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Equity Action Plan Summary

APRA AMCOS' first Equity Action Plan

The development of our first Equity Action Plan stems from our ongoing focus on how we can work together to embed diversity and deliberate inclusion in our work practices and in how we engage with our external stakeholders

Diversity Arts Australia (DARTS) Partnership

Early in 2021 we partnered with Diversity Arts Australia (DARTS) to lead our organisationthrough a Diversity Audit and develop an Equity Action Plan to guide our work in this space.

Diversity Audit

In March 2021, a 125+ question survey was provided to DARTS to undertake a Diversity Audit. The results highlighted strengths and areas where we could improve across key sections covering training, policies, leadership, consultation, employment, programming, First Nations engagement, CALD engagement, disabled engagement and marketing.

Training and mentoring sessions

From March to June 2021, DARTS facilitated more than 20 training and mentor sessions to learn about inclusive practices.

APRA AMCOS staff and the APRA AMCOS Boards were given the opportunity to participate in key sessions covering cultural safety, Culturally and Linguistically Diverse (CALD) communities and ableism.

Training sessions and targeted mentor sessions provided APRA’s cross functional Steering Committee with the tools to develop goals, actions, outcomes and evaluation measures to feed into the Equity Action Plan proposal.

Short term goals

Community Engagement

  • Develop a Community Engagement Framework; plan for long term sustainable community engagement and build capacity in this area
  • Develop community engagement strategy based on the Community Engagement Framework

Programming

  • Reset our Programming to align with Community Engagement Strategy and Framework

Marketing

  • Reset our Marketing strategy to align with Community Engagement Strategy and Framework

Policy

  • Develop a Reflect & Innovate level RAP
  • Promote Board Elections Process
  • APRA and AMCOS Boards to review EAP and engagement framework -consider how to adopt, action and apply principles at Board level
  • Develop an updated Staff Code of Conduct
  • Review criteria terms and conditions for awards and grants recipients

Leadership

  • Develop strategies for more diverse representation at senior management level

Employment & recruitment

  • Establish a framework for the recruitment process that mitigates against unconscious bias to ensure a more diverse candidate pool
  • Implement a process of engagement with potential Aboriginal and Torres Strait Islander applicants
  • Implement a process of engagement with potential applicants from other diverse backgrounds

Outcomes

Community Engagement

  • Trust and increased credibility with members and customers; decreased distrust with customers
  • Staff capability in safe co-creation, transparency, accountability. A participation framework that supports self-determination
  • Organisational fluency in engaging with difference; increased status as an attractive employer and partner

Programming

  • A more broadly representative membership and customer base. Targeted and bespokeevents for the membership. Early identification of changes in stakeholder expectations and needs and more rapid response capability
  • Increased trust and credibility. A safer, more resilient music industry

Marketing

  • More targeted and effective marketing to priority communities. Better ability to identify and address critical gaps in membership and customers. Stronger communications channels with diverse members
  • Increased job satisfaction for staff and better fluency in engaging with difference. Stronger customer and member trust, loyalty and retention

Policy

  • A documented approach, commitment and accountability to Aboriginal & Torres Strait Islander Peoples. RAPs that are meaningful, mutually beneficial and sustainable
  • Increased transparency and accountability; greater awareness of the value of diversity internally and throughout industry
  • Industry leadership in culture change

Leadership

  • Representation, resilience and inclusion in our governance framework
  • Greater participation by our membership; increased sense of member agency to enable change themselves
  • Accountability -a core value. Greater transparency; influences and champions change in our industry. Models and enables broadly representative leadership pathways in our industry

Employment & recruitment

  • A workforce that is representative of the general population; addresses internal systemic barriers, creates credibility, trust and momentum for a safer, more inclusive music industry
  • Greater awareness of APRA within ATSI communities. Provides Indigenous representation outside of the NATSIMO office