agenda item 9.4 report to: corporate and community … · 2019. 11. 28. · report no. 133/19ccs 73...

REPORTAgenda Item 9.4

Report No. 133/19 ccs

TO: CORPORATE AND COMMUNITY SERVICES COMMITTEE -MONDAY 12 AUGUST 2019

SUBJECT: RECONCILIATION ACTION PLAN

AUTHOR: ACTING DIRECTOR COPORATE AND COMMUNTY SERVICES -SIMON DUKE

EXECUTIVE SUMMARY

This report provides an update on the Alice Springs Town Council draft Reconciliation Action Plan and overview of the process leading to the conditional endorsement by Reconciliation Australia of the draft document. The Plan is a document written to impact the Council organisation primarily in keeping with Reconciliation Australia’s guidance that discourages organisations from writing Reconciliation Action Plans with deliverables outside of their scope of direct influence.

The draft Alice Springs Town Council Reconciliation Action Plan is attached for consideration and endorsement by Council.

RECOMMENDATIONThat it be a recommendation to Council:

That the report be noted and Council endorse the Alice Springs Town Council Reconciliation Action Plan September 2019 - March 2021.

REPORT

1. DISCUSSION

A Reconciliation Action Plan (RAP) affirms an organisational commitment to particular activities or initiatives that contribute to stronger and healthier relationships between non-lndigenous and Aboriginal and Torres Strait Islander peoples. Reconciliation Australia is the organisation that oversees and implements the RAP Framework and supports organisations to develop and progress in alignment with their respective RAP’s.

Alice Springs Town Council has made steps towards the development of an endorsed RAP for the organisation since 2017. An initial working group was established consisting of Council staff, then a consultant, Dr Ken Johnson AM, was engaged in 2018, to conduct in depth interviews with 25 Council staff from a broad cross section of the organisation which resulted in an initial draft being developed.

In July 2019, Acting Director Corporate and Community Services presented an updated draft to Council at a Forum on Monday 22 July, that drew on Dr Ken Johnson’s initial work, as well as the Reflect RAP Template from Reconciliation Australia. A meeting was also held with Lhere Artepe Chief Executive Officer Robert Campbell to review the draft, resulting in small, but culturally important

Report No. 133/19ccs .12

adjustments. Council received notification that the draft RAP had been conditionally endorsed by Reconciliation Australia on Friday July 26.

There is now an opportunity for Council to move forward with the RAP by endorsing the plan as presented in Attachment A, and then forming an internal working group of Council staff with one representative from Lhere Artepe that will meet quarterly to monitor the RAP Actions, as well as provide significant input into the development of Council’s next RAP in 2021.

Alice Springs Town Council would become the second council in the Northern Territory to have an endorsed RAP, as well as join 37 other councils around Australia.

2. POLICY IMPACTS

Relevant Alice Springs Town Council Strategic Plan objectives include:

Objective 1 - Dynamic Community: A dynamic prosperous community where everyone is included underpinned by safe, reliable infrastructure and social investment.1.1.2 Promote community engagement, cohesion and safety.

Objective 4 - Dynamic Council: A well governed council that leads by example, advocates for our community, innovates and delivers excellent services, and works with others collaboratively to help create the community we want to live in.4.2.3 Be an employer of choiceLead Indicator: Develop a RAP by June 2018 for Council.

3. FINANCIAL IMPACTS

If all RAP actions are delivered the expected cost is $12,500 between September 2019 and March 2021.

4. SOCIAL IMPACTS

It is expected that the RAP and actions within will have a positive social impact on the workplace culture of Council, particularly for Aboriginal and Torres Strait Islander staff.

5. ENVIRONMENTAL IMPACTS

Nil

6. PUBLIC RELATIONS

It is expected that Council, having a Reconciliation Action Plan aligned to the RAP Framework and endorsed by Reconciliation Australia would be considered a positive initiative.

Consideration will need to be made regarding a launch of the RAP and associated media. Additionally, Council will have opportunity to report progress against the deliverables in the plan in future annual reports and Council’s website.

Report No. 133/19ccs 73

7. ATTACHMENTS

Attachment A - ASTC Reconciliation Action Plan Attachment B - Reconciliation Australia RAP Framework

Simon DukeACTING DIRECTOR CORPORATE AND COMMUNITY SERVICES

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Alice Springs Town CouncilReflect Reconciliation Action Plan

ATTACHMENT A

RECONCILIATIONACTION PLAN

REFLECT TOWN COUNCIL

September 2019 - March 2021

alicesprings.nt.gov.au

Acknowledgement of Traditional OwnersAlice Springs Town Council respectfully acknowledges the Traditional Owners and Custodians of Mparntwe (Alice Springs), past, present and future.

ReferencesThis Reconciliation Action Plan has been guided by the following documents and work:

• Reconciliation Australia Reflect Reconciliation Action Plan Template

• Feedback from Council staff through interviews conducted by Ken Johnson AM PhD, of Desert Connections

• Feedback from there Artepe Aboriginal Corporation

• Alice Springs Town Council Strategic Plan 2018-2021

ScopeThis Reconciliation Action Plan (RAP) has been written with the reconciliation journey of the Council organisation as its focus with the Reflect RAP template prescribed by Reconciliation Australia as its basis. It is therefore an internally facing document, though viewable by the public. It is not intended to be a plan for the broader town of Alice Springs, though Council is supportive of reconciliation initiatives locally, regionally and nationally. However, it is important that the RAP contain actions that are tangible and deliverable, within the organisation's sphere of direct influence and with available resources.

Contents

From the Mayor X

From the CEO X

Overview of Council X

Alice Springs Town CouncilReconciliation Action Plan 2019-2021 X

Background X

Partnerships and Activities X

Outcomes, Actions and Deliverables X

Relationships X

Respect X

Opportunities X

Governance X

Alice Springs Town Council Reflect Reconciliation Action Plan 2019-2021 1

From the MayorAlice Springs (Mparntwe) has an extensive Aboriginal and Torres Strait Islander cultural heritage, providing many opportunities for engagement and connection for our visitors and residents to enjoy. As elected representatives for the community, we recognise and pay our respects to the Traditional Owners and Custodians of Mparntwe (Alice Springs), past, present and emerging.

Our community embraces its diverse and shared history, and here, in the ancient heart of Australia, the journey to becoming a proud, empowered community continues with Alice Springs Town Council's Reflect Reconciliation Action Plan, 2019-2021.

A living Reconciliation Acton Plan (RAP) demonstrated by a local government authority-via its employment strategies, workplace initiatives and service delivery - offers greater opportunities to Aboriginal and Torres Strait Islander peoples, with the benefits flowing to the entire municipality.

In implementing the RAP's practical steps, Council staff will enjoy stronger, respectful collaborations guided by a greater awareness and appreciation of Aboriginal and Torres Strait Islander culture and history. Empowered and informed, staff will embody this RAP when engaging with key external suppliers, community and stakeholder groups as well.

Alice Springs Town Council welcomes this milestone in the journey to reconciliation with Aboriginal and Torres Strait Islander peoples and their integral role in our community's future social, cultural and economic wellbeing.

Damien RyanMayor of Alice Springs

Alice Springs Aquatic & L

From the CEOI am very pleased to present Alice Springs Town Council's Reflect Reconciliation Action Plan 2019 - 2021 (RAP).

The contents of this plan represent a formalising of actions and detailing of strategies that will assist the organisation in achieving its future vision of an inclusive workforce.

The purpose of the RAP is to consolidate and strengthen the Council's existing connection with Aboriginal and Torres

Strait Islander peoples by focusing attention on sensitive and practical ways to build strong and lasting relationships with employees and residents from the local Aboriginal and Torres Strait Islander community.

The RAP's actionable strategies are also designed to guide all Council employees forward in their cultural awareness, and to encourage further engagement and fostering of connections between non-Aboriginal and Aboriginal and Torres Strait Islander colleagues.

As it adapts and evolves over time, the RAP will continue to assist in identifying the needs of Aboriginal and Torres Strait Islander employees and provide the tool for developing appropriate responses, with an aim to maintaining workplace flexibility, impartiality and relevance.

In creating this RAP, our organisation reaffirms its commitment to respect and acknowledge the Traditional Custodians of Mparntwe, the Arrernte people, their history and connection to country, and to keep this front-of-mind in everything we do - our daily processes, project planning and implementation, and presence in the community.

I would like to acknowledge Ken Johnson of Desert Connections, Council staff and community members who have consulted, contributed to, or collaborated on this plan. Their thoughtful work has created a solid foundation upon which to build an inclusive and respectful organisation that accurately reflects the dynamics of our community.

May the journey ahead proceed with open ears, minds and hearts.

Robert JenningsCEO Alice Springs Town Council


Overview of CouncilThe organisation and its role in the community

Alice Springs Town Council provides local government services and advocacy for the community of Alice Springs (Mparntwe). The municipality is located in the heart of Central Australia, on the traditional lands of the Central Arrernte people, and serves as a regional hub for a range of services and activities. There are roughly 13 Aboriginal language groups, with languages still spoken fluently in and around Central Australia by Aboriginal residents and visitors to Alice Springs.

Alice Springs Town Council provides local government services to the municipality and has a broad regional influence, working in cooperation with neighbouring councils and organisations, as well as Territory and Federal governments, to deliver the best possible outcomes for residents.

Specifically, services include maintenance of Council's public facilities, such as the Alice Springs Public Library, Alice Springs Aquatic & Leisure Centre, Regional Waste Management Facility, sporting facilities and ovals, parks and open spaces, plus management of roads, pathways and waste collection.

Council regularly provides free community events, development programs for families, seniors and youth, and civic functions including four annual citizenship ceremonies.

Council consists of nine Elected Members, including the Mayor, who discuss and direct decision-making on behalf of the community. Council's services are delivered by its employees of which there are currently 185 permanent staff, with 25 (13.5%) identifying as Aboriginal or Torres Strait Islander peoples. Council is one of the largest and longest standing employers in Alice Springs, recognising that its workplace culture also influences interactions with the community.

The Council Chamber and the main administration centre are located within the Alice Springs central business district (CBD) at the Civic Centre, adjacent to the Todd River (Lhere Mparntwe), with four more service offices located within the township.

The Alice Springs Town Council Strategic Plan 2018 to 2021 makes a firm and unambiguous commitment to a strong, co-operative working relationship with Traditional Owners.

4

Alice Springs Town Council Reflect Reconciliation Action Plan, 2019 - 2021Building a better future through relationships, respect, opportunities and governance.


Background

Alice Springs Town Council has developed a Reconciliation Action Plan (RAP) to take meaningful steps forward, in the organisation's culture and practice, towards a respectful, relationships-based approach to work and service provision. Council acknowledges that its activities within the municipality of Alice Springs (Mparntwe) take place on the traditional lands of the Central Arrernte people.

The initial RAP Working Group was established in 2017 and carried out preliminary work in the development of a RAP.

In 2018, independent local consultant, Ken Johnson, was engaged to interview 25 Council staff, drawn from horizontal and vertical cross-sections of the workforce, 11 of whom identified as Aboriginal and/or Torres Strait Islander. Interviewees were invited to offer personal opinions on the organisation's cultural literacy, its relationships with Aboriginal and Torres Strait Islander peoples, and also for views on how the organisation might improve as a welcoming workplace.

Each year, within our facilities and out in the community, Council staff are interacting with Aboriginal and Torres Strait Islander people representing diverse language groups, for many of whom, English may be a third or fourth language. The majority of these interactions and relationships

Council staff member with local children on National Tree-pi

are positive. However, there is more to be achieved and a Reconciliation Action Plan provides a helpful framework for developing relationships and understanding together.

This Reflect Reconciliation Action Plan is the formal commencement of Alice Spring Town Council's reconciliation journey. Despite our organisation having more frequent interaction and greater exposure to Aboriginal and Torres Strait Islander peoples and their culture than many other local government authorities in Australia, we acknowledge that, for change to be lasting and effective, our journey is just beginning.

Council can learn much from engaging with the proven processes that Reconciliation Australia has in place. Internally, the RAP Working Group comprising a cross-section of the organisation, and working with there Artepe Aboriginal Corporation will monitor actions and measure progress outlined in the Reflect RAP and, in due course, develop future RAPs.

As a member of Council's Executive team, the Director of Corporate & Community Services (CCS) is the designated 'RAP Champion', reporting directly to the CEO. Both Human Resources and Governance units reside within the CCS Directorate in Council's organisational structure.

Council's partnerships

Community partnerships

• Alice Springs Town Council (ASTC) has a formal Partnership Agreement in place with there Artepe Aboriginal Corporation, acknowledging the organisation as the peak body for matters affecting Aboriginal people in Alice Springs (Mparntwe).

• ASTC also has in place a Memorandum of Understanding with Tangentyere Council establishing cooperation between both organisations to enhance outcomes for Aboriginal and Torres Strait Islander peoples in Alice Springs (Mparntwe).

• ASTC has made a strong commitment in solidarity with the 'No More' campaign, advocating against family and domestic violence amongst Aboriginal and Torres Strait Islander peoples. Initially using sport as the primary medium of engagement, the campaign's focus has since expanded to a broader audience. 'No More' representatives Charlie King and Adrian McAdam launched Alice Springs Town Council's engagement with the campaign at a presentation in 2018. Council is committed to continued support of 'No More' campaign initiatives.

Internal activities / initiatives

• ASTC has historically supported NAIDOC and National Reconciliation Weeks with the Community Development Unit and Public Library, in particular, hosting free community events and programs for the general public in support of these important initiatives. Council events are often promoted as opportunities for members of the public to engage directly with Elected Members and Council staff.

• ASTC Ranger Unit's Indigenous Liaison Officer provides internal advice and informs, guides and supports Rangers in being culturally aware when engaging with Aboriginal and Torres Strait Islander peoples in the course of their duties.

• ASTC Public Library's Indigenous Library Services Officer assists peer Officers in promoting meaningful services and access to Library programs for Aboriginal and Torres Strait Islander peoples.

• A component of ASTC's induction process for new permanent staff is cultural awareness training, including appropriate communication and response, which is facilitated by a local Aboriginal trainer. Staff are given an overview of language, kinship, connection to country as well as contemporary issues faced by Aboriginal and Torres Strait Islander peoples.


Working together to serve the community

8V

Relationships

Action Deliverable Timeline Responsibility

1. Establish and strengthen mutually beneficial relationships with Aboriginal and TorresStrait Islander stakeholders and organisations.

• Identify Aboriginal and Torres Strait Islander stakeholders and organisations within our local area or sphere of influence. September, 2019

Indigenous LiaisonOfficer

• Research best practice and principles that support partnerships with Aboriginal and Torres Strait Islander stakeholders and organisations. December, 2019

Director, Corporate & Community Services

• Circulate Reconciliation Australia's NRW resources and reconciliation materials to our staff.

May, 2020 Administrative Trainees x2

2. Build relationships through celebrating NationalReconciliation Week

• RAP Working Group members to participate in an external NRW event. 27 May —3 June, 2020RAP Working GroupChair supported byRWG members

(NRW).• Encourage and support staff and senior leaders to participate in at least one

external event to recognise and celebrate NRW. 27 May - 3 June, 2020RAP Working GroupChair supported byRWG members

3. Promote

• Communicate our commitment to reconciliation and RAP Actions to all staff (all staff email from CEO, statement from CEO and / or Mayor at all-staff Coffee Morning, ASTC RAP Launch event.)

September 2019, then ongoing Mayor, CEO & Directors

reconciliation through our sphere of influence.

• Identify external stakeholders that our organisation can engage with on the reconciliation journey.

November, 2019 Manager Governance

• Identify RAP and other like-minded organisations that could be approached to collaborate with on our reconciliation journey.

November, 2019 Manager Governance

4. Promote positive race

• Research best practice and policies in areas of race relations and anti-discrimination.

March, 2020 Manager Governance & Manager HR

relations throughanti-discriminationstrategies.

• Conduct a review of HR policies and procedures to identify existing anti-discrimination provisions, and future needs. May, 2020

Manager Governance & Manager HR


Respect


5. Increase understanding, value and

• Develop a business case for increasing understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights within our organisation.

February 2020 Director Corporate and Community Services

recognition of Aboriginal andTorres StraitIslander cultures,

• Conduct a review of cultural learning needs within our organisation. May 2020 Manager HR

• Engage a qualified and experienced Arrernte consultant to prepare and deliver cultural awareness training appropriate to the needs of Council staff.

Feb 2020 Manager HR

histories, knowledge and rights through cultural learning.

• Embed cultural awareness training into employee on-boarding and compulsory annual refreshers.

July 2020 Manager HR

6. Demonstrate respect to

• Develop an understanding of the local Traditional Owners or Custodians of the lands and waters within our organisation's operational area.

June 2020 CEO, supported by Directors & Managers

Aboriginal andTorres StraitIslander peoples by observing cultural protocols.

• Increase staff understanding of the purpose and significance behind cultural protocols, including Acknowledgement of Country and Welcome to Country protocols.

June 2020 CEO, supported by Directors & Managers

7. Build respect for Aboriginal and Torres Strait

• Raise awareness and share information amongst our staff about the meaning of NAIDOC Week.

June 2020 Manager Community & CulturalDevelopment Unit

Islander cultures and histories by celebrating NAIDOC Week.

• Introduce our staff to NAIDOC Week by promoting external events in our local area.

July 2020 Manager Community & CulturalDevelopment Unit

• RAP Working Group to participate in an external NAIDOC Week event. First week in July, 2020 RAP Working GroupChair supported byRWG Members

Central Australian Aboriginal Congress supporting Alice Springs Public Library NAIDOC Week event, 20'

Opportunities


8. Improve employment

• Develop a business case for Aboriginal and Torres Strait Islander employment within our organisation.

May 2020 Manager HR

outcomes by increasingAboriginal and TorresStrait Islander

• Build understanding of current Aboriginal and Torres Strait Islander staffing to inform future employment and professional development opportunities.

Feb 2020 Manager HR

• Establish relationships with key Aboriginal employment and training organisations to promote Council job vacancies

October 2020 Manager HR

recruitment, retention and professional

• Explore expansion of ASTC Contact Officer positions to include additional Indigenous Contact Officers at Depot, Regional Waste Management Facility and Civic Centre/Library

July 2020 Manager HR

development.• Investigate renumerated and non-renumerated options to enhance

flexibility of cultural leave provisions including recognition of extended leave with no threat to job security.

October 2019 CEO, supported . by Directors & HR

Manager

9. Increase Aboriginal and Torres Strait

• Develop a business case for procurement from Aboriginal and Torres Strait Islander owned businesses.

Feb 2020 Manager Finance

Islander supplier diversity to support improved economic and social outcomes.

• Investigate Supply Nation membership. Feb 2020 Senior Finance Officer


Governance


10. Establish and • Form a RWG to govern RAP implementation. September 2019 Director, Corporate &maintain an Community Serviceseffective RAP Working Group (RWG) to drive

• Draft Terms of Reference for the RWG. October 2019 Manager Governance• Establish Aboriginal and Torres Strait Islander representation on the RWG. October 2019 Manager Governance

governance of the RAP.

with support from Indigenous LiaisonOfficer

11. Provide appropriate • Define resource needs for RAP implementation. September 2019 Director, Corporate &support for Community Serviceseffectiveimplementation of RAP commitments.

• Engage senior leaders in the delivery of RAP commitments. September 2019 RAP Working GroupChair

• Define appropriate systems and capability to track, measure and report on RAP commitments.

September 2019 Manager Governance

12.Build accountability and transparency through reporting RAP achievements,

• Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation Australia.

30 September, 2020 Director, Corporate & Community Services

challenges and learnings both internally and externally.

13.Continue our • Register via Reconciliation Australia's website to begin developing our next September 2020 Director, Corporate &reconciliation RAP. Community Servicesjourney by developing our next RAP.

Mayor Damien Ryan with participants m Nati

For further information on this RAP, contact Alice Springs Town Council on (08) 8950 0500, or by email to [email protected]


mailto:[email protected]

Alice SpringsTOWN COUNCIL

Alice Springs Town CouncilABN 45 863 481 471

93 Todd Street, Alice Springs PO Box 1071 NT 0870

(08) 8950 0500 [email protected]

alicesprings.nt.gov.au


ATTACHMENTB

RECONCILIATIONACTION PLANReconciliation Action Plans

A framework for reconciliation actionReconciliation Australia defines reconciliation through five critical dimensions that together represent a holistic and comprehensive picture of reconciliation. The five dimensions are:

• race relations• equality and equity• institutional integrity• unity• historical acceptance.

Read more about the five dimensions in the State of Reconciliation in Australia Report.

The five dimensions of reconciliation set out a clear roadmap toward a just, equitable and reconciled Australia. Whilst significant progress has been made in the past 25 years, much unfinished work remains. All sections of the community—governments, civil society, the private sector and Aboriginal and Strait Islander communities—have a role to play. With this task ahead how can individuals, organisations and communities know where to start?

Reconciliation Australia provides a framework for implementing reconciliation initiatives in the workplace and beyond. Through three core pillars of relationships, respect and opportunities, underpinned by governance and reporting practices, individuals, organisations, and communities can turn their good intentions into action to support the national reconciliation movement.

Last updated September 2018

Relationships

At the heart of reconciliation is the relationship between the broader Australian community and Aboriginal and Torres Strait Islander peoples. To achieve reconciliation, we need to develop strong relationships built on trust and respect, and that are free of racism.

Almost all Australians believe the relationship between Aboriginal, Torres Strait Islander and non-lndigenous Australians is important, yet high levels of racism and low levels of trust between each other prevail.

When we get to know each other, attitudes and behaviours toward each other improve. Further, when programs and policies that affect the lives of Aboriginal and Torres Strait Islander peoples are developed and implemented in partnership, better outcomes are achieved.

From a human rights perspective, relationships are central to principles of Aboriginal and Torres Strait Islander self-determination and free, prior and informed consent outlined under the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP).

Respect

Understanding of and respect for Aboriginal and Torres Strait Islander cultures, rights and experiences underpins progress toward all five dimensions of reconciliation. Without respect for Aboriginal and Torres Strait Islander ways of doing things, respectful relationships cannot be built. Without pride in Aboriginal and Torres Strait Islander cultures and heritage, we cannot foster a shared national identity. Without understanding the wrongs of the past, we cannot prevent these wrongs from being repeated.

Over a third of Australians are still unsure, or do not accept a number of key facts about Australia's past institutional prejudices against Aboriginal and Torres Strait Islander peoples. Further, the majority of Australians still describe their knowledge of Aboriginal and Torres Strait Islander cultures as low.

When individuals, organisations and sectors embed cultural competence into their everyday business, we know that Aboriginal and Torres Strait Islander peoples face less barriers in terms of accessing health, education and employment opportunities. Crucially, respect for and protection of culture, along with equality and non-discrimination are also fundamental human rights that apply to all peoples, including Aboriginal and Torres Strait Islander peoples.

Opportunities

Equal participation in a range of life opportunities is crucial for the well-being of all peoples, including Aboriginal and Torres Strait Islander peoples.

Large and unacceptable gaps between Aboriginal and Torres Strait Islander peoples and other Australians exist on all social, health, education and economic indicators.

Respectful relationships form the basis for tackling this national challenge. Developing and implementing culturally appropriate, partnership-centered solutions that uphold the unique rights of Aboriginal and Torres Strait Islander peoples helps to create the right environment for Aboriginal and Torres Strait Islander peoples to participate equally across education, employment and health opportunities.

Read more about the attitudes, perceptions and behaviors shaping relationships, respect and opportunities between Aboriginal and Torres Strait Islander and non-lndigenous Australians in the Australian Reconciliation Barometer.

Which type of RAP is right for you?

The Reconciliation Action Plan (RAP) framework provides workplaces with a nationally recognised framework to plan, implement and report on their commitments to reconciliation using the three core pillars of relationships, respect and opportunities. There are four different types of RAP that a workplace can implement: Reflect, Innovate, Stretch and Elevate. Each type of RAP is designed to suit an organisation at different stages of its reconciliation journey and is symbolised by a unique logo provided to organisations through Reconciliation Australia's endorsement process.

The Elevate RAP is for workplaces with a proven track record of embedding effective RAP initiatives (i.e. through strong implementation of at least one Stretch RAP) and are ready to take on a leadership role to advance dimensions of reconciliation at a societal level. Workplaces with an Elevate RAP are also expected to demonstrate greater transparency and accountability through an independent assessment of their reconciliation activities. To develop an Elevate RAP, workplaces must work in close partnership with Reconciliation Australia and Aboriginal and Torres Strait Islander organisations. As such, the first step to take if you aspire to develop an Elevate RAP is to contact Reconciliation Australia to discuss requirements, expectations and process prior to commencement.

For all other RAP types, the following table provides an overview of the key expectations and requirements for each type.

Focus Lay the foundations. Develop and test. Embed and expand.

DescriptionPrepare your workplace for future RAPs and reconciliation initiatives.

Develop innovative strategies to establish the best approach for advancing reconciliation in your workplace.

Embed reconciliation activities in your workplace and expand your impact in your sphere of influence.

Duration 12-18 months. 2 years. 2-3 years.

Workplaces that are new to reconciliation or unsure of how their workplace could or should commit.

EITHER: Workplaces that have built relationships with Aboriginal and Torres Strait Islander stakeholders and are ready to commit to reconciliation actions tailored to their workplaces and sphere of influence.

Workplaces that are confident in their tried and tested approach to reconciliation and are ready to commit to tailored, measureable reconciliation commitments in their business activities, services, programs and broad sphere of influence.

Suitable for OR: Workplaces that have a strong engagement in reconciliation and want to continue to improve their approaches and / or try new approaches.

Workplaces that are ready to commit to strategic, outcomes-focused thinking guided by a strong vision for reconciliation and the five dimensions of reconciliation.

REFLECT INNOVATE STRETCH

• Have senior level approval to develop a RAP.

Prerequisites

Have previously completed a RAP or demonstrated experience in reconciliation.Have a RAP Working Group with Aboriginal and Torres Strait Islander representation.Support from senior leadership. Support and good will from staff.

Keycommitments

Establish RAP Working Group with Aboriginal and Torres Strait Islander representation. Scope and reflect on how your workplace can contribute to reconciliation.Build an understanding of your Aboriginal and Torres Strait Islander stakeholders and sphere of influence.Prepare business cases to senior leaders to gain their support for reconciliation initiatives (including staff engagement, cultural learning, employment, and procurement).Report annually to RA.

Maintain RAP Working Group with Aboriginal and Torres Strait Islander representation.Develop and pilot strategies for reconciliation initiatives (including cultural learning, employment, and procurement). Explore how your workplace can drive reconciliation through its business activities, services, programs, staff and broad sphere of influence.Develop mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders.Communicate RAP and engage staff throughout the organisation in reconciliation.Publish RAP publically on Reconciliation Australia's website.Report annually to RA and publically on RAP activities.

Have previously completed an Innovate or Stretch RAP.Have a RAP Working Group with Aboriginal and Torres Strait Islander representation.Strong support and engagement from senior leadership, including a designated RAP Champion.High level of staff engagement.Demonstrated collaboration with Aboriginal and Torres Strait Islander organisations and your sphere of influence to advance reconciliation. Have developed strategies, processes and systems to implement and capture information on RAP commitments (including staff cultural learning, employment, and procurement spend).

Maintain RAP Working Group with Aboriginal and Torres Strait Islander representation and senior leadership involvement.Set measurable targets against RAP commitments (including staff cultural learning, employment, and procurement spend).Strong, meaningful engagement with Aboriginal and Torres Strait Islander stakeholders. Implement strategies that engage staff and external sphere of influence in reconciliation. Implement strategies for reconciliation initiatives (including cultural learning, employment, and procurement).Commit to strategic, outcomes-focused actions and deliverables (i.e. guided by your vision for reconciliation and the five dimension of reconciliation) tailored to your workplace and sphere of influence.Publish RAP publically on Reconciliation Australia's website.Report annually to RA and publically on RAP activities

Required actions and deliverables

Each type of RAP outlines a set of actions and deliverables that workplaces are required to commit to in order to receive Reconciliation Australia’s endorsement and unique RAP logo. The following table provides a list of required actions and deliverables workplaces must commit to for each type.

RELATIONSHIPS

ACTION REFLECT DELIVERABLES INNOVATE DELIVERABLES STRETCH DELIVERABLES

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

Identify Aboriginal and Torres Strait Islander stakeholders and organisations within our local area or sphere of influence. Research best practice and principles that support partnerships with Aboriginal and Torres Strait Islander stakeholders and organisations.

Meet with local Aboriginal and Torres Strait Islander stakeholders and organisations to develop guiding principles for future engagement. Develop and implement an engagement plan to work with Aboriginal and Torres Strait Islander stakeholders and organisations.

• Meet with local Aboriginal and Torres Strait Islander stakeholders and organisations to continuously improve guiding principles for engagement.

• Review, update and implement an engagement plan to work with Aboriginal and Torres Strait Islander stakeholders.

• Establish and maintain [number] formal two-way partnerships with Aboriginal and Torres Strait Islander communities or organisations, including [list organisations]:

(Either set measurable target AND/OR listorganisation names)

Build relationships through celebrating National Reconciliation Week (NRW).

Circulate Reconciliation Australia's NRW resources and reconciliation materials to staff. RAP Working Group members to participate in an external NRW event.Encourage and support staff and senior leaders to participate in at least one external event to recognise and celebrate NRW.

• Circulate Reconciliation Australia's NRW resources and reconciliation materials to staff.

• RAP Working Group members to participate in an external NRW event.

• Encourage and support staff and senior leaders to participate in at least one external event to recognise and celebrate NRW

• Organise at least one NRW event each year.

• Register all our NRW events on Reconciliation Australia's NRW website.

• Circulate Reconciliation Australia’s NRW resources and reconciliation materials to all staff.

• RAP Working Group members to participate in an external NRW event.

• Encourage and support staff and senior leaders to participate in [number] external events to recognise and celebrate NRW, including [list events]:

(Either set measurable target AND/OR listevents)• Organise [number] internal NRW

events, including at least one organisation-wide NRW event, each year.

Promote reconciliation through our sphere of influence.

Promote positive race relations through anti-discrimination strategies.

• Communicate our committment to reconciliation to all staff.

• Identify external stakeholders that our organisation can engage with on our reconciliation journey.

• Identify RAP and other like- minded organisations that we could approach to collaborate with on our reconciliation journey.

• Research best practice and policies in areas of race relations and anti-discrimination.

• Conduct a review of HR policies and procedures to identify existing anti-discrimination provisions, and future needs.

• Implement strategies to engage our staff in reconciliation.

• Communicate our commitment to reconciliation publically.

• Explore opportunities to positively Influence our external stakeholders to drive reconciliation outcomes.

• Collaborate with RAP and other like- minded organisations to develop ways to advance reconciliation.

• Conduct a review of HR policies and procedures to identify existing anti- discrimination provisions, and future needs.

• Develop, implement and communicate an anti-discrimination policy for our organisation.

• Engage with Aboriginal and Torres Strait Islander staff and/or Aboriginal and Torres Strait Islander advisors to consult on our anti-discrimination policy.

• Educate senior leaders and managers on the effects of racism.

• Register all our NRW events on Reconciliation Australia's NRW website.

• Implement strategies to engage all staff to drive reconciliation outcomes.

• Communicate our commitment to reconciliation publically.

• Implement strategies to positively influence our external stakeholders to drive reconciliation outcomes.

• Collaborate with [number] RAP and other like-minded organisations to implement ways to advance reconciliation, including (list organisations]:

(Either set measurable target AND/OR listorganisation names)

• Continuously improve HR policies and procedures concerned with anti- discrimination.

• Engage with Aboriginal and Torres Strait Islander staff and/or Aboriginal and Torres Strait Islander advisors to continuously improve our anti- discrimination policy.

• Implement and communicate an anti- discrimination policy for our organisation.

• Provide ongoing education opportunities for senior leaders and managers on the effects of racism. -

• Senior leaders to publically support anti-discrimination campaigns, initiatives or stances against racism.

RESPECT

ACTION

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

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

REFLECT DELIVERABLES

• Develop a business case for increasing understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights within our organisation.

• Conduct a review of cultural learning needs within our organisation.

• Develop an understanding of the local Traditional Owners or Custodians of the lands and waters within our organisation’s operational area.

• Increase staff's understanding of the purpose and significance behind cultural protocols, including Acknowledgement of Country and Welcome to Country protocols.

INNOVATE DELIVERABLES


• Consult local Traditional Owners and/or Aboriginal and Torres Strait Islander advisors on the development and implementation of a cultural learning strategy.

• Develop, implement and communicate a cultural learning strategy for all staff.

• Provide opportunities for RAP Working Group members, HR managers and other key leadership staff to participate in formal and structured cultural learning.

• Increase staffs understanding of the purpose and significance behind cultural protocols, including Acknowledgement of Country and Welcome to Country protocols.

• Develop, implement and communicate a cultural protocol document, including protocols for Welcome to Country and Acknowledgement of Country.

• Invite a local Traditional Owner or Custodian to provide a Welcome to Country or other appropriate cultural protocol at significant events each year.

• Include an Acknowledgement of Country or other appropriate protocols at the commencement of important meetings.

STRETCH DELIVERABLES


• Consult local Traditional Owners and/or Aboriginal and Torres Strait Islander advisors on the development and implementation of a cultural learning strategy.

• Implement and communicate a cultural learning strategy for our staff.

• Commit all RAP Working Group members, HR managers, senior executive group and all new staff to undertake formal and structured cultural learning.

• j%] all staff to undertake formal and structured cultural learning.

• Increase staffs understanding of the purpose and significance behind cultural protocols, including Acknowledgement of Country and Welcome to Country protocols.

• Implement and communicate a cultural protocol document (tailored for all local communities we operate in), including protocols for Welcome to Country and Acknowledgement of Country.

• Invite a local Traditional Owner or Custodian to provide a Welcome to Country or other appropriate cultural protocol at [number] significant events each year, including [list events]:

(Either set measurable target AND/OR listevents)• Include an Acknowledgement of

Country or other appropriate protocols at the commencement of important meetings.

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

• Raise awareness and share •information amongst staff aboutthe meaning of NAIDOC Week. •

• Introduce staff to NAIDOC Week by promoting exteranl events inour local area. •

• RAP Working Group to participate in an external NAIDOC Week event.

RAP Working Group to participate in an external NAIDOC Week event. Review HR policies and procedures to remove barriers to staff participating in NAIDOC Week. Promote and encourage participation in external NAIDOC events to all staff.

• Staff and senior leaders provide an Acknowledgement of Country or other appropriate protocols at all public events.

• Display an Acknowledgment of Country plaque or other appropriate protocols in our office/s or on our buildings.

• RAP Working Group to participate in an external NAIDOC Week event.

• Review HR policies and procedures to remove barriers to staff participating in NAIDOC Week.

• Support all staff to participate in [number] external NAIDOC Week events in our local area, including pist events]:

(Either set measurable target AND/OR listevents)• In consultation with Aboriginal and

Torres Strait Islander stakeholders, support [number] external NAIDOC Week events each year, including pist events]:

(Either set measurable target AND/OR listevents)

OPPORTUNITIES

ACTION

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

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

REFLECT DELIVERABLES

• Develop a business case for Aboriginal and Torres Strait Islander employment within our organisation.


• Develop a business case for procurement from Aboriginal and Torres Strait Islander owned businesses.

• Investigate Supply Nation membership.

INNOVATE DELIVERABLES


• Engage with Aboriginal and Torres Strait Islander staff to consult on our recruitment, retention and professional development strategy.

• Develop and implement an Aboriginal and Torres Strait Islander recruitment, retention and professional development strategy.

• Advertise job vacancies to effectively reach Aboriginal and Torres Strait Islander stakeholders.

• Review HR and recruitment procedures and policies to remove barriers to Aboriginal and Torres Strait Islander participation in our workplace.

• Increase the percentage of Aboriginal and Torres Strait Islander staff employed in our workforce.

• Develop and implement an Aboriginal and Torres Strait Islander procurement strategy.


• Develop and communicate opportunities for procurement of goods and services from Aboriginal and Torres Strait Islander businesses to staff.

• Review and update procurement practices to remove barriers to procuring goods and services from Aboriginal and Torres Strait Islander businesses.

STRETCH DELIVERABLES

• Engage with Aboriginal and Torres Strait Islander staff to consult on our recruitment, retention and professional development strategy.

• Develop and implement an Aboriginal and Torres Strait Islander recruitment, retention and professional development strategy.

• Advertise.job vacancies to effectively reach Aboriginal and Torres Strait Islander stakeholders.

• Review HR and recruitment procedures and policies to remove barriers to Aboriginal and Torres Strait Islander participation in our workplace.

• Aboriginal and Torres Strait Islander employees to be supported to take on management and senior level positions.

• Increase the percentage of Aboriginal and Torres Strait Islander staff employed in our workforce from [%] tor%}

• Develop and implement an Aboriginal and Torres Strait Islander procurement strategy.


• Develop and communicate opportunities for procurement of goods and services from Aboriginal and Torres Strait Islander businesses to staff.

• Review and update procurement practices to remove barriers to procuring goods and services from Aboriginal and Torres Strait Islander businesses.

• Develop commercial relationships with Aboriginal and/or Torres Strait Islander businesses.

• Maintain commercial relationships with [number] Aboriginal and/or Torres Strait Islander businesses, includingllist businesses]:

(Either set measurable target AND/OR listbusiness names).• Increase our overall spend on goods

and services purchased each year with Aboriginal and Torres Strait Islander owned businesses from [%] to/%;.

• Train all relevant staff in contracting Aboriginal and Torres Strait Islander businesses through Supply Nation or an equivalent organisation.

GOVERNANCE

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

• Form a RWG to govern RAP implementation.

• Draft a Terms of Reference for the RWG.

• Establish Aboriginal and Torres Strait Islander representation on the RWG.

• Maintain Aboriginal and Torres Strait Islander representation on the RWG.

• Establish and apply a Terms of Reference for the RWG.

• RWG meet at least four times per year to drive and monitor RAP implementation.

• Maintain Aboriginal and Torres Strait Islander representation on the RWG.

• Apply a Terms of Reference for the RWG.

• RWG meet at least four times per year to drive and monitor RAP implementation.

Provide appropriate support for effective implementation of RAP commitments.

Define resource needs for RAP implementation.Engage senior leaders in the delivery of RAP commitments. Define appropriate systems and capability to track, measure and report on RAP commitments.

• Define resource needs for RAP implementation.

• Engage senior leaders and other staff in the delivery of RAP commitments.

• Define and maintain appropriate systems and capability to track, measure and report on RAP commitments.

• Appoint and maintain an internal RAP Champion from senior management.

Embed resource needs for RAP implementation.Embed key RAP actions in performance expectations of senior management and all staff.Embed appropriate systems and capability to track, measure and report on RAP commitments.Maintain an internal RAP Champion from senior management.Include our RAP as a standing agenda item at senior management meetings.

Build accountability and transparency through reporting RAP achievements, challenges and learnings both internally and externally.



• Report RAP progress to all staff and senior leaders quarterly.

• Publically report our RAP achievements, challenges and learnings, annually.

• Investigate participating in Reconciliation Australia’s biennial Workplace RAP Barometer.


• Report RAP progress to all staff and senior leaders quarterly.

• Publical ly report against our RAP commitments annually, outlining achievements, challenges and learnings.

• Investigate participating in Reconciliation Australia's biennial Workplace RAP Barometer.

Continue our reconciliation journey by developing our next RAP.

• Register via Reconciliation Australia’s website to begin developing our next RAP.

• Register via Reconciliation Australia’s website to begin developing our next RAP.

Register via Reconciliation Australia’s website to begin developing our nextRAP.

Do you think this resource can be improved?Email [email protected]

agenda item 9.4 report to: corporate and community … · 2019. 11. 28. · report no. 133/19ccs 73...

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