In 2006, Reconciliation Australia launched a program to help organisations take strategic and sustainable action to advance reconciliation. Built on a framework of four types of reconciliation action plans (RAPs), the program is based on the core pillars of relationships, respect and opportunities, and aims to provide tangible benefits for Aboriginal and Torres Strait Islander peoples by increasing economic equity and supporting First Nations self-determination.

While the program began with eight organisations committing to a RAP, the network now includes more than 3000 organisations with RAPs that directly impact more than five million Australians every day.

Kate Delaney, acting general manager, Reconciliation Action Plan Program at Reconciliation Australia, likens RAPs to a business plan. “Be thorough and realistic with goals and timeframes. Reflect on learnings and challenges, as well as achievements,” she says.

What does meaningful reconciliation look like?

Reconciliation Australia’s four RAP types – reflect, innovate, stretch and elevate – allow organisations to develop and strengthen reconciliation commitments in different ways.

A Reflect RAP, for example, which is implemented over 12–18 months, helps to prepare an organisation to engage in reconciliation meaningfully. It includes developing relationships with Aboriginal and Torres Strait Islander stakeholders, and identifying where an organisation can have an impact.

An Innovate RAP focuses on actions to strengthen relationships and empower Aboriginal and Torres Strait Islander people. It includes piloting strategies to propel reconciliation commitments, such as increasing the procurement of goods and services from Aboriginal and Torres Strait Islander businesses. In the case of accounting practices, it might also include identifying ways to promote financial literacy.

“It doesn’t need to be complicated,” says Rebecca Wessels, a Peramangk and Ngarrindjeri woman and co-founder of Ochre Dawn, which has worked on RAP projects for organisations of all sizes.

“If you’re having an event, for example, you already need to arrange catering, so why not look for a First Nations catering company? And, guess what? There are First Nations caterers out there that serve anything from chocolate cupcakes to grazing tables and you can engage them all year round, not just for significant dates. Unfortunately, a lot of people assume they’ll only be serving lemon myrtle biscuits or kangaroo pie. There’s still a lot of misconceptions out there.”

 

“Why is reconciliation important to your organisation? People often say, well, because it’s a respectful thing to do, but what does it really mean to your organisation?”

 

Measuring what matters

Rhys Paddick is a Badimia-Yamatji man and co-founder of Acknowledge This! which helps organisations to develop their RAP commitments and provides training workshops on how to deliver an authentic Acknowledgement of Country. Acknowledge This! was recently engaged by CA ANZ to assist in the development of its Innovate RAP (see below).

Paddick agrees that RAPs can begin with a relatively simple plan, but that the most effective ones are clear in purpose and align to an organisation’s broader strategic vision.

“My advice is to strongly consider, why are you committing to a RAP?” he says. “Why is reconciliation important to your organisation? People often say, well, because it’s a respectful thing to do, but what does it really mean to your organisation? That’s a solid starting point.”

Whether you’re starting a Reflect RAP or embarking on a more advanced program, each approach requires a commitment of time and resources. Organisations are also required to implement methods of reporting and measurement and must report on their commitments annually to Reconciliation Australia.

Indigenous-developed software platform Weavr is designed to help organisations understand their impact by tracking, managing and sharing their reconciliation journey. Created in 2021 by Biripi man Kieran Shirey and Natalia Florez CA, it works with more than 50 organisations to increase data accuracy, identify weaknesses and boost the visibility of their reconciliation achievements.

Shirey explains that Weavr also works with organisations on RAP development. He says the approach to reconciliation is evolving.

“At the start of the reconciliation movement, it was viewed more as an opportunity to hold a morning tea during NAIDOC Week, but it’s now much more widely viewed as a serious, business-wide strategy and it’s important to measure what matters,” he says.

“The change management required to introduce a RAP into an organisation where there may already be so many other strategies can be a challenge, but it’s so important that it’s managed effectively and resourced appropriately, and that the right people are brought in from the beginning. This is just about good governance when rolling out any kind of strategy.”

Florez encourages organisations to align their “superpowers” with what they can contribute to First Nations communities.

“There are a lot of frameworks out there, like Closing the Gap, where you can align your skillset and superpower,” she says. “This also helps your organisations to feel more connected to a RAP and it becomes easier to measure.”

 

“It doesn’t need to be complicated. If you’re having an event, for example, you already need to arrange catering, so why not look for a First Nations catering company?”

 

The right resources

Delaney says the success of a RAP can be challenged by inadequate resourcing.

“Work associated with the RAP sometimes becomes the passion project of one or a few staff members,” she says. “First Nations staff can also be overwhelmed with requests to provide input and allocated responsibility in relation to the RAP, which can bring on cultural load and fatigue.”

Delaney adds that engagement and awareness across an organisation, particularly at a leadership level or where an organisation has multiple locations, can also present challenges.

“Foundational elements must be in place and determined to be working effectively before an organisation rushes ahead to set targets or progress through the RAP framework,” she says. “That includes accountability and effective tracking and reporting of RAP commitments.”

Successful RAPs require clear governance structures, and incorporate a mix of decision makers, business areas and First Nations representation, says Delaney.

“Spread tasks and delegate to people and departments across the organisation to assist with resourcing challenges,” she says. “Think outside the box,” she adds. “For example, you could look at joining with other organisations to pool resources to deliver activities and not all activities need to be costly to engage staff. You could consider book clubs or lunchtime film screenings, for example.”

To reduce cultural load on First Nations staff, Delaney says organisations should promote that reconciliation is everyone’s business.

“Promote shared ownership of the RAP,” she says. “This will ensure the sustainability of the RAP, as it won’t sit with one person. Organisations should also value, prioritise and invest in ongoing cultural learning opportunities for staff, and especially leaders, to support a culturally safe environment.

She adds: “Also, ensure it’s clear how the RAP relates to, and can enhance, staff members’ roles within the organisation.”

Shirey says the costs associated with a RAP are closely aligned with intent.

“Organisations that sign up to these commitments are brilliant at implementing strategies and are prepared to come up with a suitable budget and resources to be able to knock it out of the park. A RAP is the same, and your budget will depend on what you intend to achieve.”

 

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CA ANZ’s path to reconciliation

CA ANZ completed its Reflect RAP for approval by Reconciliation Australia in 2022 and is preparing to embark on its Innovate RAP.

Hayley Angell, CA ANZ’s senior manager, diversity, equity and inclusion, says the Reflect RAP allowed the organisation to gauge its cultural capability.

“We reflected on things like which country our offices are operating on and whether we had relationships with the traditional custodians – did we know who they were and had we introduced ourselves?

“It was also a reflection around our values and our commitments in relation to our five-year corporate strategy around being an inclusive profession and workplace.”

CA ANZ recently procured Acknowledge This! as a First Nation supplier to help in the development of its Innovate RAP, which will also include guidance and consultation with the CA ANZ Aboriginal Torres Strait Islander Member Panel.

“We will be drafting our Innovate RAP this calendar year,” says Angell. “Our Reflect RAP had an internal organisational and operational focus. While our Innovate RAP will continue to focus on CA ANZ as organisation and employer, we’ll also be looking at how we can make an impact across the profession.”