Strategic Framework
Boorndawan Willam Aboriginal Healing Service (BWAHS) is an Aboriginal Community Controlled Organisation (ACCO) working with families and communities in eastern metropolitan Melbourne. With a 15-year history, BWAHS is the only independent, fully accredited Aboriginal specific family violence specialist in Victoria.
Our work is grounded in healing. We coordinate our services to support every client on their journey of healing. We work with victim survivors, users of violence, children, families, extended families and communities. Cultural integrity is critical to our work.
We now have the opportunity to set up BWAHS for the future with a three-year strategy that strengthens our foundations and allows us to extend our services. As the only Aboriginal family violence specific organisation in Victoria, we are in a position to use our expertise to influence policy, practice and attitudes beyond our area as well as across the Victorian Government.
Korin Korin Balit-Djak: Aboriginal Health, Wellbeing and Safety Strategic Plan 2017-27
An overarching framework for action to improve the health, wellbeing and safety of Aboriginal Victorians
Victorian Aboriginal Housing and Homelessness Framework (VAHHF)
A vision that every Aboriginal person has a home. The VAHHF is an approach to move beyond crisis management of Aboriginal Housing and to achieve housing equity
Victorian Government 10-Year Plan Ending Family Violence – Victoria’s Plan for Change
Strong focus on Aboriginal support and safety
Dhelk Dja Safe Our Way – Strong Culture, Strong Peoples, Strong Families 2018-27
An Aboriginal-led Victorian Agreement – Aboriginal communities, services and governments working together and being accountable for ensuring that Aboriginal people, families and communities are stronger, safer, thriving and living free from family violence
National Plan to Reduce Violence Against Women and Children 2010-22
Priority Two of the Fourth Action Plan – Support Aboriginal and Torres Strait Islander women and their children
First Peoples – State Relations
A newly established group within DPC responsible for nation-building leading work in the areas of cultural rights, self-determination, treaty and truth-telling
Victorian Aboriginal Affairs Framework (VAAF) 2018-23
A Victorian Government framework to improve self-determination outcomes, underpinned by enablers and principles. Commits government to significant structural and systematic transformation
Cultural Safety Framework
Across the Victorian Government a cultural safety framework has been developed to assist departments to create
culturally safe environments,
services and workplaces
Our Aboriginal clients, families and communities are at the heart of everything we do at BWAHS. We are guided by client voice.
We will continue to tailor and evolve our holistic wrap-around service model to meet current and emerging needs. Our model includes family-centred prevention, early intervention and support.
We aim to break the cycles of trans-generational trauma, by providing healing services that are culturally safe and flexible. We help to connect people to their culture.
To ensure we continue to deliver family-centred and trauma-informed services, we need an engaged workforce with cultural integrity.
We want to attract the right workforce for today and the future. We need to build a compelling employee value proposition.
We want to retain a workforce that is always learning and always focused on our families and communities.
We want to keep strengthening our organisational culture and engaging with cultural protocols in our region.
We know that working in partnership is critical to BWAHS’ impact.
We are genuinely collaborative in how we operate.
This will ensure we continue to evolve our services and attract talented leaders and staff to BWAHS.
As the only organisation of our kind in Victoria, it is important that we have a seat at the table on government policy and programming discussions. We also have a role to play in influencing mainstream services.
We need to ensure we have the right foundations in place, to grow our impact and reach. This includes our physical space.
We need to build our capability in key areas that will help to strengthen the organisation.
We will continue to prioritise the fundamentals, including operational excellence, compliance and risk management
Establish and embed BWAHS Cultural Framework
Continue to provide culturally informed and trauma-informed support to our clients and their families and extended families
Expand our early intervention, education and cultural healing programs
Evolve our services as new research and practices emerge
Investigate options to design and deliver residential programs for male users of violence
Consider geographic expansion at the end of the three-year consolidation period
Attract a workforce with cultural integrity – address the existing workforce gaps
Develop strategies to retain our workforce – including developing a compelling value proposition and undertaking succession planning
Embed a performance management process
Roll out a formal learning and development program, including a consistent approach to induction
Support Aboriginal staff to build their capabilities and gain relevant qualifications
Continue to prioritise staff wellbeing and provide ongoing health and wellbeing support
Maintain our role as a lead specialist in Aboriginal family violence
Continue partnership with Swinburne University to develop a culturally appropriate Graduate Diploma in Family Violence
Continue to develop and identify new partnerships with other ACCOs and mainstream services
Advocate for systemic change within mainstream organisations and the Victorian Government
Establish a permanent base for BWAHS
Maintain quality governance and risk management
Build internal capability in areas such as data, finance, communication and human resources
Maintain financial sustainability
The extent to which the BWAHS Cultural Framework is embedded in
our day-to-day practice
Feedback from clients on the quality and impact of our services
Client engagement in the design of trauma-informed services and support
Increase in levels of employee engagement
Length of time required to fill critical roles
Levels of health and wellbeing support provided to staff
The extent to which staff are building their knowledge and capabilities
Feedback from partners on our contribution to and leadership of initiatives
Our profile as a lead specialist in Aboriginal family violence
The extent to which we are engaged in critical conversations on Aboriginal family violence within other ACCOs, mainstream organizations and government
The extent to which the organisation is running efficiently and effectively
The extent to which risks are identified and managed
Financial sustainability of BWAHS
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