoring, coaching and training as well as co-ordinating the Aboriginal staff network, Mariyang Malang, and ensuring the voice of our Aboriginal and Torres Strait Islander employees and clients is heard and acted upon.
Governance •
RANSW Board of Directors – is engaged with and has primary responsibility for our Reconciliation Action Plan. With regular quarterly reports, the Board monitors RAP implementation and reviews actions and targets.
•
Chief Executive Officer – attends all Board meetings and reports directly on RAP progress. The CEO provides strategic advice and wisdom to the development and implementation of the RAP, and meets fortnightly with the General Manager of People and Culture where progress of the RAP is discussed.
•
General Manager of People and Culture – reports to the CEO and is executive sponsor of the RAN.
•
Diversity, Inclusion and Belonging (DIB) portfolio – established February 2018 with the appointment of a Diversity, Inclusion and Belonging (DIB) Manager who has strategic and operational responsibility for the development and implementation of the RAP. The DIB Manager coordinates and attends all Mariyang Malang meetings (by invitation) and Reconciliation Action Network meetings; and manages the organisational relationship with Reconciliation Australia.
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As at 21 November 2021 the RAN membership is: Executive Sponsor General Manager of People and Culture
Katelyn Bakarat
Diversity, Inclusion and Belonging Manager
Kathi McCulloch
Community Engagement and Promotions Officer - Wattle Place
Ann McKinnon-Baker
Counsellor
Karen Ferguson
Manager, Business Development
Clare Henderson
Senior Couple and Family Counsellor, Sydney City Centre
Samantha Forbes
Senior Aboriginal Family Advisor, Bathurst Centre
Selina Brandy
Practice Specialist – Family Law Services
Louise Elkington
•
Reconciliation Action Network (RAN) – an employees network which champions reconciliation, advises on, and monitors RAP implementation. RAN membership is through an Expression of Interest and seeks representation from various RANSW disciplines and levels. RAN aims for 30% Aboriginal and Torres Strait Islander representation to guide appropriate actions. Currently we have 40% Aboriginal and Torres Strait Islander representation on the RAN.
•
The Reconciliation Executive Sponsor is an Executive General Manager who champions reconciliation on our Executive Team, is part of the RANSW Leadership Group and attends Reconciliation Action Network Meetings. This role works closely with the Diversity, Inclusion and Belonging Manager.
•
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Independent Advice on the RAP RANSW has been actively working with Aboriginal and Torres Strait Islander people, communities and organisations for decades, and continues to sustain strong partnerships with a range of Aboriginal organisations and service providers in the not for profit sector
across NSW. Strengthening our discussions with communities about the RAP itself and how we better consult is a key objective of this RAP. RANSW understands the importance of listening to the Aboriginal and Torres Strait Islander people, communities and organisations we have a relationship with and ensure we continue to take a respectful and transparent approach to our engagement with them. By being open with what the desired goals and outcomes are, we are able to be informed to the best way to achieve these in a culturally respectful way. Independent external Advisors on our second Stretch RAP include: 1. Elders from the Bathurst region 2. Elders from the Central Coast region 3. Independent Consultants including Advisors for our first Stretch RAP 2015 - 2018 4. Director, Centre for the Advancement of Indigenous Knowledges, University of Technology Sydney.
•
Independent Advice on our Services and Programs We believe it is imperative to reconciliation and a key action of this RAP to honour and seek sound cultural advice from Aboriginal and Torres Strait Islander communities on their needs and aspirations and how RANSW can best provide services. This includes seeking quality feedback on services and ways they can be adapted to ensure cultural fit, as well as co-designing innovative and creative new programs to meet emerging needs or where other programs have proved ineffective.
Specific areas include: • • • • • •
Individual, couple and family counselling Couple and family mediation Parenting issues and planning Children and young people Families experiencing violence ‘Walking together’ with Aboriginal and Torres Strait Islander clients in court processes • Older family members at risk of abuse • Mental health, suicide prevention and community healing.
RAP 2021 – 2024 Strategic Alignment It is important that the Reconciliation Action Plan aligns with the broader goals of the organisation and has a coherent place in the organisational structure with clear oversight, monitoring, and reporting lines. Organisationally, our organisation is guided by our the Strategic Plan which describes the following four Strategic Goals: 1
Customer Focus
Our diverse customers receive high quality services that improve their relationship and wellbeing outcomes
2
People
Our people are diverse, skilled and agile, engaged, and inspired. We are learning people
3
Sustainability
We innovatively diversify funding streams to ensure our organisation’s long term financial sustainability
4
Systems
We diversify our delivery channels, our data solutions are accessible, quality and provide privacy, security and integrity
The Reconciliation Action Plan sits alongside the Diversity, Culture and Inclusion (DCI) Strategy 2018 – 2021 as a key enabler of our Strategic Plan. The Stretch RAP 2021 - 2024 is elucidated in the Diversity, Culture and Inclusion Strategy in Section 2, “Reconciliation and Cultural Governance”, with the Strategy describing Diversity, Culture and Inclusion objectives across six areas: 1.
Leadership and Governance
2. Reconciliation and Cultural Governance 3. Inclusive Customer Service and Clinical Practice 4. Workforce Diversity and Inclusive Workplace Culture 5. Partnerships, New Business and Community Engagement 6. Accessible and Inclusive Environments.
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Our RAP: Reflection on Reconciliation In the words of Aboriginal actor, Ernie Dingo: “Reconciliation is not for Aboriginal people. Reconcile the injustices that your forefathers have done, sit down, think about it, talk about it, get it out of the way and we’ll acknowledge your apology and move on.” Once we have reconciled our past we can much better walk together into a shared future.
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Reconciliation is central to the full realisation of our vision: Strong Relationships, Strong Communities. For reconciliation to occur we need to reflect upon the injustices that were perpetrated and work to eliminate those that continue. Through strong and respectful relationships with Aboriginal and Torres Islander communities we believe we can move ‘onwards together’.
Our RAP: Guided by Cultural Lore Relationships Australia has outreach locations across New South Wales and Centres in the Hunter, Bathurst and Wollongong as well as the Sydney basin. Our Centres are situated on many different Aboriginal Countries, each with its own distinct languages and lore. In the spirit of reconciliation and to ensure our services are culturally appropriate, we strive to understand the sets of principles which guide each of the Aboriginal and Torres Strait Islander communities on the lands where we work each day, in order to show respect and to strengthen and sustain our work with communities. One example of guiding cultural lore is Yindyamarra, which has been offered to RANSW through Selina Brandy, our Senior Aboriginal Family Advisor in Bathurst. As a set of universal life principles, Yindyamarra aligns with RANSW values and helps guide our work towards reconciliation more broadly. As Selina explains, “Yindyamarra means ‘a way of life’. “Our Creator, Baayami, made everything: the country, people, animals, plants, trees, flora, fauna and lore. Everything has a purpose and place and is intrinsically connected. We Wiradyuri People know it as ‘Yindyamarra Lore’. Yindyamarra is not just a word to us; it is our way of life. Our Ancestors
lived a Yindyamarra way of life. We Wiradyuri still try hard to live this way. Remembering to only take what you need, the Lore of Yindyamarra works in five parts: To show respect Firstly respect yourself then others. To be gentle In everything you do and say. To be polite In everything you do and say. To ‘do’ slowly Don’t do anything in haste. To honour Yourself, your past, your present and your future.” We note and respect that non-Wiradyuri people seeking to follow Yindyamarra as a way of life and wanting to provide a culturally safe space for teaching and learning, must not use this lore in a tokenistic or half-hearted way to serve their own interests. We also respect the wisdom of the ‘knowledge holders’ of Yindyamarra Lore - the Creator Baayami; the Wiradyuri Ancestors, Elders and Peoples of this Country; as a pathway to respect between all peoples and a way to keep us safe in mind, body and spirit. We acknowledge Yindyamarra Lore and the universality of this lore but adjust our work in accordance with the lore of the local people whose land we live and work on, and with whom we work. We strive to learn more about the guiding sets of principles of each of the Traditional Custodians of the various lands on which we work across NSW.
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Our RAP: Challenges and Learnings From Our First Stretch RAP 2015 2018 1. Robust, manageable cultural governance Establishing strong cultural governance structures early in the life of the first RAP has served the organisation well in achieving RAP targets. The target of developing a more effective membership model for the first working party (reducing from 24 to 12 members) was achieved and allowed a sharper focus and more manageable coordination. Cultural governance integrity; committed resources and support for the Mariyang Malang employee network; development of formal cultural supervision; widespread celebration of major cultural events across the organisation; socialisation of commitment to the RAP and Aboriginal and Torres Strait Islander peoples and cultures across RANSW; a designated senior appointment with oversight for reconciliation; and effective communication channels have all allowed momentum to be sustained on RAP targets in the face of organisational change over the three year period. We will continue to take robust and manageable cultural governance forward into the next RAP as we develop further cultural awareness of employees to influence change internally and externally.
2. Organisational restructures When the initial RAP was developed it was not envisaged that the organisation would undertake a restructure or that the Australian Institute of Relationship Studies (a Division of RANSW which impacted a number of RAP actions) would be
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disestablished. Over the life of the first RAP, RANSW had three different RAP Coordinators which impacted momentum. Some initiatives stalled as we bedded down changes, and reconsidered our priorities. This decreased the possibility of achieving a number of targets within the ‘Opportunities’ domain and made it important to reconsider certain targets for our second RAP. Whilst it is difficult to guard against all future ‘unknowns’, it is important to protect the sustainability of the RAP 2021 - 2024 and to this end, deliverables have been included which strengthen accountability and reporting mechanisms. Additionally, the RAP is now a part of the organisational strategic goal focusing on people which acts as a mechanism to ensure that a restructure does not impact ongoing work.
3. Systematic monitoring Being a distributed organisation with 20 major and outreach locations, it became apparent when undertaking the RAP Impact Measurement Questionnaire in 2018 that significant silos of reconciliation-related activity existed which had not been shared or centrally recorded. These included, but were not limited to, National Reconciliation Week activities and local sponsorship of Aboriginal and Torres Strait Islander organisations. As a result of this learning, improved data collection, accurate recording of achievements, collection of testimonials and photographs has been, and will continue to be, sought in order to improve the sharing of effective practice across the organisation in the future.
4. Broad employee ownership 5. Strengthen and deepen the cultural knowledge The need to build, maintain and strengthen ownership of the RAP by all employees can be and understanding of nonchallenging, especially in a distributed organisation. Aboriginal and Torres Strait For example; some Aboriginal cultural protocols have always been included in our employee Islander employees induction sessions, such as a Welcome or Acknowledgement of Country, and the use and explanation of the yarning mat and message sticks. A key learning from our first RAP was that employees may attend the quarterly formal employee induction session after they have been in the organisation for a considerable period of time. Ideally, new employees attend induction early in their employment. Responsibility for facilitation of induction workshops also evolved to be on a rotational basis by members of the Executive team and as such, have not been consistent in the amount and depth of Aboriginal cultural content.
Consequently, we have taken a layered approach which we envisage being more effective. Four influential pathways have been identified to influence and broaden employee ownership of the RAP including; the Leadership Group who can champion and cascade attitude throughout the organisation; Centre Managers, who are responsible for activity across various locations; Team Leaders, who supervise clinical practice; and new employees, especially at induction where RANSW’s approach and attitudes to social justice are first established. Actions to implement this approach are included in this RAP.
A key learning from our first RAP has been the need to prioritise and strengthen the cultural competency and cultural humility of our employees. To this end we have included specific actions in this RAP that will increase and deepen employee knowledge and understanding of culture, cultural practices and protocols, family and kinship and intergenerational impacts of colonisation through opportunities to meet with Aboriginal and Torres Strait Islander people and focused training.
6. Workplace cultural safety as key to the recruitment and retention of Aboriginal and Torres Strait Islander employees We recognise that meaningful, sustainable and culturally safe employment is a key component of reconciliation. A culturally safe organisation is imperative to being able to recruit and retain Aboriginal and Torres Strait Islander employees.
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In conjunction with the workplace environment, we have chosen to focus on recruitment of greater numbers of Aboriginal and Torres Strait Islander employees and to support feelings of connection and belonging with existing and new employees. Cultural safety in the workplace includes: •
Respect and welcome of Aboriginal and Torres Strait Islander peoples and cultures, protocols, experiences, cultural authority and wisdom
•
Freedom from all forms of racism and harassment
•
Full participation
•
Career enhancement and advancement
•
Recognition and reward
•
Peer support.
We recognise that employees may ‘walk’ in many worlds – as employees in a dominant white culture and workplace; as professionals representing the workplace working with Aboriginal and Torres Strait Islander clients; and also as a member of the community – all of which carry significant sets of interwoven expectations.
7. Monitoring improvements to reconciliation Key to our ongoing commitment to reconciliation is measuring and monitoring our success. Data collection, increased Aboriginal and Torres Strait Islander employees and high retention rates will provide some measure of success, as will the annual RAP Impact Measurement Questionnaire. Continued feedback from employees will allow us to adjust and modify plans as necessary as well as ensure we continue to improve our workplace cultural safety for Aboriginal and Torres Strait Islander employees.
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8. Amplify good news stories and celebrate successes In line with publicising our reconciliation work is the conscious adoption of a positive narrative around Aboriginal and Torres Strait Islander peoples and cultures at RANSW. This includes assisting employees to understand and reflect on unconscious bias and privilege through training and development opportunities. Collaboration with the strategic project and communications role to amplify good news stories and an Aboriginal and Torres Strait Islander voice to the broader workforce, with a focus on; truth-telling, the unique contribution and achievements of Aboriginal and Torres Strait Islander people, the value of culture, learning from personal stories, celebrations and good news. This is particularly pertinent as the nature of our day to day work often deals with individual, couple and family trauma and the negative and intergenerational legacies of colonisation.
9. Turning strategy into action: policy and practice During the life of our first RAP, a number of significant documents5 were developed which serve as essential foundations for policy and practice. The role of the DIB Manager is to review all policies and procedures over the next two years to ensure we continue to embed the RAP in our practice.
Board Visit to Bathurst 2019: The Beginning of a Journey In the spirit of reconciliation, our Board of Directors visited our Bathurst Office to meet local Wiradyuri Elders and spend time on Country in July 2019. The purpose of the experience was for board members to learn more about local Aboriginal history, personal stories, culture and ceremony. As a result of taking this precious time and holding a strong commitment to the process of learning, many profound, challenging and enlightening conversations occurred which saw the beginning of a personal and meaningful reconciliation journey for the Board members. The on-Country
5
- Cultural Governance and Communications Protocols - Welcome and Acknowledgement Guidelines - Aboriginal Engagement Strategy - Aboriginal Practice Principles - Aboriginal Staff Recruitment Guide - Guidelines for Aboriginal Family Dispute Resolution - IEFAC (for Independent Advice) Recommendations Paper - RANSW Aboriginal & Torres Strait Islander Sponsorship Principles - RANSW Sponsorship Procedures
experience also laid strong foundations for a sustained relationship between Board members and Mariyang Malang members. Further activities with employees and communities will be organised to enhance the Board’s ability to lead the organisation well in the service of Aboriginal and Torres Strait Islander families and communities.
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Case studies
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Case Study 1:
Staff Connecting to Country We encourage all employees to learn more about Aboriginal history and cultures, through participation in Connecting with Country Days under the cultural guidance of local Aboriginal Knowledge Holders. The structure of these experiences differs according to location. Each Centre contacts local Aboriginal people or agencies and organises to spend a day off site to meet, share and learn about the traditional cultures, histories, stories and practices (such as bush tucker, bush medicine and shell art) of the area where their Centre is situated. This initiative is a key element of the national Relationships Australia Indigenous Network cultural learning framework known as the ‘Cultural Fitness Package’.
Penrith staff learning with proud Darug Elder, Uncle Lex Dadd, near Red Hands Cave, Blue Mountains National Park
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Sydney City staff on their Connecting with Country Day at La Perouse under the cultural guidance of Jess Sinott from Koori Kinnections.
Case Study 2:
Reflecting on Cultural Journeys Creating collaborative art is a powerful way for people to come together to create understanding about reconciliation. Above is our large, colourful reconciliation artwork which adorns the lunchroom wall at our Macquarie Park head office and continues to spark conversations about the journey of reconciliation at RANSW. On this day, twenty employees from diverse backgrounds sat together around a large table, bibs on and paintbrushes in hand, to reflect on their own cultural journeys, the impact of colonisation on Aboriginal and Torres Strait Islander peoples and the meaning of reconciliation. They then expressed these reflections on canvas.
Facilitated by Aboriginal artist, Danielle Mate Sullivan (a member of Supply Nation), and with the expertise and generosity of two of our Aboriginal employees, this thoughtful and fun activity started many conversations and offered an inclusive and safe environment for cultural sharing and learning from one another. Relationships were strengthened through personal stories shared. daniellemate.com.au Certified Indigenous Business with Supply Nation
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Case Study 3:
Caber-ra Nanga Engage Caber-ra Nanga is a Gaimaragal word meaning ‘resting the mind’. Caber-ra Nanga Engage is a partnership program delivered by RANSW funded by the Northern Sydney Primary Health Network (PHN). The program started in early 2017 in conjunction with the Gaimaragal Group, with RANSW providing culturally appropriate wellness activities for Aboriginal people in the Northern Sydney and Northern Beaches regions. In the first year of the program, a total of 34 clients accessed the service. From 2019 our target is to provide service to at least 75 people each year. The program employs an Aboriginal Community Engagement & Case Worker who provides oneon-one services to referred clients, group wellness
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activities including regular women’s healing circles, weaving groups, women’s and men’s groups, and is consulted on school based Aboriginal programs. Consultations are held with local Elders to ensure all activities are culturally appropriate. Caber-ra Nanga Engage hosts an annual public Wellbeing Day on the shores of Narrabeen Lake where agencies and service providers have an opportunity to share information with the public on a broad range of wellness services and products. Aboriginal families and Elders groups from NSW regions attend with dance, bush tucker walks, weaving circles and women’s healing circles held throughout the day. A large shared lunch brings everyone together in a sense of community in the middle of the day.
Case Study 4:
Working in Bathurst Communities As told by Selina Brandy Senior Aboriginal Family Advisor, RANSW Bathurst Centre.
Where shall I begin to tell you my journey of working with Community on Wiradyuri Country? Hello. My name is Selina Brandy (Wiradyuri, Bundjalung, Wailwan, Yorta Yorta woman). I have worked for five years as a Senior Aboriginal Family Advisor at our Bathurst Family Relationship Centre, primarily doing community development work. I’d love to share my journey with you. It has included learning and role modelling how to build connection and trust, what it means to be genuine and culturally safe. These are values I have been taught through the guidance of the Bathurst Wiradyuri and Community Elders who speak for the Country in this region. They are teachings which are important in building stronger families and stronger communities. My first community project was about cultural protocols and cultural manners. Central to this is acknowledging Wiradyuri Ancestors as they protect me while I am working and living on Wiradyuri Country. I was honoured that the Bathurst Wiradyuri Elders shared the teachings of Yindyamarra (a way of life) with me. This is Wiradyuri Lore which follows the five principles of showing respect, being polite and gentle, going slowly and honouring. These principles are so important in strengthening families and strengthening communities, and being inclusive of all sorts of differences such as culture, religion and gender in the broader community.
A prime example of collaboration and inclusive practice here in Bathurst has been the longterm partnership between RANSW and the Bathurst Regional Council in support of the Kelso Women’s Group (KWG). Managed by our Centre, the KWG strengthens Aboriginal and non-Aboriginal women, their families and communities through a range of activities which foster healthy, sustained relationships and create opportunities for reconciliation. As a mark of respect, the Council invited KWG into the Kelso Community Hub and into the stakeholder loop, providing not only a low cost venue for meeting, but including KWG in regular stakeholder meetings, strategic planning and decision making and Community and Council events such as NAIDOC, White Ribbon and International Women’s Day. This allows KWG to have a culturally safe venue on which to meet, have a voice in local affairs, learn, share, create and connect with other people from all walks of life. Reconciliation has been both the strength and direction of this partnership, which began in 2014 and will continue into the future.
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Case Study 5:
Major Sponsor for Mental Health and Suicide Prevention in Aboriginal Communities in the Illawarra Sport brings people together and weekend rugby tournaments are major drawcards for Aboriginal and Torres Strait Islander families in the Illawarra. Inaugurated in January 2019 with an aim to be an annual event, the ‘Battle of the Countries’ is an effective way of strengthening community and spreading a positive message about mental health and suicide prevention. In its first year, it attracted around 2,000 people, with 500 players ranging from under 13s to adults. Held on the land of the Wodi Wodi people of the Dharawal nation, it is an opportunity to spread a very strong positive message to players, their families and friends – to speak up, to look out for each other, and to provide information about mental health and suicide prevention services in the local area.
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Uncle Rod Broad, a local Dharawal/Yuin Elder and long-standing friend of Relationships Australia NSW, is the founder and key organiser, inspired to act following the tragic suicide of his own father. On the day, our Wollongong Manager, Janine McEvoy takes the opportunity to speak with teams, reminding them to not bottle things up and to make sure they talk with teammates, friends, family and professionals if they find themselves or others struggling with life issues. We look forward to supporting this initiative and the mental health of Aboriginal and Torres Strait Islander communities into the future.
Strategic Priorities and Game Changers
Top level, large strategic items likely to be game-changing, disruptive and innovative.
Quality Improvement
Items in progress or carried over from the first RAP requiring significant scoping or development or new practices and systems.
Foundational Business as Usual
Standard functional operations within our organisation sometimes requiring specific project focus for execution.
STRETCH RAP 2021 - 2024 The Reconciliation Pyramids: Key to Differentiating RAP Actions | 29
Relationships To build sustained and meaningful relationships between Aboriginal and Torres Strait Islander peoples and non-Aboriginal and Torres Strait Islander peoples.
Strategic Priorities and Game Changers
Deep listening with Communities with invitations extended into RANSW. All-employee engagement with reconciliation. Cultural Safety for Mariyang Malang employees.
Quality Improvement
Cultural supervision. Reconciliation commitments visible internally and externally. Maintain and strengthen existing partnerships with Aboriginal organisations and Communities. Innovation Funding for reconciliation projects. Continued focus on anti-discrimination internally. Organisational Position Statement on Aboriginal and Torres Strait Islander Relationships.
Foundations and Changing RANSW Culture
RANSW is visible at key public events e.g. Yabun. National Reconciliation Week. RANSW Partnerships with external Reconciliation Supporters.
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Relationships ‘Strong Relationships, Strong Communities’ is the vision of Relationships Australia NSW and core to what we do and who we are. Our Relationships section, below, will continue our journey of reconciliation and build on existing work and relationships to better embed and drive strong and respectful relationships and partnerships; between our organisation, employees, Aboriginal and Torres Strait Islander communities and the sector. The focus will be to maintain and improve our existing relationships and build new ones, celebrate with Aboriginal and Torres Strait Islander communities, use our voice as a sector leader to influence and promote reconciliation and continue to implement our anti-discrimination strategies. 1. Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations. Deliverable
Timeline
Responsibility
Each RANSW Centre (11) will meet with key local Aboriginal and Torres Strait Islander stakeholders at least once per year to negotiate the best approaches and processes for consultation, engagement and collaboration between RANSW and local Aboriginal and Torres Strait Islander peoples, families and communities (a set of ‘principles of engagement’).
April 2022, 2023, 2024
M - DIB
Each RANSW Centre (11) will design and implement an annual Aboriginal and Torres Strait Islander Engagement Plan, which will draw on the principles of engagement above to be implemented with each Centre’s Diversity, Culture and Inclusion plans.
May 2022, 2023, 2024
M - DIB
The RANSW Guidelines for Engaging with Aboriginal & Torres Strait Islander peoples, families and communities will be reviewed and updated.
September 2022
M - DIB
Each RANSW Centre (11) will maintain our current partnerships with the following Aboriginal & Torres Strait Islander community-controlled organisations (RANSW Centre in parenthesis): • The Gaimaragal Group (Northern Sydney Region / Northern Beaches) • Wiradjuri Elders Group (Bathurst) • Bathurst Local Aboriginal Land Council (Bathurst) • Birrang Aboriginal Enterprises (Bathurst) • Orange Local Aboriginal Land Council (Bathurst outreach - Orange) • Wiradyuri Drug & Alcohol Rehabilitation Centre (Bathurst outreach – Cowra) • Illawarra Titans Football Club (Illawarra) • Wariga Ngurra Women & Childrens’ Refuge (Hunter) • Nikinpa Aboriginal Child and Family Centre (Toronto) • Mindaribba Local Aboriginal Land Council (Hunter) • Wirringa Baiya Aboriginal Women’s Legal Centre (Sydney City) • Weave Youth and Community Services (Sydney City) • Mudgin-Gal Women’s Group (Sydney City) • The Shed, Men’s Info & Resource Centre (WSFRS / Rouse Hill) • Bolwarra Transitional Centre / Jacaranda Cottage (Penrith) • Marrin Weejali Aboriginal Corporation (Penrith) • Penrith Aboriginal Legal Service (Penrith) • Baabayn Aboriginal Corporation (WSFRS / Rouse Hill) • Marrin Weejali Aboriginal Corporation (WSFRS / Rouse Hill) • Ngroo Education Incorporated (WSFRS / Rouse Hill) • Knowmore Legal Aboriginal Engagement Team (Wattle Place / Parramatta / Sydney City) • KBHAC Kinchella Home for Boys Aboriginal Corporation (Wattle Place / Parramatta) • Australian Unity Wejali (Aboriginal Homecare Illawarra) • Link UP (Wattle Place / Parramatta)
September 2022, 2023, 2024
GM - OPS
RANSW will achieve a minimum of 10% annual increase per year of new formal partnerships with Aboriginal & Torres Strait Islander community controlled organisations.
Reviewed September 4 in 2022 5 in 2023
GM - CS
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2. Build relationships through celebrating National Reconciliation Week (NRW). Deliverable
Timeline
Responsibility
The RANSW CEO will send a broadcast email (including links to NRW resources and articles of interest) to all employees highlighting the importance of National Reconciliation Week for RANSW and encouraging employees to participate in internal and NRW events.
27 May - 3 June 2022, 2023, 2024
CEO
RANSW Reconciliation Action Network members will participate in at least two external events during NRW, one regional and one metropolitan.
27 May - 3 June 2022, 2023, 2024
M - DIB
RANSW will hold stalls at a minimum of five Aboriginal and Torres Strait Islander community NRW events each year.
27 May – 3 June 2022, 2023, 2024
M - DIB
In the annual NRW all-staff email, the CEO will endorse employee release from duties and encourage participation by employees (including senior employees) in external NRW events.
27 May - 3 June 2022, 2023, 2024
CEO
Reconciliation Innovation Funding (total $5,000) will be allocated from the DIB budget to all 11 Centres to undertake creative collaborations with Aboriginal and Torres Strait Islander communities during National Reconciliation Week.
May 2022, 2023, 2024
M - DIB
Centre budgets will allow at least one employee and one senior leader to participate in two external events (engaging 22 employees minimum) during NRW.
May 2022, 2023, 2024
CEO
All RANSW Centres (11) will organise an internal employee event during NRW, including an organisation-wide video conference for the CEO to speak.
27 May - 3 June 2022, 2023, 2024
M - DIB
All RANSW NRW activities will be centrally monitored for participation, reach and outcomes.
27 May - 3 June 2022, 2023, 2024
M - DIB
RANSW NRW events will be registered on the Reconciliation Australia’s NRW website.
April 2022, 2023, 2024
M - DIB
Deliverable
Timeline
Responsibility
The CEO will send an all-staff email notifying the endorsement of the RAP 2021-2024 noting the objectives and encouraging employee participation over the life of the RAP.
August 2022
CEO
A RAP workshop will be held with the Leadership Group to cascade the reconciliation vision and objectives through the organisation, directly aligned to the Business and Strategic Plans.
September 2022
M - DIB
Each Centre will participate in a facilitated workshop of the RAP as integral to their annual planning in order to engage employees, reach shared agreement on actions and drive reconciliation outcomes.
May 2022, 2023, 2024
M - DIB
The RANSW intranet will have a Reconciliation Action section to which employees can be directed for Reconciliation Action Plan updates and reports, Reconciliation Action Network Minutes, national Relationships Australia Indigenous Network (RAIN) resources, links to Reconciliation Australia and other external resources.
July 2022, 2023, 2024
M - DIB
3. Promote reconciliation through our sphere of influence.
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RAP 2021 - 2024 will be presented to the Practice Forum for Managers and Team Leaders (approx. 40 employees in supervisory roles) to cascade the RAP objectives and vision across the organisation.
June 2022, 2023, 2024
GM - PQI
Reconciliation will be added as a standing agenda item for Centre employee meetings, with feedback sent to the DIB Manager for discussion at RAN Home Mariyang Malang meetings.
Monthly, review (July) 2022, 2023, 2024
GM - PS
CEO (or proxy) will speak of RANSW’s commitment to reconciliation at each Induction workshop.
July 2022, 2023, 2024
GM - P&C
Digital banners will be included on the RANSW signature blocks in the week leading up to and the week of NRW and NAIDOC.
May and July 2022, 2023, 2024
M - BMC
RANSW job advertisements will state that we are a RAP organisation.
September 2022, 2023, 2024
GM - P&C
RANSW will upload the RAP within one month (maximum) of final endorsement by Reconciliation Australia and the RANSW Board to: • RANSW website homepage • RANSW Twitter account (twitter.com/RelAustNSW) • RANSW Facebook page (facebook.com/RelationshipsAustraliaNSW) • RANSW LinkedIn page (linkedin.com/company/relationshipsaustraliansw/)
November 2021
M - BMC
RANSW will invite all employees to upload the RAP link to their professional social media accounts in order to extend our reach.
November 2021
CEO
RANSW will develop a public Position Statement in support of strong and positive relationships between Aboriginal and Torres Strait Islander peoples and other Australians to align with our national Walking Together: Plan on a Page.
November 2021
Exec Sponsor RAN
RANSW will disseminate abovementioned Position Statement to all employees and specifically brief employees who undertake media interviews.
November 2021
M - DIB
RANSW will upload Position Statement to RANSW website.
November 2021
M - DIB
RANSW will notify and promote our RAP to all external partners to showcase our commitment and encourage and support them on their journey towards reconciliation.
September 2022, 2023
M - BMC
RANSW will implement strategies to positively influence our external stakeholders to drive reconciliation outcomes.
March 2022, 2023, 2024
M - BMC
RANSW will actively seek opportunities to share RAP learnings with other organisations to hold ourselves and others accountable, including at the NSW NGO Diversity Practitioners Network.
July 2022, 2023, 2024
M - DIB
RANSW will include being a RAP organisation in our service tenders.
July 2022, 2023, 2024
M - BMC
RANSW will alert agencies of which we are a member (or have an ongoing relationship) of our RAP including: • The Australian Human Rights Commission • Family and Relationships Services Australia • Diversity Council of Australia • ACON Pride in Health and Well Being • NCOSS • Older Person’s Advocacy Network (OPAN).
November 2021
M - DIB
RANSW will collaborate with colleagues in the National Relationships Australia Indigenous Network (RAIN) to drive reconciliation objectives and hold ourselves and each state accountable to RAP commitments.
September 2022, 2023, 2024
M - DIB
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4. Promote positive race relations through anti-discrimination strategies. Deliverable
Timeline
Responsibility
The following RANSW policies will be reviewed and updated in relation to promoting positive race relations as per the five dimensions of reconciliation: • RANSW Anti-Discrimination and Equal Employment Opportunity Policy • Recruitment and Selection Procedures • Bullying and Harassment Policy • Culturally Appropriate Communication Protocols
October 2021, 2023
GM - P&C
Quarterly meetings will be held between the DIB Manager and the General Manager of People and Culture to continuously improve HR policies and procedures concerned with anti-discrimination, including monitoring and acting upon employee culture survey results.
April 2022, 2023, 2024
GM - P&C
RANSW Policies and Procedures concerned with anti-discrimination will be reviewed and revised in consultation with our Aboriginal and Torres Strait Islander Practice Specialist and external Advisors with subject matter expertise.
October 2022, 2023, 2024
GM - P&C
All employees will be notified of current and updated anti-discrimination related policies and procedures including an explanatory note of their importance in the workplace and the expectations of all employees in relation to each policy.
July 2022
GM - P&C
The Leadership Group (approx. 15 senior employees) will engage in at least one discussion or yarning circle per year with Aboriginal and Torres Strait Islander employees or external Knowledge Holders to learn about racism and its impact. This experience will focus on deep listening, Aboriginal principles such as Wiradyuri ‘Yindyamarra’ and truth telling. Discussion will include the implications and responsibilities for leadership roles.
August 2022, 2023, 2024
CEO
Employee organisational culture, engagement and pulse survey data will be analysed for themes related to discrimination and racism and presented and discussed by the Leadership Group to ensure continuous improvement.
July 2022, 2023, 2024
GM - P&C
The Leadership Group will share the findings of the pulse survey data with their relevant teams to acknowledge key themes relating to discrimination and racism and develop actions for continuous improvement.
August 2022, 2023, 2024
GM - OPS
RANSW will continue to be a signatory to the Racism It Stops with Me campaign (AHRC).
January 2022, 2023, 2024
M - DIB
At least three members of the Leadership Group will attend one (minimum) public lecture or Australian Human Rights Commission event on racism annually during the life of the RAP (minimum nine in total).
August 2022, 2023, 2024
CEO
5. Continually review and strengthen levels of cultural safety for internal and external Aboriginal and Torres Strait Islander stakeholders. Deliverable
Timeline
Responsibility
Cultural safety will be a standing agenda item for Mariyang Malang meetings so that Aboriginal and Torres Strait Islander employees are able to formally express cultural concerns and provide feedback to the organisation.
September 2022, 2023, 2024
M - DIB
External cultural supervision will be made available and promote to support all Aboriginal and Torres Strait Islander employees.
September 2022, 2023, 2024
GM – P&C
RANSW will develop an approach and implement a measurement plan to seek and gain feedback from Aboriginal and Torres Strait Islander stakeholders.
November 2021, 2022, 2023 2024
GM - PQI
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Respect To show deep admiration and give due regard to Aboriginal and Torres Strait Islander peoples and cultures including ways of being, doing and knowing.
Strategic Priorities
Tailor cultural learning for NSW, Promote cultural understanding, respect and humility in practice. Engage leadership.
Quality Improvement
Consistent cultural information and understanding of cultural protocols across RANSW. Culturally appropriate Infomation and Communication Technology (ICT), website, intranet, social media, online presence.
Foundations and Changing RANSW Culture
Strong RANSW Cultural Governance Framework. Embedded Cultural Protocols. Tailored resources, discrete Mariyang Malang logo and branding. Maintain visibility of culture on all premises and of Reconciliation activities. Calendar of Events. NAIDOC Week. | 35
Respect Respect is one of our core values, which we enact in all of our activities and processes, and engender in our partnerships with the families and communities we serve. We acknowledge intersectionality and that people are wonderfully complex and have multiple identities of cultures and languages, faiths and beliefs, ages, gender identities and expressions, experiences and economic circumstances. Respect includes seeing culture as strength, appreciating the intersections and giving due regard to different ways of doing, being and knowing. Respect in the context of reconciliation at Relationships Australia NSW includes truth-telling about historical events and acknowledging the ongoing intergenerational impacts of Australian colonisation. Starting from a position of respect allows greater understanding and empathy between all people. Our cultural governance and practice frameworks are based on the philosophy of respect and dignity and underpin this Reconciliation Action Plan. 1. Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning. Deliverable
Timeline
Responsibility
In consultation with Aboriginal and Torres Strait Islander Practice Specialist, RANSW will review the cultural learning needs of RANSW employees to determine which blended learning elements from the national RA Cultural Fitness Package (the national cultural learning framework) and the 2019 Walking Together: Plan on a Page are most appropriate for NSW in the development of a Cultural Learning Strategy.
October 2021
M - L&D
RANSW will consult the Aboriginal and Torres Strait Islander Practice Specialist and external Traditional Custodians and Knowledge Holders on content and implementation plans for a Cultural Learning Strategy 2021 - 2024.
November 2021
M - L&D
The Cultural Learning Strategy will be communicated to all employees via broadcast email and uploaded to the RANSW intranet.
January 2022
M - DIB
80% of RANSW permanent employees per financial year (269 employees in FY 2021) will undertake cultural learning annually under this RANSW Cultural Learning Strategy 2021 – 2024. Learning will be conducted using various modes 50% online and 50% face-to-face.
January 2022, 2023, 2024
M - L&D
Each Centre team will participate in one half day (min.) or one full day of cultural learning offsite annually. These ‘Connecting with Country’ experiences are organised in consultation with, and conducted by, local Aboriginal organisations. Centres may combine where geographically appropriate. All casual employees will be invited and encouraged to attend.
October 2021, 2022, 2023, 2024
GM - CS
All activities under the Cultural Learning Strategy will be evaluated for impact, and to inform future practice.
January 2022, 2023, 2024
M - L&D
All members of the RANSW Reconciliation Action Network (nine members in 2021) will undertake formal and structured cultural learning annually under the RANSW Cultural Learning Strategy 2021 - 2024.
November 2021, 2022, 2023, 2024
Chair - RAN
The RANSW Board of Directors will participate in an annual formal gathering (yarning circle or site visit, for example) hosted by the Aboriginal and Torres Strait Islander Practice Specialist and Mariyang Malang for reciprocal sharing, to hear personal stories, discuss reconciliation and emerging social issues that impact Aboriginal and Torres Strait Islander Peoples.
March 2022, 2023, 2024
CEO
RANSW HR Managers (two in 2021) and line-managers of Aboriginal and Torres Strait Islander employees (seven in 2021) will participate in professional development in Aboriginal and Torres Strait Islander cultural learning annually to ensure HR practice and line-management styles are culturally appropriate and culturally safe for Aboriginal and Torres Strait Islander employees.
November 2021, 2022, 2023, 2024
GM - P&C
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The full RANSW Executive and the Leadership Group (12 in total) will participate in a full day cultural immersion experience (or two half days) over the life of this RAP.
May 2022, 2023, 2024
Executive Sponsor RAN
RANSW will embed Aboriginal and Torres Strait Islander cultural learning in new employees Induction workshops through inviting a Traditional Custodian to conduct a Welcome to Country at each new employee Induction (with time for discussion included).
January 2022, 2023, 2024
M - DIB
New employees will receive information on specific RANSW services and programs for Aboriginal and Torres Strait Islander peoples.
January 2022, 2023, 2024
GM – P&C
RANSW will embed cultural learning materials in professional development for RANSW students. In consultation with Aboriginal and Torres Strait Islander Practice Specialist, cultural learning elements will be embedded into the curriculum of the RANSW Diploma and Graduate Diploma programs.
December 2021
L&D Manager
2. Demonstrate respect to Aboriginal and Torres Strait Islander peoples by observing cultural protocols. Deliverable
Timeline
Responsibility
A link to RANSW Guidelines for Welcome to Country and Acknowledgement of Country, and cultural protocols documents will be displayed on the Diversity, Inclusion and Belonging intranet pages under ‘Reconciliation at RANSW’ for easy access by employees, and will explain the purpose and significance of these protocols.
October 2021
M - DIB
Aboriginal and Torres Strait Islander cultural symbols and materials will continue to be visible in each RANSW location including flags, Aboriginal Australia maps, artwork, posters, information on tailored programs and Days of Recognition), to ensure RANSW is demonstrably welcoming and inclusive. Materials will be checked annually.
October 2022, 2023, 2024
GM - OPS
The RANSW Acknowledgement of Country will be added to all employees’ email signatures.
October 2021
M - BMC
A Cultural Protocols document and intranet information pack will be developed centrally and for each Centre to ensure accurate and relevant information on Aboriginal and Torres Strait Islander protocols, services, partnerships and contacts for all RANSW employees across NSW.
November 2021 Review November 2022, 2023
M - DIB
A ‘Welcome New Employee to RANSW’ video will be made featuring Mariyang Malang employees and highlighting cultural protocols. This will be played at each Induction workshop.
July 2022 (and utilised quarterly)
GM - P&C
A Welcome to Country will continue to be conducted by Traditional Custodians at significant RANSW events held during the life of this RAP, for example, the Annual General Meeting; at Head Office and Centre events marking National Reconciliation Week; and the all-employees RANSW Showcase.
Review July 2023
CEO
An Acknowledgement of Country will continue to be spoken at the commencement of larger internal meetings. Hosts will aim to speak from the heart rather than a script and are encouraged to add a ‘good news story’ on current achievements of Aboriginal and Torres Strait Islander peoples.
Reviewed November 2021
CEO
Employees and senior leaders will continue to Acknowledge Country at all public events hosted by RANSW both on and off-site, including echoing where a Welcome to Country has occurred.
Reviewed November 2021
CEO
At least 11 Acknowledgment of Country plaques, framed Aboriginal Australia maps and the Australian Aboriginal and the Torres Strait Islander flags will continue to be displayed at Reception in our Centres and Offices.
Review November 2021, 2022, 2023, 2024
GM - OPS
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3. Engage with Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week. Deliverable
Timeline
Responsibility
All Reconciliation Action Network members will participate in at least one external NAIDOC Week activity annually.
NAIDOC Week July 2022, 2023, 2024
Executive Sponsor - RAN
RANSW will provide paid NAIDOC leave provisions for Aboriginal and Torres Strait Islander employees and this will continue to support employee participation in NAIDOC Week events over the life of the RAP.
June 2022, 2023, 2024
GM - P&C
A CEO broadcast email will be sent to all employees encouraging engagement and speaking to RANSW’s support for NAIDOC Week, including links to external NAIDOC activities.
Last week of June 2022, 2023, 2024
CEO
Mariyang Malang will be encouraged and supported to engage with their respective Communities and cultures during NAIDOC week, utilising their paid NAIDOC leave provisions.
Last week of June 2022, 2023, 2024
M - DIB
Allocations in Centre budgets will provide support for employees from each Centre (11) to participate in local NAIDOC events annually.
July 2022, 2023, 2024
GM - CS
In consultation with MM, Relationships Australia NSW will support (through holding a stall, or through direct sponsorship) at least five external NAIDOC events annually.
Last week of June 2022, 2023, 2024
M - DIB
4. Engage with internal expertise to ensure ongoing practices are culturally appropriate and gain cultural guidance. Deliverable
Timeline
Responsibility
RANSW will review our practice to ensure our services are culturally safe and responsive to Aboriginal and Torres Strait Islander clients and employees.
September & March 2021, 2022, 2023, 2024
M - DIB
The RANSW Brand, Marketing and Communications (BMC) team will formally seek feedback from the Aboriginal and Torres Strait Islander Practice Specialist to ensure the website and content and design of RANSW materials remains culturally appropriate for Aboriginal and Torres Strait Islander peoples and communities.
October 2021, 2022, 2023, 2024
M - BMC
RANSW will investigate the design and production of a Welcome to Country in language (wording, video and audio) suitable for all RANSW locations with permissions and in consultation with the appropriate Aboriginal Elders and Mariyang Malang.
March 2022
M - DIB
RANSW will work with the Aboriginal and Torres Strait Islander Practice Specialist to ensure our employee intranet is accessible, culturally appropriate and information is current.
August 2022, 2023, 2024
M - DIB
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Opportunities To provide employment, social and economic opportunities for Aboriginal and Torres Strait Islander employees, businesses and communities.
Strategic Priorities
Workforce Strategy Recruitment. Leadership and employment pathways.
Quality Improvement
Scholarships for Aboriginal and Torres Strait Islander employees. Professional development opportunties.
Foundations
Relationships Australia Indigenous Network (RAIN). Community support through sponsorship. Procurement strategy and improvements.
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Opportunities In keeping with our vision of ‘Strong relationships. ‘Strong communities’, we are well placed to provide opportunities at different points in the business. This includes creating employment opportunities for Aboriginal and Torres Strait Islander peoples in meaningful, secure roles within a culturally safe work environment which offers ongoing professional development and career enhancement. We seek out the knowledge, skills and wisdom that Aboriginal and Torres Strait Islander individuals, partners and businesses bring to our organisation, and work collaboratively to fulfil our shared goals to support healthy and strong Aboriginal and Torres Strait Islander people, families and communities. We provide culturally safe and appropriate opportunities for Aboriginal and Torres Strait Islander people and communities to participate in, and access, our services and programs across the organisation. 1. Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development. Deliverable
Timeline
Responsibility
RANSW will hold a Think Tank with Mariyang Malang members, our Aboriginal and Torres Strait Islander Practice Specialist, HR employees and hiring managers to deeply consider a new approach for Aboriginal and Torres Strait Islander recruitment, retention and professional development.
January 2022
GM - P&C
Our People and Culture team will review and update RANSW’s employment strategy.
January 2022
GM - P&C
RANSW will continue to advertise job vacancies through the usual avenues (seek. com; probono.com; ethicaljobs.com) with identified positions also advertised through Mariyang Malang, the Koori Mail and the Indigenous Times.
June 2022, 2023, 2024
GM - P&C
Where response rates are low or candidates deemed non-appointable, RANSW will contact agencies such as Shine Employment and the Aboriginal Employment Service to source suitable candidates. These mechanisms will be discussed in the Think Tank above.
June 2022, 2023, 2024
M - Talent Acquisition
The Board will prioritise and actively seek Aboriginal and Torres Strait Islander candidates for Board positions as vacancies arise.
May 2022, 2023, 2024
Chair RANSW Board of Directors
RANSW will offer internal scholarship funding for one (minimum) Aboriginal or Torres Strait Islander candidate to undertake Diploma or Graduate Diploma studies through RANSW’s professional and accredited training each year.
September 2022, 2023
GM - P&C
Our DIB Manager will identify and apply for at least one external funding source (such as Universities, professional associations, philanthropic organisations) for RANSW Diploma and Graduate Diploma scholarships for Aboriginal and Torres Strait Islander students.
October 2022, 2023, 2024
M - DIB
RANSW will review internal study leave options for Aboriginal and Torres Strait Islander employees to ensure any barriers to participation are addressed.
February 2022, 2023, 2024
M - DIB
The RANSW CEO will review the outcomes of previous higher duties opportunities to identify and address any barriers to Aboriginal and Torres Strait Islander employee participation.
July 2022
CEO
RANSW will encourage and support Mariyang Malang employees to present at relevant professional Forums and Conferences with top up funding and time release allocated in central funding ($3,000/annum).
Review June 2022, 2023, 2024
GM - PQI
RANSW will provide individual ongoing professional development of Aboriginal and Torres Strait Islander employees through disseminating relevant sector and discipline information to Mariyang Malang members.
Review June 2022, 2023, 2024
M - DIB
RANSW will aim to increase Aboriginal and Torres Strait Islander employees by a minimum of 25% each year (currently ten employees in 2021).
December 2022, 2023, 2024
GM - P&C
Establish and roll out a professional mentoring program for Aboriginal and Torres Strait Islander employees in order to support applications for higher duties, senior and leadership roles.
July 2022
CEO
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2. Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes. Deliverable
Timeline
Responsibility
RANSW will develop a formal Aboriginal and Torres Strait Islander supplier procurement strategy.
January 2022
GM - Finance
RANSW will review and maintain Supply Nation membership.
January 2022, 2023, 2024
GM - Finance
Procurement from Aboriginal and Torres Strait Islander owned and operated businesses will be encouraged and articulated in each Centre’s (11) annual planning.
May 2022, 2023, 2024
GM - CS
RANSW will audit our current supply chain and in consultation with Aboriginal and Torres Strait Islander Practice Specialist, identify whether our existing approach of going to market is unintentionally creating barriers to procuring goods and services from Supply Chain members and Aboriginal and Torres Strait Islander businesses.
January 2022
GM - Finance
RANSW will maintain our long term commercial relationships (of approx. $60,000 per annum) with our Supply Nation office supplier relationships.
July 2022, 2023, 2024
GM - Finance
We will investigate and develop new Commercial relationships to increase our annual spend with Aboriginal and Torres Strait Islander business by 5% each year.
July 2022, 2023, 2024
GM - Finance
In line with annual Centre planning, all Centres (11) will aim to procure from at least one new Aboriginal and Torres Strait Islander owned business in their area for local reconciliation events over the life of the RAP.
July 2022, 2023, 2024
GM - CS
Centre managers will provide evidence of approaches to local Aboriginal and Torres Strait Islander owned and operated businesses (including Supply Nation members) annually.
May 2022, 2023, 2024
GM - OPS
Finance and Centre managers involved in procurement at RANSW will be trained in contracting Aboriginal and Torres Strait Islander businesses through Supply Nation or an equivalent organisation.
February 2022
GM - Finance
3. Improve services and programs for Aboriginal and Torres Strait Islander clients. Deliverable
Timeline
Responsibility
In consultation with the Aboriginal and Torres Strait Islander Practice Specialist and Mariyang Malang, the RANSW Practice, Quality and Innovation (PQI) team will conduct Think Tanks on innovation and culturally appropriate approaches in clinical and professional practice; for example, family dispute resolution, domestic and family violence, end to end customer experiences, and use of information technology in regional and remote areas.
April 2022, 2023, 2024
GM - PQI
The PQI team will collate outcomes of Think Tanks and share with the wider business with recommendations presented to executive leadership team for implementation.
May 2022, 2023, 2024
GM - PQI
4. Support Aboriginal and Torres Strait Islander led community initiatives through active sponsorship. Deliverable
Timeline
Responsibility
RANSW will continue to provide a minimum of $5,000 in sponsorship for at least two Aboriginal and Torres Strait Islander led community events or initiatives each year (for example, the Battle of the Countries rugby tournament in the Illawarra – see Case Studies above).
May & September 2022, 2023, 2024
M - DIB
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Governance: Tracking Progress and Reporting In order to progress reconciliation, we will embed our Reconciliation Action Plan targets through our governance structure and maintain a coherent reporting framework. It is imperative that we are accountable to Aboriginal and Torres Strait Islander peoples, our Board of Directors, partners and stakeholders. We need to be transparent in our aims and honest in our assessment of our progress, and adopt a continuous learning mindset in order to improve. We will continue to work with and report to Reconciliation Australia through the annual RAP Impact Measurement Questionnaire. We will undertake a robust mid-term evaluation of the outcomes of our RAP, celebrating our successes and thinking deeply about those areas which continue to be the most challenging. 1. Establish and maintain an effective Reconciliation Action Network (RAN) to drive governance of the RAP. Deliverable
Timeline
Responsibility
The Reconciliation Action Network will maintain a minimum of 30% Aboriginal and Torres Strait Islander representation.
Reviewed January 2022, 2023, 2024
M - DIB
The Reconciliation Action Network will continue to have a robust Terms of Reference which will be reviewed annually by the Network group with input from the Aboriginal and Torres Strait Islander Practice Specialist.
March 2022, 2023, 2024
M - DIB
The Reconciliation Action Network will meet monthly with at least two of these meetings being face to face each year.
January 2022, 2023, 2024
Chair - RAN
New employees will be invited to join and participate in the Reconciliation Action Network activities.
January 2022, 2023, 2024
M - DIB
2. Provide appropriate support for effective implementation of RAP commitments. Deliverable
Timeline
Responsibility
RANSW will continue to have a separate budget line for the delivery of RAP objectives that will be included in RANSW Business Plan
June 2022, 2023, 2024
GM - P&C
Each RANSW Centre will have additional (to BAU) financial resources available for the delivery of RAP objectives.
June 2022, 2023, 2024
GM - CS
Key RAP accountabilities for Executive employees will be included in annual RANSW Business Planning.
June 2022, 2023, 2024
Executive Sponsor - RAN
RANSW will maintain Executive Sponsorship of the Reconciliation Action Network in order to have an internal influential RAP Champion from senior management and a direct line to the Leadership Group and CEO.
November 2022, 2023, 2024
CEO
RANSW will utilise existing Human Resources Information Systems (HRIS) and Business software, CEO and Board reporting templates to track, measure and report on RAP commitments.
November 2022, 2023, 2024
CEO
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The progress of the RAP will be a standing agenda item on Centre meetings, Business Planning meetings, People, Culture and Learning team meetings and quarterly on Executive Team meetings.
August review 2022, 2023, 2024
Executive Sponsor RAN
The RANSW Board and CEO will have key performance indicators (KPIs) for reconciliation including: • Maintaining the Mariyang Malang Aboriginal and Torres Strait Islander employee Network • Maintaining the Reconciliation Action Network (RAN) including Executive Sponsorship • Participation in national RA Indigenous Network (RAIN) Executive and caucuses • Designated senior RAP coordinator role reporting to the GM - PCL.
August review 2022, 2023, 2024
CEO
3. Build accountability and transparency through reporting RAP achievements, challenges and learnings both internally and externally. Deliverable
Timeline
Responsibility
RANSW will continue to participate in the RAP Impact Measurement Questionnaire to Reconciliation Australia.
September 2022, 2023, 2024
M - DIB
The RAP progress update report will be uploaded quarterly to the intranet and a link will be shared with all employees. This report will be discussed at Centre meetings, Business Planning meetings, People, Culture and Learning team meetings and Executive Team meetings.
August review 2022, 2023, 2024
M - DIB
The Board will receive RAP progress updates through monthly CEO reports and quarterly dashboard reports against commitments.
August 2022, 2023, 2024
CEO
A mid-term evaluation report will be submitted to the CEO and RANSW Board.
July 2023
M - DIB
The CEO will receive monthly RAP progress updates through the GM - P&C for reporting to the Board of Directors.
August review 2022, 2023, 2024
M - DIB
RANSW will publish an Annual Report on RAP progress on our website.
December 2022, 2023
M - DIB
RANSW will explore participating in Reconciliation Australia’s biennial Workplace RAP Barometer initiative.
April 2022
M - DIB
Deliverable
Timeline
Responsibility
RANSW will register via Reconciliation Australia’s website to begin developing our next RAP.
January 2024
M - DIB
Deliverable
Timeline
Responsibility
RANSW will participate and actively contribute to the national Relationships Australia Indigenous Network and Practice Group caucuses, and drive reconciliation through sharing relevant experience and knowledge.
September review 2022, 2023, 2024
M - DIB
4. Continue our reconciliation journey by developing our next RAP.
5. Contribute to the national Relationships Australia Indigenous Network.
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Glossary Organisation RANSW
Relationships Australia New South Wales
RANSW Board
Relationships Australia NSW Board of Directors
RAN
Reconciliation Action Network (voluntary employee group)
RAP
Reconciliation Action Plan
Positions CEO
Chief Executive Officer
GM
General Manager
DIB
Diversity Inclusion and Belonging
LG
Leadership Group
M
Manager
Managers
Each Centre location for RANSW across NSW has a designated Manager
PM
Practice Manager
PS - A&I
Practice Specialist, Access and Innovation
TL
Team Leader
Teams CS
Client Services
BMC
Brand, Marketing and Communications
DIB
Diversity, Inclusion and Belonging
L&D
Learning and Development
NB
New Business (Growth and Organisational Sustainability)
OPS
Operations
P&C
People, Culture and Learning
PQI
Practice Quality and Innovation
QOR
Quality, Outcomes and Research
RAMS
Relationships Australia Mediation Service
Terms MOUs
Memoranda of Understanding (formal partnership arrangement documents)
NAIDOC Week
National Aboriginal Islander Day Observance Committee
NRW
National Reconciliation Week
Partnerships
Formal collaborations between RANSW and external bodies working towards collective goals
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Advisors and Contributors to the RANSW RAP 2021 - 2024 Heartfelt thanks to the following for their wise advice and support in the development of our second Stretch Reconciliation Action Plan 2021 - 2024. We look forward to walking and working together in the spirit of reconciliation.
•
Wiradyuri Elders, Bathurst - Dillawan (Uncle Bill Allen) - Mullyan (Uncle Brian Grant) - Auntie Gloria and Uncle Ray Rogers - Yannah (Jayde Flynn) - Wirribee (Leanna Carr-Smith)
•
Aboriginal Elders, Mingaletta Aboriginal Corporation, Central Coast NSW - Auntie Elaine Chapman - Auntie Pam Whitty - Auntie Robyn Reid - Auntie Barbara Grew - Auntie Colleen Starkis - Auntie Anita Selwyn
•
Ms Hyllus Munro Workforce Educator (Aboriginal Portfolio), The Centre for Education and Workforce Development, Liverpool Hospital Eastern Campus, NSW
•
Professor Susan Page Director, Centre for the Advancement of Indigenous Knowledges University of Technology Sydney
•
Ms Sue Pinckham Aboriginal Cultural Advisor, Macquarie University, North Ryde, NSW
Contact details Name:
Kathi McCulloch
Position:
Diversity, Inclusion and Belonging Manager
Phone:
02 8874 8045
Email:
kathim@ransw.org.au | 45
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