Aboriginal & Torres Strait Islander Strategy Cultural Awareness Adelaide 2011 Day 2 Putting into practice. Our People. VIDEO. Cultural Safety & Competence. Cultural Competence
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Aboriginal & Torres Strait Islander StrategyCultural AwarenessAdelaide 2011Day 2Putting into practice
A set of similar behaviours, attitudes and policies that come together in a system, or agency, or amongst professionals and enables that system to work effectively in cross cultural situations.
* Adapting service or product delivery and policies and procedures
Aboriginal & Torres Strait
ABS data from 30June 2006 (the most recent data) shows that:
The estimated resident Indigenous population of Australia was 517,000 people, or 2.5% of the total Australian population.
NSW had the largest population of Indigenous Australians (184,200 people) but the Northern Territory has the largest proportion of Indigenous Australians (31.6%)
124 Aboriginal and Torres Strait Islander staff (up from ~70 in Dec 2009 / ~100 April 2010) almost 6% of Workforce
Red Cross Staff
Lets have 10 minutes to discuss:
Tips For Managers
Currently being developed as new manual to build on Employment Strategy
Tips For Managers
Red Cross has recently opened a new office in a regional centre and employed a well respected local person who belongs to one of two competing native title claimant groups. Community tension and conflict is particularly high at the moment with a major resource project proposed for development.
The Regional Manager is non-Aboriginal and while they’ve worked in the region for about 5 years, does not have strong relationships with the local Aboriginal community. The RM is getting conflicting information about whether the staff member is an appropriate person for Red Cross to employ. There are rumours and innuendo but nothing that can be substantiated or verified.
As a senior member of staff, what advice and guidance would you provide to the RM and how Red Cross should deal with these concerns regarding the staff member?
An Aboriginal staff member has family often coming into the office using office equipment/facilities such as the phone or car, or “humbugging” the staff member for money. This includes a family member who is quite intimidating.
A teenage girl has just been appointed in a temporary role and other staff are concerned about how she will cope with the situation, especially if on her own.
As the office manager how would you deal with this extremely sensitive situation?
A non-Aboriginal supervisor/manager has concerns about work related performance issues with an Aboriginal staff member who is extremely well connected in the community. The supervisor/manager is accused of not listening to the advice of the staff member that they cannot undertake further community work at this time. The supervisor is sceptical about the advice and believes that it doesn’t reflect the true situation or views of the community.
How might the matter be addressed so that it minimises conflict and potential for other fall out e.g. with other Aboriginal staff within the office, with community ?
Macquarie University research project
unconnected programs, services or training.
sustained over the long term.
To ensure Red Cross demonstrates good engagement processes consider the following:
- essential to have accurate, reliable and current information before starting working in communities
Use your Practice Manual