INNOVATE RECONCILIATION ACTION PLAN - VICTORIAN RESPONSIBLE GAMBLING FOUNDATION
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VICTORIAN RESPONSIBLE GAMBLING FOUNDATION INNOVATE RECONCILIATION ACTION PLAN November 2019 – November 2021
Acknowledgements Acknowledgement of Country The Foundation acknowledges Aboriginal and Torres Strait Islander peoples as the First Peoples and Traditional Owners and Custodians of the land and waterways upon which we live and work. We acknowledge and pay our respects to their Elders past, present and emerging. We extend that respect to all Aboriginal and Torres Strait Islander peoples. The Foundation particularly acknowledges the Kulin Nation, on whose Country our office is located, and we pay our respects to Elders past, present and emerging. Advice to Aboriginal and Torres Strait Islander readers The Foundation advises that this document may include photos, quotations and names of people who are deceased. Artist acknowledgement Emblem The rosella emblem was developed by Marcus Lee in 2017, in collaboration with the Aboriginal Communities’ Gambling Awareness Program. The rosella represents an Elder flying across Victoria, taking care of the people and Country. Reconciliation Action Plan art This artwork represents Elders, Aboriginal organisations, the Victorian Responsible Gambling Foundation and the community coming together to prevent and reduce harm in Aboriginal communities. The black and white hands represent Aboriginal and non-Aboriginal people striving for reconciliation. The lines that connect the circles represent generational knowledge being passed down and the connection we have to one another. The circles depict the diverse communities around Victoria. The spirit figures represent our ancestors guiding us on our journey of healing and reconciliation. Dixon Patten (Gunnai and Yorta Yorta) Bayila Creative www.bayila.com.au Language The Foundation’s work involves partnerships with Victorian Aboriginal communities, leaders and Traditional Owners. When describing this work, we use the term ‘Aboriginal’. However, we use the more inclusive term ‘Aboriginal and Torres Strait Islander people’ when describing our engagement with individuals and groups.
Contents
Foreword 2
Our vision 4
Our purpose 4
Our vision for reconciliation 4
Our values 5
About the Foundation 6
Development of the RAP 7
Relationships 9
Respect 11
Opportunities 14
Governance, tracking and reporting 18
Reconciliation Action Plan November 2019 – November 2021 | 1Foreword
We are proud to present our first Reconciliation Action Plan
(RAP), and respectfully acknowledge the Traditional Owners of the
Country on which our office is located – the people of the Kulin
Nation – and pay our respects to their Elders past, present and
emerging. Particularly, we acknowledge the deep and enduring
connection to Country that exists now and has existed for more
than 60,000 years. We specifically acknowledge the Wurundjeri
and Boon Wurrung peoples.
The Foundation works with communities across Victoria to prevent
and reduce gambling harm, and since our inception, we’ve
worked in partnership with Aboriginal Community Controlled Julie Ligeti
Organisations (ACCOs) in metropolitan, regional and rural Chair
Victoria. However, to be successful in achieving our aims, we also Victorian Responsible
need to make an organisational commitment to reconciliation, Gambling Foundation
one that keeps us accountable to our partners.
In our view, reconciliation is a reminder of Australia’s past,
a reminder that this land was, and always will be, Aboriginal
and Torres Strait Islander land, and an opportunity to redress
past wrongs and move forward together. We support the Uluru
Statement from the Heart as a nationwide process of moving
forward and addressing past injustice.
In working with others to prevent and reduce gambling harm in
Victorian Aboriginal communities, our first and most important
step is to listen deeply to people’s stories. This ensures Aboriginal
and Torres Strait Islander voices guide our understanding of Belinda Duarte
gambling harm. Because our activities and services – including Deputy Chair
counselling, prevention programs, awareness-raising campaigns, Victorian Responsible
research and policy advice – can affect people’s lives, it’s vital Gambling Foundation
we understand the needs of Aboriginal communities. Our RAP
provides opportunities for a more holistic response to gambling
harm, incorporating community strengths, values and priorities,
as well as the immediate needs of people experiencing harm.
When Aboriginal and Torres Strait Islander peoples govern and
direct activities in their communities, the outcomes are better
and more sustainable. We all have a role to play in promoting
self-determination for Aboriginal and Torres Strait Islander
peoples. This includes ensuring decision-makers are informed by,
and inclusive of, Aboriginal and Torres Strait Islander voices and
needs. Better still, is having Aboriginal and Torres Strait Islander
people in decision-making and leadership roles. Shane Lucas
Chief Executive Officer
Victorian Responsible
Gambling Foundation
2 | Victorian Responsible Gambling FoundationFallon Harris, 2018
This RAP also sets out improvements to the way we do business.
Whether big or small, organisations like the Foundation can
make a difference to people’s lives through employee recruitment
and through procuring services from Aboriginal and Torres Strait
Islander-owned businesses. More broadly, it provides a framework
for building strong and respectful relationships, while embedding
cultural care and safety into everything we do.
This story of collaboration is depicted in the painting by Fallon
Harris, a community and therapeutic engagement officer at
Rumbalara, one of our ACCO partners. It shows the role each
individual and organisation plays, and the connectivity between
all of us and the work we do together.
Reconciliation between Aboriginal and Torres Strait Islander
peoples and non-Indigenous Australians is a priority for the
Foundation. Our efforts to prevent gambling harm in Victoria
would be significantly diminished if we failed to address and
support Aboriginal and Torres Strait Islander independence,
decision-making and, ultimately, self-determination.
Reconciliation Action Plan November 2019 – November 2021 | 3Our vision
A Victoria free from gambling-related harm.
Our purpose
Our purpose is to improve the health and wellbeing of Victorians by
working with our communities and government to deliver effective,
evidence-based initiatives and innovative approaches to prevent
gambling harm and provide support for those seeking help.
Our vision for reconciliation
Our vision for reconciliation is a just and inclusive society, which
respects and celebrates Aboriginal and Torres Strait Islander cultures
and communities and is truthful about our country’s histories. We
believe this can be achieved through working with Aboriginal and
Torres Strait Islander people and communities while respecting and
supporting their rights to self-determination. We recognise social
justice, community inclusion, cultural respect and self-determination
as the basis to addressing gambling harm in Aboriginal and Torres
Strait Islander communities.
4 | Victorian Responsible Gambling FoundationOur values
The actions in our RAP are aligned with our values as an organisation.
Respectful – We will listen to, and value, the perspectives, experiences
and contributions of Aboriginal and Torres Strait Islander people.
We will promote National Reconciliation Week as an opportunity
for all Australians to learn about our shared histories, cultures and
achievements, and explore how each of us can contribute to achieving
reconciliation in Australia. We will celebrate Aboriginal and Torres
Strait Islander events, including NAIDOC (National Aborigines and
Islanders Day Observance Committee) Week, with Victorian Aboriginal
partner organisations and other stakeholders. We will develop an
Aboriginal Cultural Protocol document to guide Foundation staff and
ensure all Foundation processes and events are culturally safe and
respectful.
Accountable – We recognise the Foundation’s accountability to Victorian
Aboriginal communities in how we work and the outcomes we achieve.
A key part of this is regular reporting to our Aboriginal Gambling Harm
Reference Group, which has oversight of the RAP and is central to our
alliances with ACCOs.
Collaborative – We will continue to develop and foster alliances
with Aboriginal and Torres Strait Islander people, communities,
organisations and Traditional Owners, to ensure our work is effective
and supports self-determination. We recognise working collaboratively
requires time, resources and trust, and we will continue to make this
investment.
Innovative – We will use the Foundation’s capacity as a statutory
authority to trial new ways of doing business, including changing
the way we design funding arrangements, to ensure our work with
Aboriginal Victorians is based on the principles of self-determination.
In the context of reconciliation, the Foundation also places particular
value on leadership – recognising and supporting Victorian Aboriginal
leadership in responding to gambling harm and informing innovative
approaches to prevention, early intervention, treatment and support
across the state.
Reconciliation Action Plan November 2019 – November 2021 | 5About the Foundation
The Victorian Responsible Gambling Foundation is a statutory authority created by the Victorian
Parliament specifically to address gambling harm in the Victorian community.
Our office is in North Melbourne on the land of the Kulin Nation. Through the work of our funded
partners at around 100 locations, our reach extends across the state, and we therefore conduct business
on the Country of many Victorian Aboriginal peoples.
The Foundation employs 56 people from diverse cultural backgrounds. At the time of writing, there are
no staff who identify as Aboriginal and/or Torres Strait Islander people.
The Victorian ACCOs with which we partner include Gippsland & East Gippsland Aboriginal Co-operative
(GEGAC), Mallee District Aboriginal Services (MDAS), Mungabareena Aboriginal Corporation, Rumbalara
Aboriginal Co-operative and the Victorian Aboriginal Health Service (VAHS). These ACCOs represent
many clan groups and collectively work among nearly 12,000 people, around one in four Aboriginal
people in Victoria.
Our approach
We know Aboriginal and Torres Strait Islander people in Victoria are around 10 times more likely
to experience severe harm from gambling than the rest of the population. We also know the effects
of colonisation, dispossession and separation from family, clan and Country can have devastating
consequences for Aboriginal and Torres Strait Islander peoples, and that gambling often occurs in
the context of cultural dispossession, inter-generational trauma and psychological distress. This is
compounded by an environment in which gambling businesses cluster in vulnerable neighbourhoods
and offer an accessible, affordable and non-discriminatory venue for people to gather and socialise.
For this to change, it is vital we work in partnership with Victorian Aboriginal people and organisations
to develop strengths-based approaches. This includes taking advice on what is likely to be effective in
healing the traumas of the past that contribute to gambling harm for many people.
We are learning to embody the principles of Aboriginal self-determination as defined by the National
Aboriginal Community Controlled Health Organisation (NACCHO) in all relevant aspects of our work.
Further, the greatest health and social benefits for Aboriginal people will be gained through
self-determination. For the National Aboriginal Community Controlled Health Organisation
self-determination means ‘the ability of Aboriginal people to determine their own political,
economic, social and cultural development as an essential approach to overcoming
Indigenous disadvantage’.1
In simple terms, we understand this to mean that all work that may affect Victorian Aboriginal people or
communities must have Aboriginal leadership in the design, delivery and evaluation.
Research
Each year, the Foundation awards grants for research to build on our knowledge of how gambling affects
Victorian communities and to inform strategies and activities to address harm.
We are trialling a new approach to conducting research with Victorian Aboriginal communities. This
involves providing funding to ACCOs to work with academic institutions of their choosing to undertake
research of value to the community.
Prevention
The Foundation works with a diverse range of partners across the state to raise community awareness
about the risks of gambling and to prevent harm from occurring. This enables us to exchange ideas,
learn from different perspectives and experiences, and find out what is most effective in preventing
gambling harm. We have partnered with several ACCOs to deliver prevention activities in Aboriginal
communities.
1. NACCHO cited in Behrendt, L, Jorgensen, M & Vivian, A 2017, Self-determination: Background concepts, Victorian Department of Health and Human
Services, Victoria.
6 | Victorian Responsible Gambling FoundationSupport
The Foundation funds community organisations across Victoria to provide Gambler’s Help support
services for people experiencing gambling harm, as well as families and friends affected by someone
else’s gambling. We are working with these partners to ensure services are culturally appropriate and
safe for Aboriginal and Torres Strait Islander people and communities, and delivered in accordance with
the principles of self-determination.
We work with five ACCOs to reduce harm from gambling through community engagement, individual
support and traditional healing. This model is responsive to the strengths, aspirations and needs of each
community.
Advocacy to governments
Using research and evidence gathered from our support and prevention activities, the Foundation
provides objective advice to governments on minimising gambling harm.
Behaviour change campaigns
The Foundation seeks to influence community attitudes and behaviours in relation to gambling through
behaviour change campaigns. We seek to raise awareness and encourage conversations about the risks
and effects of gambling harm, to prevent and reduce its impact on the community and to ensure people
affected by it know support is available.
Development of the RAP
The Foundation has developed this RAP with leadership from the Aboriginal Gambling Harm Reference
Group, chaired by Belinda Duarte, and guidance from other Aboriginal stakeholders, including the
ACCOs with which we have service delivery alliances.
Aboriginal Community Controlled Organisations
The Foundation works with a network of ACCOS to deliver the Aboriginal Communities’ Gambling
Awareness Program. This highly engaged group meets regularly and provides frank advice to the
Foundation on all matters related to Victorian Aboriginal communities.
The network warmly supported the development of this RAP and has provided significant input into its
direction and content. The RAP has been discussed in network meetings and in individual meetings
between Aboriginal executives and staff from the ACCOs and the Foundation. Strong support for the
RAP is communicated in the painting by Fallon Harris – an Aboriginal artist who works at Rumbalara
Aboriginal Co-operative – featured in this document.
Aboriginal Gambling Harm Reference Group
In February 2018, the Foundation convened an Aboriginal Gambling Harm Reference Group to provide
advice to our board on the development of the RAP, as well as our Aboriginal community engagement
strategy. The community engagement strategy focuses on the Foundation’s work with Aboriginal people,
communities and organisations to reduce gambling harm.
The reference group has involved Aboriginal community leaders:
■ Belinda Duarte, Wotjobaluk (Chair) – Deputy Chair, Victorian Responsible Gambling Foundation;
CEO, Culture is Life
■ Andrew Jackomos, Yorta Yorta and Gunditjmara – Special Adviser for Aboriginal Self-Determination,
Aboriginal Victoria, Department of Premier and Cabinet
■ Daphne Yarram, Noongar – Executive Officer, Yoowinna Wurnalung Healing Service
■ Ian Hamm, Yorta Yorta – CEO, Victorian Aboriginal Controlled Community Health Organisation
(VACCHO)
■ Chantelle McGuinness, Gunditjmara, Yorta Yorta and Wiradjuri – Financial Counsellor, Victorian
Aboriginal Health Service
■ Geraldine Atkinson – Bangerang Elder and advocate for addressing gambling harm
■ Laura Thompson, Gunditjmara – Managing Director, Spark Health.
Reconciliation Action Plan November 2019 – November 2021 | 7The reference group has met four times, with the purpose and content of the RAP a major focus of
discussion. Members have also met individually with Foundation staff to provide more detailed advice
and guidance.
RAP Working Group
A working group of Foundation staff members is undertaking the development, delivery and evaluation
of the RAP, at the direction of the Aboriginal Gambling Harm Reference Group, and with ongoing input
from the ACCOs with which we partner. In the development phase, the RAP Working Group (RWG)
members were:
■ Dea Morgain – Senior Adviser, Community Engagement
■ Tanya Fletcher – Branch Head, Prevention & Programs
■ Sean O’Rourke – Senior Research Officer
■ Tony Clarkson – Director of Clinical Partnerships & Sector Development
■ Niamh O’Brien – Senior Prevention Programs Adviser
■ Rose Babic – Communication Adviser, Stakeholder Engagement
■ Yevon Ong – People & Culture Services Officer
■ Manu Peeters – Senior Evaluation Officer.
A Victorian public service graduate, Elijiah Louttit (Pitta Pitta, Maiawali and Karuwali), undertook
a rotation at the Foundation from May to September 2018, and provided valuable input into the
development of the RAP.
Although there were no Aboriginal and/or Torres Strait Islander members on the RWG during the
development of the RAP, the Aboriginal Gambling Harm Reference Group, which was established for this
purpose, provided direction and guidance. The Foundation is committed to actively recruiting Aboriginal
and/or Torres Strait Islander staff members. Our executive leadership team has endorsed several RAP
champions across the business and at various levels to ensure the vision of the RAP is realised.
The RWG met 11 times in developing the RAP and will continue to meet regularly during the
delivery phase.
Cultural protocols
The Foundation has met with the Wurundjeri Traditional Owners to discuss Aboriginal cultural protocols,
which are part of the RAP. Advice provided by the Traditional Owners has been integrated into the
protocols document.
8 | Victorian Responsible Gambling FoundationRelationships
Focus area 1: Relationships
The Foundation understands that strong relationships with Aboriginal and Torres Strait Islander people,
communities and organisations are essential to achieving our vision of a just and inclusive society that
respects and celebrates Aboriginal and Torres Strait Islander cultures and communities and is truthful
about our country’s histories. An important focus of our strategic objectives is to extend our reach and
impact through innovative, collaborative and effective partnerships. This means the success of our
programs involving Aboriginal communities is underpinned by the strength of the relationships we have
with them.
Action Deliverable Timeframe Responsibility
1. Ensure all Foundation activities 1.1 Convene regular meetings of the December 2019 CEO
involving Aboriginal communities Aboriginal Gambling Harm Reference Group
April, September,
adhere to the principles of self- to provide direction and guidance to the
December 2020
determination and are led by RAP Working Group (RWG), and other related
Foundation activities. April, September
Aboriginal people.
2021
1.2 Recruit, resource and retain Aboriginal February 2020 CEO
and/or Torres Strait Islander member(s) to
the RWG.
2. Develop, deliver and evaluate the 2.1 Review existing terms of reference for January, April, July, Branch Head,
RAP through the RWG. the RWG. October 2020 Corporate Services
2.2 Hold quarterly RWG meetings to monitor January, April, July,
and report on RAP delivery. October 2021
2.3 Ensure a wide range of Aboriginal November 2019 Branch Head,
and/or Torres Strait Islander people’s Prevention &
March, August,
aspirations, experiences and views inform Programs
November 2020
the RWG through regular consultation with
the Aboriginal Communities’ Gambling February, August
Awareness Program network. 2021
3. Promote reconciliation through 3.1 Hold a public NRW event annually. May 2020 Branch Head,
participation in National Prevention &
May 2021
Reconciliation Week (NRW), to Programs
provide opportunities to build 3.2 Ensure the NRW event includes May 2020 Branch Head,
and maintain relationships a Welcome to Country and that most Prevention &
between Aboriginal and Torres May 2021
presentations are by Aboriginal and/or Torres Programs
Strait Islander peoples and other Strait Islander presenters.
Australians.
3.3 Structure the NRW event to enable most May 2020 Branch Head,
Foundation stakeholders and staff to attend. Prevention &
May 2021
Programs
3.4 Advertise the Foundation NRW event on April 2020 Branch Head,
the Reconciliation Australia website. Strategic
April 2021
Communication &
Marketing
3.5 RWG members, senior leaders and other May 2020 Branch Head,
relevant staff attend and support external Corporate Services
May 2021
NRW events. The executive leadership team
supports and monitors attendance.
Reconciliation Action Plan November 2019 – November 2021 | 9Action Deliverable Timeline Responsibility
3.6 RWG circulates Reconciliation Australia April 2020 Branch Head,
materials in preparation for NRW, and emails Strategic
April 2021
all staff a month in advance to encourage Communication &
attendance at the Foundation’s NRW event Marketing
and other public NRW events.
4. Promote positive race relations 4.1 Conduct a review of People & Culture March 2020 Branch Head,
through anti-discrimination policies and procedures to identify existing Corporate Services
strategies. anti-discrimination provisions and future
needs.
4.2 Engage with Aboriginal and/or Torres March 2020 Branch Head,
Strait Islander staff and/or Aboriginal and Corporate Services
and/or Torres Strait Islander advisers to
consult on our anti-discrimination policy.
4.3 Develop, implement and communicate March 2020 Branch Head,
a Foundation anti-discrimination policy. Corporate Services
4.4 Educate senior leaders on the effects of March 2020 Branch Head,
racism. Corporate Services
5. Promote reconciliation and raise 5.1 Develop and implement a plan to January 2020 Branch Head,
internal and external awareness of promote reconciliation and communicate our Strategic
our RAP across our organisation RAP to all internal and external stakeholders. Communication &
and sector. Marketing
5.2 Promote reconciliation through ongoing October 2020 Branch Head,
active engagement with all stakeholders. Strategic
October 2021
Communication &
Marketing
5.3 Work with other Victorian statutory October 2020 Branch Head,
authorities to develop and share knowledge Prevention &
October 2021
about self-determination and reconciliation. Programs
6. Strengthen relationships with 6.1 Work with the Aboriginal Gambling May 2020 Branch Head,
Victorian Aboriginal communities Harm Reference Group to develop an Prevention &
and organisations to promote Aboriginal community engagement strategy Programs
positive outcomes. to guide our work with Aboriginal people and
communities, including ACCOs.
6.2 Embed the Aboriginal community July 2020 CEO
engagement strategy into the Foundation’s
strategic plan.
6.3 Coordinate meetings of the Aboriginal February, May, Branch Head,
Communities’ Gambling Awareness Program October 2020 Prevention &
so partners can provide the Foundation with Programs
February, May,
guidance on matters affecting Aboriginal
October 2021
and Torres Strait Islander peoples.
10 | Victorian Responsible Gambling FoundationRespect
Focus area 2: Respect
The Foundation acknowledges Aboriginal and Torres Strait Islander peoples as the Traditional Owners of
the land and waterways of Australia. Our commitment to the principles of self-determination must be
underpinned by respect for Aboriginal and Torres Strait Islander cultures, histories, communities and
protocols. We work with many Aboriginal communities across Victoria, and it is vital that all staff, board
members and service delivery partners understand the local histories, cultures, contexts and protocols of
these communities.
Action Deliverable Timeline Responsibility
7. Increase understanding and 7.1 Develop an Aboriginal and Torres Strait February 2020 Branch Head,
appreciation of Aboriginal and Islander cultural awareness and safety Prevention &
Torres Strait Islander cultures, strategy that addresses the learning needs Programs
histories and achievements by of our staff and board, and deliver it in a
variety of ways, including online, face-to-
engaging staff in cultural learning
face and cultural immersion activities.
opportunities.
7.2 Develop and implement an Aboriginal February, July 2020 Branch Head,
and Torres Strait Islander cultural awareness Prevention &
February, July 2021
and safety training package as part of the Programs
professional development calendar for our
Gambler’s Help service delivery partners.
7.3 Work with Traditional Owners and/or March 2020 Branch Head,
an Aboriginal organisation, business or Prevention &
March 2021
consultant to develop, deliver and evaluate Programs
cultural awareness and safety training.
7.4 Ensure information and resources about June 2020 Branch Head,
cultural learning opportunities are available Corporate Services
June 2021
for staff to consider when developing annual
learning plans.
7.5 Ensure RWG members, senior leaders October 2020 Branch Head,
and staff who work with Aboriginal Prevention &
October 2021
communities attend at least one cultural Programs
awareness training session annually.
CEO
7.6 Develop a library of films, books and March 2020 Branch Head,
other publications on reconciliation to Prevention &
facilitate the learning and development of Programs
RWG members and other staff.
7.7 Host a monthly staff film club to show October 2020 Branch Head,
short films and documentaries to broaden Prevention &
October 2021
knowledge and awareness of Aboriginal Programs
and Torres Strait Islander cultures and
reconciliation.
7.8 Display artwork and information in March 2020 Branch Head,
public areas to increase awareness and Corporate Services
appreciation of Aboriginal and Torres Strait
Islander cultures and community initiatives.
Reconciliation Action Plan November 2019 – November 2021 | 11Action Deliverable Timeline Responsibility
7.9 Seek opportunities for Foundation staff June 2020 Branch Head,
to work directly alongside ACCOs on Country Prevention &
to deepen understanding and respect for Programs
Aboriginal communities and culture.
7.10 Work with the Wurundjeri Land Council March 2020 Branch Head,
to design and deliver an effective approach Prevention &
to cultural training about the meaning Programs
and value of Welcome to Country and
Acknowledgement of Country.
8. Demonstrate respect for 8.1 In meetings with Traditional Owners, October 2020 Branch Head,
Aboriginal and Torres Strait Aboriginal Elders and community leaders, Prevention &
October 2021
Islander cultures, Traditional ensure the Foundation sends delegates of Programs
Owners, Aboriginal Elders and commensurate seniority and that cultural
protocols are followed.
community leaders.
8.2 Invite Traditional Owners to provide a March, August Branch Head,
Welcome to Country at significant events, 2020 Corporate Services
including NRW, NAIDOC Week, board
March, August
meetings held in external locations, and the
2021
Foundation’s biennial conference.
8.3 Encourage staff to provide an March, August Branch Head,
Acknowledgment of Country at the beginning 2020 Corporate Services
of important internal and external meetings,
March, August
including: professional development, forums,
2021
network meetings, board, staff and branch
meetings, and all-staff social events.
8.4 Develop a cultural protocols document, March 2020 Branch Head,
informed by research and consultation with Strategic
Traditional Owners, and distribute it to all Communication &
staff, including through orientation packs for Marketing
new starters.
8.5 Refine the Foundation’s script for our March 2020 Branch Head,
Acknowledgement of Country and keep a copy Strategic
of it in all meeting rooms. Communication &
Marketing
8.6 Develop a list of Traditional Owner March 2020 Branch Head,
contacts across the state who can provide a Strategic
Welcome to Country and ensure all staff have Communication &
access to it. Marketing
8.7 Include an Acknowledgment of Country March 2020 Branch Head,
on all digital communication, including Strategic
websites and emails. Communication &
Marketing
8.8 Develop an Acknowledgment of Country March 2020 Branch Head,
for use at the beginning of corporate Strategic
documents and presentations. Communication &
Marketing
12 | Victorian Responsible Gambling FoundationAction Deliverable Timeline Responsibility
9. Provide opportunities to engage 9.1 Host an internal event to celebrate July 2020 Branch Head,
with Aboriginal and Torres NAIDOC Week. Prevention &
July 2021
Strait Islander cultures and Programs
communities by celebrating 9.2 Encourage all staff to participate in July 2020 Branch Head,
NAIDOC Week. key NAIDOC Week events, including the flag Corporate Services
July 2021
raising and the NAIDOC March.
9.3 Participate in Victorian Government July 2020 CEO
NAIDOC Week events.
July 2021
9.4 Support NAIDOC Week events hosted July 2020 Branch Head,
by Aboriginal partner organisations through Prevention &
July 2021
promotion and attendance. Programs
9.5 Encourage all Aboriginal and/or Torres May 2020 Branch Head,
Strait Islander staff to attend and participate Corporate Services
May 2021
in cultural and community activities during
NAIDOC Week.
9.6 Ensure all staff and managers are May 2020 Branch Head,
aware of leave entitlements during NAIDOC Corporate Services
May 2021
Week, as provided for in the VPS Enterprise
Agreement.
9.7 Attend the NAIDOC Ball. July 2020 CEO
July 2021
9.8 Review People & Culture policies and March 2020 Branch Head,
procedures to ensure there are no barriers to Corporate Services
staff participating in NAIDOC Week.
9.9 Email all staff in advance of NAIDOC July 2020 Branch Head,
Week about key events. Corporate Services
July 2021
10. Profile the achievements of 10.1 Use sector forums and our biennial May, November Branch Head,
Aboriginal partner organisations conference as an opportunity for Aboriginal 2020 Prevention &
and Aboriginal and/or Torres and/or Torres Strait Islander people to teach, Programs
May, November
Strait Islander people working in lead and share.
2021
the gambling harm sector.
10.2 Include Aboriginal and/or Torres Strait March 2020 Branch Head,
Islander keynote speakers and entertainers Strategic
at our biennial conference. Communication &
Marketing
10.3 Profile the achievements of Aboriginal May, November Branch Head,
and/or Torres Strait Islander people and 2020 Prevention &
communities in key publications and reports. Programs
May, November
2021
10.4 Investigate the resources required May, November Branch Head,
to ensure discussions about gambling 2020 Prevention &
harm in Aboriginal communities are led Programs
May, November
by community leaders and/or practitioners
2021
from the Aboriginal Communities’ Gambling
Awareness Program.
11. Support Foundation staff who 11.1 Make staff and managers aware that October 2020 Branch Head,
wish to work on 26 January out the VPS Enterprise Agreement allows for Corporate Services
October 2021
of respect for the distress this staff to elect to work on Australia Day for
day can cause for Aboriginal and cultural or political reasons and to take a
day in lieu at a later time.
Torres Strait Islander peoples.
Reconciliation Action Plan November 2019 – November 2021 | 13Opportunities
Focus area 3: Opportunities
The Foundation is committed to reconciliation and self-determination, and recognises that the full
participation of Aboriginal and Torres Strait Islander people as leaders, employees and suppliers is a
critical step towards achieving both. We also recognise that providing career, leadership and economic
opportunities to Aboriginal and Torres Strait Islander people will indirectly lead to better health
outcomes in Aboriginal communities.
Action Deliverable Timeline Responsibility
12. Increase and improve Aboriginal 12.1 Develop an Aboriginal and Torres Strait Branch Head,
and Torres Strait Islander Islander employment and career development Corporate Services
employment outcomes. strategy that includes:
■ recruitment and retention opportunities March 2020
and support for Aboriginal and/or
Torres Strait Islander employees and
job candidates
■ opportunities for secondments, September 2020
placements and mentoring, particularly
for staff from the Aboriginal
organisations with which we have
alliances
■ management and leadership September 2020
opportunities for Aboriginal and/or
Torres Strait Islander employees
■ contract and consultancy March 2020
arrangements for Aboriginal and/or
Torres Strait Islander specialists to
contribute to the Foundation’s work
■ collection of information on Aboriginal March 2020
and/or Torres Strait Islander employees
and job candidates to inform future
employment opportunities
■ views of existing Aboriginal and/ September 2020
or Torres Strait Islander staff on
the development and delivery of the
strategy.
12.2 Engage with the Koori Inclusion Unit March 2020 Branch Head,
in the Victorian Department of Justice and Corporate Services
Community Safety, as the portfolio lead, to
consult on employment strategies.
12.3 Review and, where necessary, redevelop September 2020 Branch Head,
all People & Culture polices to ensure Corporate Services
affirmative strategies regarding employment
of Aboriginal and Torres Strait Islander
people and provision of a culturally safe
workplace.
14 | Victorian Responsible Gambling FoundationAction Deliverable Timeline Responsibility
12.4 Ensure recruitment and retention of March 2020 Branch Head,
Aboriginal and/or Torres Strait Islander Corporate Services
employees is included as a separate measure
in People & Culture reporting.
12.5 Advertise all vacancies in Aboriginal September 2020 Branch Head,
and Torres Strait Islander media. Corporate Services
12.6 Investigate opportunities with the Koori March 2020 Branch Head,
Inclusion Unit and the Koori Staff Network in Corporate Services
the Department of Justice and Community
Safety to offer Aboriginal and/or Torres Strait
Islander staff access to a larger pool of peers
and mentors.
12.7 Ensure all grants specifically related March 2020 Branch Head,
to Aboriginal communities include a Prevention &
commitment to employing Aboriginal Programs
and/or Torres Strait Islander staff and/or
Branch Head,
consultants.
Research &
Evaluation
13. Incorporate Aboriginal and Torres 13.1 Review and update procurement March 2020 Branch Head,
Strait Islander supplier diversity policies and procedures to ensure there are Corporate Services
within our organisation. no barriers to procuring goods and services
from Aboriginal and/or Torres Strait Islander-
controlled or majority-owned businesses.
13.2 Investigate whether Foundation-funded May, November Branch Head,
projects or parts of projects can be delivered 2020 Prevention &
by Aboriginal and/or Torres Strait Islander- Programs
May, November
controlled or majority-owned businesses
2021
13.3 Ensure at least 60 per cent of May 2020 Branch Head,
contracted services are commissioned from Strategic
Aboriginal and/or Torres Strait Islander Communication &
service providers for campaigns that target Marketing
Aboriginal communities.
13.4 Look for opportunities to integrate October 2020 All branch heads
principles of reconciliation and self-
determination through our supply chains.
13.5 Monitor expenditure on Aboriginal May, November Branch Head,
and/or Torres Strait Islander-controlled 2020 Corporate Services
or majority-owned businesses to ensure
May, November
inclusion and impact over time.
2021
13.6 Develop a list of Aboriginal and/or March 2020 Branch Head,
Torres Strait Islander-controlled or majority- Corporate Services
owned businesses from which goods and
Branch Head,
services can be procured.
Research &
Evaluation
13.7 Develop at least one new commercial May 2020 Branch Head,
relationship with an Aboriginal and/or Torres Corporate Services
Strait Islander-owned business.
Reconciliation Action Plan November 2019 – November 2021 | 15Action Deliverable Timeline Responsibility
13.8 Investigate the Foundation becoming May 2020 Branch Head,
a member of Supply Nation, which has a Corporate Services
major Australian database of Aboriginal and/
or Torres Strait Islander businesses.
13.9 Provide advice to staff encouraging May, November Branch Head,
them to source services from Aboriginal 2020 Corporate Services
and/or Torres Strait Islander-controlled or
May, November
majority-owned businesses.
2021
13.10 Ensure a proportion of catering for May, November Branch Head,
Foundation events is sourced from Aboriginal 2020 Prevention &
and/or Torres Strait Islander-controlled or Programs
May, November
majority-owned businesses.
2021
14. Support and promote Aboriginal 14.1 Develop a governance policy that October 2020 Branch Head,
and Torres Strait Islander supports the continued inclusion on the Corporate Services
leadership. Foundation’s board of an Aboriginal and/or
Torres Strait Islander member.
14.2 Ensure appropriate involvement of May 2020 Branch Head,
Aboriginal community leaders through the Prevention &
Aboriginal Gambling Harm Reference Group. Programs
CEO
14.3 Support the inclusion of Aboriginal May 2020 Executive
and Torres Strait Islander leadership in leadership team
the Foundation by actively recruiting and (CEO, all branch
appropriately remunerating Aboriginal heads and Director,
experts, leaders and Elders across the People & Culture)
breadth of Foundation activities.
14.4 Seek opportunities for the Aboriginal May 2020 Branch Head,
and/or Torres Strait Islander staff of delivery Prevention &
partners to be mentored and supported Programs
towards leadership roles, and/or to
demonstrate leadership in public forums,
including conferences.
15. Promote Aboriginal and 15.1 Ensure mainstream Foundation May 2020 Branch Head,
Torres Strait Islander peoples campaigns are appropriately inclusive of Strategic
and cultural values through Aboriginal and Torres Strait Islander peoples Communication &
Foundation campaigns. and reflect Aboriginal cultural values by Marketing
seeking cultural advice on the appropriate
depiction of Aboriginal and Torres Strait
Islander peoples and communities.
15.2 Include the voices and experiences May 2020 Branch Head,
of Aboriginal and/or Torres Strait Islander Strategic
people in focus groups (used in the Communication &
development of mainstream marketing Marketing
campaigns).
16. Ensure the distribution of 16.1 Ensure services to reduce gambling May 2020 Branch Head,
Foundation grant funding is harm in Aboriginal communities are Prevention &
informed by reconciliation and the delivered by ACCOs. Programs
principles of self-determination. 16.2 Require mainstream providers October 2020 Branch Head,
delivering services in areas with Aboriginal Prevention &
communities to show evidence of adhering Programs
to the principle(s) of Aboriginal self-
determination in application and contracting
processes.
16 | Victorian Responsible Gambling FoundationAction Deliverable Timeline Responsibility
16.3 Ensure relationship managers work October 2020 Branch Head,
with mainstream Gambler’s Help services to Prevention &
promote cultural safety for Aboriginal and Programs
Torres Strait Islander people through various
local mechanisms, including staff training
and consultation with Traditional Owners
and/or Elders
16.4 Develop a policy to ensure Foundation May 2020 Branch Head,
research and project grants directly involving Prevention &
Victorian Aboriginal communities are only Programs
awarded if the applicant is an Aboriginal
and/or Torres Strait Islander person, business
or organisation, or a business or organisation
that substantively employs Aboriginal and/or
Torres Strait Islander people.
16.5 Establish a research partnership October 2020 Branch Head,
between an ACCO and a university to better Research &
understand the role and effects of gambling Evaluation
in Victorian Aboriginal communities.
16.6 Ensure Foundation-funded research October 2020 Branch Head,
projects employ one or more Aboriginal and/ Research &
or Torres Strait Islander researchers and Evaluation
are endorsed by an ACCO, a Registered
Aboriginal Party or a senior researcher who is
Aboriginal and/or Torres Strait Islander.
Reconciliation Action Plan November 2019 – November 2021 | 17Governance,
tracking and
reporting
Action Deliverable Timeline Responsibility
17. Report RAP achievements, 17.1 Complete the RAP impact measurement 30 September Branch Head,
challenges and learnings to questionnaire and submit it to Reconciliation 2020, 2021 Corporate Services
Reconciliation Australia. Australia.
17.2 Investigate participating in May 2020 Branch Head,
Reconciliation Australia’s Barometer, which Corporate Services
is a research project to measure the progress
of reconciliation between Aboriginal and
Torres Strait Islander peoples and non-
Indigenous Australians.
18. Report RAP achievements, 18.1 Develop a single-page scorecard on May 2020 Branch Head,
challenges and learnings progress towards achieving RAP measures, Research &
internally and externally. including achievements, challenges Evaluation
and learnings, for internal and external
dissemination.
18.2 Collaborate with Aboriginal and/or May 2020 Branch Head,
Torres Strait Islander stakeholders, including Prevention &
ACCOs, in developing measures, methodology Programs
and outcomes for the scorecard.
18.3 Monitor performance and complete the May, November Branch Head,
RAP scorecard every six months. 2020 Corporate Services
May, November
2021
18.4 Report on progress on the RAP to the May, November CEO
Foundation board and Gambling Harm 2020
Reference Group every six months. May, November
2021
18.5 Use the RAP scorecard to report to May, November Branch Head,
Aboriginal and/or Torres Strait Islander 2020 Strategic
and other stakeholders every six months on Communication &
May, November
Foundation progress on the RAP. Marketing
2021
19. Work with Reconciliation Australia 19.1 Liaise with Reconciliation Australia to December 2020 Branch Head,
to review, report on and renew evaluate the efficacy of the 2019–2021 RAP Corporate Services
the RAP. and develop the RAP for 2021–2023.
19.2 Send a draft of the 2021–2023 RAP May 2021 Branch Head,
to Reconciliation Australia for review and Corporate Services
feedback.
19.3 Submit the draft 2021–2023 RAP July 2021 Branch Head,
to Reconciliation Australia for formal Corporate Services
endorsement.
19.4 Participate in Reconciliation Australia December 2020 Branch Head,
activities and events, including conferences, Prevention &
December 2021 Programs
as requested.
18 | Victorian Responsible Gambling FoundationAction Deliverable Timeline Responsibility
20. Integrate the activities of the 20.1 Embed and resource the RAP in the March 2020 CEO
RAP into existing Foundation Foundation’s work, including in strategic and
March 2021
planning, reporting and monitoring operational plans.
processes.
20.2 Ensure Aboriginal and/or Torres Strait February, May, Branch Head,
Islander oversight of the RAP through October 2020 Prevention &
a standing agenda item for Aboriginal Programs
February, May,
Gambling Harm Reference Group meetings.
October 2021
20.3 Ensure executive oversight of the May, November Executive
RAP through a standing agenda item for 2020 leadership team
executive leadership team fortnightly May, November
meetings. 2021
20.4 Include RAP targets and measures in May 2020 CEO
performance targets for relevant branch
heads.
Reconciliation Action Plan November 2019 – November 2021 | 19For further information about this RAP, please contact:
Cathy Daly, Director, People & Culture
Victorian Responsible Gambling Foundation
Level 6, 14–20 Blackwood Street
North Melbourne, Victoria 3051
Telephone: (03) 9452 2647
Email: cathy.daly@responsiblegambling.vic.gov.au
Gambler’sHelp 1800 858 858
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