We are pleased to introduce the Windermere Child and Family Service Welcoming and Inclusion Strategy 2021-2024. Windermere is committed to cultivating a welcoming and inclusive environment where everyone is valued, diversity is celebrated, and inclusion underpins all our activities. In many ways, Windermere is already a diverse organisation. The strategy, therefore, represents an evolution in our thinking rather than a revolution. By identifying the actions we need to take to systemically embed inclusive practices across the organisation, the strategy will help us take meaningful steps forward in our diversity and inclusion journey.
Underpinning the Welcoming and Inclusion Strategy 2021-2024 is our:
• organisational strategic plan
• our governance framework
• our service model and our values.
Guided by the vision articulated in these documents, the strategy aims to ensure that all employees feel respected, included, supported and valued and that our service provision is culturally safe, responsive, accessible and inclusive. This is an environment where we embrace the differences between us and see this diversity as adding strength to our organisation.
The Welcoming and Inclusion Strategy 2021-2024, with its detailed action plan, highlights our commitment to being more deliberate and intentional in the diversity and inclusion space. Diversity and inclusion is not just a matter of social justice, organisational social responsibility or legislative compliance. Placing diversity and inclusion at the heart of what we do and who we are is strategic. It is essential to our goal of improving lives and building stronger communities.
|
Dr Lynette Buoy |
Gary Castricum |
The Welcoming and Inclusion Strategy 2021-2024 formalises our commitment to becoming a more inclusive workplace and service provider. The strategy provides a road map for building and sustaining an inclusive, responsive, accessible and safe environment for all employees, consumers and visitors. This is an environment that recognises, values and celebrates people of all backgrounds, identities, cultures and experiences. It is also an environment where everybody is somebody and they are welcomed, exactly as they are.
• diversity
• inclusion
• cultural safety
• cultural competency
• intersectionality
• and unconscious bias.
Information about how the strategy was developed is then provided. Four priority groups are then identified and include Aboriginal and Torres Strait Islander people, people from CALD backgrounds, people with disability and people from the LGBTIQ community. These populations were identified during the consultation process as requiring the most attention if Windermere is to become more welcoming and inclusive. While priority has been given to these four groups, it is anticipated that the Strategy as a whole, will contribute to a more inclusive environment for all.
Seven organisational capabilities have been identified to ensure that change occurs across Windermere. These capabilities can be seen as the goals that Windermere is aiming to achieve and include: inclusive governance and leadership; inclusive workplace cultures; culturally safe and accessible service provision; welcoming and inclusive environments; community engagement; consumer participation; and recognition and celebration. A detailed action plan addressing each of these capabilities is then provided (see Appendix 1), which maps out the steps Windermere will take over the next four years.
The Windermere Welcoming and Inclusion Strategy is to be viewed as a ‘living’ document. As the Strategy is implemented, new knowledge, new understandings and new voices will arise. This means that the Strategy may need to be amended, expanded or updated throughout its life. As a dynamic document, the Strategy supports Windermere in responding to both current and future challenges in becoming a truly diverse and inclusive organisation.
Diversity refers to all the ways in which we differ. Diversity factors include cultural and ethnic background, disability, sex, sexual orientation, gender identity, age and religious beliefs. They also include socio-economic background, marital and parental status, occupation, geographic location and life experiences. These characteristics shape our identity, the way we view the world and to which groups we feel we belong. They also shape how others view us.
Inclusion occurs when individuals and groups feel valued and respected, have access to opportunities and resources and can contribute meaningfully to the workplaces and communities to which they belong. Inclusion is about removing barriers so that everyone can fully participate and feel empowered to contribute their perspective, knowledge and talents. An inclusive environment is one in which everyone has a genuine sense of belonging.
The term ‘cultural safety’ was first developed to apply to health service delivery for Maori communities in New Zealand. Cultural safety refers to an environment where there is no assault, challenge or denial of identity. People are accepted for who they are and what they need. A culturally safe environment is one where there is shared respect, shared meaning, shared knowledge and experiences. It also includes the experience of learning together with dignity and truly listening (Williams, 1999). The concept has over time been expanded to apply to inclusive and affirmative health and community service delivery for other groups including: Aboriginal and Torres Strait Islander peoples, people from CALD backgrounds, people with disability and members of the LGBTIQ community.
Cultural competence or responsiveness is the ability to understand, communicate and effectively interact across cultures. At the individual level, it involves understanding that we all view the world differently based on our cultural backgrounds and related experiences. It also involves understanding that individuals have different needs because of their cultural and linguistic backgrounds. Cultural competence at the organisational level involves developing systems, policies and processes that ensure cultural diversity and difference are considered across all areas of an organisation’s work. Organisations displaying high levels of cultural competence understand the needs and preferences of a diverse range of consumers and are able to provide services that are appropriate, accessible and inclusive (Federation of Ethnic Communities Councils of Australia, 2019).
Unconscious bias (also known as implicit bias) is the automatic reaction we have towards other people based on attitudes and stereotypes that are outside of our conscious awareness. They can be positive or negative and can have real-world implications on our understanding, actions and decision-making (Ruhl, 2020). Unconscious bias is a normal part of human cognition, helping us to make sense of the world quickly. However, research has shown that they may lead us to discriminate unintentionally. These biases and associations however, can be ‘unlearned’ and replaced with new mental associations. In this way we can reduce the impact of unconscious bias in the workplace and in service provision (Staats, et al 2017).
Intersectionality is a concept used to describe how different aspects of a person’s identity (such as culture, sex, age, class, religion, and disability) can expose them to overlapping forms of discrimination and exclusion. This concept asks us to think about identity and discrimination on the basis of multiple attributes, rather than single attributes or categories, to adequately understand someone’s lived experience and particular needs (Hankivsy, 2014).
The Welcoming and Inclusion Strategy 2021-2024 draws on information gathered through extensive consultation and research. An external consultant conducted a series of focus groups to which all employees were invited. Individual interviews were also conducted with members of the Windermere Board, the Executive and the Senior Leadership Group. This process, occurring in the first half of 2021, provided insights into the current challenges and opportunities regarding diversity and inclusion at Windermere. (See Appendix 2 for key themes that emerged during the consultation phase.) Participants involved in the initial consultation phase were invited to review the draft strategy and to provide feedback at a debriefing session held in September 2021. The feedback was used to further refine the strategy.
The development of the strategy also involved a review of Windermere’s documentation, including strategic documents, policies, accreditation reports and quality improvement documents. Data collected through feedback mechanisms such as the employee Biennial Engagement and Pulse surveys and the consumer Tell Us What You Think survey was also reviewed. Benchmarking with like-organisations was conducted, as was research into good examples of diversity and inclusion being implemented in other organisations.
A range of frameworks, guidelines and standards were referred to in the development of this Strategy. The Aboriginal and Torres Strait Islander Cultural Safety Framework (Department of Health and Human Services, 2019) and the Working and Walking Together (Secretariat of National Aboriginal and Islander Child Care, 2010) documents were consulted. Windermere undertook a cultural safety audit in late 2020 in preparation for the development of the Strategy and feedback on this was sought from the Victorian Aboriginal Child Care Agency (VACCA).
The Cultural Responsiveness Framework: Guidelines for Victorian Health Services (Department of Health, 2009) and the Cultural Competence in Australia: A Guide (Federation of Ethnic Communities Councils of Australia, 2019) were also reviewed. The Victorian Disability Act 2006 and the Australian Network on Disability (the body overseeing the Access and Inclusion Index) were referred to, and information from Rainbow Health Victoria’s LGBTI-Inclusive Practice Audit Tool for Health and Human Service Organisations (2016) and the Rainbow Tick Standards: A Framework for LGBTIQ Cultural Safety (2020) informed the development of this Strategy.
The strategy focuses on four priority areas or populations. These priorities were identified during the consultation process as the areas requiring the most attention if Windermere is to become a more diverse and inclusive organisation. They include:
While Aboriginal and Torres Strait Islander peoples, people from a CALD background, people with disability and LGBTIQ people have been given priority in the strategy, it is anticipated that other groups or priority areas may be identified during the life of this strategy.
Additional measures will be designed to ensure that Windermere is as welcoming to as many employees, consumers and visitors as possible. The above diagram highlights how intersectionality may be a factor when considering the four priority groups. For example, someone from a CALD background may also have a disability, or someone who is Aboriginal may also identify as LGBTIQ. Understanding intersectionality across the four priority groups allows us to understand better and appreciate the factors that contribute to someone’s lived experience.
[1] There is a continuous evolution of the terminology relating to gender and sexuality as people choose to describe themselves differently over time. This Strategy uses the terminology of Rainbow Health Victoria, which is located in the Australian Research Centre in Sex, Health and Society at La Trobe University.
The colonisation of Australia and the policies and practices of past governments have resulted in systemic injustices to Aboriginal and Torres Strait Islander people and caused enormous suffering, grief and loss. Despite significant disruption and discrimination, Aboriginal and Torres Strait Islander cultures and communities remain resilient and continue to significantly influence their people today (Secretariat of National Aboriginal and Islander Child Care Inc., 2010).
A lack of cultural safety has been identified as a significant barrier to accessing mainstream services. Improving outcomes for Aboriginal employees and consumers at Windermere involves developing a deep understanding of the histories, identities and languages of Aboriginal and Torres Strait Islander peoples and their connections to Country, family and to the community. It also involves valuing and appreciating the expert knowledge, skills and abilities that Aboriginal and Torres Strait Islander peoples have in relation to their own lives and is committed to the principle of self-determination (Department of Health and Human Services, 2019).
Consultation, collaboration and building respectful relationships with Aboriginal and Torres Strait Islander communities and organisations are critical to providing workplaces and services that are culturally safe. Providing a welcoming environment also involves addressing the potential for unconscious bias, racism and discrimination and becoming aware of how the cultural values of non-Aboriginal people may negatively impact Aboriginal and Torres Strait Islander people (Department of Health and Human Services, 2019).
There is no ‘one-size-fits all’ approach to providing culturally competent workplaces and services because of the diversity of ethnicities, cultures, languages and religious beliefs in the community. The key to creating inclusive workplaces and providing high-quality and culturally appropriate consumer services is to deeply embed culturally responsive practices across the whole of the organisation. According to Federation of Ethnic Communities’ Councils of Australia (FECCA, 2019), there is no point at which cultural competence is achieved. Developing individual and organisational cultural competence is an open-ended process of improving attributes, skills, knowledge, policies and strategies that together enhance the ability to communicate across cultures. Remaining open to continual learning is particularly relevant given new and emerging communities who may face a number of challenges including language and communication issues, discrimination, complex needs arising from their journey, trauma, arrival, settlement, and navigation of unfamiliar health and human service systems (Department of Health, 2009).
No two people with disability experience it in the same way. However, what many people with disability have in common is a shared experience of encountering negative attitudes and environmental barriers to full participation in everyday activities. For example, people with disability aged between 15 and 64 years have lower labour force participation (53%) than people without disability (84%). People with disability also have higher unemployment rates (10%) than people without disability (5%). Supporting the full inclusion and participation of people with disability in the workplace and when accessing services involves reducing any remaining barriers in buildings and infrastructure, making communications more accessible and changing attitudes and practices which are discriminatory.
Individually, members of the LGBTIQ community come from all walks of life and are part of all population groups. How LGBTIQ people identify themselves, however, is influenced by many factors, including age, ethnicity, socioeconomic position and lived experiences and relationships with others (Australian Institute of Health and Welfare, 2018). Despite important legislative steps forward and community attitudes changing, LGBTIQ people still experience discrimination, harassment and hostility in many parts of everyday life. Research from the Australian Human Rights Commission (2014) suggests that a large number of LGBTIQ people hide their sexuality or gender identity when accessing services (34%) and at work (39%).
Becoming more inclusive of people who are LGBTQI is important because any person working at or seeking support from Windermere may be same-sex attracted, transgender, gender diverse or have an intersex variation. A more inclusive workplace and more responsive and safe service provision occur when employees are aware of the issues related to sexual orientation, gender identity and intersex variations and work to understand the specific wellbeing needs of the LGBTIQ population and its subgroups (Department of Health and Human Services, n.d.).
Seven capability areas, representing what Windermere aims to accomplish through the Strategy, were identified through the consultation process. The capabilities provide a framework for organising specific actions for embedding diversity and inclusion across Windermere. Each capability is important and contributes to the overall goal of achieving a welcoming and inclusive organisation. Below is a short description of each and how they contribute to greater inclusion.
Leaders play a critical role in achieving an inclusive organisation. Teams with inclusive leaders are more likely to report being high performing, more likely to say they make high-quality decisions and more likely to report behaving collaboratively. Inclusive leaders articulate an authentic commitment to diversity, challenge the status quo, hold others accountable and make diversity and inclusion a personal priority. They also show awareness of their own biases, as well as systemic biases in the organisation, and work hard to change these. Other traits of inclusive leaders include curiosity, cultural intelligence and the valuing of diversity of thinking. Inclusive leaders are able to harness the power of diverse teams by making sure that all team members feel valued and respected and that they belong (Burke & Titus, 2019).
Leaders play a critical role in achieving an inclusive organisation. Teams with inclusive leaders are more likely to report being high performing, more likely to say they make high-quality decisions and more likely to report behaving collaboratively. Inclusive leaders articulate an authentic commitment to diversity, challenge the status quo, hold others accountable and make diversity and inclusion a personal priority. They also show awareness of their own biases, as well as systemic biases in the organisation, and work hard to change these. Other traits of inclusive leaders include curiosity, cultural intelligence and the valuing of diversity of thinking. Inclusive leaders are able to harness the power of diverse teams by making sure that all team members feel valued and respected and that they belong (Burke & Titus, 2019).
Providing culturally safe, sensitive and accessible services for diverse consumers begins with being aware of how one’s own values, knowledge, skills and attitudes are formed and how these might affect others. It then involves gaining knowledge about and respect for consumers' diverse backgrounds, identities, values and experiences. Along with developing the skills and abilities to work effectively with a wide range of consumers, providing culturally safe and accessible services also relies on a commitment to redesigning systems, processes and practices to reduce barriers to receiving high-quality support.
Inclusive environments are places that work better for everybody. Inclusive buildings and spaces recognise and accommodate the differences between people and allow for their use in a dignified, equal and intuitive manner by all. Inclusive environments also use diverse imagery. Seeing oneself represented in images is important. Inclusive imagery communicates the organisation’s values and a commitment to welcoming everyone. Inclusive design in the digital environment considers the full range of human diversity with respect to ability, language, culture, gender, age and other forms of human difference. Inclusive design maximises widespread access and usability resulting in more people being included (Centre for Inclusive Design, 2019).
Engaging with individuals, organisations and communities representing people from diverse groups is a critical strategy in becoming a more welcoming and inclusive organisation. Working collaboratively, strengthening partnerships and seeking out new connections with organisations and communities not only ensures that the needs of the community are known, it also helps increase awareness of the services provided by Windermere.
Inviting, welcoming and respecting the experience and voice of consumers, their families and consumer advocates from multiple communities and backgrounds contributes to safe, responsive and inclusive services. Feedback provides insights into challenges and can assist in improving service quality and outcomes. Actively involving consumers in the review, planning and design of current and future services makes services more responsive to the needs of the consumer. Inclusive organisations make decisions with consumers, rather than for them (Ocloo & Matthews, 2016).
Every year, people across the world come together to recognise, commemorate and celebrate significant local, national and international dates. By acknowledging and celebrating these days, awareness is raised and understanding is deepened of the important events for people who may identify with different diversity groups. Recognition and celebration increases the visibility of the diversity of employees and consumers and contributes to a more inclusive culture.
To achieve the strategy’s aims, a detailed action plan has been developed which includes a series of actions, responsibilities and timeframes. The strategy, running across four years, is aimed at achieving real and sustainable change at Windermere and has been designed to systematically embed diversity and inclusion across the organisation.
Everyone has a role to play in delivering this strategy. It is the commitment and behaviour of all employees that will determine how successful the strategy is at creating and sustaining an inclusive workplace culture and responsive and accessible services. Ultimately however, the Executive team will be responsible for ensuring that the strategy’s goals are met. Outcomes therefore, will be monitored by the Executive on a regular basis and reported to both the Board and employees.
Australian Human Rights Commission. (2014) Face the Facts: Lesbian, Gay, Bisexual, Trans and Intersex people. Sydney, NSW.
Australian Institute of Health and Welfare. (2018) Australia’s Health 2018. Australia’s Health Series No.16. Canberra, ACT.
Australian Network on Disability. Undated. Disability Statistics. Sydney, NSW.
Australian Network on Disability. Undated. Access and Inclusion Index. Sydney, NSW.
Bourke, J. & Titus, A. (2019) Why inclusive leaders are good for organisations and how to become one. Harvard Business Review, March 29.
Centre for Inclusive Design. (2019) The Benefit of Designing for Everyone. Windsor, NSW.
Department of Health. (2009) Cultural Responsiveness Framework: Guidelines for Victorian Health Services. Rural and Regional Health and Aged Care Services, Victorian Government, Melbourne, Victoria.
Department of Health and Human Services. Undated. Rainbow Equality: LGBTI inclusive Practice Guide for health and Community Services. Victorian Government, Melbourne, Victoria.
Department of Health and Human Services. (2019) Aboriginal and Torres Strait Islander Cultural Safety Framework, Part 1. Victorian Government, Melbourne, Victoria.
Disability Act 2006 (Vic) (Austl.).
Federation of Ethnic Communities’ Councils of Australia. (2019) Cultural Competence in Australia: A Guide. Deakin, ACT.
Ferber, A. (2012) The culture of privilege: colour-blindness, post-feminism and christonormativity. Journal of Social Issues, 68(1): 63-77.
Hankivsky, Olena. (2014) Intersectionality 101. Institute for Intersectionality Research and Policy, Simon Fraser University.
Hunt, V., Layton, D. and Prince, S. (2015) Diversity Matters. McKinsey & Company.
Ocloo, J. & Matthews, R. (2016) From tokenism to empowerment: progressing patient and public involvement in healthcare improvement. BMJ Quality & Safety, 25(8): 626-632.
Rainbow Health Victoria. (2016) The Rainbow Tick Guide to LGBTI-Inclusive Practice. Melbourne, La Trobe University.
Rainbow Health Victoria. (2020) Rainbow Tick Standards: A Framework for LGBTIQ Cultural Safety. Melbourne. La Trobe University.
Ruhl, C. (2020) Implicit or unconscious bias. Simply Psychology. July 01.
Secretariat of National Aboriginal and Islander Child Care Inc. (2010) Working and Walking Together: Supporting Family Relationship Services to Work with Aboriginal and Torres Strait Islander Families and Organisations. North Fitzroy, Victoria.
Staats, C., Capatosto, K., Tenney, L. and Mamo, S. (2017) State of the Science: Implicit Bias Review. Kirwan Institute for the Study of Race and Ethnicity, Ohio State University.
Williams, R. (1999) Cultural safety - what does it mean for our work practice? Australian and New Zealand Journal of Public Health, 23(2): 213-214.
The Welcoming and Inclusion Action Plan represents an important part of the Welcoming and Inclusion Strategy 2021-2024 as it sets out how Windermere will practically achieve becoming a more diverse and inclusive organisation. The seven organisational capabilities described in the previous section represent seven separate goals Windermere aims to achieve. Under each of the capabilities, a series of action items are listed which specify what Windermere needs to do to achieve that goal.
The actions include those focused on improving the inclusion of all priority populations as well as specific actions aimed at improving the inclusion of individual priority populations. Against each action is the designated position/s responsible for implementation and a timeframe by which each action is to be achieved. Implementing this Action Plan will move Windermere forward in creating a more welcoming environment for all, where diversity is valued and celebrated, and everybody feels like they belong.
|
# |
Action |
Priority Group |
Responsibility |
Indicative Timeline and Status |
|
Capability 1: Inclusive governance and leadership |
||||
|
1.1 |
Develop a position paper exploring the benefits of Board diversity that includes recruitment strategies for attracting new members (as positions become vacant) from the diverse communities being represented by Windermere and articulates the value of including diverse experiences and approaches in decision-making processes.1 |
All |
Chair, Board CEO W&I Project Worker |
End of 2022 |
|
1.2 |
Build the skills and knowledge of the Board, the Executive and the wider leadership group through information and education on:
|
All |
Learning & Development W&I Project Worker |
2022 |
|
1.3 |
Actively and regularly communicate and champion Windermere’s commitment to diversity and inclusion both internally and externally. |
All |
Board Executive Senior Leadership Group Marketing & Fundraising |
2021 onwards |
|
1.4 |
Include a commitment to diversity and inclusion in Windermere’s future strategic documents. |
All |
Board CEO |
2023 (to coincide with the next Strategic Plan) |
|
1.5 |
Establish a Welcoming and Inclusion Steering Committee chaired by a senior position, supported by the W&I Officer and comprised of employees with an interest in supporting the aims of this Strategy. Terms of reference to include:
|
All |
CEO W&I Project Worker |
Early 2022 |
|
1.6 |
Establish a Reconciliation Working Group to govern the development and implementation of a ‘Reflect’ Reconciliation Action Plan (RAP) and provide organisational support including resources and senior leadership commitment to the delivery of RAP commitments.3 |
Aboriginal and Torres Strait Islander |
Executive |
Mid 2022 |
|
1.7 |
Oversee a self-assessment exercise that evaluates Windermere’s readiness for achieving the Rainbow Tick and the development of an action plan to address identified gaps. |
LGBTQI |
Executive W&I Project Worker |
By 2023 |
|
1.8 |
Consider, as part of the annual budget build, all resource requirements to fulfill the recommended actions in this plan. |
All |
CEO Director, Corporate Business Finance Group Manager |
Annually |
|
Capability 2: Inclusive workplace cultures |
||||
|
2.1 |
Include a statement of commitment to diversity and inclusion in Windermere’s Codes of Conduct. |
All |
Manager, Organisational Improvement |
November 2021 |
|
2.2 |
Explore the option of respectfully and sensitively collecting and maintaining employee diversity data and present a position paper to the Executive on the challenges and opportunities involved in measuring and monitoring employee diversity.4 |
All |
W&I Project Worker |
Late 2022 |
|
2.3 |
Develop a process with measurable and targeted strategies for increasing the recruitment of people from the four priority areas including:
|
All |
People & Capability |
Mid-2022 |
|
2.4 |
Provide opportunities for student placements for people from the four priority populations. |
All |
Manager, Evidence, Innovation & Practice Student Unit Officer W&I Project Worker |
From 2022 onwards |
|
2.5 |
Include in the annual performance development review process a section dedicated to reflecting on diversity and inclusion actions and behaviours in the last 12 months. |
All |
People & Capability |
By end 2021 |
|
2.6 |
Include specific diversity and inclusion questions in regular employee surveys and measure employee satisfaction with diversity and inclusion efforts over time. |
All |
People & Capability |
Early 2021 onwards |
|
2.7 |
Incorporate recognition of cultural needs of Aboriginal and Torres Strait Islander employees (such as Sorry business and cultural obligations) in relevant People and Capability policies. |
Aboriginal and Torres Strait Islander |
Manager, Organisational Improvement People & Capability W&I Project Worker |
By end 2021 |
|
2.8 |
Continue to promote the Welcome to Country and Acknowledgement of Country Protocol to increase understanding of its significance before meetings and events. |
Aboriginal and Torres Strait Islander |
CEO Manager, Organisational Improvement |
Ongoing |
|
2.9 |
Develop a list of key local Elders to conduct a Welcome to Country at significant events and at least one All Staff Forum per year. |
Aboriginal and Torres Strait Islander |
W&I Project Worker |
Late 2022 |
|
2.10 |
Develop and communicate to all employees a workplace adjustment policy and procedure for employees, students and volunteers with disability. |
Disability |
Manager, Organisational Improvement People and Capability |
Early 2022 |
|
2.11 |
Review Windermere’s website (including the intranet) against the global standard for web accessibility5 to improve accessibility of web content, website and web applications on desktops, laptops, tablets and mobile devices. |
All |
Manager, ICT Manager, Marketing & Fundraising |
By 2024 |
|
2.12 |
Include in the Annual Site Audit an assessment of all sites for the provision of gender-neutral toilets that protect the privacy of all individuals and negotiate with site owners to ensure these facilities are available. |
LGBTIQ |
Quality Improvement |
Assessment: February 2022 Negotiations: September 2022 |
|
2.13 |
Profile employees, including leaders, from diverse backgrounds and with diverse characteristics on the intranet and website to highlight the diversity of employees at Windermere. |
All |
Marketing & Fundraising |
Mid 2021 onwards |
|
Capability 3: Culturally safe and accessible service provision |
||||
|
3.1 |
Collect and maintain up-to-date diversity data (Aboriginal and Torres Strait Islander populations, ancestry, religion, languages spoken, settlement patterns) from across the regions within which Windermere operates to gain a better insight of the communities being served by Windermere and to inform service planning. |
All |
W&I Project Worker |
Early stages of engagement |
|
3.2 |
Review all intake documentation and consider respectfully and sensitively collecting information about diversity factors (such as Aboriginal and Torres Strait Islander status, CALD background, disability and LGBTQI) to gain a better understanding of consumers using Windermere and to support service planning. |
All |
Director, Community Services and Business Development |
2023 |
|
3.3 |
Continue current foundational (compulsory) training including the Aboriginal and Torres Strait Islander Cultural Safety Training and the Cultural Awareness Training, reviewing training providers on a regular basis. |
Aboriginal and Torres Strait Islander |
L&D Manager, Organisational Improvement |
Ongoing |
|
3.4 |
Provide advanced and/or specialised Cultural Awareness Training for employees who have completed the foundational training and wish to gain greater insight and expertise in working with people from specific CALD backgrounds. |
CALD |
L&D Manager, Organisational Improvement |
Mid 2022 onwards |
|
3.5 |
Provide training opportunities for employees that enhance understanding and awareness of how to engage and work effectively with LGBTIQ people and communities. |
LGBTIQ |
SLG L&D |
2022 implementation |
|
3.6 |
Provide training opportunities for employees that enhance understanding and awareness of how to engage and work effectively with people with disability. |
Disability |
SLG, L&D, Manager, NDIS |
2023 implementation |
|
3.7 |
Ensure all new employees are allocated the compulsory Aboriginal Cultural Safety and CALD training via LEAD within 6 months of appointment and have been provided with diversity educational materials. |
Aboriginal and Torres Strait Islander |
L&D Relevant Manager |
Ongoing |
|
3.8 |
Develop Tip Sheets on unconscious bias and intersectionality in relation to service provision and publicise widely across the organisation. |
All |
Quality Improvement W&I Project Worker |
Late 2022 |
|
3.9 |
Incorporate into the Practitioner Coaching Framework and key service delivery policies a requirement for service provision to be underpinned by the principles of:
|
All |
Manager, Evidence, Innovation and Practice Manager, Organisational Improvement |
2022 |
|
3.10 |
Review relevant policies to ensure they include how to identify, respond to and protect against racism, discrimination, harassment and bullying of employees or consumers by other employees and consumers. |
All |
People and Capability Quality Improvement |
2021-2022 |
|
3.11 |
Review Windermere position descriptions to ensure responsibilities include promoting and supporting practices that are inclusive, cultural responsive, culturally safe and accessible. |
All |
People and Capability |
2022 |
|
3.12 |
Update existing information about Windermere’s services and create new information as required in formats that are:
|
Aboriginal and Torres Strait Islander CALD Disability |
Marketing & Fundraising in consultation with Managers |
2023 |
|
Capability 4: Welcoming and inclusive environments |
||||
|
4.1 |
Send a strong message of welcome and inclusion to all by increasing the use of images of Aboriginal and Torres Strait Islander peoples, people from CALD backgrounds, people with disability and LGBTIQ people: In reception areas, waiting rooms, meeting rooms and kitchen facilities; On the web, in social media and in promotional material; On the boards at front of Windermere buildings. |
All |
W&I Project Worker in conjunction with Marketing & Fundraising |
During 2023 |
|
4.2 |
Assess the knowledge and skills of reception staff regarding culturally responsive, safe and inclusive welcoming strategies for Aboriginal and Torres Strait Islander people, LGBTIQ people, people with disability and people from a CALD background and provide information if required. |
All |
W&I Project Worker in conjunction with Team Leader, Property & Admin |
Early 2023 |
|
4.3 |
Increase the diversity of reception staff (as positions become available) so that those greeting employees, consumers and visitors better reflect the communities being served by Windermere. |
All |
Team Leader, Property & Admin |
2023 onwards |
|
4.4 |
Commission local Aboriginal artists to create artworks or purchase ethically produced art for written and visual information and for display in reception areas, ensuring that the imagery represents the tribes and language groups in the area. |
Aboriginal and Torres Strait Islander |
Executive Approval |
2022 onwards |
|
4.5 |
Identify informal, culturally appropriate spaces across all sites where Aboriginal and Torres Strait Islander employees and consumers can meet to sit and yarn. |
Aboriginal and Torres Strait Islander |
Site Managers |
2022 onwards |
|
4.6 |
Designate specific spaces at each site to be used for reflection, meditation and prayer. |
CALD |
Manager, Organisational Improvement Team Leader, Property & Admin |
2022 onwards |
|
4.7 |
Continue to make Windermere more disability-friendly by conducting an accessibility audit of all Windermere sites and facilities, by an accredited access consultant, and develop and implement an action plan for addressing identified issues. |
Disability |
Manager, Organisational Improvement Team Leader, Property & Admin |
2022 onwards |
|
4.8 |
Continue to develop the range of accessible and Easy Read versions of all future consumer information resources and make existing documents available in accessible formats upon request, on a case-by-case basis. |
Disability CALD |
Quality Improvement, Team Leader and Manager, NDIS Marketing & Fundraising |
Ongoing |
|
4.9 |
Explicitly state on the website and in brochures that Windermere is inclusive and that all forms of discrimination, including that based on race, culture, ethnicity, religion, disability, sexual orientation and gender diversity, will not be tolerated and that all employees, consumers and visitors are expected to behave in non-discriminatory ways. |
All |
W&I Project Worker Quality Improvement Marketing & Fundraising |
2022 |
|
Capability 5: Community engagement |
||||
|
5.1 |
Identify and connect with local Traditional Owners or Custodians of the lands and waters across the communities within which Windermere operates. |
Aboriginal and Torres Strait Islander |
W&I Project Worker |
2022 onwards |
|
5.2 |
Research best practice and principles that support partnerships with Aboriginal and Torres Strait Islander stakeholders and organisations. |
Aboriginal and Torres Strait Islander |
W&I Project Worker |
2022 onwards |
|
5.3 |
Identify and respectfully engage with Aboriginal and Torres Strait Islander stakeholders and organisations across the communities within which Windermere operates to:
|
Aboriginal and Torres Strait Islander |
W&I Project Worker |
2022 onwards |
|
5.4 |
Continue to build and enhance networks with local and state CALD, disability and LGBTIQ organisations to:
|
CALD Disability LGBTIQ |
W&I Project Worker |
By mid-2024 |
|
5.5 |
Identify and monitor new and emerging CALD communities annually and report data to the Senior Leadership Group |
CALD |
W&I Project Worker |
Annually |
|
5.6 |
Review and update procurement guidelines to:
|
Aboriginal and Torres Strait Islander Disability |
Quality Improvement |
2023 |
|
Capability 6: Consumer participation |
||||
|
6.1 |
Review the consumer satisfaction survey (Tell Us What You Think) to collect additional information on consumers’ perceptions of inclusion, cultural responsiveness, cultural safety and accessibility and use results to inform service planning. |
All |
Manager, Organisational Improvement |
Late 2021 |
|
6.2 |
Review the consumer satisfaction survey (Tell Us What You Think) to collect additional information on consumers’ perceptions of inclusion, cultural responsiveness, cultural safety and accessibility and use results to inform service planning. |
All |
W&I Project Worker |
2021 ongoing |
|
6.3 |
Identify good practice strategies for engaging the four priority groups in consumer consultations that inform service planning, design and evaluation and present to the Senior Leadership Group. |
All |
W&I Project Worker |
2022 onwards |
|
Capability 7: Recognition and celebration |
||||
|
7.1 |
Continue and enhance the communication plan for raising awareness across the organisation of dates of significance for the four priority groups including: NAIDOC Week and National Reconciliation Week International Day Against Homophobia, Biphobia and Transphobia (IDAHOBIT), and Intersex Solidarity Day International Day of People with a Disability, Mental Health Week Harmony Day, Ramadan, Diwali, Buddha Day |
All |
Marketing & Fundraising People & Capability Wellbeing & Rewards Committee Diversity & Inclusion Committee |
2021 onwards |
|
7.2 |
Encourage and support employees to participate in internal and external events celebrating dates of significance for the four priority groups. |
All |
Managers Marketing & Fundraising |
2021 onwards |
A key theme to arise from these consultations was that people love working at Windermere and are passionate about their work and the goals of the organisation. Leadership is seen as open, transparent, energising, authentic and supportive. The majority of participants spoke about the flexibility they had as employees, how they generally felt included and that they had a voice in the decisions being made by the organisation.
The terms diversity and inclusion represented many things to employees. For some, it meant having differences acknowledged and being respected, welcomed and feeling like you belong. Diversity and inclusion also meant being accepted and embraced for who you are, feeling safe and having a sense of worthiness. For some, diversity and inclusion were a matter of equity and equality, while for others, it was seen as something that strengthened organisations.
In terms of how well Windermere is currently doing in terms of diversity and inclusion, some employees thought that the organisation was already very diverse and inclusive. Others thought Windermere was achieving some diversity and inclusion goals but that it could do better. Other participants felt that there were significant gaps that Windermere needed to address to become a truly diverse, welcoming and inclusive environment. Diversity and inclusion were seen as not yet being embedded throughout the organisation and what has been achieved to date has been organic rather than deliberate.
A key theme to emerge was a request that the Welcoming and Inclusion Strategy be authentic. Participants did not want a strategy that was tokenistic or a ‘tick the box exercise’. They wanted a strategy that would make Windermere's real and sustained difference.
Throughout the consultations, four areas or priority groups were identified. It was felt that Windermere could improve the inclusion of Aboriginal and Torres Strait Islander peoples, members of the LGBTIQ community, people with disability and those from CALD backgrounds. It was agreed that the Strategy should focus on both employees and consumers.
Another key theme to emerge during the consultation process was a clear desire to engage more with the communities that Windermere serves. Enhancing consultation with external stakeholders and organisations that already have knowledge and skills would assist the organisation in gaining a better understanding of the communities being supported. This would also increase the profile of Windermere within those communities.
Those consulted praised the training that was already underway at Windermere including that provided in relation to Aboriginal and Torres Strait Islander peoples and people from culturally and linguistically diverse backgrounds. Other areas where education was requested included LGBTIQ communities, disability awareness, unconscious bias and advanced CALD training to build the skills of everyone to work cross-culturally.
The consultation process revealed that there is currently a lack of demographic data relating to the diversity of employees, consumers and communities within which Windermere operates. Because of this, it is difficult to tell if the employee profile is representative of the communities being served, but there was some indication that it is not. The lack of data about local communities also makes it difficult to know if community needs are being met.
The issue of inclusiveness and accessibility of Windermere’s physical spaces and visual imagery was raised often. It was felt that Windermere has the capacity to improve in these areas to make it a more welcoming environment for all
Employees would like to see a more uniform approach to acknowledging and celebrating the diversity of both employees and consumers. Recognising and celebrating key events and days that are significant to the communities being served in a consistent way would highlight Windermere’s commitment to diversity and inclusion.
Commentary regarding the elements required for a successful Strategy included building on past achievements, being intentional and deliberate, having clear and consistent messaging and having the change driven by leadership. It was hoped that a comprehensive Strategy would lead to employees feeling acknowledged, respected, embraced and valued and that consumers would receive the same high-quality care regardless of their background, identities, cultures and experiences.
Windermere offices are located at a number of sites across South Eastern Victoria.
Contact us for more details:
Phone: 1300 946 337 • info@windermere.org.au
