Innovate Reconciliation Action Planfor the years March 2018 – March 2020

beyondblue acknowledges the Traditional Owners of the Land in Melbourne on which our head office is based, the Wurundjeri people, of the Kulin Nation. We pay our respects to Elders past and present, and extend our respect to all Elders and Aboriginal and Torres Strait Islander peoples across Australia.

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Reconciliation and beyondblue

beyondblue acknowledges the Traditional Owners of the Land on which our head office is based, the Wurundjeri people of the Kulin Nation, and we pay our respects to Elders past and present, and extend our respect to all Elders and Aboriginal and Torres Strait Islander peoples across Australia.

Over time and across Australia, the historical legacy of this country has caused generations of Aboriginal and Torres Strait Islander peoples to experience trauma, grief and loss. As a result, psychological distress is high among Aboriginal and Torres Strait Islander peoples. We recognise that much still needs to be done to address anxiety, depression and suicide risk in Aboriginal and Torres Strait Islander communities – and that each of these conditions have cultural, social and political determinants.

beyondblue is committed to our work in this area, including our efforts to reduce the rates of discrimination towards Aboriginal and Torres Strait Islander peoples in Australia. This includes our call for the Australian community to commit to closing the gap, the strong partnerships we have built with Aboriginal and Torres Strait Islander community services and the stories we have developed with Aboriginal and Torres Strait Islander peoples that highlight the importance of family, community and culture to social and emotional wellbeing. For beyondblue, our Reconciliation Action Plan (RAP) means several things; it is our plan of concrete actions that will guide us as we continue to deliver inclusive services that reflect the lives and experiences of Aboriginal and Torres Strait Islander peoples. It is a tangible measure of our commitment and passion as we strive to make a difference in the lives of Aboriginal and Torres Strait Islander peoples and communities, and a plan which reflects our values of collaboration, respect, enthusiasm, excellence, innovation and integrity.

We, the Co-Chairs of the beyondblue RAP Working Group, would like to thank the staff of beyondblue, our partners and the community member representative who have developed this Reconciliation Action Plan that we are all committed to as we continue our own journey towards reconciliation.

Professor Steven Larkin, beyondblue Board Director and beyondblue RAP Working Group Co-Chair

Georgie Harman, beyondblue CEO and beyondblue RAP Working Group Co-Chair

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Henry Sambono’s artwork Title: Aboriginal Mental Health Worker Program, Northern Territory

This painting is a visual representation of the Northern Territory Aboriginal Mental Health Worker Program – ‘Working Both Ways’. Working Both Ways embodies a collaborative approach to improving the mental health of Indigenous people within remote communities. The shared emphasis is on community control, community responsibility and empowerment within the program, and the relationships and shared healing partnerships between the Aboriginal Mental Health Workers, primary and allied health workers, general practitioners and each community. The three adjoining circles in the centre represent the Top End Division of General Practice and the roles of the Program Manager and the two Indigenous Coordinators. The blue dots surrounding the three adjoining circles depict beyondblue and its support of the program. The larger brown dots represent each of the eight participating communities: Angurugu, Bathurst Island, Borroloola, Galiwin’ku, Kalano, Lajamanu, Numbulwar and Oenpelli. The yellow dots flowing around the centre and through to the outer areas indicate the importance of cultural intervention and resources. The repeated figures reaching from the outer edge of the painting represent the following:

• Concerned faces indicate high levels of mental health conditions within Indigenous communities, with a focus on anxiety, depression and suicide (purple figures).

• Cultural intervention and resources and the role of traditional healers, doctors and bush medicine (brown and orange figures).

The four ochre circles with white dots highlight the relationship between the four partner organisations:

• Batchelor Institute of Indigenous Tertiary Education (upper right circle)

• Charles Darwin University (upper left circle)

• Top End Mental Health Services (lower left circle)

• beyondblue (lower right circle)

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Our vision for reconciliation

Aboriginal and Torres Strait Islander peoples in Australia strive and aspire to lead happy, healthy, fulfilling lives. However, beyondblue recognises that much needs to be done to address anxiety, depression, suicide and related drug and alcohol issues in Aboriginal and Torres Strait Islander communities.

Over time and across Australia, generations of Aboriginal and Torres Strait Islander peoples have experienced trauma, grief and loss. It is important to remember the impact that colonisation has had on the lives of Aboriginal and Torres Strait Islander peoples – and the ongoing trauma, and social and health factors, that affect their social and emotional wellbeing.

Guided by our values of collaboration, respect, enthusiasm, excellence, innovation and integrity, beyondblue’s vision for reconciliation is for all Aboriginal and Torres Strait Islander peoples to achieve their best possible social and emotional wellbeing and have access to culturally appropriate support. In our work, we prioritise the perspectives of Aboriginal and Torres Strait Islander peoples and highlight the importance of empowering them to have control over their own social and emotional wellbeing. We strive to be a strong voice for challenging discriminatory behaviour by enabling discussions about reconciliation through the promotion of positive messages and actions for Aboriginal and Torres Strait Islander people’s social and emotional wellbeing.

beyondblue is proud that the Wurundjeri Tribe Land and Compensation Heritage Council has granted permission for use of the word ‘Yilam’ as the name for the beyondblue staff common area, meaning ‘grouping of people’.

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Our business

beyondblue is an independent, not-for-profit organisation working to reduce the impact of anxiety, depression and suicide in Australia. Our mission is to promote good mental health and create change to protect everyone’s mental health and improve the lives of individuals, families and communities affected by anxiety, depression and suicide.

To achieve this, beyondblue has adopted a community heart and a business head to achieve the following goals:

• reducing the impact of anxiety, depression and suicide by supporting people to protect their mental health and to recover when they are unwell

• reducing people’s experiences of stigma and discrimination

• improving people’s opportunities to get effective support and services at the right time

• using best business practices to deliver integrated, evidence-based and cost-effective initiatives through our people and resources.

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We provide information and support to help everyone in Australia achieve their best possible mental health, whatever their age and wherever they live. We often help people take the first steps towards recovery by connecting them with local health and community services, empowering them to get better and stay well. beyondblue’s tools, resources and services create mentally healthy environments. Through our dedicated programs, we support schools, universities, workplaces and community organisations to protect and promote good mental health. We’re working to break down the stigma that prevents people talking about anxiety, depression and suicide, as well as tackling prejudice and discrimination wherever they exist.

Our independence and bipartisan approach to issues position us to advocate for positive change, and a better deal for people experiencing anxiety, depression and suicide risk. Our research continues to shape our work and that of others, and we collaborate with partners across many sectors and industries to advance our collective thinking, knowledge and direction.

beyondblue provides information and resources on anxiety, depression and suicide prevention free of charge to the Australian community. We have an extensive catalogue of resources for people who experience anxiety and depression, their family and friends, and for professionals who work to improve people’s mental health. To access this information online and download copies of our resources, visit www.beyondblue.org.au/resources

beyondblue is a national organisation, working in all states and territories, and employs over 100 staff at any time. beyondblue operates from a single office location in Hawthorn in Melbourne, Victoria. Hawthorn is located within the Boroondara municipality of metropolitan Melbourne, and the City of Boroondara acknowledges the people of the Kulin Nation as Traditional Owners of the land.1

Professor Steven Larkin is a Kungarakany man with extensive leadership experience in Indigenous organisations and has been a member of the beyondblue Board of Directors since 2009. Currently, there are staff members at beyondblue who identify as being from Aboriginal and/or Torres Strait Islander backgrounds.

beyondblue also contracts Adele Cox as a Cultural Consultant. Adele is a Bunuba and Gija woman from the Kimberley region of Western Australia and works as an advocate for Aboriginal and Torres Strait Islander health in a range of areas, specifically social and emotional wellbeing and suicide prevention. beyondblue also involves Aboriginal and Torres Strait Islander peoples in our work through our blueVoices group and online communities, and will engage Aboriginal and Torres Strait Islander services through Supply Nation on a needs basis.

1 https://www.boroondara.vic.gov.au/about-council/history-and-demographics/local-history/local-indigenous-history

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Our RAP

beyondblue’s RAP will:

• guide our programs, services and partnerships, allowing us to work more effectively with Aboriginal and Torres Strait Islander peoples, families and communities

• ensure that we can plan and organise our work to promote deep and powerful change in our beyondblue community to support Aboriginal and Torres Strait Islander peoples to achieve their best possible social and emotional wellbeing

• support our journey to learn more about the world’s oldest continuing culture and develop new relationships and partnerships

• connect and integrate with beyondblue’s existing internal strategies, frameworks and policies.

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beyondblue’s RAP team is made up of staff from across the organisation who are passionate about reconciliation. beyondblue Board Director Professor Steven Larkin and CEO Georgie Harman champion our Reconciliation Action Plan internally as Co-Chairs of the RAP Working Group (RWG).

Our organisation’s commitment to this RAP is supported at the highest levels by the beyondblue Board and its senior Executive. The beyondblue RAP Working Group includes four Aboriginal members. The members of the Working Group are as follows:

PROFESSOR STEVEN LARKIN Board Director, beyondblue (Co-Chair)

GEORGIE HARMAN CEO, beyondblue (Co-Chair)

SAM ROSEVEAR General Manager Strategy and Policy, beyondblue

NADEAN WELLER General Manager Marketing Communications and Fundraising, beyondblue

MARK BURKE CFO and Company Secretary, beyondblue

ALICIA TANGAROA Brand and Content Manager, beyondblue

REBECCA LEE Policy Advisor, beyondblue

CHRISTOPHER BANKS Online Communities Manager, beyondblue

RACHAEL NEUMANN Project Manager, beyondblue

CLARISSE SLATER Project Manager Inclusion and Aboriginal and Torres Strait Islander Communities, beyondblue

SAMMY LEONE Aboriginal community representative

In implementing this RAP, we are proud and grateful to work alongside beyondblue Cultural Consultant Adele Cox, and grateful for the assistance of the Victorian Aboriginal Community Controlled Health Organisation (VACCHO).

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Relationships

beyondblue places a high priority on seeking out, listening and responding to the experiences of our community. We aim to build strong relationships with Aboriginal and Torres Strait Islander peoples and communities to achieve our reconciliation aims, and we will achieve this through collaborating and sharing knowledge, skills and expertise.

Focus area:

Strong and collaborative relationships with Aboriginal and Torres Strait Islander peoples and communities aligns with Objective

4.5 of our strategic plan: beyondblue is committed to evidence-based practice and continuous improvement; we combine the

experiences and expertise of peoples affected by anxiety, depression and suicide with the evidence generated by researchers

and evaluators.

Action Deliverable Timeline Responsibility

1. Maintain a RAP Working Group (RWG) to actively monitor RAP development and implementation of actions, tracking progress and reporting.

1. The RWG will include members from across the organisation, including the Executive.

Review: August 2018, 2019.

General Manager Policy and Strategy

2. Ensure the CEO and a Board Director are Co-Chairs of the RWG.

Review: August 2018, 2019.

3. Include two Aboriginal and Torres Strait Islander representatives on the RWG, supported by beyondblue’s Cultural Consultant.

Review: August 2018, 2019.

4. Hold six RWG meetings annually to monitor and report on RAP implementation.

March, May, July, September, November 2018. January, March, May, July, September, November 2019. January 2020.

5. Ensure the RWG Terms of Reference and membership are reviewed annually and as needed.

Review: August 2018, 2019.

6. Ensure the RWG reviews progress against the RAP after 12 months.

Review: August 2018, 2019.

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

1. Hold a minimum of one NRW event each year. June 2018, 2019. Diversity and Inclusion Project Leader2. Register NRW events on Reconciliation Australia’s NRW

website.June 2018, 2019.

3. The reconciliation experiences and stories of Aboriginal and Torres Strait Islander peoples will be included in beyondblue NRW events.

June 2018, 2019.

4. NRW will be promoted with social media content and a media release focused on why reconciliation is important for the social and emotional wellbeing of Aboriginal and Torres Strait Islander peoples.

June 2018, 2019.

5. The RWG will participate in an external event to recognise and celebrate NRW.

June 2018, 2019.

6. The RWG will support one external NRW event through promoting, attending and sponsoring the event, providing beyondblue resources free of charge and/or having a beyondblue stall at the event.

June 2018, 2019.

7. Staff will be encouraged to attend NRW activities that apply directly to our strategy and program areas of work.

June 2018, 2019.

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

1. Meet with Aboriginal and Torres Strait Islander organisations to develop guiding principles for future engagement.

August 2018. Policy Advisor

2. Develop plans to engage with Aboriginal and Torres Strait Islander organisations, community members, Elders, Traditional Owners and Traditional Owner groups (Partner Engagement Plans) in consultation with Aboriginal and Torres Strait Islander organisations in each state and territory.

December 2018.

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Action Deliverable Timeline Responsibility

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

3. Capture and measure levels of community involvement and identify priority Aboriginal and Torres Strait Islander engagement areas through a review of internal systems and activities.

August 2018. Policy Advisor

4. Review Aboriginal and Torres Strait Islander representation in our online communities and consult with the facilitators of Aboriginal and Torres Strait Islander online communities to include strategies to increase Aboriginal and Torres Strait Islander membership within a Reconciliation Community Engagement Plan.

December 2018.

5. Review the Portfolio and Project Management system (beyondblue’s project review, prioritisation, approval and management system) to ensure all projects identify opportunities to engage with Aboriginal and Torres Strait Islander peoples.

November 2018.

6. Report the progress of projects that involve Aboriginal and Torres Strait Islander peoples, communities and organisations in the Portfolio and Project Management system and beyondblue Board papers.

March 2019.

7. Ensure Aboriginal and Torres Strait Islander peoples and services are involved in beyondblue Advisory Groups to provide consumer input, and/or consultants to provide strategic advice for all relevant projects.

Review: December 2018, 2019.

8. Actively participate in the Close the Gap Campaign Steering Committee annually through a campaign donation of $10,000, attendance at the Close the Gap parliamentary event, contributing to the ‘Progress and Priorities’ report and supporting and promoting Close the Gap Day through owned channels.

Review: December 2018, 2019.

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

1. Promote the RAP to all internal and external stakeholders, including community and stakeholders through a RAP communication plan, using various owned channels such as the beyondblue website.

May 2018. Brand and Content Manager

2. Explore releasing a Board public statement that supports Aboriginal and Torres Strait Islander peoples social and emotional wellbeing.

March 2019.

5. Continue to implement activities and projects that utilise our sphere of influence to create change to support the social and emotional wellbeing of Aboriginal and Torres Strait Islander peoples.

1. Increase the representation of Aboriginal and Torres Strait Islander peoples in beyondblue’s online forums, blueVoices group and Speakers Bureau by three per cent through a Reconciliation Community Engagement Plan.

August 2019. General Manager Policy and Strategy

2. Ensure beyondblue implements projects that reduce discrimination towards Aboriginal and Torres Strait Islander peoples and promote protective factors for social and emotional wellbeing such as connection to culture and identity.

Review: August 2018, 2019.

3. Work with and promote the BeyondNow Suicide Safety Planning App to Aboriginal and Torres Strait Islander services to use within their communities.

October 2019.

4. Support Aboriginal and Torres Strait Islander organisations to conduct research on the role of culture and identity in supporting resilience.

June 2019.

5. Expand the written, audio-visual and web-based stories of Aboriginal and Torres Strait Islander people’s experiences on the beyondblue website and Hitnet Kiosks.

Review: July 2018, 2019.

6. Develop a long term Aboriginal and Torres Strait Islander Portfolio Priorities Strategy to guide our work over the next five years.

May 2019.

7. Identify racism reduction strategies and develop a communication framework by conducting further analysis on the evaluation results of the Invisible Discriminator campaign.

December 2018.

8. Develop an Aboriginal and Torres Strait Islander social and emotional wellbeing policy position statement to guide policy and consultation submissions.

September 2018.

9. Advocate for changes to improve the social and emotional wellbeing of Aboriginal and Torres Strait Islander peoples and their communities through policy submissions and consultation processes.

Review: July 2018, 2019.

10. Promote National Reconciliation Week, Close The Gap and NAIDOC Week and publicly advocate for a system that supports the social and emotional wellbeing of Aboriginal and Torres Strait Islander peoples and their communities through online channels.

Review: July 2018, 2019.

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Respect

beyondblue recognises that strong cultural identity is fundamental to the mental health and social and emotional wellbeing of Aboriginal and Torres Strait Islander peoples. Respecting the significance of cultural identity, including learning more about Aboriginal and Torres Strait Islander peoples, cultures, lands, waters, histories and rights, and language – and celebrating these – is important to achieve our aim of supporting everyone in Australia to achieve their best possible mental health.Focus area:

beyondblue is driven by our values to deliver on our mission. One of our key values is to always treat others with respect and

dignity. We believe that respect should underpin every attitude, behaviour and action and we strive to live the values we believe in

every day.

Action Deliverable Timeline Responsibility

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

1. Engage with local Traditional Owners and/or Aboriginal and Torres Strait Islander consultants to develop and implement an annual Staff Cultural Awareness Training Strategy.

March 2019. CFO and Company Secretary

2. Ensure the Staff Cultural Awareness Training Strategy includes event volunteers, forum volunteers and external moderators.

March 2019.

3. Ensure RWG members, the Senior HR Advisor and General Managers participate in cultural awareness training.

May 2019.

4. Ensure induction training for new staff members includes information about the social and emotional wellbeing of Aboriginal and Torres Strait Islander peoples.

October 2018.

5. Promote the Reconciliation Australia ‘Share Our Pride’ online tool to all staff.

July 2018.

6. Develop guidelines for the Portfolio and Project Management system to identify project opportunities that support the social and emotional wellbeing and needs of Aboriginal and Torres Strait Islander peoples.

February 2019.

7. Ensure the key messages in relation to the social and emotional wellbeing of Aboriginal and Torres Strait Islander peoples and Aboriginal and Torres Strait Islander history are reviewed in the beyondblue Language Guide and Key Messages annually (Cultural Protocol for Aboriginal and Torres Strait Islander communities).

October 2018, 2019.

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

1. Develop a Cultural Protocol document for Welcome to Country and Acknowledgement of Country which includes:

- guidelines for staff leading an Acknowledgement of Country at the commencement of all internal and external meetings

- a list of key Aboriginal and Torres Strait Islander contacts and Traditional Owners and Elders to invite to lead a Welcome to Country at significant events; National Reconciliation Week, Close The Gap Day and NAIDOC Week

- ensuring that a Traditional Owner/Elder is invited to provide a Welcome to Country at a NAIDOC Week event.

May 2018. Diversity and Inclusion Project Leader

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Action Deliverable Timeline Responsibility

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

1. The Human Resources team will review policies and procedures to ensure there are no barriers to staff participating in NAIDOC Week.

August 2019. CFO and Company Secretary

2. The RWG and Human Resources team will facilitate opportunities for all Aboriginal and Torres Strait Islander staff to also participate with their culture and communities events during NAIDOC Week.

July 2018, 2019.

3. Hold a minimum of one NAIDOC Week event annually for all staff.

July 2018, 2019.

4. Promote NAIDOC week messages and celebrate Aboriginal and Torres Strait Islander people, histories, culture and achievements through online channels.

July 2018, 2019.

5. All staff will be encouraged to attend NAIDOC Week activities that apply directly to our strategy and program areas of work.

July 2018, 2019.

9. Share with the “community that we celebrate and mark important dates associated with Aboriginal and Torres Strait Islander peoples, cultures, lands, waters, histories and rights.

1. Develop and promote a calendar of Aboriginal and Torres Strait Islander dates of significance to all staff.

April 2018. Brand and Content Manager

2. Promote two additional key Aboriginal and Torres Strait Islander dates of significance: Aboriginal and Torres Strait Islander Children’s Day, National Sorry Day, Mabo Day etc. through online channels.

Review: July 2018, 2019.

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Opportunities

We recognise that having people with diverse skills and experiences – and from various backgrounds – helps to create a healthy culture that reflects the community we work for. At beyondblue we not only respect difference – we embrace and celebrate it; different opinions, thinking and views, different backgrounds, cultures and genders and different skills and approaches. We recognise that our connections and partnerships with Aboriginal and Torres Strait Islander peoples, organisations and communities are part of our strengths and help to enrich us and our work.Focus area: Ensuring opportunities for Aboriginal and Torres Strait Islander peoples to actively participate in beyondblue’s work, including

employment, procurement and with our services, is embedded in our internal processes. This reflects our commitment to

collaborate with others to share knowledge, skills and opportunities – and our respect for a diverse organisation. Supporting

opportunities for Aboriginal and Torres Strait Islander peoples aligns with Objective 1.3 of our strategic plan; beyondblue

encourages and assists people in education, employment and community spaces to provide environments that promote good

mental health, minimise the risk of anxiety,depression and suicide, and enable people who are unwell to stay connected to study,

work and community.

Action Deliverable Timeline Responsibility

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

1. Ensure the Human Resources team develop and implement an Aboriginal and Torres Strait Islander Employment and Retention Strategy which includes the following:

- consulting with Aboriginal and Torres Strait Islander staff and partners when creating and advertising identified positions

- advertising all employment opportunities in Aboriginal and Torres Strait Islander media

- including a statement in all job advertisements that encourage Aboriginal and Torres Strait Islander peoples to apply

- ensuring human resources and recruitment procedures and policies are culturally appropriate and there are no participation barriers for Aboriginal and Torres Strait Islander staff and applicants

- implementing Aboriginal and Torres Strait Islander retention and support strategies, which may include secondments from beyondblue to external organisations

- collecting appropriate information from Aboriginal and Torres Strait Islander staff to inform retention and support strategies

- consulting with Aboriginal and Torres Strait Islander staff on employment strategies, including professional development

- collecting data on the cultural background of all staff and new starters.

August 2019. CFO and Company Secretary

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

1. The Corporate Services team will implement cultural consideration strategies to ensure there are no barriers for procuring goods and services from Aboriginal and Torres Strait Islander businesses.

August 2018. CFO and Company Secretary

2. beyondblue’s corporate services team will:

- investigate Supply Nation membership

- provide staff with a list of Aboriginal and Torres Strait Islander businesses that can be used to procure goods and services

- develop and maintain a commercial relationship with a business owned by Aboriginal and Torres Strait Islander peoples

- investigate including cultural competency strategies as a requirement from services as part of beyondblue’s procurement process.

August 2018.

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Action Deliverable Timeline Responsibility

12. Ensure there are no participation barriers for Aboriginal and Torres Strait Islander peoples.

1. Ensure the Human Resources team develop and implement an Aboriginal and Torres Strait Islander Employment and Retention strategy which includes implementing strategies that allow Aboriginal and Torres Strait Islander staff to seek support from chosen community services or people such as mentoring and Community of Practice systems.

August 2019. CFO and Company Secretary

2. The Human Resources team will identify strategies that support employment pathways for Aboriginal and Torres Strait Islander peoples including mentoring, scholarships, cadetships and internship opportunities.

December 2019.

3. Aboriginal and Torres Strait Islander staff will represent two per cent of total staff, including representation at each organisational employment level.

Review: August 2018, 2019.

Tracking progress and reportingAction Deliverable Timeline Responsibility

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

1. Measure the attitudes and behaviours of staff towards reconciliation within Staff Surveys, and respond as appropriate to identified priorities.

May 2018, 2019.

Diversity and Inclusion Project Leader

2. Complete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia annually.

July 2018, 2019.

3. Participate in the RAP Barometer. January 2019, 2020.

14. Report RAP achievements, challenges and learnings internally and externally.

1. Publicly report our RAP achievements, challenges and learnings via the beyondblue website and through Aboriginal and Torres Strait Islander stakeholder organisations’ communication channels.

November 2018, 2019.

Diversity and Inclusion Project Leader

2. Develop a ‘report card’ progress report for the organisation. September 2018, 2019.

3. Ensure that we regularly report on our RAP progress to the beyondblue Board of Directors.

Review: September 2018, 2019.

4. Ensure that we regularly report on our RAP progress in relevant reports for our funders – including to Government.

Review: September 2018, 2019.

5. Implement a RAP as an endorsed and tracked project within beyondblue’s Portfolio and Project Management (PPM) system.

March 2018.

6. Report the progress of the RAP monthly in beyondblue’s Portfolio and Project Management (PPM) system.

Review: September 2018, 2019.

15. Review, refresh and update RAP.

1. Liaise with Reconciliation Australia to develop a new RAP after two years based on based on learnings, challenges and achievements.

March 2020. Diversity and Inclusion Project Leader

2. Send a draft RAP to Reconciliation Australia for review. January 2020.

3. Submit a 2020-2022 RAP to Reconciliation Australia for formal feedback and endorsement.

January 2020.

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For more about this document, contact:

Shaun Staunton

Diversity and Inclusion Project Leader

Phone: 03 9818 9239

Email: shaun.staunton@beyondblue.org.au

Where to find more information

beyondbluewww.beyondblue.org.auLearn more about anxiety, depression and suicide prevention, or talk through your concerns with our Support Service. Our trained mental health professionals will listen, provide information and advice, and point you in the right direction so you can seek further support.

1300 22 4636Email or chat to us online at www.beyondblue.org.au/getsupport

Head to Healthheadtohealth.gov.auHead to Health can help you find free and low-cost trusted online and phone mental health resources.

facebook.com/beyondblue @beyondblue @beyondblueofficial company/beyondblue

Donate online www.beyondblue.org.au/donations

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