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Innovate Reconciliation Action Plan (RAP), June 2023 – June 2025
Our actions for June 2023 – June 2025
Our RAP
Our RAP June 2023 – 2025 outlines the actions we will take as a District to advance reconciliation between Aboriginal and Torres Strait Islander people and non–Indigenous people.
We acknowledge and accept our shared history and are determined to build trust, respect and productive relationships that allow us to create and respond to opportunities now and in the future.
These actions are focussed on Reconciliation Australia’s pillars of
- Respect
- Relationships
- Opportunities
These three pillars will be supported by a robust Governance and Reporting structure that will align with the five dimensions of reconciliation;
- Historical Acceptance
- Race Relations
- Unity
- Equality and Equity
- Institutional Integrity4.
How we will deliver
A range of tools and process will ensure the delivery of real measurable outcomes associated with this RAP. These tools are paired with a formal reporting and review structure to aid in recording and evaluating real measurables to better understand the impacts and outcomes of these actions.
This RAP is supported by an Implementation Plan. This plan includes a detailed breakdown of the actions, deliverables and milestones we will achieve within our two-year timeframe.
Our communication and engagement plan also supports our RAP. Our communication strategy will outline our actions across numerous platforms to raise awareness of localised initiatives including but not limited to the celebration of Reconciliation Week throughout our organisation and to provoke engagement among the workforce.
Our RAP committee will evolve and form a sub-committee that will continue to steer the delivery of all aspects of our RAP and undertake the oversight of:
- The delivery of the documented actions.
- Supporting and overseeing the communication and engagement plan.
- Ensuring the timely evaluation and publication of results from all initiatives.
Relationships
Focus area: Tackling racism
Relationships are fundamental in strengthening reconciliation between Aboriginal and Torres Strait Islander and non–Indigenous people. Positive and authentic relationships allow for connection, culture and sharing experience, promotes self-determination and creates opportunity to maintain safe, valued and transparent communication based on strong partnerships. Investing in relationships promotes and recognises Cultural responsibilities for Aboriginal and Torres Strait Islander staff and highlights the strengths of resilience and the contribution that traditional lore practices have on communication, community engagement and ultimately the health outcomes for Aboriginal and Torres Strait Islander people.
Actions:
Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Meet with local Aboriginal and Torres Strait Islander stakeholders and organisations to develop guiding principles for future engagement. | July 2023 | Executive Director Aboriginal Health & Wellbeing |
| Develop and implement an engagement plan to work with Aboriginal and Torres Strait Islander stakeholders and organisations. | Completed by December 2023 | Executive Director Strategic Reform, Planning and Partnerships |
Build relationships through celebrating National Reconciliation Week (NRW).
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Circulate Reconciliation Australia’s NRW | May Annually | Executive Director Communication |
| RAP Working Group members to participate in an external NRW event | 27 May- 3 June Annually | RAP Working Groups |
| Encourage and support staff and senior leaders to participate in at least one external event to recognise and celebrate NRW | 27 May- 3 June Annually | Chief Executive |
| Organise at least one District NRW event each year | 27 May- 3 June Annually | Chief Executive |
| Register all our NRW events on Reconciliation Australia’s NRW website. | April Annually | Executive Director Communication |
Promote reconciliation through our sphere of influence.
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Develop and implement a promotion and communication strategy to raise awareness and promote reconciliation to all staff across our workforce | August 2023 | Executive Director Communication |
| Communicate our commitment to reconciliation publicly | June 2023 | Chief Executive |
| Explore opportunities to positively influence our external stakeholders to drive reconciliation outcomes | June 2025 | Chief Executive |
| Collaborate with RAP organisations and other like-minded organisations to develop innovative approaches to advance reconciliation | June 2025 | RAP Project Lead |
| Develop and empower reconciliation champions within the District to lead and promote positive reconciliation activities, and support local initiatives to address racism | June 2025 | RAP Governance Committee |
Promote positive race relations through anti-discrimination strategies
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Conduct a review of HR policies and procedures to identify existing anti-discrimination provisions, and future needs | July 2023 | Executive Director People & Culture |
| Implement, and communicate the Diversity Belonging and Inclusion Framework in our organisation | December 2023 | Executive Director People & Culture |
| Educate senior leaders on the effects of racism | June 2024 | Executive Director People & Culture |
| Review the research to identify key drivers for racism in the health care system and develop best-practice responses to address and mitigate this issue | September 2023 | Chief Executive |
| Develop a local plan to raise awareness of racism and its impact in health care, and strategies to address racism within the care we deliver | June 2024 | Chief Executive |
| Complete a cultural / institutional racism assessment across the District to develop a detailed understanding of the influence of racism on healthcare decision making | September 2023 | Chief Executive |
| Implement a District pledge or statement in all position descriptions describing our commitment to Reconciliation aligned to our CORE values. | July 2023 | Executive Director People & Culture |
Respect
Focus area: Cultural connection
Cultural awareness, knowledge and respect underpins our reconciliation journey. Our District accepts and acknowledges the ongoing impact of our shared history on the health and wellbeing of Aboriginal people today, and respects and values the contribution of Aboriginal culture to understanding health and wellbeing for both Aboriginal and non–Aboriginal people and communities. We will review current research to identify key drivers for racism in the health care system and develop best-practice responses to address and mitigate this issue
Actions:
Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Conduct a review of cultural learning needs within our organisation | July 2023 | Manager Aboriginal Workforce Development & Culture |
| Consult with partner organisations and local Traditional Owners and/or Aboriginal and Torres Strait Islander advisors to inform our Cultural Capability Education Framework aligned with the Public Service Commission (PSC) Capability Framework | December 2024 | Aboriginal Leadership Capability Consultant |
| Provide opportunities for RAP Working Group members, HR managers and other key leadership staff to participate in formal and structured cultural learning | June 2025 | Executive Director Aboriginal Health & Wellbeing |
| Promote and recognise Cultural responsibilities for Aboriginal staff and highlight the strengths that Traditional Lore practices and resilience contributes to health outcomes for Aboriginal people | June 2024 | Manager Aboriginal Workforce |
| Develop and implement local cultural education packages with local resources to orientate new staff, agency staff, student placements and new managers upon commencing in a new community and/or facility | December 2023 | Manager Aboriginal Workforce Development & Culture |
| Host a minimum of three local and District level cultural immersion events | December Annually | Executive Director Service Delivery |
Demonstrate respect to Aboriginal and Torres Strait Islander peoples by observing cultural protocols
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Continue to educate staff's understanding of the purpose and significance behind cultural protocols, including Acknowledgement of Country and Welcome to Country protocols and Sorry Business | June 2025 | Executive Director Aboriginal Health & Wellbeing |
| Continue to embed and communicate a cultural protocol document, including protocols for Welcome to Country and Acknowledgement of Country and Sorry Business | June 2025 | Executive Director Aboriginal Health & Wellbeing |
| Continue to embed the practice of inviting a local Traditional Owner or Custodian to provide a Welcome to Country or other appropriate cultural protocol at all significant district events each year | June 2025 | Executive Director Aboriginal Health & Wellbeing |
| Continue to embed the practice of Acknowledgement of Country or other appropriate protocols at the commencement of all meetings | June 2025 | Chief Executive |
Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week
| Deliverable | Timeline | Responsibility |
|---|---|---|
| RAP Working Group to participate in an external NAIDOC Week event | First week in July Annually | RAP Working Groups |
| Review HR policies and procedures to remove barriers to staff participating in NAIDOC Week | June Annually | Manager Human Resources |
| Promote and encourage participation in external NAIDOC events to all staff | First week in July Annually | Chief Executive |
Opportunities
Focus area: Creating and building on our opportunities
Creating and responding to opportunities within our sphere of influence allows us to improve the health and wellbeing of Aboriginal people. These opportunities help us to improve access to healthcare, support health promotion and preventative care, work in partnership with healthcare organisations within western NSW, and create sustainable employment and business options for Aboriginal people.
Actions:
Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention, and professional development
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Build understanding of current Aboriginal and Torres Strait Islander staffing to inform future employment and professional development opportunities | June 2024 | Manager Aboriginal Workforce |
| Engage with Aboriginal and Torres Strait Islander staff to consult on our recruitment, retention and professional development strategy | June 2024 | Manager Aboriginal Workforce |
| Advertise job vacancies to effectively reach Aboriginal and Torres Strait Islander stakeholders | July 2023 | Manager Recruitment & Workforce Systems |
| Review HR and recruitment procedures and policies to remove barriers to Aboriginal and Torres Strait Islander participation in our workplace | June 2024 | Manager Aboriginal Workforce |
Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Develop and implement a local Aboriginal and Torres Strait Islander procurement strategy | June 2025 | Director Corporate & Clinical Support Services |
| Investigate Supply Nation membership | June 2024 | Director Corporate & Clinical Support Services |
| Develop, promote and communicate opportunities for procurement of goods and services from Aboriginal and Torres Strait Islander businesses to staff | June 2024 | Director Corporate & Clinical Support Services |
| Review and update procurement practices to remove barriers to procuring goods and services from Aboriginal and Torres Strait Islander businesses | June 2025 | Director Corporate & Clinical Support Services |
| Develop and maintain commercial relationships with Aboriginal and/or Torres Strait Islander businesses | June 2025 | Director Corporate & Clinical Support Services |
| Develop and implement Key Performance Indicators for utilisation and consideration for Aboriginal businesses in all contracts and procurement arrangements | June 2024 | Director Corporate & Clinical Support Services |
Develop, implement and evaluate localised Models of Care for Aboriginal patients and families that are flexible, culturally safe and meet the social and clinical needs of the community
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Applying the 8 ways of Learning Aboriginal pedagogy to redesign clinical practices and models of care | Commence Planning June 2023 | Executive Director Service Delivery |
| Pilot and evaluate the impact of provision of Trauma Informed Care training for Emergency Department and Medical Staff | June 2025 | Chief Medical Officer |
| Planning and piloting an Aboriginal Health service to support the coordination of care after hours for Aboriginal patients and families | June 2025 | Executive Director Service Delivery |
| Investigate models of care that consider cultural connection to Country for birthing and palliative care for Aboriginal patients | June 2024 | Executive Director Service Delivery |
| Develop a “Grow our Own” approach for sustainable workforce models to support new and refreshed holistic models of care | June 2025 | Executive Director People & Culture |
Develop and implement a refreshed Aboriginal Workforce Affirmative Action Framework
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Develop, implement and evaluate an approach to enhance identified Aboriginal Health Practitioner specialist roles across the District including in Emergency Departments | December 2023 | Manager Aboriginal Workforce |
| Continue to increase identified positions for front of house operation | July 2024 | Executive Director Service Delivery |
| Develop a school-based health career program in partnership with registered training organisations | December 2023 | Aboriginal Trainee Coordinator |
| Develop and pilot a parent return-to-the-workforce career program in partnership with Aboriginal Employment agencies | December 2024 | Executive Director People & Culture |
| Create and implement a cultural support network internally for all Aboriginal Staff, including Aboriginal mentor / buddy system | December 2024 | Aboriginal Workforce Manager |
| Refresh and update career pathway processes for the retention of graduate cadets and trainees for automatic transition to a permanent position at the successful completion of their training | December 2023 | Aboriginal Workforce Manager |
| Explore cadet, trainee and apprenticeship partnership opportunities to sponsor Aboriginal education scholarships for localised employment career pathways | June 2024 | Aboriginal Workforce Manager |
| Review and refresh the District's recruitment targeting processes to enhance successful recruitment of Aboriginal people | December 2023 | Aboriginal Workforce Manager |
| Implement the endorsed recommendations from the Aboriginal Career Pathway Research Project | June 2025 | Aboriginal Workforce Manager |
| Promote the role and function of Aboriginal Health Worker and Aboriginal Health Practitioner roles to staff and community | December 2023 | Aboriginal Workforce Manager |
Governance
Focus area: Robust governance
Reporting and Governance underpins all 3 pillars of Reconciliation. This section details the mechanisms we will use to implement, monitor and assess our progress against the actions we have committed to in this RAP.
Actions:
Establish and maintain effective RAP Working groups (RWG) to drive governance of the RAP commitments at the district and facility level
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Maintain Aboriginal and Torres Strait Islander representation on all district and facility level RWGs | July 2023 | RAP Governance Committee |
| Establish and apply a Terms of Reference for all the RWGs | July 2023 | RAP Governance Committee |
| All RWGs to meet at least four times per year to drive and monitor RAP commitments implementation | Mar, June, Sept, Dec Annually | RAP Working Groups |
Provide appropriate support for effective implementation of RAP commitments
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Define resource needs for RAP implementation | July 2023 | RAP Governance Committee |
| Appoint and maintain an internal RAP Champion from senior management | June 2023 | Chief Executive |
| Include Meaningful Gains in Aboriginal Health and Reconciliation Actions as standing agenda items within all team and facility Heads of Department meetings | September 2023 | Chief Executive |
Build accountability and transparency through reporting RAP achievements, challenges and learnings both internally and externally
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Contact Reconciliation Australia to verify that our primary and secondary contact details are up to date, to ensure we do not miss out on important RAP correspondence | June annually | RAP Project Lead |
| Contact Reconciliation Australia to request our unique link, to access the online RAP Impact Measurement Questionnaire | 1 August annually | RAP Project Lead |
| Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation Australia | 30 September annually | RAP Project Lead |
| Report RAP progress to all staff and senior leaders quarterly | May, Aug, Nov, Feb Annually | RAP Project Lead |
| Publicly report our RAP achievements, challenges and learnings, annually | Aug 2024 & Aug 2025 | Chief Executive |
| Participate in Reconciliation Australia’s biennial Workplace RAP Barometer | September Biannually | RAP Project Lead |
| Submit a traffic light report to Reconciliation Australia at the conclusion of this RAP | December 2025 | RAP Project Lead |
| Develop an evaluation approach, based on the Australian Reconciliation Barometer dimensions. This will form a baseline for our ongoing understanding of impacts and outcomes from our actions | December 2023 | RAP Governance Committee |
| Undertake and publish the final evaluation of our achievements, impact, outcomes and lessons learned from implementation of our Reconciliation Action Plan 2023 – 2025 | June 2024 | Chief Executive |
Implement a District wide Meaningful Gains in Aboriginal Health Governance Reporting Structure
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Develop and implement a Districtwide governance structure to monitor and oversee actions, impacts and outcomes towards Meaningful Gains in Aboriginal Health, including oversight of implementation of the Reconciliation Action Plan | June 2024 | Chief Executive |
| Review and revise the Aboriginal Health Impact Statement process and develop resources to support the refreshed process | December 2024 | AHIS Committee |
| Develop and implement local processes to enhance opportunities for Aboriginal businesses to be involved in District procurement processes | January 2025 | Manager Contracts and Procurement |
Continue our reconciliation journey by developing our next RAP
| Deliverable | Timeline | Responsibility |
|---|---|---|
| Register via Reconciliation Australia’s website to begin developing our next RAP | January 2025 | RAP Project Lead |