Innovate Reconciliation Action Plan

Ambulance Victoria has a special place in our society as first responders to emergencies. The organisation is responsible for our wellbeing and safety and provides lifesaving interventions and medical care.

Throughout our lifetime we most likely have or know someone who has needed their services and could attribute their assistance in helping nurture emergency situations. This forms the start of a healing journey for those that have needed their aid.

Historically, there has been friction and contention between First Nations people and systemic institutions due to lack of cultural understanding, racism and thus mistrust in healthcare.

The commitment of AV in the reconciliation space is to ensure they are exercising cultural safety and understanding the barriers, challenges and building cultural capacity within their business.

The central motif represents our community and sitting in a yarning circle and engaging in two-way deep listening to gain understanding and to build trust. The extension of this turns into a ripple effect, highlighting the importance of how working together positively influences our environments and society.

The healing stones and gum leaves represent our individual and collective healing journeys.

The ants are symbolic of patience, teamwork, cooperation, and communal strength.

The outer circles depict our diverse communities and their diverse needs; and the pathways represent our connection to each one another. Despite our race, gender, sexual orientation and religion; our needs as people are more common than our differences.

The black and white feet and hands represent First Nations and the broader community working together to ensure cultural understanding, safety and ensuring capacity building is at the forefront of interactions to help heal, build equity and unite our community.

Access to spiritual, emotional and physical wellbeing should be a universal right and our country and community have worked together to ensure there is accessibility to these rights. The reconciliation commitment is another right step in this direction.

The ‘U’ shape symbols honour the selfless devotion, commitment and generosity of everyone at Ambulance Victoria; from the paramedics, call-takers and operational staff.

Bitja (Dixon Patten)
Yorta Yorta, Gunnai, Gunditjmara, Djab Wurrung, Wemba Wemba, Dhudhuroa, Monero, Waywurru, Wadi Wadi, Monero/Ngarigu

Ambulance Victoria (AV) is committed to a fair, equitable and reconciled Australia. Critical to this reconciliation journey is recognising, acknowledging, and respecting Aboriginal and Torres Strait Islander peoples, cultures, histories, and knowledge.Our Reflect Reconciliation Action Plan (RAP, released in June 2023), established the foundation for long-lasting and sustainable impact on the workforce and community. I am pleased to present the Innovate RAP, which builds on these strong foundations and reinforces our commitment to turn initiatives into impactful action.

Our organisation is uniquely positioned to influence positive healthcare outcomes for Aboriginal and Torres Strait Islander peoples. As the State’s provider of pre-hospital emergency care, we can leverage our connection and presence in community to drive impactful change.

Leadership and collaboration are not just concepts but principles that are at the core of our approach. By working together with Aboriginal and Torres Strait Islander communities and organisations, we aim to provide a culturally safe service. We will continue to listen and to learn so that we can champion equity, empowerment, and understanding.

The Innovate RAP maps out the next two years of our journey. It explores the opportunities we have to drive through the services, programs, and partnerships in our sphere of influence. It reaffirms our commitment to build meaningful relationships, increase cultural understanding and appreciation in our workplace, and implement strategies which empower Aboriginal and Torres Strait Islander communities.

We are grateful to the passionate and dedicated members of our workforce and community who have shaped this meaningful and actionable plan. We would also like to thank the Aboriginal and Torres Strait Islander stakeholders and organisations guiding us on this journey as we are deeply appreciative of their shared knowledge, expertise and ongoing contribution to this work.

Our unwavering commitment is to work side-by-side towards a future where reconciliation is embodied in our everyday actions. By identifying and nurturing opportunities for cultural awareness and growth, we will continue to drive positive, lasting change for everyone.

We are incredibly proud of the role AV plays in serving the community. Everyone in our organisation has a responsibility to ensure the care we provide is culturally safe and inclusive so that we do our part to foster positive health outcomes for Aboriginal and Torres Strait Islander peoples.

Jordan Emery
Chief Executive Officer, Ambulance Victoria

Reconciliation Australia commends Ambulance Victoria on the formal endorsement of its inaugural Innovate Reconciliation Action Plan (RAP).

Commencing an Innovate RAP is a crucial and rewarding period in an organisation’s reconciliation journey. It is a time to build strong foundations and relationships, ensuring sustainable, thoughtful, and impactful RAP outcomes into the future.

Since 2006, RAPs have provided a framework for organisations to leverage their structures and diverse spheres of influence to support the national reconciliation movement.

This Innovate RAP is both an opportunity and an invitation for Ambulance Victoria to expand its understanding of its core strengths and deepen its relationship with its community, staff, and stakeholders.

By investigating and understanding the integral role it plays across its sphere of influence, Ambulance Victoria will create dynamic reconciliation outcomes, supported by and aligned with its business objectives.

An Innovate RAP is the time to strengthen and develop the connections that form the lifeblood of all RAP commitments. The RAP program’s framework of relationships, respect, and opportunities emphasises not only the importance of fostering consultation and collaboration with Aboriginal and Torres Strait Islander peoples and communities, but also empowering and enabling staff to contribute to this process as well.

With close to three million people now either working or studying in an organisation with a RAP, the program’s potential for impact is greater than ever. AV is part of a strong network of more than 3,000 corporate, government, and not-for-profit organisations that have taken goodwill and intention, and transformed it into action.

Implementing an Innovate RAP signals Ambulance Victoria’s readiness to develop and strengthen relationships, engage staff and stakeholders in reconciliation, and pilot innovative strategies to ensure effective outcomes.

Getting these steps right will ensure the sustainability of future RAPs and reconciliation initiatives and provide meaningful impact toward Australia’s reconciliation journey.

Congratulations Ambulance Victoria on your Innovate RAP and I look forward to following your ongoing reconciliation journey.

Karen Mundine
Chief Executive Officer, Reconciliation Australia

AV’s vision for reconciliation is where Aboriginal and Torres Strait Islander peoples across Victoria have access to world-class, culturally safe and responsive pre-hospital health care, underpinned by the principle of self-determination and built on relationships and partnerships that achieve health equity and increase positive health outcomes.

How we will achieve our vision

AV is committed to ensuring equitable access by actively engaging with Aboriginal and Torres Strait Islander communities – listening, learning, and implementing tailored initiatives that meet their unique needs and priorities.

Recognising that providing culturally safe healthcare involves more than just accessibility, AV is dedicated to enhancing cultural competency across its workforce. This empowers our operational workforce to deliver inclusive, patient-centred care. Through the Innovate RAP, we are reinforcing our reconciliation efforts with a framework that acknowledges historical challenges while driving meaningful change. By fostering sustained awareness, engagement, and action, AV is working to create a healthcare system that is truly respectful, inclusive, and responsive to the needs of Aboriginal and Torres Strait Islander communities.

What does reconciliation mean to us?

AV aims to improve the health of the Victorian community by providing high quality emergency pre-hospital treatment, ambulance and air ambulance transport for people facing medical emergencies and who have called Triple Zero (000). It also provides important non-emergency patient transport and critical care adult retrieval services between hospitals.

AV provides emergency medical response state-wide and supports a workforce of over 7,000 operational employees, 1,000 community first responders, and over 500 corporate and specialist support team members. To provide these services, we manage assets across Victoria including over 380 properties, 1,500 road vehicles and 10 aircraft. In the 2021 People Matter Survey, 20 of 1,944 survey participants (1.02 per cent) identified as Aboriginal and/or Torres Strait Islander people.

Our values

Our values are intended to create a shared purpose and understanding of who we are, what we stand for, and how we act. The values guide us every day to how we will be successful in achieving our strategic objective.

Each value has been brought to life through an accompanying descriptor and a set of behaviours that are intended to be simple, actionable, and differentiated. Embedding our values will be evident when our people and our leaders are demonstrating these values in all aspects of their working life.

Care

We care in ways that nurture trust and collaboration.

• I empathise with our people, patients, and community.
• I consider how others are impacted by my actions.
• I acknowledge good work when I see it.

Accountability

We are accountable in our roles and to each other.

• I perform my role responsibly, fairly, and transparently.
• I follow through on the commitments I make and the expectations of me.
• I take responsibility for creating a safe environment in which to speak up.

Respect

We are respectful and consciously inclusive.

• I communicate and act respectfully all the time.
• I recognise others contributions, unique perspectives, and experiences.
• I behave with integrity and contribute to a safe workplace.

Excellence

We strive to be our best for our people, patients, and communities.

• I seek opportunities to continuiously develop and grow.
• I promote a curious learning environment by teaching, coaching, and guiding others.
• I collaborate to empower the people around me to deliver quality and be their best.

Our commitment to reconciliation is reflected through its integration into other organisational strategic plans and priorities. It underpins the successful implementation of key action plans across the organisation and influences the way we work.

Related strategic plans and priorities

Best Care Framework 2024 – 2028

Our clinical governance framework sets the standard for timely and equitable care that is safe, effective, person-centred, and connected. Upholding the principles of respect and self-determination, we’re committed to working in partnership with Aboriginal and Torres Strait Islander communities to improve health outcomes and deliver culturally safe care.

Community and Consumer Engagement Plan 2023 – 2028

The Community and Consumer Engagement Plan (CCEP) supports and aligns to the RAP by committing our organisation and our people to build strong, sustainable, and meaningful relationships with Aboriginal and Torres Strait Islander people, and increase awareness and appreciation of cultures.

Strategic Plan 2023 – 2028

This RAP supports key strategic outcomes by prioritising exceptional care, improved health outcomes, and positive patient experiences to strengthen community resilience.

By 2028 we will be a world leading ambulance service in terms of our people’s experience, patient health outcomes, the impact we make and our connection to each other, our partners, and the broader healthcare system. We believe that everyone has the right to access quality and effective patient-centred healthcare so that they can live their best lives.

Diversity and Inclusion Framework 2024 – 2028

The Diversity and Inclusion Framework (D&I) Framework provides a clear and interconnected pathway for diversity and inclusion to support AV’s vision for a safe, fair and inclusive organisation. Diversity and Inclusion action plans link directly to framework outcomes which support AV’s approach to reconciliation.

Reconciliation is a core priority for us. Driving meaningful relationships, respect, and opportunities for Aboriginal and Torres Strait Islander peoples are key enablers and building blocks for progress.

We recognise that Aboriginal and Torres Strait Islander peoples have the poorest health outcomes of all Australians. As a provider of pre-hospital emergency healthcare in Victoria, AV must act to reduce health disparities and foster culturally safe and responsive services. By advancing from the Reflect RAP to the Innovate RAP, we are taking concrete steps to strengthen partnerships, enhance cultural awareness, improve Aboriginal and Torres Strait Islander employment outcomes and embed reconciliation into our daily operations.

This journey goes beyond compliance. It’s about ensuring equitable healthcare, empowering our workforce to deliver culturally safe care and a workplace where Aboriginal and Torres Strait Islander employees thrive. Through ongoing learning, reflection and leadership, AV continues to champion reconciliation within the emergency healthcare sector.

In June 2023, we made a commitment to reconciliation through the release of the Reflect RAP. The implementation of the Reflect RAP deliverables has provided the foundation for long-lasting and sustainable impact on the workforce and community. Relationships established as part of our Reflect RAP will continue to guide our reconciliation path forward, informing our actions to influence positive change.

As we continue our reconciliation journey, it is essential to reflect on the challenges we have faced, and the key insights gained along the way. Understanding these experiences allows our organisation to strengthen our approach, refine our strategies, and build deeper, more meaningful connections. By learning from the past, we can create a more inclusive and culturally aware environment that honours the voices, histories, and contributions of Aboriginal and Torres Strait Islander communities. This reflection helps guide us toward a future of shared respect, collaboration, and progress.

Our reconciliation journey has shown that strong executive sponsorship is essential to driving meaningful action. To support this, we have appointed a senior leader as our RAP Champion and Chair of the Reconciliation Working Group (RWG). The RAP Champion will lead the delivery of the Innovate RAP and ensure accountability by connecting the RWG with the Executive Committee and AV Board.

We also recognise the importance of building stronger relationships with key state-wide stakeholders, both within and outside AV, to support local engagement. To do this, we will adopt a more strategic and inclusive approach by mapping key partners and fostering regular collaboration to ensure our work reflects community voices.

Additionally, we acknowledge the importance of elevating and prioritising the voices of Aboriginal and Torres Strait Islander employees and volunteers. We are committed to ensuring our Aboriginal and Torres Strait Islander employees, volunteers and consumers are integral to organisational decision-making and will continue to enhance our approach to consultation, engagement and partnerships.

Building and maintaining ongoing relationships with Aboriginal and Torres Strait Islander organisations and communities is essential for fostering trust, collaboration, and mutual respect. These relationships provide knowledge and understanding into the experiences of Aboriginal and Torres Strait Islander peoples in Victoria.

Some of AV’s current partnerships and engagements

Malpa program

The Malpa program is a unique, culturally derived, grassroots approach to educate Aboriginal children between the ages of 9 to 12 on health and hygiene. Since 2016, AV has actively participated in the Malpa program, also known as Malpa’s Young Doctors for Life, by introducing Aboriginal paramedics and teaching essential skills such as CPR, first aid, and how to call an ambulance. This empowers the children to take control of their health destiny and help shape the future in their family and community. The program is actively supported by the Australian Indigenous Doctors Association, the Australasian College for Emergency Medicine, and the Australasian Society of Lifestyle Medicine. It is endorsed by the National Aboriginal Community Controlled Health Organisation (NACCHO) and the Victoria Aboriginal Education Association Inc (VAEAI).

NAIDOC Week

AV commits to celebrating NAIDOC week each year to show respect for Aboriginal and Torres Strait Islander cultures, histories, and achievements. Annual NAIDOC week activities increase our workforce’s understanding, value and recognition of Aboriginal and Torres Strait Islander cultures and demonstrates respect for cultural protocols. In 2024, our people attended over 40 NAIDOC Week events across the state including the Victorian NAIDOC March and Victorian NAIDOC Flag Raising Ceremony.

Aboriginal Health and Wellbeing Partnership Forum

In 2023, AV began collaborating with Victorian Aboriginal Community Controlled Health Organisation (VACCHO) to enhance health outcomes for Aboriginal and Torres Strait Islander peoples in pre-hospital care. As part of this initiative, AV became a regular participant at the Aboriginal Health and Wellbeing Partnership Forum. This forum represents a strategic alliance between the Aboriginal Community-Controlled Health Sector, the mainstream health system, and the Victorian Department of Health. Together, they share a vision of providing Aboriginal and Torres Strait Islander peoples with a health system that is holistic, culturally safe, accessible, and empowering. The Forum is co-chaired by the Minister for Health and VACCHO’s Chairperson.

Research shows that improved access to primary health care helps reduce disparities in life expectancy (Uneven access to health services drives life expectancy gaps: WHO). Our patient experience data reveals significant opportunities to improve the care provided to Aboriginal and Torres Strait Islander patients. Asking patients about their cultural identity helps us identify potential vulnerabilities or health-related risk factors linked to culture and ethnicity.

As of August 2023, only 13 per cent of our workforce consistently asked patients if they identify as an Aboriginal and/or Torres Strait Islander person, underscoring the urgent need to better understand and enhance our interactions with Aboriginal and Torres Strait Islander peoples and communities. We recognised resistance to completing this field, as well as assumptions about why the question wasn’t being asked.

To address this, we require our operational workforce to ask every patient, where practical, if they identify as an Aboriginal and/or Torres Strait Islander person. This must be done in a culturally safe manner, aligned with our RAP and Patient Assessment Standards.

Culturally safe and appropriate care cannot be provided without a health professional or service having an awareness of a patient’s Aboriginal and/or Torres Strait Islander status, which should not be determined without specifically asking the question.

In collaboration with the RWG and Aboriginal and Torres Strait Islander stakeholders, we developed guidelines and an educational video to support and educate our operational workforce on culturally appropriate ways to ask patients about their Aboriginal and/or Torres Strait Islander identity.

The education provides key information including:

• The importance of asking the question
• How to approach the question in a culturally sensitive manner
• Using inclusive and respectful language
• Handling objections or awkward responses
• Recording of information and data management

Building understanding and confidence in asking this question is essential to reducing resistance among operational workforce and to break down barriers and empower our workforce to engage in these conversations with respect and awareness.

Reconciliation is an ongoing journey that reminds us that while generations of Australians have fought hard for meaningful change, future gains are likely to take just as much, if not more, effort (What is reconciliation? - Reconciliation Australia).

Innovate RAP

This Innovate RAP marks a significant milestone in our reconciliation journey, enabling our organisation to better understand our sphere of influence and identify effective pathways to progress reconciliation. The Innovate RAP prioritises building and enhancing meaningful relationships with Aboriginal and Torres Strait Islander peoples, fostering engagement among employees, volunteers and stakeholders, and exploring innovative strategies to support and empower Aboriginal and Torres Strait Islander communities.

Key expectations of the RAP

• Develop mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders
• Develop and pilot strategies for reconciliation initiatives
• Engage staff in reconciliation activities
• Identify the best approach for the workforce through aspirational outcomes
• Explore how AV can drive reconciliation through its business activities, services, programs, stakeholders and/or sphere of influence
• Report to Reconciliation Australia by September each year, through the RAP Impact measurement questionnaire
• Publicly report on RAP progress to external stakeholders

Additionally, this supports our efforts towards being a workplace that empowers Aboriginal and Torres Strait Islander employees and volunteers to thrive while improving outcomes for the communities AV serves.

Our Reconciliation Working Group

AV’s Reconciliation Working Group (RWG) was established in 2023 as part of our Reflect RAP to elevate and listen to Aboriginal and Torres Strait Islander voices. The RWG consists of AV workforce members from diverse roles and regions and representatives from external Aboriginal and Torres Strait Islander community organisations.

The working group plays a vital role in ensuring the effective implementation of the current RAP, offering subject matter expertise, and recommending, promoting, and actively participating in RAP-related initiatives and activities within their respective areas.

RAP Champion

Our RAP Champion, Executive Director of Quality and Clinical Innovation, is responsible for supporting and being actively engaged and involved throughout all stages of delivery, being accessible and available to the project/program teams and being a visible face of the change through actions, including providing necessary resources.

The RAP Champion is also the Chair of our RWG. The Chair plays a critical role in ensuring AV is maintaining its progress and commitment to reconciliation through implementation of the RAP and establishing a connection between members and the Executive Committee and AV Board.

As part of our journey to reconciliation, it is important to acknowledge and show respect for the Traditional Owners and the continuing connection of Aboriginal and Torres Strait Islander peoples to Country.

In 2023, AV installed over 25 Acknowledgement of Country Plaques at building sites across the state, and for every new branch ongoing there are Acknowledgment of Country Plaques installed. These were purchased and created by Aboriginal business Kinya Lerrk & Co, to ensure we acknowledge and show respect for the Traditional Owners on lands we work, live and play.

Building strong relationships between Aboriginal and Torres Strait Islander peoples and non-Indigenous Australians is a key priority for our organisation and central to our business activities. We will focus on connecting people, sharing experiences, fostering transparent governance, encouraging open communication, and creating meaningful engagement and partnerships in order to inform better service delivery.

Action 1

Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.

Action 2

Build relationships through celebrating National Reconciliation Week (NRW).

Action 3

Promote reconciliation through our sphere of influence.

Action 4

Promote positive race relations through anti-discrimination strategies.

Our organisation values and respects Aboriginal and Torres Strait Islander cultures, histories, knowledge, and rights as fundamental to our core activities. We celebrate these rich traditions by fostering continuous learning, pride, and understanding throughout our workplace. This commitment not only honours the successes and contributions of Aboriginal and Torres Strait Islander communities but also equips our workforce to confidently engage with Aboriginal and Torres Strait Islander stakeholders. In doing so, we create an inclusive work environment that aligns with our values, advances our reconciliation vision, and reinforces our overarching strategy, driving lasting success for our organisation.

Action 5

Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.

Action 6

Demonstrate respect to Aboriginal and Torres Strait Islander peoples by observing cultural protocols.

Action 7

Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.

Creating opportunities for Aboriginal and Torres Strait Islander peoples, organisations, and communities is a vital focus of our organisation and core to our business activities. We are committed to fostering employment, supporting procurement, promoting professional development, enhancing retention, and enabling access to our systems and processes so that we may benefit from being an employer of choice for Aboriginal and Torres Strait Islander peoples, and continue to build our workforce cultural capabilities.

Action 8

Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention, and professional development.

Action 9

Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.

Action 10

Establish sustainable culturally responsive systems and processes.

Action 11

Establish and maintain an effective RAP Working group (RWG) to drive governance of the RAP.

Action 12

Provide appropriate support for effective implementation of RAP commitments.

Action 13

Continue our reconciliation journey by developing our next RAP.

Action 14

Continue our reconciliation journey by developing our next RAP.