Reconciliation Action Plan - The Fred Hollows Foundation

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THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

“...you came here to change me and help me so I’ll be on my way back again. Rubbing, painting, singing, dancing... I’m a very lucky man.” – Peter Datjing

This is one of the first stories painted by Peter Datjing Burarrwanga after having his sight restored. It is called ‘Ganiny and Fog’. “ This picture is about my homeland, Birany Birany, and it’s standing on the plain. This paper bark tree is on the plain. And they’re making a big fire and after that fire comes the smoke. From the smoke make into a spider web – a fog. So all these colours are representative of a spider web. But the rivers, six of them, represent the clans of the people… of North East Arnhem Land. But the Ganiny it belongs to the Gumatj people only. It’s my granddad. It represents me and my people, the Gumatj. Ganiny is our body, our power. When we die, our spirit returns to Birany Birany. Standing on the plain, we go back to ash, to fog.” – Peter Datjing Burarrwanga, Elder, artist and teacher.

OUR VISION FOR RECONCILIATION The Fred Hollows Foundation’s vision for reconciliation is grounded in Fred’s deep commitment to, and respect for, the rights of Aboriginal and Torres Strait Islander peoples, particularly their inalienable rights to good health and their right to sight. Our vision for reconciliation is one where Aboriginal and Torres Strait Islander peoples exercise their right to good health, and the organisation has strong, mutually respectful relationships with Aboriginal and Torres Strait Islander peoples. Importantly, having mutually respectful relationships with Aboriginal and Torres Strait Islander peoples is a key platform in The Foundation’s aims to meet our organisational objectives. This relationship must permeate all our workplaces, our governance and management style and staffing decisions, our internal and external relationships and communications, and the plans we make as an organisation. This goal was articulated at the outset of our formal organisational reconciliation journey in 2009 and continues to guide our actions for reconciliation today.

OUR BUSINESS The Fred Hollows Foundation is an independent, non-profit and secular international development organisation working towards eliminating avoidable blindness and improving health outcomes for Aboriginal and Torres Strait Islander peoples.

The Foundation was founded in 1992 to continue the work of the late Professor Fred Hollows. Fred was an ophthalmologist and social justice activist who was outraged by the high rates of eye disease and poor health in Aboriginal and Torres Strait Islander communities. He championed the right of Aboriginal and Torres Strait Islander peoples to the same health outcomes and life opportunities as other Australians. We are driven by Fred’s vision to eliminate avoidable blindness, for Aboriginal and Torres Strait Islander peoples to have access to quality health services and to stand up for what is right. We believe that collaboration, getting things done with integrity, and empowering local communities to implement local solutions is the best way to make a difference.

THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

We work in Australia and in more than 25 countries around the world, to create sustainable change. We primarily support work that addresses preventable and treatable causes of vision loss – conditions like cataract, trachoma, diabetic retinopathy and refractive error, making sure appropriate care is more readily accessible, particularly in remote and under-served areas. We work with governments to better implement eye health systems and train local doctors, nurses and health workers to help their communities. We apply evidence from research to improve our understanding, to implement cost-effective approaches, and to advocate for change.

OUR BUSINESS

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PORT HEDLAND JIGALONG

CASE STUDY:

NORTHWEST

Mavis Arnott, recovering from eye surgery in Port Hedland in Western Australia. Mavis can now see her 14-year-old granddaughter Brianna for the first time. The 75-year-old has returned to Jigalong, 400 kilometres north east of Port Hedland, with a spring in her step and her sight restored after living for many years with blinding cataract. Photographer: Alan McDonald

OUR VISION AND VALUES The Fred Hollows Foundation’s vision is for a world in which no person is needlessly blind and Aboriginal and Torres Strait Islander peoples exercise their right to good health.

OUR VALUES KEEP US TRUE TO FRED’S VISION:

INTEGRITY: We stand up for what is right.



EMPOWERMENT: We make a difference.



COLLABORATION: We are stronger together.



ACTION: We focus on results.

“I’d like to think that I’ve been

a part of a more effective approach to Aboriginal health.” – Professor Fred Hollows

THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

OUR PEOPLE OUR VISION

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OUR PEOPLE In June 2016 The Foundation employed 152 staff in our five Australian offices (Sydney, Melbourne, Darwin, Brisbane, Alice Springs), and 154 in-country staff in our numerous overseas offices. Nine of our current staff members identify as Aboriginal and/or Torres Strait Islander peoples, and through the development and implementation of this RAP we hope to increase this number. We’re governed by a board of 11 members, including one Aboriginal board member and a number of board members with extensive experience across the Australian health and human rights sectors, who ensure The Foundation takes a well-rounded approach to everything we do and the decisions we make as an organisation. Our directors are responsible for providing strategic direction and governance, ensuring effective financial and risk management oversight and continued organisational viability and sustainability.

OUR RAP This Reconciliation Action Plan (RAP) represents The Fred Hollows Foundation’s ongoing commitment to embrace, respect and promote the cultures, rights and perspectives of Aboriginal and Torres Strait Islander peoples.

The Foundation operates on the basis that Reconciliation is an organisational as well as individual responsibility. This principle ensures that we are firmly focused on considering how The Foundation as a whole can do more to promote the relationship between Aboriginal and Torres Strait Islander peoples and other Australians. This RAP represents the next stage of The Foundation’s reconciliation journey and was developed by The Foundation’s RAP Working Group, a diverse and dedicated team of staff from across the organisation, including two Aboriginal staff members. The RAP Working Group comprises the following Fred Hollows Foundation employees: •A  aron Briscoe, Team Leader – Programs – Indigenous Australia Program • Ai Leen Quah, East Asia Regional Program Officer •A  manda Sheppard, Senior Program Officer – Programs – Indigenous Australia Program • Carolin Leeshaa, Social Impact Strategist • Christine Raeside, Governance Manager • Daryn Deiley, Chief Operating Officer (RAP Sponsor) • Elise Moo, Global Advocacy Officer (RAP Officer) •E  mma Halpin, Risk and Internal Audit Specialist

THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

•E  va Kiriakoff, Regional Program Officer •F  arzad Yazdanparast, Campaigns and Internal Communications Manager • Sally Ingram, Learning and Development Specialist •S  haron Manhire, Team Leader – Programs – Indigenous Australia Program •T  anya Harris, Process Improvement and Project Specialist •T  ania McLeod, Senior Program Officer – Programs – Indigenous Australia Program • Victoria Edwards, Communications Coordinator.

The draft was discussed and refined in consultation with Reconciliation Australia. In November 2016 the Executive Management Group considered and formally adopted this document as the Reconciliation Action Plan of The Fred Hollows Foundation 2016 – 2018, and committed itself to its implementation.

OUR RAP

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When the Aboriginal artist and senior ranger Peter Rowlands began losing his sight because of diabetic retinopathy, he travelled for two days to have laser surgery in one of our partners’ clinics. Last year in partnership with the Social Eyes Corporation, we began developing a new computer program, Marvin, that would have allowed Peter to have a check-up a lot earlier and without having to travel so far. Loaded onto a tablet or computer, Marvin will provide health care workers in remote communities with on-the-spot imaging and early identification of eye damage. Photographer: Alan McDonald

OUR RAP JOURNEY The Foundation’s formal reconciliation journey began in 2009 and culminated with the development of our first RAP for the period of 2009 – 2010, with a second RAP developed for the period of 2011 – 2012. Although a new RAP was not developed for the years 2013 – 2015, The Foundation continued to reflect the vision for reconciliation throughout the organisation.

The Foundation has a long history of working with Aboriginal and Torres Strait Islander communities and organisations and therefore we are placing significant emphasis on maintaining and strengthening our relationships with Aboriginal and Torres Strait Islander peoples in our new Reconciliation Action Plan. In January 2016 all Australia-based employees in the organisation were invited to join the RAP Working Group to develop The Foundation’s new RAP. In February 2016 the RAP Working Group met and commenced discussions. It was decided, on the recommendation of Reconciliation Australia, that an Innovate RAP would be developed to cover the period 2016 – 2018. This timeframe aligns with The Foundation’s Strategic Plan and ensures that we are able to effectively measure key outcomes of the RAP.

THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

“1 hope all Aboriginal children will grow up in an equal world.” – Professor Fred Hollows

OUR RAP JOURNEY

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This RAP is built on the successes and lessons learnt from our previous RAPs. These include: • Ensuring there is staff representation on the RAP Working Group from all divisions within the organisation, along with a RAP Sponsor on the Executive Management Group

• Building on previous RAPs that have helped raise the consciousness of Australian based staff for showing respect to Traditional Custodians in the places where we meet

• Growing our commitment to procurement from Aboriginal and Torres Strait Islander suppliers through membership of Supply Nation

• The Foundation is well placed to play a bridging role between organisations that represent Aboriginal and Torres Strait Islander peoples and those that represent the wider Australian community. Our success in this role is evident in the range of projects to improve eye health outcomes for Aboriginal and Torres Strait Islander peoples across the country

• Continuing to provide internships to Aboriginal and Torres Strait Islander peoples • Continuing to ensure at least 50% of staff in our Indigenous Australia Program identify as Aboriginal and/or Torres Strait Islander peoples • Ensuring someone is responsible and accountable for each initiative • Ensuring there is a handover of RAP responsibilities when staff move on from The Foundation • Ensuring budget is allocated for the implementation of initiatives • Engaging senior leaders in the organisation at the planning stages of developing the RAP to get support at the highest level of The Foundation

• Ensure that significant Aboriginal and Torres Strait Islander events are forecast as early as possible to secure the availability of senior leaders in The Foundation.

OUR INDIGENOUS AUSTRALIA PROGRAM (IAP) The Fred Hollows Foundation’s vision is ‘a world in which no person is needlessly blind and Indigenous Australians exercise their right to good health’. The Indigenous Australia Program (IAP) is the primary vehicle for the Foundation to address this vision in Australia.

94% of vision loss for Aboriginal and Torres Strait Islander adults is preventable or treatable through cost-effective health interventions. This statistic shows how achievable it is to end avoidable blindness – in most cases, vision loss can be corrected quickly. However, when 35% of Aboriginal and Torres Strait Islander adults have never had an eye examination, there’s still a lot of work to do. The four eye conditions that cause most of this vision loss are: cataract, trachoma, diabetic retinopathy and uncorrected refractive error.

We work in partnership with service providers, particularly Aboriginal Community Controlled Health Organisations (ACCHOs) and eye health organisations, researchers and advocates for improved access and delivery of services to Aboriginal and Torres Strait Islander Australians.

The Indigenous Australia Program supports increased investment in and access to culturally appropriate eye care services to remote and under-served Aboriginal and Torres Strait Islander communities. More specifically, we’re working to: • Deliver surgery and medical treatment for cataract, diabetic retinopathy and the elimination of trachoma • Increase access to services for patients in remote and under-served communities • Coordinate and improve outreach services so everyone who needs medical care gets it • Provide training and support in eye care to health staff. THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

“Leave the world a better place.” – Professor Fred Hollows

OUR RAP JOURNEY

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Through our partnerships, we aim to improve access to the full range of eye health services for Aboriginal and Torres Strait Islander peoples across many rural and remote locations. We are able to tailor our support to partners in order to best meet their needs. We regularly monitor this activity to ensure it meets the eye health needs of Aboriginal and Torres Strait Islander peoples. The relationships we have with our partners on the ground enable us to gather learnings and help others to improve services to Aboriginal and Torres Strait Islander people living in rural, remote and under-serviced areas of Australia. As a result the Foundation has an important leadership role in sustaining a positive and forward looking interaction with Aboriginal and Torres Strait Islander Australians. Through this RAP, we will also focus on the skills and knowledge of our staff to ensure they better understand the detailed history and contemporary settings of Aboriginal and Torres Strait Islander peoples through formal cultural awareness training.

In addition, we are: • A long-standing member of the Steering Committee for the Close the Gap campaign (10 years), which aims to overcome the difference in life expectancy between Aboriginal and Torres Strait Islander peoples and other Australians • A signatory to the Aboriginal Peak Organisations of the Northern Territory Partnership Principles for NGOs working with Aboriginal organisations and communities in the NT • A member of the Australian Council for International Development (ACFID) Aboriginal and Torres Strait Islander Programs Community of Practice, which is a forum for ACFID members to work together and advocate for Aboriginal and Torres Strait Islander peoples • A member of the Vision2020 Australia Aboriginal and Torres Strait Islander Committee, which informs and defines national advocacy efforts for Aboriginal and Torres Strait Islander eye health and vision care • A Founding member of the Indigenous Literacy Foundation • A signatory to the National Anti-Racism Strategy, launched by the Australian Government in 2012, which aims to address racism through public education and awareness.

THE FRED HOLLOWS FOUNDATION RECONCILIATION ACTION PLAN 2016–2018

RELATIONSHIPS The Fred Hollows Foundation believes that partnerships, and the relationships that sustain them, are fundamental to our approach both in Australia and abroad. We are committed to working in partnership with Aboriginal and Torres Strait Islander peoples and ensuring that their perspectives and experiences are acknowledged and valued throughout all levels of the organisation. We aim to continue building relationships based on mutual trust and respect, across the broad spectrum of communities, decision makers, influencers, and constituencies with which we are involved.

ACTION

DELIVERABLE 1.1 Establish Terms of Reference for RWG Group

1. R  AP Working Group (RWG) actively monitors RAP development and implementation of actions, tracking progress and reporting

1.2 RWG to oversee the development, endorsement and launch of the RAP 1.3 E  nsure Aboriginal and Torres Strait Islander peoples are represented on the RWG 1.4 Meet quarterly to monitor and report on the RAP’s implementation 1.5 Open membership of the RWG to people from all levels of the organisation once a year

2. Celebrate and participate in National Reconciliation Week (NRW) by providing opportunities to build and maintain relationships between Aboriginal and Torres Strait Islander peoples and other Australians

2.1 The Fred Hollows Foundation Sydney, Melbourne and Darwin offices to organise at least one internal NRW event each year

TIMELINE

October 2016

February, May, August, November 2017, 2018

2.4 Invite senior staff to participate in external events

THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

Chief Operating Officer

February 2017, 2018 27 May – 3 June 2017, 2018

2.2 Register all NRW events on Reconciliation Australia’s NRW website 2.3 Explore the possibility of using established relationships with local Aboriginal and Torres Strait Islander organisations to support external NRW events

RESPONSIBILITY

Risk and Internal Audit Specialist May 2017, 2018

RELATIONSHIPS

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RELATIONSHIPS ACTION

2. Celebrate and participate in National Reconciliation Week (NRW) by providing opportunities to build and maintain relationships between Aboriginal and Torres Strait Islander peoples and other Australians

DELIVERABLE

TIMELINE

RESPONSIBILITY

May 2017, 2018

Risk and Internal Audit Specialist

2.5 Circulate Reconciliation Australia’s NRW toolkit to staff to raise awareness internally of the significance of this event and encourage participation 2.6 Invite Aboriginal and Torres Strait Islander staff and other staff members to share their reconciliation stories and experiences 2.7 Invite local Aboriginal and Torres Strait Islander organisations and community members to participate in internal events in order to connect and share experiences. 3.1 Investigate opportunities for engagement with relevant Aboriginal and Torres Strait Islander organisations

3. Develop and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations to support positive outcomes

3.2 Develop and implement an engagement plan to work with Aboriginal and Torres Strait Islander stakeholders, ensuring strategic buy-in and engagement occurring at appropriate level of seniority/subject-matter expertise 3.3 Hold further consultations internally and determine what relationships exist already and where the strategic engagement opportunities are for The Foundation 3.4 Review and consult with other NGO/Corporate RAP organisations and assess what we can learn/adopt in terms of best-practice in relationship building 3.5 Identify opportunities to invite local Aboriginal and Torres Strait Islander peoples to attend at least four events each year to develop active relationships and promote the work of The Foundation.

June 2017

Social Impact Strategist

April 2017

January 2017

Governance Manager

RELATIONSHIPS ACTION

4. Raise internal and external awareness of our RAP to promote reconciliation across our business and sector

5. P  romote reconciliation through external partnerships and relationships

DELIVERABLE

TIMELINE

4.1 D  evelop an internal and external communications plan to promote our RAP commitments

January 2017

4.2 C  ommunicate quarterly updates on RAP progress to all staff

March, June, Sept, Dec 2017, 2018

4.3 E  ncourage stakeholders to develop a RAP

October 2018

5.1 Contact NSW Reconciliation Council Project Manager to discuss the best ways that The Foundation can support the organisation. December 2016 5.2 Investigate opportunities to collaborate with similar organisations on reconciliation including RAP organisations within our sphere of influence

THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

RESPONSIBILITY

Internal Communications Manager; Communications Coordinator

Regional Program Officer, International Programs

RESPECT

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RESPECT Respect underlies the principles that guide the work of The Fred Hollows Foundation. In all of our programs, within Australia and in other countries, we build relationships with local partners based on mutual respect, trust, empowerment and capacity building. We recognise that understanding Aboriginal and Torres Strait Islander cultures and protocols is central to respectful relationships with our Aboriginal and Torres Strait Islander colleagues and partners and all Aboriginal and Torres Strait Islander peoples. We aim to celebrate and respect Aboriginal and Torres Strait Islander peoples, as well as deepen our understandings and cultural awareness.

ACTION

DELIVERABLE 6.1 Develop and implement a cultural awareness learning and development strategy for our staff (with a focus on Australian based staff) which defines cultural learning needs of employees in all areas of our business and considers various ways cultural learning can be provided (online, face to face workshops or cultural immersion)

6. Engage employees in continuous cultural learning to increase understanding and appreciation of Aboriginal and Torres Strait Islander cultures, histories and achievements

TIMELINE

RESPONSIBILITY

March 2017

6.2 Investigate opportunities to work with local Traditional Custodians and/or Aboriginal and Torres Strait Islander consultants to develop cultural awareness training and resources 6.3 Encourage employees to actively participate in cultural learning opportunities

June 2017

6.4 Investigate applying two streams: Cultural awareness (for all employees) and Cultural competence (pilot with employees whose work directly links to Aboriginal and Torres Strait Islander peoples).

March 2017

6.5 Develop cultural awareness e-learning to build cultural awareness in all employees

August 2017

6.6 Encourage employees to utilise Reconciliation Australia’s Share Our Pride tool

November 2016

Learning and Development Specialist

RESPECT ACTION

DELIVERABLE

TIMELINE

RESPONSIBILITY

6.7 80% of Australian employees (121 staff) to actively participate in cultural learning opportunities. 6.8 Investigate cultural immersion opportunities 6.9 RWG members, RAP champions, HR managers and key leadership staff pilot cultural competency training

6. Engage employees in continuous cultural learning to increase understanding and appreciation of Aboriginal and Torres Strait Islander cultures, histories and achievements

December 2017

6.10 Implement cultural awareness into our induction processes and orientation programs, which could include: • An annotated history, developed in consultation with Aboriginal and Torres Strait Islander peoples and incorporated into the cultural awareness e-learning, of Aboriginal and Torres Strait Islander peoples and the reasons for inequity in health, employment and educational outcomes in Australia, and an outline of our programs that promote more equitable outcomes.

Learning and Development Specialist

June 2017

• A  n overview of our work with Aboriginal and Torres Strait Islander peoples and communities • C  ultural protocols • Our RAP • E  ncouragement to participate in events and ideas to participate in reconciliation efforts (e.g. Acknowledgement of Country)

7. E  ngage employees in understanding the significance of Aboriginal and Torres Strait Islander cultural protocols, such as Welcome to Country and Acknowledgement of Country, to ensure there is shared meaning

7.1 Develop a cultural protocol document for Welcome to Country and Acknowledgement of Country, which will identify when and in what form either an Acknowledgement or Welcome to Country should take place.

THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

March 2017

Learning and Development Specialist; Team Leader - Programs - Indigenous Australia

RESPECT

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RESPECT ACTION

7. E  ngage employees in understanding the significance of Aboriginal and Torres Strait Islander cultural protocols, such as Welcome to Country and Acknowledgement of Country, to ensure there is shared meaning

DELIVERABLE

TIMELINE

RESPONSIBILITY

7.2 Develop appropriate wording and guidelines for Senior Leaders to respond to a Welcome to Country and provide an Acknowledgement of Country at external and internal events

September 2017

Learning and Development Specialist; Team Leader - Programs - Indigenous Australia

7.3 D  evelop a list of key contacts for organising a Welcome to Country and maintaining respectful partnerships.

March 2017

Learning and Development Specialist

7.4 Invite a local Traditional Owner to provide a Welcome to Country at least once annually at a major event, such as the AGM, outlined in the cultural protocol.

May 2017, 2018

Governance Manager

7.5 Include Acknowledgement of Country at the commencement of important internal events and at important external meetings.

March 2017

Learning and Development Specialist; RAP Working Group

7.6 Investigate the inclusion of Acknowledgement of Country signage in all Australian offices

September 2017

Corporate Services Manager

7.7 Investigate the inclusion of Acknowledgment of Country built into The Fred Hollows Foundation’s email signature template

September 2017

Internal Communications Manager

7.8 Invite a Traditional Owner to each quarterly orientation program to provide a Welcome to Country and to provide employees with an understanding of the significance of Welcome to Country and to build shared meaning

March 2017, 2018 June 2017, 2018 September 2017, 2018 December 2017, 2018

Learning and Development Specialist

RESPECT ACTION

8. Provide opportunities for Aboriginal and Torres Strait Islander staff to engage with their cultures and communities by celebrating NAIDOC Week

9. C  elebrate and commemorate Aboriginal and Torres Strait Islander dates of significance

DELIVERABLE

TIMELINE

RESPONSIBILITY

May 2017

Global Lead, People and Organisational Development

8.2 P  rovide opportunities for all Aboriginal and Torres Strait Islander staff to participate in a local NAIDOC Week event.

July 2017, 2018

Team Leader - Programs - Indigenous Australia

9.1 Include significant dates for Aboriginal and Torres Strait Islander peoples throughout the year on the intranet staff calendar.

September 2016

8.1 Review HR policies and procedures to ensure there are no barriers to staff participating in NAIDOC Week.

9.2 C  elebrate and acknowledge at least three events of significance every twelve months, by hosting an event and informing staff of the day’s significance, and by attending and supporting external events. These events will include: National Close the Gap Day, National Sorry Day and Mabo Day.

9.3 E  ncourage staff members to participate in local Aboriginal and Torres Strait Islander events.

THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

March, May, June 2017, 2018

Risk and Internal Audit Specialist, Regional Program Officer

OPPORTUNITIES

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OPPORTUNITIES The Fred Hollows Foundation believes that our vision for Aboriginal and Torres Strait Islander peoples to exercise their right to good health will only be achieved through the combined efforts of many individuals and organisation as well as the provision of opportunities to Aboriginal and Torres Strait Islander peoples. Together with our partners, we have learned the value of strong leadership and will continue our commitment to engage with and support Aboriginal and Torres Strait Islander peoples through employment, retention and procurement. Our strategic framework also identifies the need to share our learning with others and the need to work collaboratively with organisations that offer new expertise.

ACTION

DELIVERABLE

TIMELINE

10.1 Develop and implement an Aboriginal and Torres Strait Islander employment and retention strategy

March 2017

10.2 Engage with existing Aboriginal and Torres Strait Islander staff to consult on employment strategies, including professional development and mentoring

December 2016

RESPONSIBILITY

10.3 Ensure we continue to advertise all vacancies in our Indigenous Australia Program in Aboriginal and Torres Strait Islander national media. 10. Investigate opportunities to improve and increase Aboriginal and Torres Strait Islander employment outcomes within our workplace

10.4 Collect information on our current Aboriginal and Torres Strait Islander staff to inform future employment opportunities

January 2017

10.5 Review HR and recruitment procedures and policies to ensure there are no barriers to Aboriginal and Torres Strait Islander employees and future applicants participating in our workplace, and ensuring there is an opportunity for applicants to self-identify 10.6 Develop strategies to ensure that we continue to always have a minimum of 50% self-identifying Aboriginal and Torres Strait Islander staff in IAP. 10.7 Continue to advertise all Australian job vacancies with ‘Aboriginal and Torres Strait Islander people are encouraged to apply.

October 2018

Global Lead, People and Organisational Development

OPPORTUNITIES ACTION

10. Investigate opportunities to improve and increase Aboriginal and Torres Strait Islander employment outcomes within our workplace

DELIVERABLE 10.8 Ensure that, as part of the strategic planning process, the Executive Management Group to investigate opportunities to engage Aboriginal and Torres Strait Islander employment consultancy groups

TIMELINE

September 2017

10.9 Allocate specific learning and development funding to focus on leadership of Aboriginal and Torres Strait Islander staff members in leadership roles. 10.10 Investigate developing an internal leadership mentor program for Aboriginal and Torres Strait Islander Staff

RESPONSIBILITY

Associate Director, People and Organisational Development December 2017

10.11 M  aintain 1 trainee role in either the Sydney, Darwin or Melbourne office

11. Investigate opportunities to incorporate Aboriginal and Torres Strait Islander supplier diversity within our organisation

11.1 R  eview procurement policies and procedures to identify barriers to Aboriginal and Torres Strait Islander businesses supplying The Foundation with goods and services

January 2017

11.2 Integrate supplier diversity in the procurement policy

September 2017

11.3 R  enew our membership of Supply Nation 11.4 D  evelop one commercial relationship with an Aboriginal and/or Torres Strait Islander owned business 11.5 P  romote Aboriginal and Torres Strait Islander suppliers to all staff involved in the procurement process

January 2017

11.6 G  ive logon details to all staff involved in the procurement process to access the Supply Nation directory 11.7 Invite Supply Nation to present to staff on supplier diversity

December 2016

11.8 E  nsure we meet our spend reporting obligations with Supply Nation

December 2017

THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

Process Improvement & Project Specialist

TRACKING PROGRESS AND REPORTING ACTION

12. Report RAP achievements, challenges and learnings to Reconciliation Australia

13. R  eport RAP achievements, challenges and learnings internally and externally

DELIVERABLE

TIMELINE

RESPONSIBILITY

12.1 C  omplete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia annually.

September 2017, 2018

Risk and Internal Audit Specialist; East Asia Regional Program Officer

May 2018

Risk and Internal Audit Specialist; East Asia Regional Program Officer

13.1 Publically report our RAP achievements, challenges and learnings

July 2017, 2018

Internal Communications Manager; Communications Coordinator

13.2 Develop and implement systems and capability needs to track, measure and report on RAP activities.

September 2018

Risk and Internal Audit Specialist; East Asia Regional Program Officer

13.3 Monitor progress at quarterly RAPWG meetings and prepare a formal mid-term progress report for the Executive Management Group

December, March, June, September, 2017, 2018

Risk and Internal Audit Specialist; East Asia Regional Program Officer

13.4 Include a section for RAP progress in the Board Dashboard report (quarterly), the Annual report and in the Chief Operating Officer’s KPIs (as the owner of RAP) and/ or 2016 Foundation KPIs

Quarterly Reports: March, June, September, December 2017, 2018; Annual Report: January 2017, 2018; KPI reporting – December 2016, 2017

12.2 Investigate participating in the RAP Barometer.

Governance Manager; Chief Operating Officer

TRACKING PROGRESS AND REPORTING

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TRACKING PROGRESS AND REPORTING ACTION

DELIVERABLE

TIMELINE

RESPONSIBILITY

13. R  eport RAP achievements, challenges and learnings internally and externally

13.5 Investigate how RAP can be incorporated into The Foundation strategy and board reporting

January 2017

Governance Manager; Chief Operating Officer

14. Review, refresh and update RAP

14.1 Liaise with Reconciliation Australia to develop a new RAP based on learnings, challenges and achievements from previous RAPs and this RAP

December 2017

Chief Operating Officer

CONTACT DETAILS Phone:

02 8741 1900

Email: [email protected]

THE FRED HOLLOWS FOUNDATION Reconciliation Action Plan 2016–2018

“Every eye is an eye. When you are doing surgery there, that is just as important as if you were doing surgery on the Prime Minister or King.” – Professor Fred Hollows

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