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Northern AHPACC Consortium Partners

Improving employment opportunities for Aboriginal

workers in mainstream community health services

Aboriginal Readiness Checklist

Project Report

19 September 2012

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Table of Contents

Executive Summary ................................................................................................................................. 3

Existing Achievements and Commitments ......................................................................................... 4

Recommendations ............................................................................................................................. 5

1 Introduction ........................................................................................................................................... 7

1.1 Background .................................................................................................................................. 7

1.2 Project Methodology ..................................................................................................................... 8 1.2.1 Interviews with Key Stakeholders ..................................................................................... 8 1.2.2 Consultation Question Guides .......................................................................................... 8 1.2.3 Project Limitations ............................................................................................................. 9

2 Readiness Checklists ......................................................................................................................... 10

2.1 Aboriginal Cultural Competency Checklist ................................................................................. 10

2.2 Aboriginal Recruitment and Employment Checklist ................................................................... 12

3 Setting up the workplace .................................................................................................................... 13

3.1 Key Characteristics of a Culturally Competent Service Provider ............................................... 14

4 Aboriginal Cultural Awareness Training Programs ............................................................................ 16

5 Partnerships with Aboriginal Community Controlled Organisations ................................................... 18

6 Engaging with the Aboriginal Community........................................................................................... 22

6.1 Key Issue: Building Trust ............................................................................................................ 22

6.2 Key Issue 2: Time Frames ......................................................................................................... 22

6.3 Key Issue 3: Understanding Aboriginal Ways ............................................................................ 22

6.4 Key Issue 4: Identifying the correct Aboriginal stakeholders/partners ....................................... 23

6.5 Key Issue 5: Time is Money ....................................................................................................... 23

6.6 Key Issue 6: Terminology ........................................................................................................... 23

6.7 Key Issue 7: Partnerships and Project Management ................................................................. 23

7 Demonstrating Aboriginal Cultural Competence ................................................................................ 24

7.1 Attracting, Recruiting and Selecting Aboriginal employees ....................................................... 24

7.3 Aboriginal Specific Policies ........................................................................................................ 25

7.2 Supporting Aboriginal Staff......................................................................................................... 26

7.4 Creating a Welcoming Environment ........................................................................................... 27

7.5 Promoting AHPACC Consortium services to the Aboriginal Community ................................... 28

8 Definitions and Terms ......................................................................................................................... 29

8.1 Key terms used in the Aboriginal Services Sector ..................................................................... 29 8.1.1 Abbreviations .................................................................................................................. 29 8.1.2 Definitions ....................................................................................................................... 29

References ............................................................................................................................................ 31

GLOSSARY OF TERMS

Aboriginal The term Aboriginal is used in this document when referring to Aboriginal and Torres Strait Islander people, cultural heritage issues, Aboriginal Community Controlled Organisations (ACCOs) and specific reports and documentation issued by the Victorian Government.

Indigenous When used in this document, the term Indigenous refers to references used in published reports and other relevant documents. It is not used to describe Aboriginal people.

Koorie/Koori A term generally used to describe Aboriginal inhabitants of south-east Australia.

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Executive Summary

The best quality care and assessment processes are designed around the unique and complete needs of the individual. It is recognised and acknowledged that people from a particular cultural or ethnic group are very different from one another. Values, opinions, family structures and cultural practices differ. A primary aim of the Aboriginal Health Promotion and Chronic Care Partnership between Community Health Services and Aboriginal Community Controlled Organisations is to provide culturally appropriate services for all Aboriginal clients by having in place:

direct care staff, professionals and administrators with appropriate skills, knowledge and attitudes;

practices that are proven to be effective with people from culturally diverse backgrounds; and

organisation policies, administrative procedures and management practices designed to ensure access to culturally appropriate services and competent personnel.

This is a whole of system philosophy where the aim is to enhance the capacity of all services to respond to their local communities. It is understood that achieving cultural competence is a continuous development process for all services. Culture and communication are central issues which lie at the heart of care and the provision of services to all clients. Many Aboriginal people enjoy life outside the service system within a cultural and social context. It is widely acknowledged that services should complement a person’s life experiences and choices and also be respectful of their ‘usual’ life activities. Information gathered during the consultations as part of this project confirmed that all stakeholders want to ensure their programs, services and systems accommodate the specific cultural perspective of Aboriginal people. They also wish to:

ensure there is consistency in program and service delivery processes for Victorian Aboriginal clients;

ensure staff engaging with Aboriginal clients understand and consider Aboriginal cultural practices and issues

improve the number of referrals and assessments of Aboriginal people to ensure their ratio matches the close the gap target population and that data captured in relation to Aboriginal clients is accurate;

strengthen partnership, referral, case conferencing and working arrangements with Aboriginal services which also includes having Aboriginal specific policies in place; and

increase employment opportunities for Aboriginal people to take up a career in the Community Health Services sector.

Key Messages

Cultural competence needs to be built over time, not overnight.

Cultural competence relies on respectful partnerships with Aboriginal organisations.

Cultural competence requires a whole-of-agency approach and strong and committed leadership at all levels.

Cultural competence requires personal and organisational reflection.

Aboriginal people should be offered the choice of having an Aboriginal staff member present during the assessment.

Ensure a two way feedback process with HACC assessors and Aboriginal staff and community members.

Cultural competence is a continual journey. It was evident that the Aboriginal cultural knowledge of many stakeholders consulted was very limited in particular their awareness of the local history and the various Aboriginal groups in each community in the region. Although Aboriginal cultural awareness training sessions have been provided for staff of the Northern AHPACC Consortium partner organisations, the focus group sessions and stakeholders consulted advised that Aboriginal Cultural Awareness Training was something they needed to follow up on so they were in a much stronger position to engage effectively with Aboriginal workers, clients, communities and services in the region.

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Existing Achievements and Commitments

It was very clear from the beginning of this project that the Northern AHPACC Consortium partners have implemented a number of specific actions to improve the client experiences of Aboriginal people who present at their organisations. It was noted that these have occurred as a result of ongoing collaboration between the four Community Health Services and Aboriginal Community Controlled Organisations (ACCOs) and existing Aboriginal networks in the region as well as taking into account various policy positions and directions set by the AHPACC and Close the Gap programs. This was clearly evident through the strong direction and support provided by the Northern AHPACC Consortium partners for progressing effective and sustainable Aboriginal health initiatives and partnerships with the local ACCOs and the Aboriginal community. This is evident in the recent evaluation report of the AHPACC Consortium which also identified Aboriginal training and employment needs and opportunities. Some of the achievements which have occurred through the Northern AHPACC Consortium to-date include the following:

Improving access by Aboriginal people to Dental services (Saturday morning’s and Renal clinics and exempting co-payment).

The Breakfast club program is incorporated into the Dental Service program. This has improved the number of Aboriginal clients accessing and attending Dental Service which is supported through the provision of a dental room waiting room which has been set aside as a ‘gathering place’ for Aboriginal families while they wait to get into their dental appointment. The Clinicians involved in the Feed the Mob program all participate in the Aboriginal Cultural Awareness Training program.

The Plenty Valley Community Health dental service area has been adapted to be more of a welcoming environment with all the Aboriginal art work along the corridor.

Improving retention and recruitment process of Aboriginal people.

Aboriginal Health and Chronic Care Partnership Program (dedicated workers) and MOU.

Priority of Access policy and system change is operationalised to improve access to services by Aboriginal people

AHPACC Consortium Partners Steering Committee was established in 2009.

Aboriginal Cultural Awareness Training Sessions for Northern AHPACC Consortium partner staff – Dianella Community Health have confirmed that it is mandatory for all staff to participate in this training and that 70% of staff have participated to-date.

Hosting of and participation in NAIDOC and Reconciliation Week Activities.

Recognition Acknowledgement of Traditional owner plaques and display of Aboriginal artworks and Close the Gap health posters at service entry sites and in other service rooms.

Implementation of the Indigenous Cultural Audit Tool.

Active participation by Northern AHPACC Consortium Partners staff in ACCO and Aboriginal Network meetings.

Well established partnerships and relationship with VAHS and the Male Centre.

Plenty Valley Community Health are committed to 1% Aboriginal employment in the organisation’s recruitment policy.

Some partner organisations have changed policy to have mandatory participation in Aboriginal cultural awareness training programs.

Some Intake Services staff have completed the training for asking the Indigenous Status question and there are significant improvements in how and why staff are asking the Indigenous status question.

The HACC Training Calendar lists information on Koori awareness Level 2, two day program.

Staff are more flexible in how they are working with Aboriginal clients with more reminder calls being made and extra follow up effort being made regarding appointments.

Some organisations are assisting Aboriginal people to fill in the medical history forms and raising issues about past histories with medical, dental and podiatry (knowing more about an Aboriginal client as part of the family group).

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Diabetes workshops occur in partnership with the Northern Hospital. Although not a partner in the Northern AHPACC Consortium, the Banyule Community Health Service (BCHS) has been a supporting organisation to this project particularly in relation to supporting Aboriginal recruitment and retention processes. The BCHS has committed the organisation to undertake long term planning approaches to ensure that the organisation is more culturally competent and responsive to the Aboriginal clients accessing programs and services and also providing an environment that has attracted Aboriginal employees to positions within the organisation. A case study about their approach is included in this report. This report summarises the key findings to emerge from the consultations with staff of each service involved in the Northern AHPACC Consortium. There are a number of areas where positive work is already occurring in relation to addressing Aboriginal cultural competency standards and other areas where more work needs to occur. The Readiness Checklists prepared as part of this project should provide staff of each agency with a point of reference to evaluate their current level of Aboriginal cultural competency as well as identify areas where changes need to occur.

Recommendations

Recommendation 1: AHPACC Information Brochure

a) That the Northern AHPACC Consortium partners create an AHPACC Information Brochure that contains information about the partnership and what it is set up to achieve.

b) That this brochure is circulated to Aboriginal and other services in the catchment area and promoted through other appropriate media pathways.

c) That each Northern APHACC Consortium partner post a PDF version of their brochure on their website.

d) That arrangements are made for Aboriginal specific artwork to be purchased and used on the brochure as well as on the Readiness Checklist materials.

Recommendation 2: Aboriginal Cultural Responsive Principles

a) That the Northern AHPACC Consortium partners support and adopt the Aboriginal Cultural Responsive Principles outlined in the consultation report as part of the Consortium’s AHPACC Program delivery.

Recommendation 3: Aboriginal Cultural Awareness Training

a) That the Northern AHPACC Consortium Partners develop an Aboriginal Cultural Awareness Training Package which includes specific information about what Consortium agencies are doing in relation to Aboriginal services – individually and collectively.

b) That arrangements are made for all staff working in each agency to participate in this training as part of their professional development plan.

c) That local Aboriginal people and clients are invited to present a session so they can answer questions and provide feedback about their experiences.

Recommendation 4: Northern AHPACC Partnership Agreement

1 Updating the existing Partnership Agreement

a) That arrangements are made to prepare a new Northern AHPACC Consortium Partnership Agreement document that incorporates the changes suggested in this report.

b) That a Working Party is set up to review the current Partnership Agreement document and make recommendations about the changes that need to be made to it – including what can be done to work with and support ACCOs located in the catchment of the Northern AHPACC Consortium partners.

2 Expanding the Partnership Agencies

a) That the Northern AHPACC Consortium Partnership Agreement has an option for services located outside their boundary area to join their consortium – especially those which have Aboriginal staff and services already in place.

b) That the Banyule Community Health Service are invited to join the Northern AHPACC Consortium.

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Recommendation 5: Indigenous Status Question

a) That reception and intake staff working for the Northern AHPACC Consortium partners ask all people presenting at their sites the Indigenous Status question.

b) That training is provided to all reception and intake staff to improve their skills and build their confidence in relation to asking the Indigenous Status question.

c) That random audits are carried out from time to time by Aboriginal community people and other non-Aboriginal people to confirm if staff are asking the Indigenous Status question.

Recommendation 6: Aboriginal specific policies

a) That the Northern AHPACC Consortium partners develop Aboriginal specific policies, procedures and other documents that clearly state what they will deliver services to Aboriginal people who access their services.

b) That the Northern AHPACC Consortium partners ensure that their Aboriginal strategies, plans and promotional material include a specific reference about what they will do to support and improve access to their services by Aboriginal people and communities.

c) That Northern AHPACC Consortium partners make a specific reference on their website about what they are doing to engage with and provide support to Aboriginal people accessing their services.

d) That the Aboriginal Health and Wellbeing Plan of each Northern AHPACC Consortium partner makes a specific reference to the Aboriginal Readiness Checklist.

e) That each partner in the Northern AHPACC Consortium includes a Statement of Commitment in their organisation’s Vision Statement, Strategic Plan and other relevant documents about what they will do to improve access to their services by Aboriginal people.

Recommendation 7: Aboriginal Mentor and Buddy System

a) That the Northern AHPACC Consortium partners establish a Mentor and Buddy System that lists the contact details of staff working mainstream services who have experience working with Aboriginal people and communities.

b) That the Mentor/Buddy support system also be extended to non-Aboriginal staff who can access Aboriginal mentors and buddies as part of a strategy to strengthen existing pathways or to create new access and referral pathways.

c) That the Mentor/Buddy system includes a process which allows Aboriginal staff to be mentored by non-Aboriginal staff who can offer professional advice as part of a two-way learning approach.

d) That staff of the Northern AHPACC Consortium partners who participate in the Mentor and Buddy System meet quarterly to share information and exchange ideas about engaging with Aboriginal workers, clients, community and Aboriginal services to improve outcomes for Aboriginal clients.

Recommendation 8: Improving public and meeting spaces

a) That the Northern AHPACC Consortium partners review the physical and other aspects of the waiting and reception areas, meeting and counselling rooms and outdoor areas to identify where improvements can occur to make these areas more culturally amenable to Aboriginal people.

b) That Aboriginal clients and community members are invited to provide input into this process so they can highlight areas where they feel that changes could be made.

Recommendation 9: Client Orientation Program and Information Kit

a) That the Northern AHPACC Consortium partner organisations work with the staff of ACCOs to develop a Client Orientation Program and Information Kit which is aimed at informing Aboriginal community members about how the organisations operate.

b) That the Northern AHPACC Consortium AHPACC Workers facilitate a tour of the clinical, counselling and waiting areas with interested ACCO staff to meet the staff and to learn about the organisation, their services, processes and administration procedures that positively contribute to Aboriginal health and wellbeing.

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1 Introduction

1.1 Background

The Aboriginal Health Promotion and Chronic Care (AHPACC) partnership initiative supports Aboriginal community-controlled health organisations and community health services to work in partnership to improve health outcomes for Aboriginal people in Victoria with or at risk of chronic disease. There are currently eleven AHPACC partnership sites across Victoria. The Victorian Aboriginal Community Controlled Health Organisation (VACCHO) supports the local and statewide implementation of AHPACC. AHPACC aims to contribute towards improving the length and quality of lives of Aboriginal people in Victoria with a particular focus on increasing access to comprehensive primary healthcare. AHPACC partnerships deliver services and programs to the Aboriginal community, as well as establishing new settings for services and programs and undertaking community engagement, workforce development, organisational change and building partnerships and inter-sectoral collaboration. The Northern AHPACC Consortium formed in 2006 following the introduction of AHPACC projects by the Department of Health. The five agencies that are part of this consortium are:

Lead Agency Other Agencies

1) Victorian Aboriginal Health Service 1) Darebin Community Health 2) Dianella Community Health 3) North Yarra Community Health 4) Plenty Valley Community Health

With VAHS as the lead agency, a Steering Group was formed to drive the project and develop the initial implementation plans for each agency. The Northern AHPACC Consortium’s mainstream partners have all experienced issues with the recruitment and retention of Aboriginal staff to work in their AHPACC programs. With this in mind, the focus of the Consortium’s application for an AHPACC Strategic Grant was the recruitment and retention of Aboriginal staff in mainstream organisations. The overall aim of this project is:

To increase mainstream community health organisation readiness to employ Aboriginal people by developing tools and resources that will encourage an inclusive and supportive work environment.

In order to achieve this, a resource package comprising a “Readiness Checklist” and accompanying resources, will be developed for the partner mainstream organisations to ensure they are equipped to provide a culturally safe and appropriate workplace for Aboriginal staff. The individual and collective experiences of the mainstream partner agencies in employing Aboriginal staff will be used as a guide to developing the checklist and corresponding resources. It was agreed that the project would comprise the following key activities:

Development of a “Readiness Checklist’

This will be used by partner mainstream agencies to help identify what they need to do to ensure a culturally safe and appropriate workplace for Aboriginal staff.

The checklist will be developed in consultation with AHPACC workers, their supervisors and other relevant key stakeholders.

Unlike the Northern Consortium’s AHPACC Cultural Audit which is driven by the client journey, this checklist will focus on supporting Aboriginal workers within mainstream organisations. It will include things such as acknowledgement of cultural days, bereavement leave etc.

Pilot “Readiness Checklist”

The Checklist will be piloted by all partner mainstream organisations

The Checklist will be updated to include recommendations based on the pilot.

Development of accompanying resources

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Resources will be required to support organisations to improve their readiness and ability to recruit and retain aboriginal staff based on results on readiness checklist

Resources to be developed will include, but not limited to, policies and procedures, case studies highlight success stories etc.

The expected outcomes of this project include the following:

1) Development of a Package, including Readiness Checklist and accompanying resources, that will be made available to other mainstream organisations (Short-term, within 12 months)

2) Improved cultural safety and inclusiveness within mainstream organisations, as evidenced by improved Aboriginal staff satisfaction (Medium-term, between 1 – 2 years)

3) Reduced Aboriginal staff turnover (Long term, greater than 2 years).

1.2 Project Methodology

In October, 2011, the Northern AHPACC Consortium engaged Karen Milward Consulting Services to develop a Resource Package comprising a ‘Readiness Checklist’ and accompanying resources aimed at increasing mainstream community health organisation readiness to employ Aboriginal people by developing tools and resources that will encourage an inclusive and supportive work environment. The project consultation process involved meeting with members of the Northern AHPACC Consortium Steering Committee, AHPACC Workers and their Supervisors, Human Resource Managers (where appropriate), Aboriginal Health Workers within mainstream and Aboriginal Community Controlled Organisations in the region, VACCHO and other key stakeholders in the Northern Metropolitan region and other relevant locations.

1.2.1 Interviews with Key Stakeholders

Between February and August, 2012, the project consultants met with 54 key stakeholders who were listed on the Stakeholder Consultation List approved in February, 2012 by the Northern AHPACC Steering Committee for the project – as shown in Table 1 below.

Table 1 – Stakeholders consulted during the Project Consultation Process

No. Stakeholders Consulted

12 Aboriginal Stakeholders Aboriginal AHPACC Workers and Health Workers in other services

15 Darebin CH Staff members including Aboriginal workers

8 Plenty Valley CH Staff members including Aboriginal workers

8 Dianella CH Staff members

2 North Yarra CH Staff members including Aboriginal workers

2 VAHS Staff Members

0 VACCHO Committee Representative left the organisation during the project

7 Banyule CH Staff members including Aboriginal workers

54 Total number of Stakeholders Consulted

1.2.2 Consultation Question Guides

Separate Question Guide templates were prepared and used as the basis to guide the interviews held with all key stakeholders. These were submitted to members of the Northern AHPACC Consortium Partners Steering Committee for their comment and approval before interviews and focus groups were arranged with people from each stakeholder group.

The Question Guide document focused on discussions about the following:

Culturally safe and appropriate workplaces for Aboriginal staff.

Culturally Competent work practices-including recruitment, advertising, education and training and retention practices of Aboriginal people.

Aboriginal Cultural Awareness Training and Implementation.

Good Practice and success stories and examples within mainstream organisations and ACCOs about successful employment of Aboriginal people.

Case studies on barriers to employment for Aboriginal people including: racism and discrimination and disadvantage in the workplace.

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Acknowledgement and cultural protocols including: welcome and acknowledgement of country, cultural days, bereavement and cultural leave, etc.

Culturally appropriate recruitment practices

Appropriate terminology.

Aboriginal health and service provision.

Policy and Procedures that need to consider Aboriginal cultural issues and practices including: supporting, retaining and developing new and current Aboriginal employees.

Aboriginal resource folder for mainstream community health organisations. A selection of stakeholder comments made to specific questions in the Question Guide documents appear throughout the project report. Direct comments made and written responses provided to each issue examined appear in the report as quotes. Responses provided are clustered together around common issues or topics stakeholders were asked questions about.

1.2.3 Project Limitations

The following limitations occurred and/or were experienced during the consultation process for this project:

Some Community Health Service staff could not participate in the focus group sessions arranged when these were scheduled due to competing priorities and staff restructuring (this was beyond some staff control to participate on the day of scheduled focus group sessions).

Victorian Aboriginal Health Service were not able to participate on the dates proposed due to competing priorities, relevant staff leaving positions and illness.

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2 Readiness Checklists

The major task undertaken in this project was to develop a Readiness Checklist that would be used by each member of the Northern AHPACC Consortium Partners to help them to identify what they need to do to ensure they have a culturally safe and appropriate workplace for Aboriginal staff. The overall aim of the Checklist is to increase each partner organisation’s readiness to employ Aboriginal people by developing tools and resources which will encourage an inclusive and supportive work environment for Aboriginal employees. A number of Aboriginal Cultural Competency Checklists and Frameworks have been developed in recent times which each have a particular focus. The Aboriginal Practice Checklist developed by Ngwala Willumbong has a focus on alcohol and drug issues whereas the Aboriginal Cultural Matrix developed by the Department of Human Services in conjunction with the Victorian Aboriginal Child Care Agency (VACCA) has a specific focus on Aboriginal child protection issues. The following summary information appears on the cover of the DHS Matrix document:

This resource matrix is designed to be used by Community Service Agencies (CSOs) in conjunction with the Registration Standards and the Evidence Guide 2008. The matrix provides detailed examples of evidence for the key components of the conceptual framework for Aboriginal cultural competence in accordance with the 8 Agency Standards.

The matrix is a useful tool for meeting the cultural component in each of the agency registration standards. While the Aboriginal Cultural competence Framework articulates a best practice approach, agencies should find both the matrix and the practical examples suggested useful as they seek to deepen their level of Aboriginal cultural competence.

In preparing a Readiness Checklist for the Northern AHPACC Consortium Partners it was noted that there were two (2) primary focus areas. The primary focus area is the workplace as a whole within each organisation. The second area of focus area relates to the recruitment and retention of Aboriginal staff within organisations. To ensure that each focus area is addressed, two separate Readiness Checklist documents have been prepared.

2.1 Aboriginal Cultural Competency Checklist

The Aboriginal Cultural Competency Checklist has been designed so each Consortium member can indicate if they have met/have not met/ partially met a ‘criteria’ or benchmark listed under each section. The areas covered in this checklist are:

Part A – Operational Policies and Procedures comprising ten sections.

Part B – Case Management Practice comprising seven sections.

Part C – Best Practice Model for Aboriginal participation in and access to our services which lists 5 key action areas.

Part D – Our Achievements to Date which is where services can document what they have already done or will do to improve their Aboriginal focus.

The design of this checklist allows Northern AHPACC Consortium members to identify the specific actions they will be undertaking to address a criteria where a ‘No’ response is made. This information will be presented in the form of a simple Action Plan layout against each item. If required, changes can be made to this aspect of the checklist in the form of a separate Follow Up Action Sheet similar to the one appearing in the included in the Aboriginal Recruitment & Employment Readiness Checklist. The current Checklist template has been prepared in a Word document so information can be directly entered into the document as each item is being discussed and rated. It must be noted that formatting issues with the document will occur as information is entered, however, these can be addressed. The other design consideration was to enable Northern AHPACC Consortium Partners to print the document once it has been completed. It is suggested that the checklist is reviewed and updated at regular intervals so staff can see where improvements have occurred. It is understood that each partner of the Northern AHPACC Consortium deliver a number of different services and programs to their clients. With this in mind, the next logical consideration is to have a Self-Assessment Checklist Tool that allows staff in each operational area to provide a separate indication about their level of Aboriginal cultural competency. This will need further discussion to clarify whether this is or is not a part of this project.

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2.2 Aboriginal Recruitment and Employment Checklist

The Aboriginal Recruitment & Employment Readiness Checklist has been prepared as a standalone document to allow Northern AHPACC Consortium Partners to assess and rate what they are doing in relation to recruitment and retention activities. This checklist is a subset of the Aboriginal Cultural Competency Checklist as it only has one primary area of focus. The areas covered in this checklist are:

Section 1 – Recruitment and Selection Processes

This section of this checklist contains a list of the key action items that Northern AHPACC Consortium Partners should be aware of in terms of processes to attract and select Aboriginal jobseekers to apply for job vacancies at their organisation. The primary focus of this section is:

Strategies are in place to ensure that our organisation has culturally appropriate processes in place to recruit and select Aboriginal job applicants

Section 2 – Employment and Professional Development

This section of this checklist contains a list of the key action items that should be in place to retain and develop Aboriginal employees. The primary focus of this section is:

Organisational policies and procedures are in place to support the cultural and professional development needs of our Aboriginal employees. These policies and processes are aimed specifically at retaining and strengthening our existing Aboriginal workforce.

Section 3 – Strengthening our organisations cultural context

This section of this checklist contains a list of the key action items that Northern AHPACC Consortium Partners should be aware of in terms of processes to attract and select Aboriginal jobseekers to apply for job vacancies at their organisation. The primary focus of this section is:

Processes are in place to identify areas where the organisation needs to make changes to improve workplace opportunities for current and future Aboriginal employees.

Section 4 – Our achievements to date

This section of this checklist has been included so Northern AHPACC Consortium Partners can list the specific things they have done in relation to recruiting Aboriginal jobseekers to their workforce.

A separate Follow-up Action Sheet document template is included in this checklist so organisations can list the actions they are taking to address a criteria where a ‘No’ response has been made. The Follow-up Action Sheet can then be used to monitor what needs to be done as well as when it has been completed.

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3 Setting up the workplace

Aboriginal people bring a diverse range of skills, knowledge and experience to a workplace that can be good for a specific area within a workplace as well as beneficial for the workplace as a whole. In many instances, employment opportunities for Aboriginal people in mainstream services occurs because the organisation has received funds from the Australian or State government to deliver a specific program, service or activity to Aboriginal and/or Torres Strait Islander people who live in the catchment area of the service. It is widely known, however, that there is intense competition amongst and between public and private sector employers in Victoria and in other States and Territories to recruit skilled and experienced Aboriginal people. At the same time, it is evident that many Aboriginal people now have a wider set of options and choices in terms of which sector and profession they will work in as well as who they will decide to submit a job application to. Employers that have successful Aboriginal employment outcomes in the short, medium and long term usually demonstrate a number of key characteristics that make their workplace attractive to Aboriginal people who are looking for permanent or part-time work. These characteristics are commonly referred to as being part of an organisation’s Aboriginal Cultural Competency Framework and employers that can demonstrate a high level of Aboriginal Cultural Competency will be seen as an employer of choice by prospective Aboriginal job applicants. Aboriginal community controlled organisations and services are nearly always struggling to compete with recruiting and retaining Aboriginal employees when higher salary packages and incentives are offered by mainstream employers. However, ACCOs are still the biggest employer in Australia of Aboriginal and Torres Strait Islander people which often relates to the ACCO being a culturally competent organisation.

“Apart from wanting to work directly for and with my people at the grass roots level, the Aboriginal organisation often gets it right in the first instance to ensure that I feel culturally safe and I am valued for my knowledge and skills set for firstly, being Aboriginal and then for my experience in working with our people – mainstream often doesn’t get it and I think twice before looking at the mainstream Aboriginal roles advertised” – ACCO Worker.

“I really like what the mainstream service is doing to be more aware and competent when it comes to its Aboriginal staff and how it is trying really hard to be the best service it can for our people who come into the service for different things. My supervisor is great and really understands the pressures we face as Aboriginal staff and trying to meet the needs of our community who are often our clients too” – CHS Aboriginal Worker.

Having a specific Aboriginal policy in community health services is often mentioned by Aboriginal employees within mainstream services where the Aboriginal policy is in place and implemented across the entire organisation so that more opportunities are provided to support staff to actively and effectively meet the service responses for Aboriginal clients, community organisations and networks. Aboriginal specific policies in mainstream organisations would address some of the issues staff may have in instances where a process is not particularly clear when working with Aboriginal people and organisations and providing services to Aboriginal clients.

“If our community health services had an Aboriginal specific policy across the whole organisation and service network then it would go a long way towards meeting some of the basic cultural competency issues we often face as Aboriginal workers. I sometimes find I am spending most of my work time having to justify my Aboriginality, explain why we need specific policies and changes to current practice when providing services to my people” – CHS Aboriginal Worker.

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Recommendation 1: AHPACC Information Brochure

a) That the Northern AHPACC Consortium Partners create an AHPACC Information Brochure that contains information about the partnership and what it is set up to achieve.

b) That this brochure is circulated to Aboriginal and other services in the catchment area and promoted through other appropriate media pathways.

c) That each Northern APHACC Consortium partner posts a PDF version of their brochure on their website.

d) That arrangements are made for Aboriginal specific artwork to be purchased and used on the brochure as well as on the Readiness Checklist materials.

3.1 Key Characteristics of a Culturally Competent Service Provider

The AHPACC Consortium and Aboriginal employees of mainstream services acknowledge the importance of delivering support for Aboriginal employees and clients which are culturally responsive to their particular needs. Stakeholders consulted advised that great efforts had been made in some areas of their organisations in the last few years to strengthen their approaches and policy practices to provide more culturally appropriate service responses to Aboriginal clients and the community.

“We have made an effort to ensure that the organisation is supportive of having priority access for Aboriginal clients particularly in relation to primary health care and the dental services”.

Although great efforts have been made to service system change to try and improve access to community health services by Aboriginal clients and the community, it was also identified that more work could be done to improve on current practices and service provision to be more in line with the AHPACC and Close the Gap objectives and policies to become more culturally responsive to Aboriginal people, families and community. It is on this basis that the following Aboriginal Cultural Responsiveness Principles have been developed by the project consultants to ensure that the AHPACC consortium’s services and programs are accessible, relevant and sensitive to the needs of Aboriginal employees and clients and their experiences.

1) The AHPACC Consortium is aware of key government Aboriginal Affairs policy documents and the key principles and objectives detailed in those documents as well as strategies in place to address Indigenous health and social issues and disadvantage:

Victorian Indigenous Affairs Framework

Victorian Indigenous Inclusion Framework

Victorian Aboriginal Cultural Competency Framework

Closing the Health Gap policy and Koolin Balit

Victorian Aboriginal Justice Agreement

Victorian Indigenous Family Violence Task Force Final Report and 10 Year Plan for Action

2) The AHPACC Consortium works closely and respectfully with local Aboriginal services and Elders when planning and developing its services and program models.

3) The AHPACC Consortium Steering Committee is representative of Aboriginal staff, ACCOs, relevant Aboriginal networks and key stakeholders in their service area.

4) Demonstrate an active commitment to supporting the health, wellbeing and rights of Aboriginal employees, clients and community members across all levels of the organisation.

5) Support for management teams to implement culturally responsive approaches including the provision of flexible service responses that also support Aboriginal workers attending with Aboriginal clients to specialist and other appointments.

6) AHPACC Consortium organisations have developed referral pathways in consultation with Aboriginal services and have partnership agreements with these Aboriginal services which clearly outline the linkages and referral arrangements that are in place to improve access by Aboriginal people and families.

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7) AHPACC Consortium organisations employ Aboriginal people in a range of roles (not just identified positions) and provide and support professional development and succession planning within the organisation.

8) Recruitment policies encourage Aboriginal people to apply for job vacancies and that these vacancies are widely promoted through Aboriginal media and distributed to Aboriginal services.

9) Processes are in place to allow Aboriginal women, men and families who access services or participate in programs and activities to contribute to identifying opportunities where service improvements can be made.

10) AHPACC Consortium organisations collect comprehensive Data to assist with improving service provision to Aboriginal people under the AHPACC program.

11) Provides specific activities and programs targeted at responding to the needs of the Aboriginal community (art program, Aboriginal play group, food share program, community garden, home visits, transport assistance, etc).

12) The Northern AHPACC Consortium partner organisations policies are culturally responsive to

meet the needs of Aboriginal employees and clients (including a cultural leave policy and an Aboriginal specific policy).

13) All Northern AHPACC Consortium partner organisation staff actively participate in Aboriginal Cultural Awareness Training programs and activities to ensure they understand and appreciate the history and personal experiences of Aboriginal Australians.

14) Staff have access to information and training opportunities that Aboriginal services and organisations provide to mainstream and Aboriginal service providers on the key steps to effectively deliver culturally responsive services and programs to Aboriginal people and communities.

15) Information about Aboriginal Australians, including Aboriginal service provider contact lists are included in Induction/Orientation documents to ensure staff have an understanding about and appreciation of the complexity of providing services to Aboriginal Australians.

16) Promotional material used by the Northern AHPACC Consortium partner organisations includes specific information about the services, programs and activities which Aboriginal Australians can access and/or participate in.

17) Mainstream organisations and service providers display and use Indigenous symbols and resources in public and other spaces to create a welcoming environment for Indigenous Australians who access services or participate in programs or activities.

Information gathered during the consultation process and site visits undertaken confirmed that a number of the above areas have already been attended to while others require more work.

Recommendation 2: Aboriginal Cultural Responsive Principles

That the Northern AHPACC Consortium partner organisations support and adopt the Aboriginal Cultural Responsive Principles outlined in the consultation report as part of the Consortium’s AHPACC Program delivery.

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4 Aboriginal Cultural Awareness Training Programs

Consultations and focus group sessions identified that cultural competencies is an area where a specific Community Health Service Aboriginal Cultural Awareness Training (ACAT) Program can be used to educate and inform staff about a range of issues that need to be taken into consideration when they interact with Aboriginal people. Although stakeholders consulted identified that many of their staff in the partner organisations had participated in ACAT programs over the last five years (Dianella CHS – 75% of staff) it was very generic type training that focused on Aboriginal history and culture at a national generalist level rather than at the grass roots local community level. Stakeholders also advised that it is important to understand how the past policies and practices of government have had an intergenerational impact on Aboriginal people and communities, particularly in Victoria.

The training we have all participated in has been good but we need to know how to engage with and implement best practice through a culturally competent framework.

It is important for mainstream services staff to participate in Aboriginal Cultural Awareness Training (ACAT) as a starting point to familiarise themselves with Aboriginal health and wellbeing issues, to understand how past policy impacts on Aboriginal people as well as to gain knowledge about the most appropriate ways of engaging with Aboriginal people, employees, ACCO staff as part of their service provider role, referral processes and joint care planning activities. ACAT training also assist mainstream services staff to recognise the needs and aspirations when planning services and ensuring active participation in decision making and policy development. Developing a specific Aboriginal Cultural Awareness Training Program which has input from local and regional ACCO staff as well as their involvement in the delivery of this training when it occurs is essential – particularly for site visits to their services and as part of staff induction/orientation programs. On-site visits to the facilities of the ACCOs and other Aboriginal service sites in the Northern AHPACC Consortium service area must be included as part of this training process so staff can see first-hand how these ACCOs and organisations are set up as well as meet with ACCO and organisation staff to discuss client treatment, care, support and referral processes that will be provided to Aboriginal people as part of their continuum of care journey. It is also important to recognise that participating in a ‘one-day’ ACAT program will not make a person culturally competent or responsive overnight. It is important for non-Aboriginal people to be able to challenge their thoughts, ask questions and be involved in training and educational opportunities over a period of time so that staff of mainstream services become more confident and skilled to work with and alongside Aboriginal people and the community.

We should be offered a set of individual training modules that cover different learning’s that is also delivered at the right audience. We could have the basic history and culture, site visits, panel discussions with Aboriginal leaders in the community and outdoor cultural walk and traditional food tasting experiences.

The core information delivered in an Aboriginal Cultural Awareness Training Program should include the following as a minimum:

Specific references to and copies of all Victorian Government Aboriginal policy documents so staff are kept informed that these are in place.

Information about the roles and responsibilities of Aboriginal identified positions within government and agencies.

Information and education about the Aboriginal health impacts and chronic health conditions that affect Aboriginal people at all ages and why it is important to ensure Aboriginal clients have priority access.

Aboriginal people’s close and strong connection to the land/country through cultural practices and traditions that contribute to Aboriginal people’s emotional and spiritual wellbeing.

Information that informs mainstream services staff that Aboriginal communities are very distinct communities in each town and region and have many different issues.

Information about the local Aboriginal people including any specific local cultural protocols and practice, local history and who the different groups in the community are.

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Aboriginal family kinship systems and structures.

Information and statistical data sourced from the Koori Health Counts reports produced each year by the DHS and DH Aboriginal Outcomes Branches.

VAED profiled data about the number of Aboriginal people who present at and are admitted to Victorian hospitals and Emergency Departments.

Specific strategies, action plans and programs being implemented by the Victorian and Australian governments to address the health of Aboriginal people – such as the Closing the Health Gap, AHPACC policies and plans, DHS and DH Aboriginal Services Plan, Aboriginal & Torres Strait Islander Health Strategy, Aboriginal Health National Partnership, Improving Care for Aboriginal Patients and the roles and responsibilities of AHLO positions, Aboriginal Disability Engagement Plan, etc.

Recommendation 3: Aboriginal Cultural Awareness Training

a) That the Northern AHPACC Consortium partners develop an Aboriginal Cultural Awareness Training Package which includes specific information about what Consortium agencies are doing in relation to Aboriginal services – individually and collectively.

b) That arrangements are made for all staff working in each agency to participate in this training as part of their professional development plan.

c) That local Aboriginal people and clients are invited to present a session so they can answer questions and provide feedback about their local experiences.

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5 Partnerships with Aboriginal Community Controlled Organisations

Information gathered during consultations with the Northern AHPACC Consortium partners since the partnership was established in 2006 indicate that a number of successful outcomes have been achieved at an individual and collective level. It was noted, however, that the lead Aboriginal agency in the partnership has not been actively involved in activities with mainstream services for some time due to number of reasons. It is not clear at this point in time when the VAHS will be in a position to be more active in the partnership. With this in mind, the following issues need to be considered: It is noted that Aboriginal staff in mainstream services located close to the boundary of the Northern AHPACC have expressed a strong interest in working more closely with mainstream services located near their facilities. There are obvious benefits to be gained by all parties (including Aboriginal clients and Aboriginal staff working in these agencies) if arrangements were made to accommodate these opportunities. It was noted that ACCO’s in rural locations often visit hospitals in the Melbourne metropolitan area when they have a client who requires admission to a hospital as part of their treatment. There may be occasions when the rural ACCOs may require assistance with their clients while they are in Melbourne and staff of the Northern AHPACC Consortium may be able to help out and provide some support. For example: when an Aboriginal person attending a hospital is discharged. Consultations identified that although a partnership agreement is in place between Northern AHPACC Consortium partners, additional information could be provided to strengthen current and future opportunities that the partner organisations are willing to commit to as part of their individual and collective movement to being more culturally responsive to the needs of Aboriginal people. It was also suggested that there are benefits to be gained by putting in place one specific Northern AHPACC Consortium Partnership/Agreement document which is reviewed at regular intervals to keep it up-to-date. It is also suggested that the new agreement include the following information:

Partnership Arrangements

The name of the organisations that are party to the Partnership/Agreement.

The start and end date of the Partnership/Agreement.

The date when the Partnership/Agreement will be reviewed and updated.

The position in each agency that will be the primary contact point for referrals.

The position that will have lead responsibility for being involved in management and operational discussions, planning activities and decision-making processes.

The arrangements to be followed to resolve disputes and/or deal with complaints and grievances made by organisation staff.

The guiding principles which underpin the relationship between the agencies including any specific details about how organisation staff will work together to provide programs and services to Aboriginal clients in their shared catchment area/s.

The processes to be followed where joint training and/or orientation activities occur.

The arrangements to be implemented where individual or joint marketing and promotional activities occur.

Other issues which are relevant and/or important to ensuring a successful working relationship is maintained during the term of the Partnership/Agreement.

Specific policy changes and activities

1) Agreement to flying the Aboriginal Flag out the front of each of the Northern AHPACC Consortium partner organisations facilities.

2) Provision of employment opportunities for Aboriginal people to join the Northern AHPACC Consortium workforce are reflected in organisation recruitment activities. This includes opportunities for Aboriginal people to gain work experience and take on volunteer roles at the organisation.

3) Referrals between the Northern AHPACC Consortium partners are based on mutually agreed arrangements using common referral processes across the system. This ensures there is consistency across the sector in terms of referral protocols and processes.

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4) Partnerships are based on trust and respect between services which allows opportunities for timely coordination of assessments and service delivery – including the provision of advocacy support by AHPACC workers and Aboriginal services.

5) HACC Aboriginal and other services need mainstream service providers to recognise, acknowledge

and embrace the importance of ‘yarning’ which leads to strengthened partnership development between all stakeholders.

6) The process to be followed to contact Aboriginal staff to provide assistance to an Aboriginal person who requires more support – particularly where agency staff make an appointment for the next day for the Aboriginal client who may not have access to their own transport;

7) The process to be followed where the mainstream organisation or service provider would like visiting health care professionals and student GP’s to undertake a site visit to the local ACCO facilities in order to gain first-hand experience about how the ACCO’s deliver services to Aboriginal community members;

8) The level of input and/or involvement by local ACCOs to assist mainstream organisations and service providers to develop, monitor and/or update its Aboriginal policy and procedures documents.

Aboriginal clients are actively informed about agency policies and processes. This is achieved by undertaking Aboriginal specific promotional activities with Aboriginal clients and the community.

Capacity building opportunities between Northern AHPACC Consortium partners and Aboriginal services are actively pursued and implemented – at a local level.

Regular exchanges of information occur to inform service planning and service delivery to Aboriginal clients.

9) The level of input and participation by ACCO staff to assist mainstream organisations and service providers to develop and deliver the Aboriginal Cultural Awareness Training Program;

10) Arrangements for ACCO staff to learn how the mainstream organisations and service providers operates in each area so ACCO staff are aware of relevant administrative procedures and vice versa;

11) How mainstream organisations and service providers will share Aboriginal specific VAED presentation and admissions data with ACCOs to identify emerging health issues occurring amongst Aboriginal people in the local communities;

12) How staff of mainstream organisations and service providers will work with ACCOs to design/deliver awareness information sessions to Aboriginal community members about specific health and wellbeing issues;

13) How staff of mainstream organisations and service providers will work together to provide treatment and care for Aboriginal people who are not local residents;

14) The process to be followed where an Aboriginal person lodges a complaint with a mainstream organisation and service provider and whether ACCO staff will be involved in the complaints process;

15) The level of involvement and/or participation of ACCOs in the mainstream organisation and service provider’s recruitment and selection process where an identified position is advertised;

16) The process to be followed to monitor and review partnership and referral arrangements; and

17) The inclusion of ACCO representatives on the mainstream organisations and service providers Board.

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Recommendation 4: Northern AHPACC Partnership Agreement

1 Updating the existing Partnership Agreement

a) That arrangements are made to prepare a new Northern AHPACC Consortium Partnership Agreement document that incorporates the changes suggested in this report.

b) That a Working Party is set up to review the current Partnership Agreement document and make recommendations about the changes that need to be made to it – including what can be done to work with and support ACCOs located in the catchment of the Northern AHPACC Consortium partners.

2 Expanding the Partnership Agencies

a) That the Northern AHPACC Consortium Partnership Agreement has an option for services located outside their boundary area to join their consortium – especially those which have Aboriginal staff and services already in place.

b) That the Banyule Community Health Service are invited to join the Northern AHPACC Consortium.

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Aboriginal Identity and Asking the Indigenous Status Question

All Australian-born clients should be asked at every admission/intake if they are of Aboriginal and/or Torres Strait Islander origin. The definition of an Aboriginal or Torres Strait Islander descent is a person who identifies themselves as an Aboriginal or Torres Strait Islander. Aboriginal and Torres Strait Islander status should never be inferred from the person's appearance and it’s the client’s choice whether to identify themselves as an Aboriginal person. If the client is a child the mother/father should always be asked if their child is of Aboriginal or Torres Strait Islander origin. The following sentence can be used before asking a client any information related to their cultural background and identity: “I now need to ask you some questions which we ask all clients to help staff to tailor and provide appropriate care. These questions also help the government to plan and provide improved health care and services for everyone”. All people should be asked if they are of Aboriginal or Torres Strait Islander descent or identify as such. Culturally appropriate practice is critical and there are extra support and services available. It is important to explain to the person why the Aboriginal identity question is asked (so appropriate services and supports can be arranged). Clients who initially refuse to provide a response to the Indigenous Status question should be reassured that:

the information will not affect access to services

the information is collected on all clients

the information will remain confidential

it is important information for ensuring that appropriate services are provided

the information is needed to monitor and understand the health of different population groups in Australia.

Be mindful of the diversity within and across Aboriginal communities, as each is unique.

Recommendation 5: Indigenous Status Question

a) That reception and intake staff working for the Northern AHPACC Consortium partners ask all people presenting at their sites the Indigenous Status question.

b) That training is provided to all reception and intake staff to improve their skills and build their confidence in relation to asking the Indigenous Status question.

c) That random audits are carried out from time to time by Aboriginal community people and other non-Aboriginal people to confirm if staff are asking the Indigenous Status question.

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6 Engaging with the Aboriginal Community

Northern AHPACC Consortium partners recognise that management and staff may not necessarily be aware of or have current information about Aboriginal specific matters and the agreed approach that has been taken in relation to engaging with the Aboriginal community in the community health services area – this includes: Traditional Owners, Aboriginal staff, ACCOs and other Aboriginal community members. The following key issues are a starting point to assist in creating awareness and basic understanding about what needs to be taken into consideration when engaging in Aboriginal consultation processes and activities. This information is not comprehensive, should not be read in isolation and needs to be used in a manner which builds on existing partnership arrangements the AHPACC Consortium already has in place with the Aboriginal communities in their catchment areas.

6.1 Key Issue: Building Trust

Trust is a common Aboriginal theme. It is tied in with the history of the colonisation of Australia and the resultant life experiences of Aboriginal Australians and their place in Australian society. Developing a trusting relationship between Aboriginal and non-Aboriginal Australians is critical to ensure that a long term, respectful, robust and mutually beneficial relationship is established between each group.

Observing appropriate cultural and decision making protocols when working with Aboriginal Australians and their communities is critical to establishing positive and respectful relationships. Consulting with Aboriginal communities should always be seen as a two-way process, with both parties learning together and from each other. Providing Aboriginal people with the opportunity to become involved in an event, activity, program or project gives authenticity to local Aboriginal perspectives. AHPACC Consortium management and staff will also benefit from encouraging Aboriginal people to share their knowledge and life stories – particularly where this may relate to something which has occurred directly on areas within the Consortium’s service area.

6.2 Key Issue 2: Time Frames

It is important to understand that Aboriginal people who should be invited to participate in consultation processes may have a number of other responsibilities they are already committed to. One of the major failings of consultation processes involving the Aboriginal community is not allowing sufficient time for a consultation to occur. Specifically, the timeline for a project may be short, however, competing priorities may not provide sufficient opportunity for Aboriginal community members to be available. There are also known and unanticipated events or activities occurring which may adversely impact on a consultation timeline. These include school holidays, other meetings and conferences, or the death of a community member. Sufficient time must be set aside where an Aboriginal community consultation occurs which allows for these planned and unplanned situations.

6.3 Key Issue 3: Understanding Aboriginal Ways

A major issue for Aboriginal people is the effort it takes to explain or answer all of the questions that may be asked during a consultation process about Aboriginal culture, values, beliefs and lifestyles. It is critically important that people undertaking Aboriginal consultation activities have some knowledge of the circumstances and factors impacting on the Aboriginal community members and stakeholders being consulted. Non-Aboriginal people implementing Aboriginal consultation processes should, as a minimum, have participated in an Aboriginal Cultural Awareness Training session as a starting point.

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6.4 Key Issue 4: Identifying the correct Aboriginal stakeholders/partners

It is important to ensure that an organisation identifies the most appropriate Aboriginal partner or stakeholder to be involved in an Aboriginal consultation process. It is also critical that the local Aboriginal protocols are acknowledged and taken into account in relation to the specific issue the consultation project is focusing on. An obvious mistake made by many people is to only consult with the staff of Aboriginal services in a location. It may be that the Traditional Owners in an area must also be consulted during a project, however, it may not be evident how to get in touch with representatives from this group.

6.5 Key Issue 5: Time is Money

One of the common assumptions made in consultation processes is that Aboriginal people will give freely of their time to be involved in a project interview, workshop or conference. In many instances, an Aboriginal person will have to consider what the financial cost is to them personally to provide input into or set aside time to be involved in a consultation process. AHPACC Consortium organisations should include sufficient funds in their budget to pay Aboriginal people for their time to be involved in a consultation activity. This should take the form of an individual consultation fee payment as opposed to a ‘Sitting Fee’ payment where an Aboriginal person is involved in a Project Steering Committee. Other costs associated with consulting with Aboriginal people, organisations and groups that should be considered are: re-imbursement of travel costs, including parking fees, catering costs, equipment and materials.

6.6 Key Issue 6: Terminology

Over the past 10 years, Aboriginal Australians are asserting their identities as Traditional Owners as opposed to being known as an ‘Indigenous’, ‘Aboriginal’ and/or a Torres Strait Islander. It is important that consultation personnel use the correct terminology in reports and other key documents that are published during or at the end of a consultation process. If you are not sure how the Aboriginal stakeholder would like to be referred to in any documentation, it is important that you have the confidence to ask the person how they and/or members of their group would like to be referred to in the written documentation.

6.7 Key Issue 7: Partnerships and Project Management

A key outcome from an Aboriginal consultation is to ensure there is transparency in the process. It is important to ensure there are clearly defined and agreed partnership opportunities at the end of each consultant project which adds value to and builds on existing agreements. While AHPACC Consortium partners already have a number of well established relationships and partnerships in place with the Aboriginal community it is important to ensure that any proposed Aboriginal consultation processes include opportunities for the AHPACC Steering Committee and other Working Groups to have input. Finally, it is important to involve the AHPACC Steering Committee at the start of any consultation involving the Aboriginal community to ensure Aboriginal cultural protocols are adhered to during the implementation phase of a project.

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7 Demonstrating Aboriginal Cultural Competence

7.1 Attracting, Recruiting and Selecting Aboriginal employees

It is evident that each Consortium partner has invested considerable time and effort into recruiting to their Aboriginal job vacancies with mixed outcomes occurring. It is noted that the Aboriginal jobs being advertised are specialist roles that require a specific set of skills, knowledge and experience by the person who is invited to fill the role. It is also noted that skilled and experienced Aboriginal people are in demand in the public and private sector and there is a lot of competition from all employers. There are a number of challenges that all employers face in filling their Aboriginal job vacancies. These include but are not limited to the following:

Aboriginal jobseekers not being aware of the vacancies being advertised because they are not promoted through Indigenous media, Indigenous recruitment agencies, Aboriginal services/groups, Aboriginal Units at TAFE and universities or local Aboriginal networks that are in place in most communities.

The documentation provided to job applicants is very complex and confusing because it is not clearly written and uses lots of jargon and acronyms.

The written application process requires a lot of detail about what a prospective applicant needs to present information about to demonstrate that they have the level of competence and experience required for the position being advertised.

The roles being undertaken are very complex and are not clearly defined. In the case of the job vacancies posted by the Northern AHPACC Consortium partners, it appears that there were very few Aboriginal people in the job market who were interested in applying for this type of work. The approach taken by Banyule Community Health Service sets a benchmark in many areas against which other services can work against. The use of Indigenous recruitment agencies such as Indigenous Careers Employment, the Australian Employment Covenant, Generation One, etc can minimise the stress of employers who are seeking to fill their job vacancies with Aboriginal applicants. These businesses have a large number of Aboriginal jobseekers on their registers which they can ‘point in the right direction’ in terms of the jobs being advertised. It is suggested that Northern AHPACC Consortium partners consider the merit and benefits to be gained by engaging these business to undertake their Aboriginal recruitment activities. The Aboriginal community radio 3KND has a large group of Aboriginal listeners to their programs. It would be beneficial if Northern AHPACC Consortium partners started using 3KND to promote their services to the wider community so they are made aware of what each service has to offer. At the same time, it would be beneficial if senior and Aboriginal staff from each Consortium agency did guest interviews on 3KND to talk about what they are doing to provide services to Aboriginal people in their catchment areas. If regular interview spots are arranged with 3KND, it is likely that ‘brand recognition’ will occur amongst regular Aboriginal listeners who may then call in during live broadcast sessions to ask questions. When this occurs, agency staff can then talk about the job vacancies they have going – including those set aside only for Aboriginal people. Once word gets out amongst the Aboriginal community about what each agency is doing in relation to Aboriginal services, it is likely that more responses will be received to future job vacancies. NAIDOC and Reconciliation events are also a good way to connect with prospective Aboriginal jobseekers. The main point being that once the community know who you are (as an employer) then the more likely it will be that Aboriginal people will be interested in working for you. Traineeships, Cadetships, Work Placements and Volunteer Programs can also be a good source to draw upon for permanent, part-time or casual positions. Northern AHPACC Consortium partners can receive funding from DWEER through the Aboriginal Employment Program to meet some of the costs associated with providing a work placement for an Aboriginal jobseeker. In some positions, a wage subsidy can offset up to 50% of the salary component for a position. This is one area where more action can be taken to create an employment pathway away from only filling identified positions.

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7.3 Aboriginal Specific Policies

It was noted that a number of the Northern APHACC Consortium partners do not have an Aboriginal Policy which articulates what they are doing in relation to Aboriginal employment or professional development activities. This is one area were specific action needs to be taken to clearly identify what each partner agency is doing to increase job opportunities for Aboriginal people. The focus of this policy should not just be limited to Aboriginal specific positions but jobs in different areas of the organisation. Examples of Aboriginal Cultural Leave policies have been gathered during this project which can be used as a benchmark for each Consortium partner to develop their own policy is this area. The key issue is that each Consortium partner has a slightly different format for their policy documents that need to be taken into account. It is noted that some agencies will be able to adapt the sample policies very quickly while others may require more time to do this. It is noted that some community health services in Victoria (such as Latrobe Community Health Services in Gippsland) have taken specific action to improve how they engage with and provide services to Aboriginal people in their catchment area. As part of this process LCHS have worked closely with Traditional Owners and other Aboriginal groups to develop Aboriginal specific policies, strategies, plans and promotional material which is posted on their website. They have set a benchmark which other services in the region and in other parts of Victoria could follow as a Model of Best Practice. It is evident that staff of mainstream services who engage with Aboriginal clients and with Aboriginal services would benefit greatly from having access to some clear documentation that outlines what they will do in this area as part of their work practices. Some stakeholders consulted suggested that opportunities exist for more experienced services to provide some guidance and support to less experienced services with assistance to make changes to their current policies and processes so they are more inclusive of and focused on providing services to Aboriginal people and engaging with Aboriginal services and other Aboriginal groups in the region.

Recommendation 6: Aboriginal specific policies

a) That the Northern AHPACC Consortium Partners develop Aboriginal specific policies, procedures and other documents that clearly state what they will deliver services to Aboriginal people who access their services.

b) That the Northern AHPACC Consortium Partners ensure that their Aboriginal strategies, plans and promotional material include a specific reference about what they will do to support and improve access to their services by Aboriginal people and communities.

c) That Northern AHPACC Consortium Partners make a specific reference on their website about what they are doing to engage with and provide support to Aboriginal people accessing their services.

d) That the Aboriginal Health and Wellbeing Plan of each Northern AHPACC Consortium partner makes a specific reference to the Aboriginal Readiness Checklist.

e) That each partner in the Northern Consortium include a Statement of Commitment in their organisation’s Vision Statement, Strategic Plan and other relevant documents about what they will do to improve access to their services by Aboriginal people.

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7.2 Supporting Aboriginal Staff

Aboriginal employees in many organisations and businesses each have a particular skill set. It is noted that, over time, the job requirements for any position can change with more demands being placed on an individual as they become more settled in their position. There may, however, come a point when there is too much stress being placed on an individual worker to cope with the demands of their job. This can occur with a greater degree of frequency amongst Aboriginal specific positions. Inter-agency Aboriginal Staff Support Networks are one way of overcoming stress as workers In similar roles have an opportunity to engage with their peers. The Northern AHPACC Consortium partners should build on what they have already done in this area even though VAHS is not an active partner at this point in time. It was clear that each partner agency is aware of the need to provide professional development and training opportunities for their Aboriginal staff. One area where an investment could be made is to provide opportunities for existing Aboriginal staff to participating in supervisor and manager training so they have an opportunity to learn what it takes to be in a more senior role. This may then create a better appreciation about what their supervisors and managers are going through with them which in turn may result in better co-worker relationships. It was evident that there are opportunities for the knowledge of more experienced staff to be passed on to less confident and experienced staff if a buddy or mentoring system was put in place. This would allow less experienced staff to draw upon the skills of their peers who have already established close working relationships with Aboriginal people in locations where the less experienced staff are seeking to engage with local Aboriginal people and with staff of each local Aboriginal service. It was also evident that some managers spoke with during the consultations had great difficulty in disciplining their Aboriginal staff who were not performing their roles to a satisfactory level. Comments made during these discussions suggest that this is one area where the mangers could benefit from having a working relationship with an Aboriginal person outside the organisation who can provide culturally appropriate advice about what to do when problems arise with their Aboriginal worker. It was evident that there is a lot of goodwill from non-Aboriginal workers in all Consortium agencies to make every effort possible to support their Aboriginal employees. The key issue that needs to be understood is that every Aboriginal person will bring their own set of experiences to their workplace and that some people may have more to deal with than others outside the workspace. These issues will need to be accommodated where possible to ensure that positive supports are in place for each person – as is the case for all employees.

Recommendation 7: Aboriginal Mentor and Buddy System

a) That the Northern AHPACC Consortium Partners establish a Mentor and Buddy System that lists the contact details of staff working mainstream services who have experience working with Aboriginal people and communities.

b) That the Mentor/Buddy support system also be extended to non-Aboriginal staff who can access Aboriginal mentors and buddies as part of a strategy to strengthen existing pathways or to create new access and referral pathways.

c) That the Mentor/Buddy system includes a process which allows Aboriginal staff to be mentored by non-Aboriginal staff who can offer professional advice as part of a two-way learning approach.

d) That staff of the Northern AHPACC Consortium Partners who participate in the Mentor and Buddy System meet quarterly to share information and exchange ideas about engaging with Aboriginal workers, clients, community and Aboriginal services to improve outcomes for Aboriginal clients.

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7.4 Creating a Welcoming Environment

An inspection of the current Northern AHPACC Consortium Partners Waiting Areas confirmed that they are like most waiting/reception areas in any community health service in Melbourne and surrounding districts depending on the financial situation of those organisations. It is important to recognise that there has been some great effort and commitment made by the partner organisations to work towards making their reception and waiting areas more welcoming and culturally inviting appropriate to meet the Aboriginal community needs, including recognition of the traditional custodians of the area.

Dianella CHS have Aboriginal artworks displayed at the Broadmeadows Health Service site, where they are co-located with Northern Health.

Plenty Valley CH have acknowledgement plaques recognising the Wurundjeri people as the traditional custodians of the area.

The Northern Hospital Dental Services area has many Aboriginal artworks displayed in the corridor entrance leading to the Dental rooms and the larger room at the front of the facility has been designated as the Aboriginal family and community gathering place while waiting for their appointments.

Darebin CH’s Northcote facility has Aboriginal artworks displayed in the reception area and some of the meeting rooms, including Aboriginal services brochures on the display stands.

“The Aboriginal artwork at Northern in the Dental area is fabulous. You can tell that they have thought about changing the environment to be more comfortable for Aboriginal people. I feel very proud walking down the hallway with our clients even though they are seeing the dentist”.

Specific short term ideas could include:

Displaying local Aboriginal artwork (approved by the Aboriginal community) which could be paintings, a mural, and sculptures displayed in the outdoor areas.

Displaying the Aboriginal and Torres Strait Islander flags (options – flag stickers on the windows of the entrance area or displayed on stands on the reception desk or magazine table, etc).

Display the Apology Statement to the Stolen Generations.

Display an Aboriginal Reconciliation Statement and Statement of Priority Access.

Aboriginal naming of rooms, outdoor areas, sites, etc.

A children’s play area with culturally specific puzzles and toys (The Yarn Strong Sista Aboriginal children’s products supplier has some great materials).

An Aboriginal family room (with tea and coffee making facilities) where Elders and families can meet and relax before attending their appointments or waiting for Aboriginal community members to arrive for activities. This would be useful for Aboriginal staff to come together and meet as part of the Aboriginal Staff Support Network.

Information about the local Aboriginal organisations and their services as well as a town map which shows where their premises are located relative to the AHPACC Consortium organisations.

Indigenous specific ‘Welcome to the Darebin Community Health Service’ Information Brochure/s.

A photo of the Aboriginal Liaison/Contact Officer within each of the AHPACC consortium organisations and key staff from the local ACCOs.

A display of photos showing other local Aboriginal community members (where permission has been sought and agreed).

A display board prepared by the Traditional Owner groups/organisation which explains who they are, some of the local Aboriginal history, what they are doing now, aspirations, etc.

Providing some degree of privacy when Aboriginal clients discuss their issues with AHPACC Consortium services staff to reduce the level of ‘shame’ individuals may feel about discussing their health issues in the main reception/waiting area.

Reducing the length of waiting times for Aboriginal people who directly present or are referred to the AHPACC Consortium organisations.

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Recognising the importance of ACCOs and other Aboriginal services staff who may accompany the Aboriginal client.

Front of house and reception staff use language and terminology that is clearly understood by Aboriginal clients so they clearly understand discussions about their health status and the procedure for their operation or medical attention they may receive from the AHPACC Consortium organisations.

The AHPACC Consortium’s administration areas have an up to date contact and phone list of the staff at the local and regional ACCOs, Aboriginal Liaison Officers at each Consortium organisation and the Aboriginal Hospital Liaison Officers and other relevant services located in other areas as well as information about the roles of all staff. This folder could also include after-hours information about which Aboriginal people in the community can be contacted – as required.

Recommendation 8: Improving public and meeting spaces

a) That the Northern AHPACC Consortium partners review the physical and other aspects of the waiting and reception areas, meeting and counselling rooms and outdoor areas to identify where improvements can occur to make these areas more culturally amenable to Aboriginal people.

b) That Aboriginal clients and community members are invited to provide input into this process so they can highlight areas where they feel that changes could be made.

7.5 Promoting AHPACC Consortium services to the Aboriginal Community

While the Northern AHPACC Consortium Evaluation report identified that many Aboriginal people had identified their Aboriginal status on intake and referral forms to each of the consortium partner organisations, those clients might only access/visit the organisation a few times in their life. Knowledge about how the organisation operates and the type of programs and services provided might not be widely known within the Aboriginal community in the service area. Some stakeholders consulted were of the view that the increase in Aboriginal client access to relevant services in their organisation was attributed to the work of the AHPACC workers and the relationships with the ACCOs in the area.

“Being able to have an Aboriginal worker work and walk alongside an Aboriginal client to their appointments has been critical to ensuring those clients come back for their follow up appointments and treatment sessions”.

One way to help ease the anxiety of Aboriginal clients would be to provide useful information about how the programs and services are provided/function so they have a better understanding of the pressures and demands that are placed on the staff in different operational areas. A two-way learning and educational process can assist Aboriginal clients and staff to gain a practical insight into what the issues are for stakeholders in each group. There are also opportunities for staff to be more pro-active with ACCO staff to identify key health issues that are occurring amongst a particular consumer group (such as Aboriginal people) and to then take preventative action to inform and educate potential clients about what to do to minimise the number of incidences for an emerging health issue.

Recommendation 9: Client Orientation Program and Information Kit

a) That the Northern AHPACC Consortium partner organisations work with the staff of ACCOs to develop a Client Orientation Program and Information Kit which is aimed at informing Aboriginal community members about how the organisations operate.

b) That the Northern AHPACC Consortium AHPACC Workers facilitate a tour of the clinical, counselling and waiting areas with interested ACCO staff to meet the staff and to learn about the organisation, their services, processes and administration procedures that positively contribute to Aboriginal health and wellbeing.

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8 Definitions and Terms

The Readiness Check list is also supported to include an Aboriginal specific section to provide AHPACC Consortium organisations with relevant information about key terms relating to the Aboriginal services sector.

8.1 Key terms used in the Aboriginal Services Sector

Terminology used when referring to the Aboriginal services sector may vary and be unfamiliar to AHPACC Consortium organisation staff. For the purpose of this Check List when the following terms are used, they should be interpreted as encompassing related terms.

8.1.1 Abbreviations

ACCO Aboriginal Community Controlled Organisation

ACCHO Aboriginal Community Controlled Health Organisation

AHLO Aboriginal Hospital Liaison Officer

ALO Aboriginal Liaison Officer

AHW Aboriginal Health Worker

AHPACC Aboriginal Health Promotion and Chronic Care Partnership

SEWB Social and Emotional Wellbeing

VAHS Victorian Aboriginal Health Service

VACCA Victorian Aboriginal Child Care Agency

VACCHO Victorian Aboriginal Community Controlled Health Organisation

8.1.2 Definitions

Aboriginal Community Controlled

Organisation

An Aboriginal Community Controlled Organisation (ACCO) is an incorporated Aboriginal organisation which was initiated by a local Aboriginal community which delivers a service and/or range of programs and activities to members of the local Aboriginal community.

These organisations do not usually have an Aboriginal medical service as part of their operational infrastructure and they are not eligible to be members of the Victorian Aboriginal Community Controlled Health Organisation (VACCHO) the peak Aboriginal health representative body in Victoria.

Aboriginal Community Controlled

Health Organisation

The term Aboriginal Community Control has its genesis in Aboriginal peoples' right to self-determination. In Victoria, an Aboriginal Community Controlled Health Organisation (ACCHO) is:

An incorporated Aboriginal organisation Initiated by a local Aboriginal community Based in a local Aboriginal community Governed by an Aboriginal body which is elected by the local Aboriginal community

Delivering a holistic and culturally appropriate health service to the Community which controls it.

By definition:

organisations controlled by Government to any extent are excluded.

organisations which adopt a vertical approach to health, inconsistent with the Aboriginal holistic definition of health as defined by the National Aboriginal Health Strategy are excluded.

NACCHO - Broome Conference - December 1995.

In Victoria, ACCHO’s are multifunctional service delivery centres that usually have an Aboriginal Medical Service as part of their operational structure.

30

Aboriginal Health

"Aboriginal health" means not just the physical well-being of an individual but refers to the social, emotional and cultural well-being of the whole Community in which each individual is able to achieve their full potential as a human being thereby bringing about the total well-being of their Community. It is a whole of life view and includes the cyclical concept of life-death-life.

As defined in NACCHO's Memorandum and Articles of Association as amended 9 March 2006 also from the National Aboriginal Health Strategy (NAHS) 1989.

Aboriginal Health Worker

An Aboriginal Health Worker assists with the coordination and provision of health care delivery to Indigenous communities. AHW’s liaises with patients, clients, visitors to hospitals and other medical facilities and staff at health clinics, and works as a team member to arrange, coordinate and provide health care delivery in Aboriginal and Torres Strait Islander community health clinics. Registration or licensing may be required.

Tasks performed by AHWs include the following:

Maintaining health records and statistics

Acting as an advocate in the community they serve, and as a communicator and interpreter on behalf of clients and other health workers

Providing clinical functions, such as case management and follow-up, independently or in consultation with other health care providers

Providing health education to individual clients and staff in health facilities

Providing cultural education to persons outside the cultural community and life skills education to the community they serve

Providing counselling and referring clients to other health care providers where necessary

Aboriginal Hospital Liaison

Officer

Aboriginal Hospital Liaison Officer positions based in public hospitals perform the same duties as Aboriginal Health Workers. The positions are funded under the Improving Care for Aboriginal and Torres Strait Islander Patients (ICAP) program funded by the Victorian government.

Cultural awareness

Cultural awareness means understanding cultural difference; cultural diversity and that cultural difference may necessitate a different approach to people of that other culture. It is strongly recommended that all staff working in an organisation, including management, participate in Aboriginal Cultural Awareness and Respect Training (ACART) as part of their professional development activities.

Cultural abuse Cultural abuse is actions and attitudes that ignore, denigrate or intentionally attack the culture of a person or community.

Cultural competence

A set of congruent behaviours, attitudes and policies that come together in a system or agency or among professionals that enable that system, agency or those professionals to work effectively in cross-cultural situations.

Cultural respect Cultural respect is attitudes and values that accept and promote the uniqueness, diversity and strengths of other cultures.

Cultural responsiveness

The term cultural responsiveness refers to health care services that are respectful of, and relevant to, the health beliefs, health practices, culture and linguistic needs of diverse consumer/patient populations and communities. That is, communities whose members identify as having particular cultural or linguistic affiliations by virtue of their place of birth, ancestry or ethnic origin, religion, preferred language or language spoken at home.

Cultural responsiveness describes the capacity to respond to the healthcare issues of diverse communities. It thus requires knowledge and capacity at different levels of intervention: systemic, organisational, professional and individual.

Cultural responsiveness may be viewed as a viable strategy to improve the links between access, equity, quality and safety, better health outcomes for culturally and linguistically diverse populations and as a strategy to enhance the cost effectiveness of health service delivery.

Cultural safety Cultural safety is about providing an environment which is welcoming and respectful of the other person’s culture.

31

References

Interactive Media Tools

Aboriginal culture Babkiueria: hattp://www.youtube.com./watch?v=06DKCd3WK2c Jackie Huggins: http://www.youtube.com/watch?v=r24xv1rntKQ AIME mentoring: http://www.youtube.com/watch?v=jv2MVg10ibk Australian Aboriginal Genocide: http://ww.youtube.com./watch?v=Z7eubc-Yk3M Apology to the stolen generation: http://www.youtube.com/watch?v=b3TZOGpG6cM&feature=fvwrel http://www.youtube.com/watch?v=XaZtOlsgBqQ&feature=related

Cultural Diversity Tips for communicating with cultural awareness: http://www.youtube.com/watch?v=ZDvLk7e2irc&feature=related Jane Elliott – Olhos azuis (Blue eyed) – Legendado PT-BR_chunk_1.aviand subsequent episodes. http://www.youtube.com/watch?v=DE1aq1zqT3&playnext=1%list=PLEO21F7O1FOCE4A35 Mentoring Tools: Career Mentoring: http://www.youtube.com/watch?v=CqKXjitAtis Mentor Traiing: how to break the ice with your mentee http://www.youtube.com/watch?v=6Dp9YdNZVGA&feature=related Mentor training: how not to do it! http://www.youtube.com/watch?v=fzAcldplLcQ&feature=related

Further reading

Title Author Publisher

Aboriginal Victorians Richard Broom Allen & Unwin Aboriginal Elders Voices Elders Services

Aboriginal Community ACES ACES

Koorie Plants Koorie People Nelly Zolla & Beth Gott Koorie Heritage Trust Blood on the wattle Bruce Elder New Holland Why weren’t we told Henry Reynolds Penguin Books Law of the land Henry Reynolds Penguin Books The other side of the frontier Henry Reynolds Penguin Books This whispering in our hearts Henry Reynolds Penguin Books My Place Sally Morgan Fremantle arts centre press Wisdom man Banjo Clarke Penguin Books *A bastard like me * Charlie Perkins The Unlucky Australians Frank Hardy One Day Hill Aboriginal Melbourne: the lost land of the Kulin

Gary Presland Harriland Press

Melbourne Dreaming: A Guide to the Aboriginal Places of Melbourne

Meyer Eidelson Aboriginal Studies Press

The black grape vine Aboriginal activism and stolen generations

Linda Briskman Federation Press

The stolen children their stories Edited Carmel Bird Random House The Native tribes of South Eastern Australia

A.W Howitt Aboriginal Studies Press

Fighters from the fringe Robert. A. Hall Aboriginal Studies Press Convincing Ground Bruce Pascoe Aboriginal Studies Press Untold Stories – Memories and lives of Victorian Koories

Jan Critchett Melbourne Uni Press

Koorie Mail A National Aboriginal Newspaper Published Fortnightly

Koorie Heritage Trust Inc. 295 King St, Melbourne VIC 3000 Phone: +61 3 8622 2600,Fax: +61 3 9602 4333,Website: www.koorieheritagetrust.com

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Bibliography

The Encyclopaedia of Aboriginal Australia: Aboriginal & Torres Strait Islander History, Society and Culture David Horten (ed) 1994 As a Matter of Fact: answering the myths and misconceptions about Indigenous Australians- Aboriginal & Torres Strait Islander Commission (ATSIC) 1998. The World of the First Australians Ronald & Catherine Berndt 1981. Kulinma: Listening to Aboriginal Australians H.C.Coombs 1978. Caught in the Draught – Veronica Brady, 1994. Mysteries of the Dreaming: The spiritual life of Australian Aborigines – James Cowan, 1989. Blood on the Wattle: massacres and maltreatment of Australian Aborigines since 1788 – Bruce Elder, 1988. Being Aboriginal: comments, observations and stories from Aboriginal Australians – from the ABC radio programs – Ros Bowden & Bill Bunbury, 1990. Living Black: Kevin Gilbert, 1977. Aboriginal Identity in Contemporary Australian Society – Donald Tugby, 1973. Daughters of the Dreaming: Diane Bell, 1983. Before the Invasion: Aboriginal life to 1788 – Colin Bourke, Colin Johnson & Isobel White, 1980. Men’s Business, Women’s Business: Hannah Bell, ????? Aboriginal Australia: An introductory Reader in Aboriginal Studies. C.Bourke, E.Bourke & B.Edwards (1994) Queensland University Press, St.Lucia, Qld. Our Land is our Life: G.Yunupingu,. (ed) (1997) University of Qld Press, St.Lucia, Qld. Mabo: A Symbol of Sharing – the High Court judgement examined and commentary on Native Title Act 1993 (Cth), S.Flood (1993)

33

Northern

Aboriginal Health Promotion and Chronic Care (AHPACC)

Aboriginal Cultural Competency Readiness Checklist

September 20th

2012

34

Table of Contents

Introduction .............................................................................................................................................. 1

How to use this Checklist ................................................................................................................... 1

Part A: Operational Policies and Procedures ...................................................................................... 236

1 Organisational policies in relation to Aboriginal people ................................................................... 2

2 Information about Aboriginal people and services in our agency’s catchment area ....................... 3

3 Client and community consultation and engagement ...................................................................... 4

4 Promoting services and health to the Aboriginal community .......................................................... 5

5 A welcoming environment ............................................................................................................... 6

6 Relevance of programs and services provided by our agency ....................................................... 7

7 Decision making processes and collaboration ................................................................................ 8

8 Staff attitude questionnaire in relation to Aboriginal people ............................................................ 9

9 Diversity work strengths in relation to Aboriginal clients ............................................................... 10

10 Training and development of staff ............................................................................................... 11

Part B: Intake and Case Management Procedures ............................................................................... 12

Practice Issue 1 - Case management practices ............................................................................... 12

Practice Issue 2 - Strategies for service delivery ............................................................................. 12

Practice Issue 3 - Linkages, networks, protocols and service liaison mechanisms ......................... 13

Practice Issue 4 - Accessibility strategies......................................................................................... 14

Practice Issue 5 - Organisational supports and procedures............................................................. 15

Practice Issue 6 – Assessment processes ....................................................................................... 16

Practice Issue 7 – Strategies for mandatory reporting, procedures and practice ............................ 17

Part C: Best Practice Model of Aboriginal Participation in and Access to our services ........................ 18

1 Reorient service to be inclusive of Aboriginal clients .................................................................... 18

2 Identify and reduce barriers to clients............................................................................................ 18

3 Develop or strengthen relationships with Aboriginal health workers and Aboriginal services ...... 18

4 Ensure our programs are effective in meeting the needs of all Aboriginal people ........................ 18

5 Promote services to Aboriginal communities ................................................................................ 18

Part D: Our achievements to date ......................................................................................................... 19

1 Current Aboriginal policies ............................................................................................................. 20

2 Current Aboriginal Programs, Initiatives and Activities .................................................................. 20

3 Aboriginal specific Marketing and Promotional Activities .............................................................. 21

4 Future Aboriginal Programs, Initiatives and Activities ................................................................... 22

35

Introduction

Why the AHPACC Aboriginal Cultural Competency Readiness Checklist has been developed The AHPACC Aboriginal Cultural Competency Readiness Checklist has been developed as a basic guide for Northern AHPACC Consortium members to evaluate their service’s policies and practices in relation to Aboriginal clients, staff and partnerships with Aboriginal services.

This checklist aims to:

Identify access barriers and issues relevant to Aboriginal people.

Assist services to identify key actions where changes need to be made.

Identify innovative best practice models for each operational area. It should be noted that this Checklist does not replace other actions or activities services may take to increase, retain or support their Aboriginal workforce – such as Aboriginal Employment Strategies or Reconciliation Action Plans.

How to use this Checklist

The Aboriginal Cultural Competency Readiness Checklist is made up of 4 parts:

Part A – Operational Policies and Procedures comprising ten sections.

Part B – Case Management Practice comprising seven sections.

Part C – Best Practice Model for Aboriginal participation in and access to our services which lists 5 key action areas.

Part D – Our Achievements to Date which is where services can document what they have already done or will do to improve their Aboriginal focus.

Parts A and B pose a number of questions, which require a simple ‘Yes’ or ‘No’ response. Tasks or activities to address any issues, together with the name of the person responsible to oversee the activity and an expected completion date, can be recorded alongside the questions. Part C comprises six domains which together provide a framework for a culturally secure program.

Part D has four areas where services can document and record the specific actions they have already implemented to achieve cultural competency in relation to Aboriginal issues. Services can also list actions they will take in the near future as part of their Aboriginal focus. Individual work areas will need to determine for themselves the most appropriate internal processes for using the AHPACC Aboriginal Cultural Competency Readiness Checklist. Irrespective of whether Part A should be undertaken by management and Part B as a team, or combinations of both, it is important that the self-assessment is an honest disclosure of the organisation’s current situation for each question in each and every section.

Steps

Read through each item and answer “M = Met”, “PM = Partially Met”, “NM = Not Met” to each question. You now have some guidelines for what you are doing well (your Met responses) and goals where you need to take action to improve (your Partially Met or Not Met responses).

EXAMPLE Status 1 Task 2 Who 3 By When

2) Information about Aboriginal agencies, services and programs and health promotion materials are on display in our waiting areas.

NM

Contact VAHS to find out if they have any posters

Jason 30-09-2012

Obtain posters and brochures Jason 10-10-2012

Display in main reception area Jason 30-10-2012

36

Part A: Operational Policies and Procedures

1 Organisational policies in relation to Aboriginal people

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Status 1 Task 2 Who 3 By When

1) Our Mission Statement has a statement about diversity which also refers to the provision of services to Aboriginal people.

2) Our organisation has a written policy addressing the provision of services to Aboriginal clients.

3) Our employment policy encourages the employment of people with a commitment to Aboriginal Health.

4) Our employment policy encourages the employment of Aboriginal people at all levels of the organisation.

5) Our staff regularly consults with representatives and staff from Aboriginal agencies.

Page | 37

2 Information about Aboriginal people and services in our agency’s catchment area

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Status 1 Task 2 Who 3 By When

1) Our agency has current demographic and socio-economic information about Aboriginal people in our catchment area which is used when planning and evaluating our service programs.

2) Our agency has current information about local Aboriginal organisations and programs.

3) Our agency has current information about relevant state-wide Aboriginal organisations.

Page | 38

3 Client and community consultation and engagement

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Status 1 Task 2 Who 3 By When

1) Consultation processes occur with Aboriginal stakeholders.

2) There are mechanisms in place to ensure we get feedback from Aboriginal clients.

3) Where feedback is provided, it is used to review our service practices and programs for Aboriginal clients.

4) Aboriginal clients are advised of their rights in relation to receiving a service from our agency.

5) There is a complaint procedure in place that Aboriginal clients are informed of and understand.

6) Staff at our agency have a good working relationship with Aboriginal service providers in our region.

Page | 39

4 Promoting services and health to the Aboriginal community

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Status 1 Task 2 Who 3 By When

1) Our service is promoted to eligible people, stakeholders, partner agencies and Aboriginal communities. This includes program content, boundaries, potential benefits and clear information about who can access the service and how.

2) Information about Aboriginal agencies, services and programs and health promotion materials are on display in our waiting areas.

3) Clear language is used in written and verbal information.

Page | 40

5 A welcoming environment

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Status 1 Task 2 Who 3 By When

1) Our agency is clearly visible from the street.

2) We assist clients to reach our service as appropriate.

3) The design and atmosphere of reception is welcoming and displays information appropriate to local Aboriginal communities.

4) Aboriginal clients and their families are made to feel welcome in the waiting area (e.g. with posters, pamphlets, etc).

5) The service can be accessed by people with mobility problems and/or young families (e.g. wheelchairs or prams).

6) Some programs and workers can outreach and/or are based in community facilities, so Aboriginal clients with transport problems can access our service.

Page | 41

6 Relevance of programs and services provided by our agency

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Status 1 Task 2 Who 3 By When

1) Program planning and delivery takes into account program relevance for Aboriginal people and the effect on health outcomes.

2) All programs offered to Aboriginal clients have been assessed as culturally appropriate. If not, clients are offered a separate program, (e.g. culturally specific therapeutic group or Aboriginal men’s or women’s groups, or sessions with an alternative practitioner).

3) Our agency’s procedure manual contains specific instructions and guidelines about the provision of services to Aboriginal people.

4) Our strategic and operational plans include specific allocation of resources for increasing accessibility for Aboriginal people.

5) Activities to assist clients to deal with grief, loss and trauma are incorporated into case management plans, as appropriate.

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7 Decision making processes and collaboration

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Status 1 Task 2 Who 3 By When

1) Regular consultation and collaboration takes place between our agency and representatives from local Aboriginal agencies in the provision and delivery of services and programs.

2) Local Aboriginal elders are invited to provide cultural advice about cultural competency at relevant service provider meetings.

3) Formal partnerships/agreements are in place with local Aboriginal organisations, VAHS and VACCHO.

4) Regular consultation with local Aboriginal representatives and agencies is encouraged and conducted in a culturally appropriate manner (i.e. time, place and process).

Page | 43

8 Staff attitude questionnaire in relation to Aboriginal people

For each of the following statements, mark the box that best reflects how many workers in your agency would agree with the statements.

1 ALL workers 2 MOST workers 3 SOME workers 4 NO Workers

Staff in our agency can provide a culturally appropriate service for Aboriginal clients and significant others, as they have experience, knowledge and skills to work effectively with Aboriginal people.

Our agency has a process in place to overcome any cultural barriers when delivering a service to Aboriginal people.

The agency has a process in place that encourages Aboriginal people in our agency to effectively contribute to the quality of planning processes and service delivery.

If you marked any of the boxes under columns 2, 3 or 4, please indicate what action your agency will take to ensure that staff are aware of the needs of Aboriginal people who use your service.

1 Task 2 Who 3 By When

Page | 44

9 Diversity work strengths in relation to Aboriginal clients

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Status 1 Task 2 Who 3 By When

1) Staff demonstrate interpersonal skills (e.g. voice, appropriate body language and respect) when working with Aboriginal clients.

2) Staff have demonstrated knowledge and understanding of Aboriginal cultural values, beliefs and history.

3) Staff challenge racist comments, behaviour and assumptions at our service.

4) Staff know which Aboriginal agencies to refer Aboriginal clients to, if clients advise this is their preferred option.

5) Staff support Aboriginal clients to access culturally appropriate services.

6) Staff demonstrate awareness of the strategies required to improve access to our services by Aboriginal people.

7) Our service promotes and participates in days of significance for Aboriginal people (NAIDOC, Reconciliation Week, etc).

8) We acknowledge the traditional custodians of the land at important events.

9) We acknowledge the traditional custodians of the land on email signature blocks, on our website and in our policies and procedures (including job advertisements and notifications).

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10 Training and development of staff

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Status 1 Task 2 Who 3 By When

1) The staff orientation package includes a component about Aboriginal culture, beliefs, values and history.

2) All staff demonstrate principles of cross-cultural communication as it relates to the provision of services and programs to Aboriginal people.

3) Staff have access to appropriate information (both theory and practical) on cultural differences and the past and present experiences of Aboriginal people.

4) Staff are informed about the strategies to improve access for disadvantaged groups, including Aboriginal people.

5) Ongoing professional development programs or opportunities with Aboriginal staff or agencies are available to staff to enable them to respond effectively to the needs of Aboriginal people.

6) There is a process in place to monitor and evaluate staff performance when working with Aboriginal people.

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Part B: Intake and Case Management Procedures

Practice Issue 1 - Case management practices

Documentation and worker practices are in place which support planning, monitoring and review processes for Aboriginal clients.

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Practice Indicators Status 1 Task 2 Who 3 By When

1) There is a documented process for client involvement in the development, monitoring and review of their case plan and services provided to the client.

2) Case manager roles and responsibilities for the monitoring and review process are clearly defined.

3) Clients routinely receive a copy of their individual case plan.

Practice Issue 2 - Strategies for service delivery

Strategies are in place for ensuring culturally appropriate service delivery for Aboriginal clients.

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Practice Indicators Status 1 Task 2 Who 3 By When

1) There are documented processes in place for ensuring sensitive entry assessment when Aboriginal clients use our service.

2) Assessment tools include questions focusing on an Aboriginal client’s service needs beyond the scope and duration of our programs and services.

3) Workers actively focus on cultural requirements, including those of Aboriginal children and families.

Page | 47

Practice Issue 3 - Linkages, networks, protocols and service liaison mechanisms

Linkages, networks, protocols and service liaison mechanisms with Aboriginal agencies are in place.

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Practice Indicators Status 1 Task 2 Who 3 By When

1) Our service works in partnership with Aboriginal organisations or workers to make our service accessible.

2) We provide information about our service to Aboriginal organisations.

3) With client consent, case managers routinely involve relevant Aboriginal workers or agencies in developing and/or implementing case plans of Aboriginal clients (including home visits where required).

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Practice Issue 4 - Accessibility strategies

Strategies are in place to ensure the service is accessible to Aboriginal clients.

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Practice Indicators Status 1 Task 2 Who 3 By When

1) Aboriginal people contacting our agency are informed about the agency, its range of services and its linkages with Aboriginal workers or agencies.

2) There is written material specifically describing our agency and the services it offers.

3) The agency’s facilities are appropriate for the needs of Aboriginal clients.

4) A key worker or team of culturally qualified intake workers are responsible for suitability screening the assessment of Aboriginal clients.

5) The agency assesses access barriers for each client and develops strategies to overcome them (i.e. outreach, community support person, housing, home visits, etc).

Page | 49

Practice Issue 5 - Organisational supports and procedures

Organisational supports and procedures to respond to the needs of Aboriginal clients (such as peer support, case supervision, debriefing, critical

incident reporting and responding, communication and decision-making forums).

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Practice Indicators Status 1 Task 2 Who 3 By When

1) Our agency has formalised processes for staff to learn from each other and external supervisors about issues relating to Aboriginal clients.

2) Our agency has formalised processes for case-managing Aboriginal clients with an option to involve Aboriginal workers.

3) The work culture of our agency encourages staff to learn from their practices, including those relating to Aboriginal clients.

4) The culture of the agency actively encourages staff to include Aboriginal clients in problem-solving.

5) There are protocols for debriefing and supporting staff following critical incidents with Aboriginal clients.

6) Workers clearly understand the boundaries of their relationships with Aboriginal clients and their role, responsibilities, especially in dealing with critical situations.

Page | 50

Practice Issue 6 – Assessment processes

Assessment processes and a recognised practice for identifying the needs of Aboriginal clients are in place.

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Practice Indicators Status 1 Task 2 Who 3 By When

1) All clients are asked if they are Aboriginal and/or Torres Strait Islander.

2) All workers have been educated or are experienced in assessing diversity within a client’s background and the specific needs of Aboriginal clients.

3) Client’s health needs and risks are routinely discussed during the assessment process (e.g. housing, family and social support, sexual health, mental health, hepatitis C, gambling).

4) Feedback on the appropriateness of the assessment process is sought from clients.

5) With client agreement, Aboriginal and other agencies who have current involvement with the client are contacted and their comments are sought.

Page | 51

Practice Issue 7 – Strategies for mandatory reporting, procedures and practice

Policy, procedure and practice for mandatory reporting.

For each of the following statements, indicate the current status of your agency’s current situation. If you answer PM or NM to any statement, please fill in boxes 1 to 3.

Practice Indicators Status 1 Task 2 Who 3 By When

1) All staff are aware of Victoria’s child protection reporting requirements policy and reporting procedures including the VACCA Child Protection Protocol.

2) All female clients are screened for domestic violence and all staff are aware of the procedures to support clients.

3) The agency maintains a comprehensive resource guide to services for Aboriginal women and children for referral purposes.

Page | 52

Part C: Best Practice Model of Aboriginal Participation in and Access to our services (Koolin Balit - Department of Health)

1 Reorient service to be inclusive of Aboriginal clients

Provide staff training and skills development in working with Aboriginal people.

A culturally secure service environment is provided with involvement of Aboriginal workers, services and community in program planning and delivery.

Identify staff characteristics (attitude, knowledge and skills) towards providing a culturally secure environment.

Encourage a service commitment to improve Aboriginal participation and outcomes.

Ensure policies and procedures are inclusive of Aboriginal people’s needs, and that strategies are implemented.

Select a staff member to take responsibility for all aspects of Aboriginal participation and partnerships.

2 Identify and reduce barriers to clients

Identify acceptability of service for Aboriginal clients.

Ensure the service has adequate staff and resources to ensure Aboriginal people’s participation and retention in the program.

Prioritise and implement service changes to reduce barriers.

Advocate for flexibility with eligibility and assessment.

Identify and minimise client specific barriers, which could include:

Primary alcohol and/or drug concern

Social and emotional wellbeing (mental health)

Motivation to participate in treatment

Homelessness and suitable accommodation

Access to transport

Access to phone and credit

Family and social support

3 Develop or strengthen relationships with Aboriginal health

workers and Aboriginal services

Arrange supervision by an appropriate Aboriginal Health Worker.

Develop referral pathways to Aboriginal specific services or workers, where available and appropriate.

Develop quality referral pathways to Aboriginal Community Controlled Organisations and other Aboriginal community based agencies.

Invite consultation and feedback on services from the local Aboriginal community and services.

4 Ensure our programs are effective in meeting the needs of all

Aboriginal people

Ensure programs and intervention techniques are effective in attracting and retaining clients on the program. Evaluate psychosocial outcomes of Aboriginal clients and ensure processes to seek feedback from clients, family and partner agencies.

Ensure assessment, program delivery and structures are appropriate for Aboriginal clients.

Ensure there are culturally appropriate therapies available with an emphasis on Aboriginal culture and values.

Ensure program content and delivery is developmentally appropriate.

Involve family and community where appropriate. Assist in establishing and strengthening relationships with significant others, mentors and role models.

Evaluate program content and delivery and make changes as necessary.

5 Promote services to Aboriginal communities

Raise awareness of the program within the local Aboriginal community, through interagency meetings, participation in community events, developing Aboriginal specific resources, approaching Aboriginal organisations and communities.

Work with Aboriginal Elders in the community to identify how promotional material and messages can have the most impact on Aboriginal families, clients and communities.

53

Part D: Our achievements to date

This section of the Aboriginal Cultural Competency Readiness Checklist is included so there is a record of the Aboriginal specific policies and other activities already in place. This information should be updated each year to demonstrate the progress being made by the organisation in relation to continuous change and improvement.

1 Current Aboriginal policies

Please list the Aboriginal specific policies your organisation already has in place and the date these were created/approved.

What Description When Review Date

2 Current Aboriginal Programs, Initiatives and Activities

Please provide details about the current Aboriginal programs or activities your organisation already has in place to meet the needs of Aboriginal clients and services.

Program Initiative or Activity

Title/Name

Focus

Date Started Date Ended

Description

Outcomes achieved

Other Information

Program Initiative or Activity

Title/Name

Focus

Date Started Date Ended

Page | 54

Description

Outcomes achieved

Other Information

Page | 55

3 Aboriginal specific Marketing and Promotional Activities

Please describe the actions or activities your organisation has already undertaken to raise awareness about Aboriginal specific programs, activities or initiatives. These may have an internal focus or an external focus. Examples of activities include stories published in your organisations newsletter, a NAIDOC activity or event, Acknowledgment Statement on your website, etc.

Program Initiative or Activity

Title/Name

Focus

Date undertaken

Description

Aim/Objectives

Other Information

Program Initiative or Activity

Title/Name

Focus

Date undertaken

Description

Aim/Objectives

Other Information

Program Initiative or Activity

Title/Name

Focus

Date undertaken

Description

Aim/Objectives

Other Information

Page | 56

4 Future Aboriginal Programs, Initiatives and Activities

Please describe the Aboriginal specific programs, initiatives or other activities your organisation will put in place as part of it future planning and service delivery activities.

Program Initiative or Activity

Title/Name

Focus

Date Started Completion Date

Description

Aim/Objectives

Other Information

Program Initiative or Activity

Title/Name

Focus

Date Started Completion Date

Description

Aim/Objectives

Other Information

Program Initiative or Activity

Title/Name

Focus

Date Started Completion Date

Description

Aim/Objectives

Other Information

57

Northern

Aboriginal Health Promotion and Chronic Care (AHPACC)

Aboriginal Recruitment & Employment Readiness Checklist

20 September 2012

58

Table of Contents

Aboriginal Employment Checklist ............................................................................................................ 1

How to use this Checklist ................................................................................................................... 1

Section 1 - Recruitment and Selection Processes .................................................................................. 2

Section 2 - Employment and Professional Development ........................................................................ 3

Section 3 - Strengthening our organisation’s cultural context ................................................................. 4

Follow-up Action Sheet ...................................................................................................................... 5

Section 4: Our achievements to date ...................................................................................................... 6

1 Current Aboriginal policies .............................................................................................................. 6

2 Current Aboriginal Programs, Initiatives and Activities ................................................................... 6

3 Aboriginal specific Marketing and Promotional Activities ................................................................ 7

4 Future Aboriginal Programs, Initiatives and Activities ..................................................................... 8

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Aboriginal Employment Checklist

Why the Aboriginal Recruitment & Employment Readiness Checklist has been developed The Aboriginal Recruitment & Employment Readiness Checklist has been prepared as a guide to assist mainstream services who are members of the Northern AHPACC Consortium to improve their Aboriginal recruitment and retention work practices. This checklist aims to:

Identify access barriers and issues to recruiting Aboriginal people to their workplace.

Assist services to identify key actions they can implement to support their Aboriginal workforce.

Develop systemic solutions that can be used as a benchmark to retain Aboriginal employees. It should be noted that this Checklist does not replace other actions services may take to attract, retain or support Aboriginal employees – such as Aboriginal Employment Strategies. Rather, this Checklist is a benchmark against which services can measure their existing processes. It must be noted that the Aboriginal Recruitment & Employment Readiness Checklist is separate to the Aboriginal Cultural Competency Readiness Checklist which focuses on the overall cultural competency of an organisation rather than one specific area.

How to use this Checklist

The Aboriginal Recruitment & Employment Readiness Checklist is made up of three parts:

Section 1 – Recruitment and Selection Processes

Section 2 – Employment and Professional Development

Section 3 – Strengthening our organisations cultural context

Section 4 – Our achievements to date Each section poses a number of questions which require a simple ‘Yes’ or ‘No’ response. Tasks or activities to address any issues, together with the name of the person responsible to oversee the activity and an expected completion date, can be recorded in the Follow-up Action Sheet which appears at the end of the checklist.

Human Resources Managers should complete this Checklist with managers and/or supervisors of Aboriginal employees to ensure that they are aware of and understand the Aboriginal specific policies that may apply to Aboriginal staff they have line management responsibility for. This will minimise any misunderstandings that may arise where advice needs to be provided to Aboriginal employees who are accessing provisions made in existing policies and procedures.

Steps

Read through each checklist item and answer ‘yes’ or ‘no’ to each question. You now have some guidelines for what you are doing well (your yes responses) and some goals for how you can improve (your no responses). If you answer ‘No’ to a question, please ensure that you insert a response in the Follow-up Action Sheet which clearly identifies what will be done to address the issue. Once the action is completed, you can make a note of this and keep a record of the date the issues was addressed.

Example

Section 1 – Recruitment and Selection Processes

Processes are in place to identify areas where the organisation needs to make changes to improve workplace opportunities for current and future Aboriginal employees.

Yes No

11 Aboriginal job applicants are given the option of bringing a support person to their interview.

X

Measure Task/Action Required Who By When Status

1.11 Insert a statement in the Interview Policy to indicate that Aboriginal job applicants can bring a support person with them to their interview

HR Manager 30-12-2012 In Progress

Page | 60

Section 1 - Recruitment and Selection Processes

Strategies are in place to ensure that our organisation has culturally appropriate processes in place to recruit and select Aboriginal job applicants

Yes No

1 Our organisation has clear policies in place which detail how we advertise job vacancies when recruiting Aboriginal people to identified positions.

2 We state in all job vacancy notifications that “We are an equal opportunity employer” and that “Aboriginal and Torres Strait Islander people are encouraged to apply”.

3 We use plain and inclusive language that is free of jargon and unnecessary technical terms in our job vacancy notifications and Position Descriptions.

4 We use alternative media (such as the Koori Mail, Aboriginal Radio 3KnD and Aboriginal Recruitment Agencies) to publicise our Aboriginal job vacancies.

5 We provide support to Aboriginal job seekers to prepare their job applications and offer pre-interview coaching and a tour of our work sites and facilities.

6 We encourage and support work experience placements for Aboriginal students and other community members.

7 Our organisation has procedures in place which Identify the actions we will take when selecting and appointing Aboriginal job applicants.

8 Our organisation ensures that an independent Aboriginal person or Aboriginal community member is involved in the shortlisting, interviewing and selection of Aboriginal job applicants.

9 We ensure a user-friendly approach is taken when interviewing Aboriginal job applicants and that job interviews are held in an open and friendly space.

10 Interviews with Aboriginal job applicants are conducted in spaces that have few obstacles between the Selection Panel and the Aboriginal applicant.

11 Aboriginal job applicants are given the option of bringing a support person to their interview.

12 We have a process in place to provide feedback to unsuccessful Aboriginal job applicants which includes identification of skill and experience gaps and advice about other positions they may wish to apply for with our organisation.

13 We keep a record of Aboriginal people who have previously applied for or have expressed an interest in a vacancy at our organisation.

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Section 2 - Employment and Professional Development

Organisational policies and procedures are in place to support the cultural and professional development needs of our Aboriginal employees. These policies and processes are aimed specifically at retaining and strengthening our existing Aboriginal workforce

Yes No

1 The roles and responsibilities of Aboriginal employees are clearly defined and all staff working in our organisation are aware of these as well as what is not expected of our Aboriginal employees.

2 We offer flexible work arrangements to Aboriginal employees so they can work effectively with and respond to the specific needs of our Aboriginal clients.

3 Our service provides intensive outreach and support to Aboriginal employees and their manager/supervisor following recruitment.

4 Our organisation has Cultural Leave provisions in place to support Aboriginal employees taking time off to attend to their cultural obligations.

5 Our Bereavement Leave policy allows Aboriginal employees to attend funerals for extended family members and for other Aboriginal community members.

6 Our Aboriginal employees are encouraged to participate in Aboriginal Support Networks as part of their workplace activities.

7 Buddy Programs are in place to provide support to Aboriginal employees as part of their professional development and on-the-job learning.

8 We provide Aboriginal employees with support to access external Mentor Programs (such as the Indigenous Leadership Network’s Yapaneyepuk Mentor Bank) as part of their professional development and on-the-job learning.

9 We ensure that non-Aboriginal staff in our organisation who mentor or coach an Aboriginal employee in other organisations have participated in Aboriginal Cultural Awareness Training before they take on an Aboriginal mentee.

10 Aboriginal employees are supported to participate in regular de-briefing and counselling sessions as part of their stress management measures.

11 Our Aboriginal employees are encouraged to participate in and celebrate days of cultural significance - such as National Sorry Day, Reconciliation Week, NAIDOC Week, etc.

12 Our organisation ensures that Aboriginal employees are actively supported to participate in professional development, education and training opportunities and activities so they can develop their work skills and competencies.

13 Our Aboriginal employees are encouraged to participate in delivering Aboriginal Cultural Awareness Training Programs internally and externally.

14 All Aboriginal employees are encouraged to take on leadership roles internally and are actively supported to participate in external representative roles in the Aboriginal community – such as being on the Board of an ACCO.

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Section 3 - Strengthening our organisation’s cultural context

Processes are in place to identify areas where the organisation needs to make changes to improve workplace opportunities for current and future Aboriginal employees.

Yes No

1 We ensure that Aboriginal employees are made aware of our Complaints and Grievance processes and our EEO and Workplace Bullying Policies.

2 We support opportunities for our Aboriginal employees to participate in work exchange activities with ACCOs so they have robust working relationships with staff of these services.

3 Our organisation supports exchange opportunities at our sites with ACCOs and Aboriginal staff of other services so our staff can learn from them and their staff can gain a better understanding about our services.

4 We support and encourage our Aboriginal employees to participate in other external activities which strengthen relationships with Aboriginal staff working in other mainstream and Aboriginal services – specifically Aboriginal Staff Support Networks.

5 Our organisation has established internal processes (such as an Aboriginal Working Group) as a mechanism where our Aboriginal employees can meet with senior managers and other staff on a regular basis to discuss service delivery, access and other issues impacting on the quality of services being delivered to Aboriginal people who access our services and programs.

6 We support and encourage our Aboriginal employees to participate in Aboriginal peer support networks and meetings.

7 Our organisation ensures that Aboriginal people who access our services and programs are invited to participate in our annual client surveys.

8 Our organisation conducts Exit Interviews with Aboriginal employees so we can identify areas where changes could be made to improve our workplace processes and operating environment.

Page | 63

Follow-up Action Sheet

This section of the Aboriginal Recruitment & Employment Readiness Checklist is included so managers and the Human Resources area can outline actions they are/will be taking where a ‘No’ response was made against any question. Information contained in this section:

provides a summary overview of the status of follow-up action that has been taken to address a specific Aboriginal cultural responsiveness measure;

confirms the length of time it may take a mainstream organisation or service provider to put in place actions to address a specific Aboriginal cultural responsiveness measure; and

Identifies opportunities for staff of mainstream organisations or service providers to work collaboratively with other ACCHOs and Aboriginal services or peak bodies to address a specific Aboriginal cultural responsiveness measures related to recruitment, retention or departure of Aboriginal employees.

Measure Task/Action Required Who By When Status

(Note: Please insert the relevant Measure section and question number in the ‘Q No.’ column to identify the specific measure being addressed.)

Northern AHPACC

Narrative 1

North Yarra Community Health Service

Page | 64

Section 4: Our achievements to date

This section of the Aboriginal Recruitment & Employment Readiness Checklist is included so the organisation has a record of the policies and other activities it already has in place.

1 Current Aboriginal policies

Please list the Aboriginal specific policies your organisation already has in place and the date these were created/approved.

What When Review Date

2 Current Aboriginal Programs, Initiatives and Activities

Please provide details about the current Aboriginal programs or activities your organisation already has in place to meet the needs of Aboriginal clients and services.

Program Initiative or Activity

Title/Name

Focus

Date Started Date Ended

Description

Outcomes achieved

Other Information

Program Initiative or Activity

Title/Name

Focus

Date Started Date Ended

Description

Outcomes achieved

Other Information

Program Initiative or Activity

Title/Name

Focus

Date Started Date Ended

Description

Outcomes achieved

Other Information

[Type text]

Page | 65

3 Aboriginal specific Marketing and Promotional Activities

Please describe the actions or activities your organisation has already undertaken to raise awareness about Aboriginal specific programs, activities or initiatives. These many have an internal focus or an external focus. Examples of activities include stories published in your organisations newsletter, a NAIDOC activity or event, Acknowledgment Statement on your website, etc…

Program Initiative or Activity

Title/Name

Focus

Date undertaken

Description

Aim/Objectives

Other Information

Program Initiative or Activity

Title/Name

Focus

Date undertaken

Description

Aim/Objectives

Other Information

Program Initiative or Activity

Title/Name

Focus

Date undertaken

Description

Aim/Objectives

Other Information

[Type text]

Page | 66

4 Future Aboriginal Programs, Initiatives and Activities

Please describe the Aboriginal specific programs, initiatives or other activities your organisation will put in place as part of it future planning and service delivery activities.

Program Initiative or Activity

Title/Name

Focus

Date Started Completion Date

Description

Aim/Objectives

Other Information

Program Initiative or Activity

Title/Name

Focus

Date Started Completion Date

Description

Aim/Objectives

Other Information

Program Initiative or Activity

Title/Name

Focus

Date Started Completion Date

Description

Aim/Objectives

Other Information

[Type text]

Page | 67

Aboriginal Cultural Competency Assessment

Why the Aboriginal Cultural Competency Assessment has been developed The Aboriginal Recruitment & Employment Readiness Checklist has been prepared as a guide to assist mainstream services who are members of the Northern AHPACC Consortium to improve their Aboriginal recruitment and retention work practices. This checklist aims to:

Identify access barriers and issues to recruiting Aboriginal people to their workplace.

Assist services to identify key actions they can implement to support their Aboriginal workforce.

Develop systemic solutions that can be used as a benchmark to retain Aboriginal employees. This Self-Assessment survey has been designed to assist the Human Resources section in our agency to identify which staff in our organisation would benefit from participating in Aboriginal Cultural Awareness Training to improve their level of cultural competency in relation to Aboriginal people. Information gathered in these surveys is confidential and will not be disclosed to a third party outside our organisation.

[Type text]

Page | 68

Aboriginal Readiness Self-Assessment – All Workers

This Self-Assessment has been prepared to assist our organisation to identify areas where action needs to be taken to address gaps staff may have in relation to Aboriginal issues. Please ensure that you provide an honest response to each question so we have accurate information about your current level of knowledge.

Name Date Completed

Position Contact Phone

Email

Strategies are in place to ensure that our organisation has culturally competent staff

Yes No

1 Have you participated in our organisation’s Aboriginal Induction Information Session or Aboriginal Orientation Session?

2 Do you know which Aboriginal Traditional Owner group our site offices are located on?

3 Do you know what the difference is between a Welcome to Country and an Acknowledgement of Country?

4 Do you know why we ask the Indigenous Status question?

5 Do you know how to ask the Indigenous Status question?

6 Do you know how to respond to a person who asks you why they are being asked the Indigenous Status question if they are ‘obviously not’ Aboriginal?

7 Do you know what the difference is between an Aboriginal person and a person who is a Torres Strait Islander?

8 Do you know why a person would say they are “Aboriginal and Torres Strait Islander?

9 Do you know who the Aboriginal workers are in our organisation and what they do?

10 Are you aware of the Aboriginal programs we deliver with our partner organisations?

11 Can you list the names of the Aboriginal services in our catchment area, what they do and who to contact in a specific area?

12 Would you like to participate in the next Aboriginal Cultural Awareness Training Session we organise?

[Type text]

Page | 69

Aboriginal Readiness Self-Assessment – Managers and Supervisors

This Self-Assessment has been prepared to assist our organisation to identify areas where action needs to be taken to address gaps Managers and Supervisors may have in relation to Aboriginal issues. Please ensure that you provide an honest response to each question so we have accurate information about your current level of knowledge. You should complete the ‘All Workers’ survey before you complete this self-assessment.

Name Date Completed

Position Contact Phone

Email

Strategies are in place to ensure that our organisation has culturally competent senior staff

Yes No

1 Does your area display Aboriginal artwork, promotional material and other signage to show that it is a culturally friendly environment?

2 Do you know how many Aboriginal clients are accessing your services and programs?

3 Have often do you ask your Aboriginal clients how satisfied they are with the services your area provides?

4 Are you aware of the details contained in the Partnership Agreement we have with the local ACCO?

5 Do you know who to contact in the local ACCO if you need to set up a meeting?

6 Have you ever visited the local ACCO to meet the staff and see their facilities?

7 Do you know what process to follow if you have to discipline an Aboriginal employee in your work area?

8 Do you know what our organisation’s leave policy is if an Aboriginal worker applies for Cultural Leave or Bereavement Leave?

9 Would you like to participate in the next Aboriginal Cultural Awareness Training Session we organise?

10

11

12

13

Northern AHPACC

Narrative 1

North Yarra Community Health Service

Page | 70

Increasing access to services for Aboriginal clients at the Billabong BBQ

The Billabong BBQ is a program that aims to improve the health and wellbeing of the Parkies, a group of Aboriginal clients who meet in a park in Collingwood. The Parkies have many health and welfare issues that need addressing and these include; housing/tenancy issues, problems with Centrelink payments, poor nutrition, diabetes, injuries and wounds, poor mobility, legal issues, dental issues and drug/alcohol dependence. The Billabong BBQ offers a cooked brunch and access to services including; nursing, outreach support/housing, allied health, Aboriginal Engagement/linkages to appointments, recreation, drug/alcohol counselling, legal support and Centrelink assistance. Since the inception of the AHPACC worker at Billabong BBQ, the team of workers at Billabong has sought to i) improve access to services by referring clients to service providers at the BBQ and also to refer to external services and ii) to review service needs of the group and advocate for new services to attend the BBQ, as required.

Improving Referrals at the Billabong BBQ

The AHPACC worker has been particularly instrumental in facilitating referrals; by using the good rapport she has developed with the clients who attend, the AHPACC worker has been better able to identify client health and welfare needs than other workers. She is then able to link the client in with the most relevant worker. The AHPACC worker has also helped clients to get linked in with outreach workers who can provide transport and other support so that clients can get to appointments.

Reviewing Service Needs at the Billabong BBQ

The AHPACC worker was instrumental in attaining and retaining the following services at the Billabong BBQ: male and female counsellors, VAHS outreach worker/s, VALS. A number of ‘guest’ service providers have also attended including dental services, flu vaccine. The clients who attend identified a need for these services. The AHPACC worker has very good connections to Aboriginal organizations and her strong partnerships with these organizations were crucial to enabling their participation in the Billabong BBQ. Barriers to attendance by organisations continue to be a lack of resources and time – some agencies are not able to attend weekly. However, it is vital to not overwhelm the clients with too many workers, so attendance by workers needs to be monitored and regulated.

Outcomes: For clients – increase in attendance and improved access to services:

Increase in attendance at the Billabong BBQ – was an average of 28 people/week in 2007 and this increased to 35 people/week in 2008 (recorded on weekly stats sheet and then collated).

52 referrals to external providers made in 2007 compared with 120 referrals to external providers made in 2008 (recorded on weekly stats sheet and then collated).

1802 occasions of service by all services in 2008 compared with 995 occasions of service in 2007.

Outcomes - For workers – a broader range of services attend – this has enabled

networking amongst workers and also enables internal referrals

Increased number of services offered at the Billabong BBQ - 14 different services attended in 2007 and this increased to 21 different services that attended in 2008 (recorded on weekly stats sheet and then collated).

Northern AHPACC

Narrative 1

North Yarra Community Health Services

Page | 71

2012 Calendar – A day in the life of NYCH

Northern AHPACC

Narrative 1

North Yarra Community Health Service

Page | 72

NYCH News Number 20 November 2008

Northern AHPACC

Narrative 1

North Yarra Community Health Service

Page | 73

NYCH News Number 18 October 2007

NYCH News Number 16 September 2006

Northern AHPACC

Narrative 1

North Yarra Community Health Service

Page | 74

NYCH News Number 15 March 2006

NYCH News Number 14 August 2005

Northern AHPACC

Narrative 2

Plenty Valley Community Health

Page | 75

NARRATIVE 2: Plenty Valley Community Health

I have chosen the above project for my Narrative. The Saturday Morning Dental Service commenced in November 2008 and was initiated by the PVCH Dental team in collaboration with the PVCH Health Promotion team, Dental Health Services Victoria, Glynis Vickery and the Victorian Aboriginal Health Service. The project was officially launched on 13

th November 2008 with a traditional Welcome to

Country and guest speakers. The target group for this project is overall ATSI community in the northern suburbs of Melbourne and in the future to rural areas in Victoria. Role of the AHPACC Officer and ATSI Support Worker:

Appointment bookings

Learn Titanium systems

re-schedule appointments and make reminder phone calls

provide transport

ensure waiting area room is Koori friendly, provide Koori Mail and other information on the day

inform clients on other PVCH services

make referrals to other services

collect and collate data and statistical information The dental program has serviced approximately 30 families since conception in November 2008. For the program to be successful it was important to advertise the service extensively throughout the Koori community. To continue to provide oral health outcomes to the community it is important that Koori people be employed to help run the service like Koori Dental Nurses and admin staff, also having a good relationship and knowledge of the community I feel has been an important factor in the success of the program. One barrier that we have had with this service was the fact that only Health Care card holders could use the service. I felt that this was not good enough as many Koori people are employed and do not hold these cards, this was then over turned and we had to work out a paying system for non- concession card holders. Another barrier was not being able to make appointments this was also adjusted by being able to access the Titanium system with a password and also being provided with basic training in data entry and appointment bookings. A significant outcome for the clients of this service is Oral Health at a convenient location, many of the clients that have used the service have made comment that they find it easy to utilize the service due to the location being close to home and also not being a weekday as children have school and parents have work commitments. A significant outcome of the service for staff and the PVCH organization I feel has been an awareness and knowledge of the Koori community in City of Whittlesea and an understanding of our past history as Indigenous Australians. The AHPACC Cultural Audit has also helped with this. Many of the dental clients have expressed a great need to have their own GP service available on a Saturday morning also similar to that at VAHS. Since the dental service some of the unexpected outcomes have been:

employment for Koori staff

employment for Allied Health staff

health education

numerous referrals to other services internal and external

a greater awareness of Koori people, culture and history

an awareness of PVCH existence and the many and varied services PVCH can provide

Northern AHPACC

Narrative 2

Plenty Valley Community Health

Page | 76

Northern AHPACC

Narrative 2

Plenty Valley Community Health

Page | 77

NARRATIVE 2: Plenty Valley Community Health

Northern AHPACC

Narrative 2

Plenty Valley Community Health

Page | 78

NARRATIVE 2: Plenty Valley Community Health

Northern AHPACC

Narrative 2

Plenty Valley Community Health

Page | 79

NARRATIVE 2: Plenty Valley Community Health

Northern AHPACC

Narrative 2

Plenty Valley Community Health

Page | 80

NARRATIVE 2: Plenty Valley Community Health

Northern AHPACC

Narrative 3

Darebin Community Health Services

Page | 81

NARRATIVE 3: Darebin Community Health Services

The focus of the Aboriginal Health Promotion and Chronic Disease program at Darebin Community Health is split in two. These two consist of the Chronic Disease and Health Promotion Priorities. The Chronic Disease priority’s initial focus is on Diabetes. This involves building on the current work of the Diabetes Educator at both DCH and VAHS. Clients are linked into a Diabetes Education session, either within a group setting or on a one on one basis. The AHPACC program works in collaboration with the Early Intervention in Chronic Disease (EIiCD) program. The EIiCD program has a similar focus on Chronic Disease and therefore the union of the two programs complement each other. The Health Promotion Priorities at Darebin Community Health are Physical Activity, Nutrition and Mental Health. The Emu Strutters program, run through the Planned Activity Group (PAG) aims to help Aboriginal Clients improve their Nutrition and maintain Physical Activity. Clients attending the program are provided with a Healthy Lunch cooked in the PAG kitchen, or healthy salad sandwiches when the group is taken on an outing. The main focus of this program is to also include 1/2hour of exercise. This is done with the staff in collaboration with the Physiotherapist. All exercise is gentle so that everyone in the group can participate. In the Kookaburra program, clients can be socially connected with other Indigenous community members. This prevents clients from being socially isolated from the Aboriginal Culture therefore improving client’s mental health. AHPACC was a separate service when it started, and Darebin CH ran individual services throughout the organisation including the EIiCD program. AHPACC was initially based in the DCH medical practice where relationships were developed with GP’s and nursing staff. In July 2007 Darebin Community Health underwent a restructure and created population-based teams within the organisation. The Chronic and Complex Care Program was created, moving AHPACC, PAG and EIiCD under its umbrella. This restructure meant discipline-specific teams then became multidisciplinary teams. EIiCD was then called the “Health Wise” team, and since the collaboration with the AHPACC program, more cultural awareness was raised within the team and the organisation. Staff from the Health Wise team joined to create a group called the CALD/ ATSI working group. This group consulted with clients and included client feedback into the way the service was delivered and went on to modify not only the tools used for Key Worker sessions but also the service delivery as well. This is aimed to help staff deliver services to clients in a more culturally respectful way, as sometimes both CALD and ATSI clients relate to questions and delivery of information differently. Concepts and wording can be overwhelming for clients that do not have a full understanding. Since joining the Health Wise team the AHPACC worker had training in both the Flinders Model and Health Coaching, a new service delivery to help staff support clients with Self-Management of their Chronic Conditions. The AHPACC program works on existing projects such as the Kookaburra Club, Emu Strutters Club, and Buddha Men’s Shed and the MAYA Women’s Day. Having a presence in these programs helps to build client’s trust, so that they feel more comfortable in asking questions relating to their health or Chronic Disease in general. The AHPACC worker talks to clients about Chronic Disease so that they are more aware of risk factors that cause them. Clients that are at risk, or have Diabetes, are then referred into the Diabetes Educators within the Health Wise team. Other referrals are also made internally were appropriate, or for the client to access other services within the Health Wise team, and Darebin Community Health. This helps clients manage their Chronic Disease. Clients that do not want to access the Darebin Community Health Service can be referred to the Victorian Aboriginal Health Service or an appointment made with their current Health Service or General Practice. The role of the AHPACC Worker in these groups is to link clients into services both internally and externally. Clients can also be supported at appointments were they may feel uncomfortable attending on their own. These appointments might include Dental, Optometry or Doctor’s appointments where they are unsure as to what might happen, especially if they have never attended an appointment before. Unregistered clients can be registered immediately by the AHPACC worker.

Northern AHPACC

Narrative 3

Darebin Community Health Services

Page | 82

Each group contains different Aboriginal clients, and on a day to day basis each group can have more clients one day and fewer clients the next. MAYA Women’s Day group is an external group, were as Kookaburra club and Emu Strutters are in internal group. Internally at DCH, a group can reach over 25 clients when we stay at the centre and due to limitations on the bus clients are restricted to 21 people for outings. From this slowly numbers are starting to increase in the AHPACC program as they build trust with the AHPACC worker and feel comfortable talking about health conditions or referrals into other services. Quantitative data results have been collected and the summary of these results of ATSI clients from 01/05/2008 – 17/04/2009 are 129 clients (both Aboriginal and Torres Strait Islander). The integration of the AHPACC program into the Health Wise team has been an enabler. I can get support from the Health Wise team and in turn the Health Wise team can get support from me as an Indigenous worker. Working full time also helps the program to run more effectively as it means there is more scope to cover the three roles: Allied Health Assistant in the Kookaburra and Emu Strutters club; Key Worker in the Health Wise team; and the Indigenous worker in the AHPACC role. This flexibility of hours within the program allows for cross over for me to work different roles on different days. For example there have been days when a client has had appointments with the Royal Dental Hospital on a PAG day. PAG have allowed me to support the client, and not attend PAG. This means the AHPACC client has been put as a priority over the PAG program and is beneficial to the client’s health. Monthly supervision with Health Wise team Leader helps to support the AHPACC role, as I can get guidance and support with issues that may arise over the month. Supervision time can be used to plan for activities and also a time to suggest training opportunities. Clients are also the main enabler into the Program as they begin to understand what the AHPACC program is about, they begin to spread the word about the service and more clients begin to attend. It is also about the clients getting to know the AHPACC worker, once the relationship is established, clients are more familiar with the worker and are more comfortable to talk about their health conditions. The time it takes to build up the relationships for clients can become a barrier, as it takes a long time for clients to get to know a worker and trust them. Therefore the number of clients throughout this time will be very low and can affect the funding for the program. Limited understanding can also be a barrier, as they may not understand what the program is about and may not think that it is appropriate for them. They do not understand that the AHPACC worker can link them into other services and help them make appointments. Clients are likely to put off appointments with the GP or physiotherapist because they are unsure about how to make the appointment or simply forget. Clients may not realise that they can come to the AHPACC worker, so that they can be linked into services to help them maintain good health. Other groups can also become a barrier as clients will be less likely to use a Health service when they can attend a group instead. This means that as a Health worker we must attend the group too, so that they can gain access to a health service whilst attending a group at the same time. Limited flexibility is a barrier. A significant outcome for the program is that clients are beginning to understand what the program is about, and what services can be provided to them from the AHPACC worker. We can tell that clients understand because they start to ask questions about either the AHPACC program, services provided by DCH and most importantly questions about their health issues. Not only can clients come into Darebin Community Health, but they can also receive services from home or other agencies as well. These other agencies include MAYA Healing Centre, AAL, or Darebin City Council. Clients can be directly referred into a service and given the first available appointment time. The priority of access policy for all ATSI clients was established to help ATSI clients receive services promptly at no charge. This was created to help close the Gap for the ASTI community. It is beneficial for the ATSI clients that they have an Indigenous worker that can help them with all of these questions and health related issues. There has been no evaluation questionnaire or process to collect this information; it has been done via word of mouth from the Aboriginal Clients that attend the service.

Northern AHPACC

Narrative 3

Darebin Community Health Services

Page | 83

Since the AHPACC program has been running at DCH Cultural Awareness training was offered to staff through the Koorie Heritage trust. The staff that attended said that before they had the training they did not know about the issues that Aboriginal people had in the past, such as the stolen generation, etc. When AHPACC joined with the Health Wise team it created awareness with both the team and also the organisation. Attending team meetings and talking to staff about AHPACC was necessary for staff to understand the role of the AHPACC Worker. This also made clients more aware of the ATSI client access policy. Staff come and ask for help when they have questions about a Koorie client and what the referral process is for the AHPACC program. It has been a significant outcome to see the presence at the MAYA healing Centre is creating awareness for the clients about Darebin Community Health. Clients from MAYA have started to attend the Kookaburra club and also other services at DCH. Once more clients start attending the services; the work done on the policy for Aboriginal people can be more frequently used. The Introduction of the DCH sites to the Victorian Aboriginal Health Service was also a very significant outcome for the AHPACC program. The Managers of VAHS came to look at the services that are provided. It also gave VAHS a better understanding of the referral process and what they could do if they had a client that would need to access a service at Darebin Community Health. It was also important for the workers to know what the environment looked like at the East Reservoir site. Having a familiar face was also a benefit for workers, so that they would know who their clients would be referred to.

Northern AHPACC

Best Practice Case Study 1

Banyule Community Health Services

Page | 84

Project Closing the Health Gap - Aboriginal and Torres Strait Islander Health Workforce

Participation Project.

Overview

Banyule Community Health Service identified that several organisational system changes needed to occur to ensure their workplace was culturally ready to undertake the employment of an Aboriginal Health Workforce. This was further supported by undertaking a 12 month planning approach to ensure new actions proposed would occur pre and post-employment – particularly for new Aboriginal trainee positions and building a strong, robust Aboriginal health workforce.

Preparing the workplace

The following steps were taken by Banyule Community Health as part of their implementation process to prepare their workplace before Aboriginal employees were recruited to their workforce.

The Banyule CHS Health Team firstly identified that consultation with the local Aboriginal community, clients and the Aboriginal AHPACC workers in the Northern region needed to occur to ensure the needs and critical issues were identified to ensure the right steps would be taken to support the BCH Aboriginal workforce model.

The management team identified that to ensure success with the planning approach to be undertaken that an Aboriginal Employment coordinator role needed to be in place which was filled internally. The project was led and managed by the BCH Project Officer (Closing the Health Gap – Aboriginal workforce project).

A number of meetings were convened with the Aboriginal community and clients in the local area to identify what supports would need to be in place before recruitment of Aboriginal people commenced.

“We hear it all the time from the Aboriginal community – you need to be more culturally competent, responsive and friendly. You need to respect the traditional owners”.

Policy change occurred to ensure that a traditional Owner Welcome to Country ceremony would occur bi-annually within the organisation for new and existing staff. The first ceremony was held in November, 2011 as part of a whole of staff forum.

The BHC fully supports the need for developing flexible service responses that include family responsive approaches to service delivery. Priority access supported by a ‘no fee’ requirement for Aboriginal and Torres Strait Islander clients is embedded in policy and procedures supported by training for the intake team, medical, dental and reception. This is also supported by a ‘prompt chart’ and recall/reminder system by having a phone texting system in place to automatically remind clients one day prior to their appointments.

“Priority access for our people is so important. It will make sure our people feel they are an important part of the organisation and that first Australians are in fact a priority when it comes to health and wellbeing”.

Indigenous Status Question Training has been delivered for intake and administration teams to build confidence and provide information on the important of asking clients about their Aboriginality. Indigenous Status reminder and systems are in place to ensure intake, medical and dental staff follow up when a client identifies as Aboriginal.

The organisations client forms have been reduced from 9 pages to a one page form as part of a preliminary assessment to try and break down the barrier of filling in too many forms on the first visit.

The program was fully supported and promoted by senior management and the Health Promotion Team within the organisation and the Aboriginal community.

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Cultural relevant career pathways needed to be in place to meet work expectations to Certificate 3 level. Partnerships with training providers and employment support agency were developed and put in place.

It was important to ensure that when the organisation recruited the Aboriginal trainees that a training provider was engaged to deliver the Allied Health Assistance Certificate 4 and internal staff were supported to deliver the on the job competency components.

Four staff showed their commitment to the planning process by participating in cultural competency training so that they could be the culturally supportive workers for new Aboriginal staff in the organisation.

A culturally inclusive orientation to local Aboriginal cultural practice program is currently being developed and will be included in ongoing staff orientation programs to be held four times a year.

A Partnership Network represented by BCH, other Community Health Services and hospitals in the area was developed to provide a peer support network to Aboriginal staff.

A culturally inclusive recruitment guide and procedure was developed and implemented to support the recruitment of the Aboriginal staff now employed.

An Elder will be engaged to facilitate support and provide advice to the BCH Board, management and Health Promotion Team.

A different recruitment process was undertaken to ensure interested applications felt supported and comfortable about the organisation. Opportunities were provided for interested applicants to undertake work experience and volunteering roles to identify if they were still interested in the roles offered. Open sessions for potential Aboriginal workers were held over an informal lunch with the Health Promotion team which was supported by a visit from the CEO to have an informal chat about the type of work available and what the roles entail. This ensured that expectations are set early which are honest and realistic.

Position descriptions were prepared and positions advertised through Aboriginal media and networks.

Recruitment of Aboriginal staff to the Health promotion Team commenced in late 2011 with a view for all Aboriginal staff to commence in early 2012. Further funding has been secured since the 2011 recruitment of Aboriginal staff which has allowed the Health Promotion Team to extend the hours of Aboriginal staff and start a new weekly mentoring program for kids and parents after school aimed at supporting them with homework and cultural education, including a meal. Aboriginal community members will also be invited to provide cultural knowledge to this much needed program.

“The team have been great and provide lots of support to me. Working with the mums and children in playgroup has been a success and they now understand more about what the BCH can provide and assist them with”.

“It has been a great idea by the organisation to allow Aboriginal people to volunteer their time first to suss out whether this is the type of organisation you might want to be paid to work for and to see if the staff treat Aboriginal people with no racism”.

The BCHS has also developed a dedicated Koorie Gathering space located on the Darebin Creek which was opened during NAIDOC Week, 2012.

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Why it happened as it did

The BCH Health Promotion Team put a lot of time and effort into planning their Aboriginal workforce development project before it was undertaken. It was also identified that direct core funding needed to be committed to support Aboriginal dedicated roles.

An evaluation process was adopted at the beginning to ensure the work expectations and outcomes of BCH staff was supported and recognised.

Policy and procedures required review and changes to ensure culturally relevant and appropriate mechanisms were in place, supported and adhered to.

The Aboriginal community consultations identified that key environment changes would need to occur to support the community action plan. The cultural work-environment audit identified that a dedicated space needed to be in place specifically for an Aboriginal workforce which was accessible from the ground floor. Further to this, agreement was made to develop signage and culturally thoughtful marketing materials as part of the Aboriginal trainees work plan.

“Banyule is behind the concept of Aboriginal health. They have a plan for serious involvement in Aboriginal health and we have some ownership over some of these things. Rob is definitely flying the flag for us here and he can see the vision on where we need to be”.

Aboriginal community members advised the Health Promotion Team that it would be important to have Aboriginal staff attend dental appointments with Aboriginal women so that they felt more comfortable about the process and that it would ensure regular attendance at follow up appointments which would then encourage the whole family and extended family members to access the dental service.

“I have been able to make a few dental appointments for our women because I can walk through the door with them and this is fine. Hopefully they won’t need me to do this soon and they will walk in confidently on their own”.

Recent Developments and Activities

We have secured a dedicated Koorie Gathering Space down on the Darebin creek which opened during NAIDOC week. We have also secured Aboriginal HACC funding which we’ll use to employ Sharyn Lovett and extend the hours of the other staff. It will also enable us to start a new weekly mentoring program for kids and parents after school to support them with homework and cultural education and a feed.

Sharyn and Ron Briggs will deliver this with support from a fund to buy in cultural knowledge from community members. Something the community has asked for to happen, this will be delivered in the new gathering space.

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What we learned

Strong leadership in the organisation from the Board, CEO and Management team in supporting the

planning process including the 12 month timeframe to establish a culturally secure workforce.

“It is great to see that the CEO is so passionate about Aboriginal issues – particularly health and wellbeing. It makes me feel more comfortable about working here”.

Obtaining strong support and advice from the local Aboriginal community and Aboriginal services and networks was critical to the success of the project and retention of Aboriginal staff.

Commitment to a dedicated space for Aboriginal families and a dedicated office space for Aboriginal staff has been the key to most of the success with seeing a greater uptake of Aboriginal people, clients and families accessing the services of the organisation.

“Community can just lob in here now with the play group here and the women can come in and access the office and speak openly with the staff. The women in the community can own the space even though it is small it is still very worthwhile”.

The Project Officer and Health Promotional Team are fully committed and dedicated to ensure measures are in place to work towards cultural competency within the organisation that supports the recruitment of Aboriginal people.

“Rob makes us feel safe and he reminds us that it is his duty of care to look after the Aboriginal staff”.

“Rob has excellent skills in managing Aboriginal staff and that is becomes he is committed, passionate and has taken the time to learn about our history, culture and the people”.

“Working with Rob and the other Aboriginal staff makes me feel really comfortable and when he isn’t there he gives us names of other culturally appropriate staff and contacts we can talk to”.

An Aboriginal employment strategy needed to be developed for the whole organisation which has been developed and awaiting approval.

Organisational Policies needed to reflect its commitment to a permanent Aboriginal workforce (minimum of 2%).

“The women are maintaining their health when they attend playgroup here because they are now seeing the doctor and the dentist when they weren’t before”.

Where to next

More Aboriginal cultural competency training needs to be provided to staff so they can improve their

understanding about Aboriginal issues as well as their engagement, planning, referrals and communication skills.

Aboriginal Employment Strategy to be endorsed with support for a 2% Aboriginal and Torres Strait Islander employment target.

Development of a Statement of Commitment to Aboriginal and Torres Strait Islander people and communities.

The Department of Health is funding three significant workforce projects that will lock in with the BCH model to support the Indigenous workforce employed. Once the following projects are implemented they will provide for supportive environments to compliment the internal workforce retention strategies to be put in place.

An Aboriginal employee assistance program is being developed and funded to support a culturally secure workforce.

Aboriginal specific supervision model is being developed by VAHS by the Aboriginal Family and Counselling team.

The AHPACC Consortium is working on organisational readiness tool for community health services.

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VAHS is rolling out cultural audits for regional community health services.

Practice and Policy Insights

Drawing on a range of learning models enhances understanding of available services.

Bring people together (service providers and Aboriginal service users) for information sharing to identify the lived experiences of Aboriginal people and what services can offer (pathways and supports) to build linkages.

Encourage discussion with all stakeholders to obtain feedback and assist in the development of support mechanisms and processes to address the needs of Aboriginal people employed within the organisation.

Continue to have staff on the team as the key contacts for the Aboriginal people.

Exploring ways of getting information to Aboriginal people.

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Banyule Koorie Health Team

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Promoting Activities for the Aboriginal Community

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Banyule Aboriginal and Torres Strait Islander Health Workforce

Participation Briefing Paper (Actions)

When Task Action Pre Post Ongoing

1. Build in systems to support Priority access for aboriginal people

Procedure change X

2. Build in systems for identification of aboriginality amongst clients accessing

Procedure Change X

3. Build in systems to navigate those identifying as aboriginal into the MBS and PBS schemes

Procedure Change X

4. Develop consistent approaches to recall/reminder systems appropriate for aboriginal people.

Procedure Change X X

5. Development of a service user fee policy Procedure Change x

6. Development of an organizational practice manual. Policy change Additional project to be done with trainees

7. Develop flexible service responses (including family responsive approaches)

Procedure development X X X

8. Develop regular cultural competency training for supervisory staff

Staff Training X X

9. Organizational Cultural Audit Quality review X

10. Access to transport for client appointments. Policy review

Partnership development

X X

11. Development of a commitment statement Consult Traditional owners , board and wider service teams

X

12. Development of a Reconciliation action plan Establish representative steering group of traditional owners and organization

X

13. Community engagement partnership/action plan Map current partnerships and align with core equity and access commitments

X

14. Employment conditions including establishment of flexible work hours to support community and kinship obligations

Employment bargaining agreement or award review

X

15. Inclusion of an elder support facilitator role Engage a T.O as a facilitator and support

X

16. Inclusion of an aboriginal employment support agency Partnership establishment X

17. Establishment of an aboriginal employment coordinator role

Staffing changes X

18. Develop a culturally inclusive recruitment process Procedure changes X

19. Develop a culturally inclusive orientation process Procedure changes X

20. Develop an orientation to local aboriginal cultural practice Procedure change X X

21. Establishment of a T.O. welcome ceremony for new staff. Procedures change X X

22. Establish a peer support network or links to existing networks

Partnership establishment X

23. Establishment of identified culturally supportive workers Staffing changes X

24. Undertake a cultural work- environment audit Consult with community to identify key environment changes to fit with community action plan

X

25. Establishment of on the job learning opportunities Procedure change X

26. Establish regular evaluative process to support work expectations and outcomes

Procedure review X

27. Establish career pathway that is culturally relevant and meets work expectations to certificate 3 level(min)

Partnership development X

28. Secure through the (RAP) a commitment to permanent aboriginal workforce commitment to a minimum of 2 per cent.

Policy change X

29. Re-orientation of core funding into Aboriginal health priorities

Budgetary change X

30. Establish an Aboriginal employment Strategy for the whole of organisation

Strategy developed and awaiting approval

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Creating Awareness about their achievements

Banyule Community Health Service publishes a quarterly newsletter containing articles and stories to inform clients, residents, staff and others about what they are doing to provide quality services to the community. The following articles about Aboriginal initiatives have appeared in their newsletters

Community Health Matters - Autumn 2009

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Community Health Matters - Autumn 2011

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Community Health Matters – Summer 2012

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Community Health Matters – Winter 2012

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Overview

Latrobe Community Health Services Limited (LCHS) is a major provider of primary health and support services across the Latrobe Valley and Gippsland. In 2007, LCHS made a concerted effort to develop closer working relationships with Aboriginal community members, representative bodies and services located in the Gippsland region. Aboriginal specific information developed in partnership with Aboriginal Traditional Owners and other Aboriginal groups in the region has been published and made available on the LCHS website. This information can be accessed by staff, members of the general public and Aboriginal people who wish to find out what LCHS is doing to provide services to and engage with Aboriginal people. It is noted that LCHS commissioned Deadly Designs to create Aboriginal artwork to brand this material.

Where it all started

The LCHS Reconciliation Action Plan 2011-12 contains the following information about their approach.

Latrobe Community Health Service – our RAP journey

In 2007, the Latrobe Community Health Service (LCHS) Board resolved to work with the Aboriginal community to increase access to LCHS services and reduce the gap in life expectancy, which currently stands at an average of 11 years less than other Australians.

Portfolio responsibility for Koorie liaison and services was assigned to the Executive Director of Community Support. An Emerging Koorie People (EKP) working group was formed consisting of LCHS Koorie staff, non Koorie staff, Koorie community members and Koorie people from external organisations.

A Koorie Liaison position was also appointed reporting directly to the Executive Director of Community Support,

In 2009, the EKP working group developed an Engaging Koori People Plan. The plan provided a framework for implementing a number of actions and strategies. Some of the actions implemented to date include:

Whole of organisation Cultural Awareness Training

Cultural Awareness Training embedded in orientation for new staff

Reconciliation Week events

Koorie Christmas Celebrations

Procedures for Welcome to Country and Acknowledgement of Traditional Owners

Attendance at Koorie meetings

Provision of Koorie specific services

Formal partnerships with local Koorie controlled organisations

Plaques acknowledging the Traditional Custodians of the land in Gippsland at each site

Launching the Koorie website for LCHS staff

Strategies for effective consultation and community consultation with the Koorie Community booklet developed and distributed to all staff.

Membership of the EKP working group has changes since its inception but the primary focus has been on ensuring that LCHS addresses the barriers that prevent Aboriginal and Torres Strait Islander people achieving health, wellbeing and employment outcomes possible through a stronger connection with the LCHS.

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LCHS Home Page

Aboriginal specific webpages

Koorie Services

LCHS is committed to improving the health and well-being of Koorie people living in Gippsland. We provide a wide range of quality health and support services, delivered with cultural sensitivity. All of our services are available to the Koorie community. We also offer a number of Koorie specific services.

Our Koorie Liaison Officer works Wednesdays and Thursdays and with other staff, both Koorie and non-Koorie, is available to help the community access services required. Many programs employ Koorie staff in service delivery and liaison roles, just ask to speak to the Koorie contact in the program or service you are interested in.

Services are showcased at our regular Koorie Open House sessions. All Koorie community members are invited to attend to share lunch and meet LCHS staff.

Eligibility: All LCHS programs are available to the Koorie community. Eligibility criteria may apply to specific programs for example, age, town.

Cost: Varies - Fee Policy applies to some programs

Availability: N/A

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Koorie Community Resources

1 Acknowledgement of Traditional Custodians

2 Cultural Values

3 Dispossession and Impact

4 Gunnai Kurnai Creation Story

5 Koorie Community - Home

6 Language

7 LCHS Reconciliation Action Plan

8 Local Information

9 Useful Websites and Further Information

10 Welcome to Country

1 Acknowledgement of Traditional Owners

Acknowledgement of traditional custodians at public events and significant internal and external meetings shows an awareness of and a respect for the traditional custodians of the land on which the event or meeting is being held. Acknowledgement is also a way of recognising the continuing connection of Aboriginal and Torres Strait Islander peoples to their country.

Options for the wording for Acknowledgement of Traditional Custodians

1. Generic: “I acknowledge the traditional custodians of the land we are meeting on today and pay my respects to their elders past and present.”

Ben Leigh acknowledging traditional custodians at 2010

Reconciliation Week celebration.

2. GunaiKurnai “I acknowledge the traditional custodians of the land we are meeting on today, the GunaiKurnai people and pay my respects to their Elders past and present.”

3. Extended GunaiKurnai “We are meeting today on land traditionally owned by the (insert clan*) people of the GunaiKurnai nation. I would like to pay my respects to their Elders past and present and acknowledge the living culture of the GunaiKurnai people and the important contribution they make to Gippsland”.

* There are 5 clans in the GunaiKurnai nation

Brayukaloong: Sale and Latrobe City areas. Providence Ponds, Avon and Latrobe rivers; west of Lake Wellington to Mounts Baw Baw and Howitt.

Bratowaloong: South Gippsland From Cape Liptrap and Tarwin Meadows east to mouth of Merriman Creek; inland to about Mirboo; at Port Albert and Wilson's Promontory.

Brabiraloong: Central Gippsland bordered by Mitchell, Nicholson and Tambo rivers; extending south to around Bairnsdale and Bruthen.

Tatungaloong: Near Lakes Entrance on the coast. Streches along Ninety Mile Beach around Lakes Victoria and Wellington from southwest of Lakes Entrance to the mouth of Merriman Creek as well as Raymond Island in Lake King.

Krowatungaloong: Near the Snowy River. From Cape Everard (Point Hicks) to Lakes Entrance. Cann, Brodribb, Buchan and Snow Rivers and inland to about Black Mountain.

(Source: Wayne Thorpe. Gunnai Linguist)

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2 Cultural Values

We are the inheritors of this land; it was left to us by the Great Ones.

The land is our Mother. Our mothers at home help nurture us and so the earth does with us. The most valuable heritage we have is Mother Earth. It helps us live, because if you didn’t have a piece of earth you wouldn’t have anything to grow on. If everybody would think of it the same way, it would be their Mother too.

I believe that the first thing in being Aboriginal is that the land belongs to us and we belong to the land. That’s what the difference is between Aboriginal and non- Aboriginal people.

DedleeKultya Dancers at the Koorie Palliative Care Forum

Non-Aboriginal people know where home is, but that’s their domestic home, their house. Our home is our territory where our people roamed and lived and survived. The land is ours because our people were born there. The blood of our people was spilt there and that distinguishes it as our place. Their spirits are still there with us and they’re watching us all the time.

Our people have still got a strong relationship with the land. The affiliation between the land and our people is tied in such a way that we never, ever leave it, no matter where we go.

People never own the land, the land owns us.

When I go home to Lake Condah, I know that this land is my life; this land is me and I am the land.

So it is with all our people.

Excerpt from Lady of the Lake: Aunty Iris’s Story. 1997

See Also:

Title Summary

The Apology to the Stolen Generations

This Q & A factsheet is aimed at informing the community and stimulating conversations about the issues surrounding the apology to the stolen generations.

Reconciliation Action Plan

Part of the Reconciliation Australia website, RAP is dedicated to closing the unacceptable life expectancy gap between Indigenous and non-Indigenous children

The Toolkit for Indigenous Service Providers

This toolkit consolidates information and resources into a single package that any of FaHCSIA’s service providers can use to: Review their current practices, Build their knowledge and relationship, and Develop, implement and evaluate strategies.

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3 Dispossession and Impact

For Aboriginal people the place now known as 'Victoria' has been home since the beginning of time. Archaeological evidence reveals a connection extending beyond 40,000 years. Ancestors of today’s communities witnessed volcanic eruptions of Tapook (Mt. Napier) in the west. They also hunted giant kangaroos and worried over the rising seas, which marked the end of the last Ice Age.

Today, Aboriginal concerns are about self-determination, restoring their lands and living their culture.

It is estimated that between 20,000 and 60,000 people, speaking over 30 languages, lived throughout 'Victoria' when Europeans arrived in 1835. The rapid colonisation

Massacre Map, Victoria 1836-1850 Depicting the

number of Aboriginal people killed by white settlers.

resulted in a devastating loss of languages, traditions and lives. During this violent period of Victorian history, families were forced off their lands and on to missions. These were bitter-sweet places. They were a home and haven from the violence but also a place where there was little choice except conformity with Christianity and Western ways. Ironically, it was from these missions that well-known activists rose to fight for better conditions for their people.

Today well over 25,000 Aboriginal people live throughout Victoria, and this number is growing. (Parks Victoria 2009).

Indigenous people, the original custodians of Victoria, have lived on and looked after the land for at least 50,000 years, or a few thousand generations. Through this period, Victoria’s Indigenous people developed complex traditional cultures. Over thirty different dialect or sub-language groups (formerly called tribes) spoke about ten separate languages. Each dialect group contained half a dozen or more clans. They developed a rapport with their lands and water that goes to the core of their existence and identity. Laws and customs reflect this holistic relationship between the people and their environment. Language, family and trade determined traditional territories.

When first contact with Europeans occurred, a large number of tribal groups lived and cared for the country we now know as Victoria. Each territory was occupied by several inter-related family groups who shared a common language. Complex rituals and protocols governed the relationships between groups living in adjacent tribal territories. Except in times of environmental stress (such as drought) or when groups were invited into other tribal territories, the occupants of each territory were expected to live, hunt and forage within their own tribal boundaries.

The precise boundaries of tribal group territories are not known. Many maps have been produced by historians but none of them are correct, for many reasons that history can explain. Native title determination is seeking to record agreed-upon boundaries.

Since 1788, thousands of Aboriginal people have been killed, died from introduced diseases, or have been dispossessed of and removed from their traditional lands.

Colonisation by European settlers and pastoralists of Aboriginal lands in Victoria during the 19th century resulted in numerous conflicts, reduction in the availability of food and other resources, and the introduction of new diseases which killed hundreds of people. Conflict over land resulted in deaths of both Aboriginal people and European settlers, and in some cases led to the massacre of Aboriginal men, women and children. Gippsland Massacres: The Destruction of the Kurnai tribes 1800-1860 by P.D. Gardiner, 2001, Ngarak Press

Within a period of 42 years from the date of the British settlers’ arrivals in Gippsland in 1839, the Aboriginal people of Gippsland had all but been wiped out. In 1877, a Royal Commission indicated there were only 140 still alive out of the original 1,500 or so. The total population figure for Victoria also fell from an estimated 11,500 to 806 during the period 1834-1886.

Consequently, Aboriginal people found it difficult to maintain their way of life, and in many places were forcibly evicted from their lands. Aboriginal people were forced to become part of the new colonial economy finding work as stock-hands and domestic servants, however, they were excluded from the wealth of Victoria’s growing economy and suffered for decades under policies that resulted in cultural, economic and social isolation. Many Aboriginal people were forced onto missions,

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government stations and reserves where they were forbidden to practice their language and culture.

3 Dispossession and Impact (continued)

In the 20th century, government policies further displaced Aboriginal people from their land and culture. Children were forcibly separated from their families and Aboriginal people were required to assimilate into wider Australian society.

Colonisation, dispossession and removal has had well-documented profound social, economic and cultural impacts on Aboriginal people. European settlement across Australia had different impacts in different places. In Victoria, and other parts of south-eastern Australia where climate and topography was much more suited to British adaptation and in particular the introduction of agriculture, the dispossession of land from Aboriginal people was comprehensive. Not only were Aboriginal people forcibly moved off their lands but they were deprived of their food and clothing sources, stopped from practising traditional hunting and burning. Colonists introduced animal and plant species which directly competed with native flora and fauna, and farming practices that involved massive land clearing and destruction of native animals and vegetation often used by Aboriginal people for food, clothing, artefacts and other materials. This also interfered with traditional Aboriginal trade networks.

Christie, M.F. Aborigines in Colonial Victoria, 1835-1886, Uni Press, Sydney, 1979

Royal Commission on Aborigines, 1877

4 Gunnair Kurnai Creation Story

The Gunnai Kurnai people have lived in the area now know as Gippsland for thousands of years. It is told that Boorun the pelican came down from the north west along Wirnwirndook (Macalister river). He crossed Dartyowan (Latrobe River where Longford now stands) and made his Gree (bark canoe) which he carried on his head. He walked on into the west to Yowung (Port Albert).

He heard a constant tapping sound, as he walked, but could not

identify it. At the deep water of the inlets Boorun put down his

canoe and discovered, much to his surprise, there was a woman

My Dreamtime. Ronald Edwards 2008

in it. She was Tuk, the musk duck. inlets Boorun put down his canoe and discovered, much to his surprise, there was a woman in it. She was Tuk, the musk duck. He was very happy to see her and she became his wife. MoongunNgowa (Creator Father) chose Boorun and Tuk to be the mother and father totem of the Gunnai (also known as Kurnai).

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5 Koorie Community

LCHS strives to be a culturally sensitive organisation by working closely with Koorie people to ensure that our programs and activities are responsive, culturally appropriate and reflect Koorie community needs. We recognise the GunnaiKurnai people as the traditional custodians of much of the area known as Gippsland.

Aboriginal language is oral rather than written and there was no written language prior to 1788. Aboriginal people from various groups throughout Victoria were sent to Lake Tyers where languages were mixed and changed. For these reasons, differences do occur and we acknowledge language differences throughout Gippsland.

LCHS has consulted with the aboriginal community and the Koorie Unit at

GippsTAFE to ensure that the spelling and language used throughout this webpage is accepted by the aboriginal community.

Gunnai Kurnai Creation Story

Acknowledgement of Traditional Custodians

Welcome to Country

Cultural Values

Local Information

Dispossession and Impact

Language

Useful Websitesand Further Information

6 Language

The languages of the Gippsland area and across Victoria, are difficult to determine using historical reconstruction. Government policies saw Aboriginal people restricted to specific reserves or missions, and, eventually, an enormous number of Aboriginal people from various groups across Victoria were sent to Lake Tyers, where languages mixed, changed, and eventually ceased to be used.

In Gippsland, the GunaiKurnai language is traditionally known as 'Muk Tung'. GunaiKurnai Linguist Wayne Thorpe write that "The early recordists tried to understand the 'g/k' sound; the traditional sound is somewhere between the 'g' and 'k' sounds, however they are sounded together. Early recorders of the GunaiKurnai language chose either a 'g' or 'k' when recording the spoken word, leading to

Reconciliation Week 2010

many variations in spelling. (Adapted from "The Great Debate" Wayne Thorpe April 2010).

After considerable consultation with the Koorie language unit at GippsTAFE and Koorie Community members including Elders, LCHS has accepted Koorie with an 'e' as the correct spelling for Koorie people in Victoria.

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7 Reconciliation Action Plan

Our Reconciliation Action Plan (RAP) outlines our formal commitment to reconciliation and closing the health gap experienced by Aboriginal and Torres Strait Islander people.

The RAP includes a history of the Gunaikurnai people and what we are doing to reduce the health gap between Indigenous and non Indigenous communities.

Download a copy here.

8 Local Information

Down from the north west Aboriginal people have lived in the mountains of Gippsland and visited the rugged coast of sacred Wammum or Yirruk (Wilson’s Promontory) for over 30 millennia. Some made the long annual trek to the high plains for ceremonies – timed to coincide with the harvest of the Bogong moth. The Lake Tyers mission was built in 1861 at Warnanggatty, a favourite fishing place. Together with the later forest settlement of Jackson’s Track, these places have been home for many Aboriginal families. Traditional skills in baskets, spears, shields, and canoe making may be found in the Krowathunkooloong Keeping Place in Bairnsdale.

My Dreamtime. Ronald Edwards 2008

Clans

The Gunai Kurnai is an Indigenous Australian nation of south-east Australia whose territory occupied most of present-day Gippsland and much of the southern slopes of the Victorian Alps.

It is made up of five major clans:

­ Bratowooloong people in South Gippsland. From Cape Liptrap and Tarwin Meadows east to mouth of Merriman Creek; inland to about Mirboo; at Port Albert and Wilson's Promontory.

­ Brayakuloong people around the current site of Sale. Providence Ponds, Avon and Latrobe rivers; west of Lake Wellington to Mounts Baw Baw and Howitt.

­ Brabuwooloong people in Central Gippsland. Mitchell, Nicholson, and Tambo rivers; south to about Bairnsdale and Bruthen.

­ Tatungoloong people near Lakes Entrance on the coast. Along Ninety Mile Beach and about Lakes Victoria and Wellington from Lakes Entrance southwest to mouth of Merriman Creek, also on Raymond Island in Lake King.

­ Krauatungalung people near Snowy River. Cape Everard (Point Hicks) to Lakes Entrance; on Cann, Brodribb, Buchan, and Snowy rivers; inland to about Black Mountain.

The Gunai/Kurnai nation bordered on the lands of the Bidawal people to the east around Cann River and Mallacoota. The Kulin Nation occupied lands to the west, where Melbourne now stands.

Evidence of human occupation at Cloggs Cave, near Buchan, has been dated at up to 17,000 years

Wikipedia

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9 Useful Websites and Further Information

http://www.gippslandinfo.com.au/aboriginal

http://aboriginalart.com.au/culture/dreamtime2.html

http://www.dhs.vic.gov.au/

http://www.indigenousaustralia.info/

www.aboriginalaustralia.com

www.aboriginalculture.com.au

http://www.communities.qld.gov.au/atsis

www.healthinfonet.ecu.edu.au/

www.medicineau.net.au/AbHealth

www.shareourpride.org.au

http://www.vaclang.org.au/index.aspx

http://ilv.usc.edu.au/language/Gunnai-Kurnai

http://en.wikipedia.org/wiki/

http://www.koorieheritagetrust.com/public_programs

http://www.abc.net.au/missionvoices/

http://www.chs.unimelb.edu.au/programs/onemda

http://www.vaccho.org.au/

http://www.vacca.org

www.reconciliation.org.au

Reconciliation Australia fact sheet – Employment

Reconciliation Australia fact sheet – Drug and Alcohol use

Reconciliation Australia Climbing Uluru

Reconciliation Australia National Indigenous Representative Body

The Great Debate

Living Strong Cookbook

Tool Kit

10 Welcome to Country

In Gippsland, only a GunaiKurnai Elder, traditional custodian or respected community member can deliver the Welcome to Country. As the person delivering the welcome is using their intellectual and cultural expertise it is appropriate that they are remunerated.

Protocols for welcoming visitors to Country have been part of Koorie culture for thousands of years. Clans and nations had clear boundaries separating their Country from other groups. Crossing into another group's Country required a request for permission to enter - like obtaining a visa. When permission to enter was granted the hosting group would welcome the visitors, offering them safe passage. Today, these protocols have been adapted to contemporary circumstances but the essential ingredients of welcoming visitors and offering safe passage remains in place.

* For Aboriginal people, 'country' does not just mean the creeks, rock outcrops, hills and waterholes. "Country includes all living things. It incorporates people, plants and animals. It embraces the seasons, stories and creation spirits. 'country' is both a place of belonging and a way of believing". (anon)

Wayne Thorpe performing Welcome to Country at the opening of the new

Morwell building

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Information Sheet 1

Welcome to/Acknowledgement of Country

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Welcome to Country

Introduction

It has been well documented that Australian Indigenous communities need to encourage government departments and their mainstream agencies to recognise the Indigenous people as the first Australians to inhabit this country.

It is a very important and vital element that assists in improving our people’s overall emotional and physical well-being to have Australia recognise Indigenous people and communities through different opportunities and particularly when an event occurs on our land.

One important way to recognise the importance of effective engagement between mainstream and Indigenous communities is through Acknowledgement Protocols that aim to:

help promote greater appreciation of Aboriginal history and culture by the wider community

value the ongoing relationship of Indigenous people’s to the land and sea and of a particular area or place of significance by mainstream organisations and in the wider community

show respect for Indigenous people living in a particular area/region/location, and

can lead to better community relationships to assist the reconciliation process. One way to formally acknowledge this type of protocol is through the development of partnership arrangements that recognise a ‘welcome to country’ in both written and verbal forms at public meetings and events to promote a common understanding about the first Australians and to understand what it means to acknowledge ‘country’. Many facades and entrances to public buildings and community health centres feature plaques acknowledging the Wurundjeri people.

Working together is one thing. Making things work is getting there. Understanding each other is meaningful. Aiming for the achievable is credible when the momentum is not lost. Dialogue, goodwill, sensitivity and honesty can reach the dream.

(Aunty Joy Wandin-Murphy, Senior Wurundjeri Elder, City of Melbourne Reconciliation Action Plan) Events where a ‘Welcome to Country’ are particularly appropriate include:

commemorations

Citizenship ceremonies

state-wide conferences

place naming ceremonies

highly publicised events and festivals

major and international sporting events

significant policy, report or project launches

professional development and whole-of-council/government functions

dedication ceremonies where a new building or other infrastructure is officially opened

conferences or large professional development events involving a wide cross-section or participants

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Why do ‘Welcome to’ or and ‘Acknowledgement of Country’

Aboriginal people are the original Custodians of the Land and the Australian Government recognises Aboriginal people as the traditional owners of all of the land and waters in Australia. An important aspect of this recognition is the acknowledgment of traditional owners and Elders at important local events, forums and public functions. A `Welcome to Country’ and `Acknowledgement of Country’ recognises the unique position of Aboriginal people in Australian culture and history. It is important this unique position is recognised and incorporated as part of official protocol and events to enable the wider community to share in Aboriginal culture and heritage, facilitating better relationships between Indigenous people and other Australians. As a pledge to having and developing closer working relationships with its local Aboriginal community and with Aboriginal representative groups, our service is committed to reading of a Statement of Acknowledgement at public events where Aboriginal representatives have been invited to participate.

Protocols – Welcome to country

What? A Welcome to Country ceremony is performed by Aboriginal Traditional Owners for people visiting their country. These ceremonies vary from speeches of welcome to traditional dance and smoking ceremonies.

When? Anytime the function has broad impact on or significance for Aboriginal people, a welcoming ceremony is appropriate, however, it is preferable to have a welcome at all major local events, public forums and functions.

Who? A Welcome to Country should only be performed by a representative of the Traditional Owner group.

Asking an Aboriginal person to perform a Welcome to Country when they do not belong to the Traditional Owner group may cause them embarrassment and may offend the Traditional Owners.

If the event or function is in part of Victorian where there is a Registered Aboriginal Party (RAP) seek advice from Aboriginal Affairs Victoria about which traditional owner group to contact.

If there is uncertainty about the right people to speak for country, it may be preferable to limit your recognition to an acknowledgement of Traditional Owners generally.

How? Plan well ahead to allow availability of an appropriate person to conduct the ceremony. Asking at the last minute gives the unfortunate impression that including a Welcome to Country is an afterthought.

A fee reflecting travel costs and the time given by community members may be charged for participation in a welcoming ceremony.

A Welcome to Country that includes traditional dance and smoking ceremonies will generally involve a more substantial payment, however, this is usually negotiated with the relevant group when planning the event.

Response If speaking after a Welcome to Country ceremony has occurred at an event organised by our service, you can say the following words before you begin your speech:

“I would like to acknowledge the traditional owners of the land that we stand on today, the Wurundjeri people, and I would like to pay my respects to their Elders past and present.”

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Response If speaking at an event in another location in Victoria after a Welcome to Country ceremony has occurred and you are not sure who the traditional owners are, you can say the following words:

“I would like to acknowledge the traditional owners of the land (or country) on which we stand today and pay my respects to their Elders and to the Elders of other Victorian Aboriginal communities.”

Protocols – Acknowledging country

What? The circumstances where the first speaker at a forum recognises and pays respect to traditional owners of the land on which they are speaking.

Subsequent speakers may also choose to acknowledge traditional owners, however, this is a matter of personal preference and judgement in relation to the particular occasion.

You may wish to seek guidance from Aboriginal people involved in the event.

When? An Acknowledgement of Country:

can occur with or without a Welcome to Country.

can occur at major or important local events where a traditional owner is not available to perform a Welcome to Country.

should be given at formal events, forums and functions such as Government and Local Government meetings, conferences, school assemblies, concerts, board meetings, and official openings.

can also occur at small events, forums or at the start of important meetings – particularly those where people from outside the local area are in attendance.

How? Seek advice from Aboriginal Affairs Victoria about which traditional owner group to contact.

Consulting with the local Aboriginal community about the preferred form of acknowledgment will help to ensure an appropriate approach.

If an Aboriginal person is present at an event where there is no traditional owner present, they may agree to deliver the Acknowledgement of Country address.

Response If speaking at an event organised after an Acknowledgement of Country has been made an Aboriginal person, you can say the following words before you begin your speech:

“I would also like to acknowledge the traditional owners of the land that we stand on today, the Wurundjeri people, and I also pay my respects to their Elders past and present.”

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Welcome to/Acknowledgement of Country

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Protocols – Acknowledging Elders

What? The circumstances where the first speaker at a forum recognises and pays respect to Aboriginal Elders of the area and those in attendance.

When? At all major events, acknowledgement of Aboriginal Elders (past and present) usually follows acknowledgement of traditional owners.

At meetings, it is appropriate to acknowledge Aboriginal Elders separately.

How? Elders can be acknowledged by name, however, use of ‘aunty’ or’ uncle’ should be checked with community members.

At events where the identity of participants is unclear it is important to acknowledge ‘any Aboriginal Elders’.

“I would like to pay my respects to the local Aboriginal Elders past and present.”

Case Study: Grampians Department of Human Services Region1

Acknowledging Wathaurong Country

I/we acknowledge that we are meeting on country for which the Wathaurong people and their ancestors have been custodians for thousands of years.

On this land Wathaurong people have performed many cultural traditions such as, trading, ceremonial dance, initiation, renewal rituals and religious beliefs.

I/we acknowledge and pay our respects to the Wathaurong people and to the Ballarat Aboriginal elders and community, and give thanks for allowing us to meet here today.

I/we trust that you will enjoy your meeting/forum/seminar today at this location.

Acknowledging Country – other than Wathaurong Country

I/we acknowledge that we are meeting on Aboriginal land today for which Aboriginal people have been the custodians for thousands of years.

On this land Aboriginal people have performed many cultural traditions such as, trading, ceremonial dance, initiation, renewal rituals and religious beliefs.

I/we acknowledge and pay our respects to the traditional owners, local Elders and the community and give thanks for allowing us to meet here today.

I/we trust that you will enjoy your meeting/forum/seminar today at this location.

It is suggested that mainstream organisations consider the above examples to develop their own Acknowledgement and ‘Welcome to Country’ statement/s.

1 DHS Building Better Partnerships – Working with Aboriginal communities and organisations: a communication guide for the DHS (pg 46-47)

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Smoking ceremonies

Smoking ceremonies are undertaken in Indigenous communities in order to cleanse a space in which a ceremony takes place. The Smoking Ceremony is a purification ritual and is always undertaken by an Aboriginal person with specialised cultural knowledge and with the blessing or endorsement of Traditional Owners of the country on which the ceremony is being undertaken. Given the significance of the ceremony, smoking ceremonies are usually only performed at major events. Aboriginal people may request a Smoking Ceremony in a workplace where a death or other traumatic event has occurred. This request is of tremendous significance to them and should be respected. Failure to do so may cause significant distress. More information about Protocols for Recognising Traditional Owners can be found at:

http://www.dpcd.vic.gov.au/indigenous/about/reconciliation/protocols-for-recognising-traditional-owners

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Aboriginal and Torres Strait Islands Flags

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The Aboriginal Flag

The Aboriginal flag was designed by Harold Thomas, a Luritja man from Central Australia. It was created as a symbol of unity and national identity for Aboriginal people during the land rights movement of the early 1970s. Gary Foley took the flag to the East Coast where it was promoted and eventually recognised as the official flag of the Australian Aboriginal people. The flag was first flown at Victoria Square in Adelaide on National Aborigines Day, 12 July 1971. The flag was chosen as the official flag for the Aboriginal Tent Embassy and was first flown there in 1972. In 1995, the Australian Government proclaimed the flag as an official 'Flag of Australia' under section 5 of the Flags Act 1953. In 1997, Harold Thomas was recognised as the author of the artistic work under the Copyright Act 1968.

Symbolic Meaning

The symbolic meaning of the flag colours (as stated by Mr Harold Thomas) are:

Black: Represents the Aboriginal people of Australia

Red: Represents the red earth, the red ochre and a spiritual relation to the land

Yellow: Represents the Sun, the giver of life and protector

Harold Thomas

Harold Thomas was born in Alice Springs; his mother a Luritja woman and his father a Wombai man. He was sent to St Francis' Anglican boys home in Adelaide and in 1965 won a scholarship to the South Australian School of Art, becoming the first Aboriginal to graduate from an Australian Art School. He also has an Honorary Degree in Social Anthropology from Adelaide University. In 1970 he started working as a survey artist at the South Australian Museum, where he designed the flag. Since then, Harold has continued to work as an artist, with his works on display in several Australian galleries.

Copyright

In 1997, the Federal Court of Australia officially recognised Harold Thomas as the author of the flag. This protects the flag under the Copyright Act 1968 and so it may be only reproduced in accordance with this legislation or with the permission of Mr Thomas. For guidance about using the Aboriginal flag, its colours, or the Torres Strait Islander Flag refer to the Commonwealth Flag Officer (phone 02 6271 5629 or 02 6271 5111) at the Department of Prime Minister and Cabinet. The copyright license for the manufacture and marketing of the Aboriginal flag has been awarded by Mr Thomas to Carroll and Richardson Flags. Flags that do not have a white header at the left side, or flags that do not show the Carroll and Richardson label could be infringing the copyright owned by Mr Harold Thomas.

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Aboriginal and Torres Strait Islands Flags

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The Torres Strait Islands Flag

The Torres Strait Islander Flag was created as a symbol of unity and identity for Torres Strait Islander peoples, designed by the late Bernard Namok from Thursday Island. It was the winning entry from a design competition held as part of a Cultural Revival Workshop, organised by The Islands Co-ordinating Council in January 1992. The flag was recognised by the Aboriginal and Torres Strait Islander Commission in June 1992 and given equal prominence with the Aboriginal flag. In July 1995, it was recognised by the Australian Government as an official 'Flag of Australia' under the Flags Act 1953.

Symbolic Meaning

Each part of the flag is designed to represent something about Torres Strait Island culture.

Green: Represents the land

Blue: Represents the sea

White: Represents peace

Black: Represents the Indigenous peoples

The dhari (headdress) represents Torres Strait Island people and the five pointed star represents the 5 major Island groups. The star also represents navigation, as a symbol of the seafaring culture of the Torres Strait.

The Island Co-ordinating Council also chose the design as its simplicity would allow each Torres Strait community to incorporate their own emblem into the design for local identification.

Copyright

The Torres Strait Island Regional Council holds copyright in the Torres Strait Islander Flag. Requests for permission to reproduce the Torres Strait Islander Flag should be addressed to them.

Northern AHPACC

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Aboriginal and Torres Strait Islands Flags

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The Southern Cross – Australian National Flag

(One of the Aboriginal Stories)

The Australian Aborigines who have a greater knowledge of the night sky than most white men, have surrounded the heavenly bodies with countless myths explaining their origin. One myth says that the stars of the Southern Cross are the man Mululu and his daughters. Mululu, the leader of the Kandra tribe, had four daughters of whom he was very fond, but to his sorrow he had no son. When he grew old, he called his daughters together to discuss their future. He said that he expected to die soon, so, since they had no brother to protect them from the spite and jealousies of the women or from being forced into marriage with a man whom they disliked, he wanted them to leave the earth when he died and to meet him in the sky. The father then explained that, with the aid of spirits of the night, he had recently visited a clever medicine-man, Conduk, who was willing and able to help the girls reach their new home. When their father died, the daughters set out to find Conduk, whose camp was far away to the north. They had to travel many days before they reached it, and they recognised Conduk by the long thick beard by which their father had described him. Resting beside his camp was a huge pile of silver-grey rope, which the medicine-man had plaited form the long hairs of his own beard. One end of the rope reached up into the sky. The girls were terrified to learn that the rope was their only means of reaching their father again. But with the guidance and encouragement of Conduk they climbed to the top of the rope, where they were delighted to find their father waiting for them. Now, the daughters are the four bright stars of the Southern Cross. Nearby and caring for them as is their father; the bright star Centaurus.

2

2 SOURCE: Australian Flags, Department of the Prime Minister and Cabinet

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Aboriginal and Torres Strait Islands Flags

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The Australian Flag

The Australian flag displays a group of stars on a blue background, with, up in the left corner, the Union Jack, Great Britain’s flag. The five designers of our chief national symbol believed that, to truly represent the sentiment of the Australian people, our national flag needed to consist of a combination of “stars and crosses” (the Southern Cross), the Commonwealth Star and Union Jack. The Australian National Flag identifies a free and democratic people in a country united in spirit and purpose. Our National Flag belongs equally to all Australians whatever their origins. Each symbol on the flag has a special meaning for Australians.

The stars of the Southern Cross represent our geographical position in the Southern Hemisphere

The Commonwealth Star symbolises our federation of States and Territories

The Crosses stand for the principles on which our nation is based – namely, Parliamentary Democracy, Rule of the Law and Freedom of Speech.

When the flag was originally designed, each star in the Southern Cross had a different number of points starting from 9 points at the bottom - thence clockwise 8 7 6 around to sEpsilon with five points. The differing number of points related the brightness of each star to the naked eye. Whilst Epsilon was to remain at 5 points - the rest were all changed to 7 points at the same time the Federation/Commonwealth star changed from 6 to 7 to take on board the Australian Territories. The change to 7 points for the rest was purely for economic reasons in the manufacturing process.

The Design Competition for Australia’s national flag

Reviews for Australasia (a Melbourne journal) initiated an Australian flag competition in 1900. It was agreed that the entries received by this journal would be accepted in the Government’s competition.

The contest attracted 32,823 entries from men, women and children.

The expert panel of judges assessed the entries using guidelines which included history, heraldry, distinctiveness, utility and cost of manufacture.

On 3rd September 1901, a public ceremony was held at the Royal Exhibition Buildings, Melbourne, where Lady Hopetoun, wife of the Governor-General, opened a display of the entries in the competition.

The Prime Minister of Australia, Edmund Barton, announced that five entrants, who had submitted similar designs, were to share the honour of being declared the designers of Australia’s own flag. They were:

Ivor Evans, a fourteen year old schoolboy from Melbourne;

Leslie John Hawkins, a teenager apprenticed to a Sydney optician;

Egbert John Nuttal, a Melbourne architect;

Annie Dorrington, an artist from Perth and

William Stevens, a ship’s officer from Auckland New Zealand.

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Aboriginal and Torres Strait Islands Flags

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Symbols appearing on Australia’s flag

The Southern Cross was first identified as a separate constellation by European navigators and astronomers of the 16

th Century.

Italian navigator Andreas Corsali described the constellation as being "so fair and beautiful that no other heavenly sign may be compared to it." Much later these stars were separated from the Centaur and given the name Crux Australis. We call it the Southern Cross. Its invention as a constellation is often attributed to Royer as of 1679, but it had been the theme of much description for nearly two centuries before him, and we know that it was illustrated by Mollineux of England, in 1592, on his celestial globe, with others of the new southern figures. Bayer drew it over the hind legs of the Centaur, giving it in his text as modernis crux. The Cross is composed of four stars alpha, beta, gamma and delta. A fifth star, epsilon, somewhat interferes with the regularity of the figure. There are forty-nine others visible to the naked eye within the constellation boundaries. Crux lies in the Milky Way.

The Union Jack

The upright red cross on a white field is the Cross of St George, Patron Saint of England. This Cross was there when King John set his royal seal on Magna Carta in 1215. It was there when Simon de Montfort brought together the very first Parliament in 1265. The white diagonal cross on a blue field is the Cross of St Andrew, Patron Saint of Scotland. The red diagonal cross on a white field is the Cross of St Patrick, Patron Saint of Ireland.

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Aboriginal and Torres Strait Islands Flags

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The ‘Indigenous Status’ Question

Introduction

Aboriginal and Torres Strait Islander people are under-identified in many health-related data collections. Self-report in response to the standard Indigenous status question is the most accurate means of ascertaining a client’s Indigenous or non-Indigenous status. Despite improvements in recent years, there are continuing problems with the under-identification of Aboriginal and Torres Strait Islander people in many health-related data collections. A more systematic approach is required to ensure the standard Indigenous status question is asked correctly and consistently of all clients, and that this information is recorded accurately. Reliable data on the health of Indigenous Australians is essential for measuring the effectiveness of health services in meeting the needs of Aboriginal and Torres Strait Islander people, and for further policy development, planning and improvement in service delivery. The correct and consistent collection and recording of Indigenous and non-Indigenous status in administrative processes is also an important practice in upholding the rights of all clients of health services. Aboriginal and Torres Strait Islander clients of health services should be provided with the option of accessing information and services specifically designed to meet their needs; this can only be ensured if all clients of a service are given an opportunity to respond to the standard Indigenous status question. Furthermore, all clients have the right to decide for themselves whether they wish to report their status as Aboriginal, Torres Strait Islander, both Aboriginal and Torres Strait Islander or neither Aboriginal nor Torres Strait Islander in a given situation, and they must be asked the standard question for this right to be exercised.

National Standards

Adherence to national standards for items in data collections helps to ensure consistency and promote confidence that the same concept is being measured in each collection. Self-report is the most accurate means of ascertaining an individual’s Indigenous or non-Indigenous status, and a standard question is used to collect this item in the Census, Australian Bureau of Statistics (ABS) household surveys and in national administrative datasets. There is also a national standard for the recording of responses to this question. In order to collect accurate data, the standard question must be asked of the respondent as it is worded, and the response must be recorded correctly. Under-identification occurs when Indigenous status is not correctly collected or accurately recorded for all clients. Incorrect or inconsistent data collection can lead to Aboriginal and Torres Strait Islander clients being incorrectly reported as non-Indigenous, or as ‘not stated’. These records are not included in systems for monitoring and understanding the health of Aboriginal and Torres Strait Islander Australians, which raises problems for conducting analysis and drawing conclusions from the data available. It is unknown whether the characteristics of these ‘missing’ Aboriginal and Torres Strait Islander clients are different or similar to those that have been reported as Aboriginal and/or Torres Strait Islander, therefore it is difficult to determine whether the available data are representative of Aboriginal and Torres Strait Islander service users overall, or whether the data contain certain biases. The degree of under-identification in data sets can vary across different jurisdictions, sectors and service providers, due to varying standards of data collection practices and systems. Overall under-identification, and variations in the degree of under-identification across collections, can create difficulties for measuring the gap in health outcomes between Indigenous and non- Indigenous Australians, and for monitoring progress in closing the gap. The unknown numbers and characteristics of ‘missing’ Aboriginal and Torres Strait Islander service users in administrative datasets, and the subsequent inability to identify and control for biases, affects the accurate monitoring of specific health conditions and health outcomes in the Indigenous population. For example, it is unknown whether Aboriginal and Torres Strait Islander clients presenting with certain conditions are more likely to have their Indigenous status correctly recorded than those

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Aboriginal and Torres Strait Islands Flags

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presenting with other conditions, making the prevalence of specific health conditions and outcomes of interventions in the Indigenous population difficult to accurately monitor using administrative datasets. It is also difficult to determine whether sub-groups that appear more frequently as users of health services are those with the poorest health in the Indigenous population, or whether they are more likely than some other Aboriginal and Torres Strait Islander clients to have their Indigenous status recorded correctly when they present to a health service, or both. Under-identification also creates difficulties in using administrative data to better understand Aboriginal and Torres Strait Islander people’s preferences in the health services they access, and which services and policy interventions produce the best outcomes. This limits the degree to which researchers and policy-makers are able to identify and understand what works, or what could work, to overcome Indigenous disadvantage and improve health outcomes.

Asking the Question

The standard Indigenous Status question

The following question should be asked of all clients to establish their Aboriginal and/or Torres Strait Islander or non-Indigenous status:

’Are you [is the person] of Aboriginal or Torres Strait Islander origin?’

The standard response options

Three standard response options should be provided to clients to answer the question (either verbally or on a written form):

1. No 2. Yes, Aboriginal 3. Yes, Torres Strait Islander

For clients of both Aboriginal and Torres Strait Islander origin, both ‘Yes’ boxes should be marked. Alternatively, a fourth response category may also be included if this better suits the data collection practices of the agency or establishment concerned:

4. Yes, both Aboriginal and Torres Strait Islander If the question has not been completed on a returned form, this should be followed up andconfirmed with the client.

How to ask the question

Staff responsible for registering a client should ask the Indigenous status question when the client is first registered with the service. The question should be asked of all clients irrespective of appearance, country of birth or whether the staff know of the client or their family background. The question should be placed within the context of other questions related to cultural background, such as country of birth and main language spoken. If a form is used, a preamble may be included to introduce questions related to cultural background and identity, however this is not a requirement. Should service providers feel a preamble is necessary, the following statement is suggested:

’The following information will assist in the planning and provision of appropriate and improved health care and services.’

Clients may be asked the question directly, or asked to complete a form with the question included, and the client should answer this question themselves. There are some situations, such as in the case of birth and death registrations, when the client will be unable to answer the question. In these instances it is acceptable for certain others—such as a close friend, relative or member of the household—to be asked the question and to answer the question on the client’s behalf if they feel

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confident to provide accurate information. In instances when a client may be temporarily unable to answer the question, it also acceptable for certain others who know the client well to respond on their behalf; however, this response should be verified with the client wherever possible.

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Indigenous Status Question

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How to record responses

Information systems should record Aboriginal and/or Torres Strait Islander or non-Indigenous status information using the national categories for recording Indigenous status as set out in the National health data dictionary. These categories are:

1. Aboriginal but not Torres Strait Islander origin

2. Torres Strait Islander but not Aboriginal origin

3. Both Aboriginal and Torres Strait Islander origin

4. Neither Aboriginal nor Torres Strait Islander origin

9. Not stated/inadequately described

Response Coding category

‘Yes, Aboriginal’ is ticked but ‘Yes, Torres Strait Islander’ is not ticked 1

‘Yes, Torres Strait Islander’ is ticked but ‘Yes, Aboriginal’ is not ticked 2

‘Yes, Aboriginal’ is ticked and ‘Yes, Torres Strait Islander’ is also ticked 3

‘No’ is ticked 4

‘No’ is ticked and either or both ‘Yes, Aboriginal’, and ‘Yes, Torres Strait Islander’ are ticked 9

Client is capable of responding but declines to respond following prompting/follow-up 9

Where it is impossible for the question to be asked during the contact episode 9

Response to the question has been left blank or is incomplete 9

Mandatory completion

A response to the Indigenous status item should be a mandatory requirement when registering or entering client details in electronic data recording systems. Staff registering or entering details of a client should not be able to complete the registration until a response for the Indigenous status item has been completed.

Identifying records for follow-up

Local data management systems should be able to identify those records that are coded as 9 (Not stated/inadequately described), because of situations where it was impossible for the question to be asked during the contact episode and other situations where the response was left blank or incomplete. These records require follow-up and therefore should be distinguished from records that were coded as 9 because the client had declined to respond. While additional categories could be used in local systems for the purposes of workflow management and follow-up, finalised records must be mapped to the correct national category before the data are

provided to the state, territory or national data custodian.

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Indigenous Status Question

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If a client wants to know why they are beign asked this question

Following are several responses that may assist staff in explaining to clients the reasons for asking the Indigenous status question.

The Indigenous status question is one of several questions related to a client’s origin and demographic characteristics that are asked of all clients who attend a health service, enrol with Medicare or are involved in the registration of a birth or death.

The collection of Indigenous status is necessary for the government and other services to plan and deliver appropriate health services for all Australians, to assess the impact of services on particular groups in the community and to improve health care and to monitor changes in health and wellbeing over time.

The response to this question allows service providers to ensure that Aboriginal and Torres Strait Islander clients have an opportunity to access relevant services - such as Aboriginal liaison officers and Aboriginal health workers, health checks, Aboriginal and Torres Strait Islander specific immunisation considerations and PBS listings - if they choose.

Service providers cannot make assumptions about the Aboriginal, Torres Strait Islander or non-Indigenous status of any client, therefore Indigenous status can only be determined by asking each client this question.

All personal information is protected by a strict Privacy Act - the use of personal information for reasons other than the purpose for which it was collected is strictly prohibited, unless the client’s consent is given.

Should a client request a more detailed explanation of where the data go or the ways they are used, staff may wish to refer the client to the Australian Institute of Health and Welfare website

<www.aihw.gov.au> or the Australian Bureau of Statistics website <www.abs.gov.au>.

If a client objects to the question or declines to answer

Where a client objects to the question or declines to answer, they should be informed of their right to decline to answer the Indigenous status question and be advised that their level of care and access to services will not be affected if they choose not to answer the question. While staff have a duty to collect and record Indigenous status information from all clients as correctly as possible, they are not obliged to convince a disgruntled, upset or unwilling client to respond to the question. Furthermore, while staff have a duty, if queried, to explain to clients why this question is being asked, they are not obliged to justify the use of standard question.

If the client chooses not to answer the question ‘correctly’

There may be occasions where a client of a service is known to staff as an Aboriginal or Torres Strait Islander person, yet the client chooses not to report as such in response to the Indigenous status question. Conversely, there may be occasions where a known non-Indigenous client chooses to report themselves as Aboriginal or Torres Strait Islander in response to this question. Clients have a right to self-report their Indigenous status and staff should therefore always record the response that the client provides; they should not question or comment on the client’s response. The client’s recorded response should not be altered or annotated in any way to reflect the views of the staff member collecting the information. Any client who self-reports as Aboriginal or Torres Strait Islander should be offered the services of Aboriginal liaison officers or Aboriginal health workers where available; however, the client’s choice to engage or not engage with such services should be respected.

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Indigenous Status Question

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If a client wishes to change their previously recorded Indigenous status

All clients should have an opportunity to confirm or update any previously recorded personal information on a regular basis, including confirmation or alteration of their recorded Indigenous status. The most convenient approach, particularly in general practice settings, may be to routinely provide clients with a copy of their personal details for verification, allowing an opportunity for clients to correct or update their Indigenous status. Any changes should be received without comment and clients should not be required to provide a reason for changing their recorded Indigenous status.