Opening a Dialogue and Moving Towards a Sustainable Relationship

Russell J¹*, Thorpe L²*

1. Metropolitan Fire Brigade, Fitzroy North, Victoria, Australia
2. Victorian Aboriginal Health Service Co-operative Ltd, Melbourne, Victoria, Australia

The Victorian Aboriginal Health Service Co-Op Ltd (VAHS) and The Metropolitan Fire Brigade (MFB) present a case study. Each charts their progress in moving towards a unique relationship. They describe the benefits to an increasing number of indigenous people, the workforce of the MFB and the people of Melbourne.

In 2001 contact between the groups was instigated by the Access and Equity Officer of the MFB. A dialogue opened, this resulted in the planning and staging of community and cultural events. The MFB also obtained assistance in setting realistic goals for engagement of the Indigenous Community. A training program promoting Indigenous Awareness was implemented across the entire M.F.B. workforce.

By the end of 2003 regular dialogue was in progress at an organisational level. In the beginning of 2004, two experienced and uniformed firefighters were asked if they were interested in meeting members of VAHS to assist them in issues of fire safety. From that initial meeting there have been increasingly frequent conversations between these firefighters and an expanding number of members of the Indigenous Community. These conversations have led the firefighters to a youth group, an elders’ organisation, an educational organisation and health organisations. As they listen and respond by assisting in meeting the needs voiced in these discussions, firm relationships based on mutual respect are being formed.

In this strengthening on going relationship there are no organisational barriers or barriers created by fear of bureaucracy or racism. The results and moreover the process continue to be valued by all involved.

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