Relationships

Building and sustaining genuine partnerships with Aboriginal and Torres Strait Islander peoples is central for NIAA to achieve our vision of being a reliable and trusted partner to Indigenous Australians. NIAA recognises that working in partnership with Aboriginal and Torres Strait Islander peoples enriches our advice to government, informs decision making, and contributes to better outcomes for Indigenous Australians. Central to this is the National Agreement on Closing the Gap which requires all parties to work in genuine partnership with Indigenous Australians in policy development, and program and service delivery. The National Agreement centres around 4 key Priority Reforms that will transform the way Australian governments work with Aboriginal and Torres Strait Islander peoples. Embedding these Priority Reforms is how we will change the way we work with Indigenous Australians and provide the foundation for future progress against the targets. Priority Reform Three – Transforming Government Organisations – commits the Australian Government to decreasing the proportion of Aboriginal and Torres Strait Islander peoples who have experiences of racism. This is foundational to everything we do at the NIAA and demonstrates our commitment to establish a culturally safe work environment.

Focus area: Building genuine partnerships with Aboriginal and Torres Strait Islander communities and organisations, and other key stakeholders to improve life outcomes for Aboriginal and Torres Strait Islander peoples.

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

Deliverable	Timeline	Responsibility
Meet with local Aboriginal and Torres Strait Islander stakeholders and organisations to continuously improve guiding principles for engagement and partnerships.	Ongoing – reported February, 2023, 2024	Lead: Deputy CEO - Operations and Delivery
Meet with local Aboriginal and Torres Strait Islander stakeholders and organisations to continuously improve the NIAA’s Cultural Protocols Guide for engagement.	Ongoing – reported February 2023, 2024	Lead: Branch Manager - Culture & Heritage Branch

The implementation of the National Agreement on Closing the Gap in partnership with Aboriginal and Torres Strait Islander groups.
The NIAA’s Empowered Communities initiative which involves Indigenous communities and governments working together to set priorities and improve services.

2. Build relationships through celebrating National Reconciliation Week (NRW).

Deliverable	Timeline	Responsibility
Circulate Reconciliation Australia’s NRW resources and reconciliation materials to all staff.	May, June, annually	Lead: Director, Internal Communications

Host at least one all staff NRW event across the NIAA, which all NIAA staff can engage in (either in person or through remote participation).
Organise a minimum of 11 NRW events across the NIAA’s regional presence, with at least one event within each Region.
Register the NRW events via Reconciliation Australia’s National Reconciliation Week website.

Support: Director Diversity & Inclusion

3. Promote reconciliation through our sphere of influence.

Deliverable	Timeline	Responsibility
Implement strategies to engage all staff to drive reconciliation outcomes through the NIAA Footprints Program.	July, annually	Lead: Chief People Officer
Implement strategies to positively influence our external stakeholders to drive reconciliation outcomes through the NIAA’s Stakeholder Engagement Strategy.	July, annually	Lead: Group Manager – Operational Performance
Create four ‘critical friend’ relationships with other Australian Public Service agencies to share and learn from each other on our RAP journeys and promote reconciliation.	January annually	Lead: Chief Operating Officer; Branch Manager – Culture & Heritage
Use the NIAA’s online presence (social media and websites) and media opportunities to engage the Australian community in reconciliation by promoting good news stories and media articles that showcase the strength, histories and outcomes achieved by Aboriginal and Torres Strait Islander peoples.	March, June, September, December - annually	Lead: Externally managed by Branch Manager – PM&C Communications (shared service with NIAA)

4. Promote positive race relations through anti-discrimination strategies.

Deliverable	Timeline	Responsibility
Continuously review HR policies and procedures concerned with anti-discrimination.	September, annually	Lead: Chief People Officer
Engage with Aboriginal and Torres Strait Islander staff or Aboriginal and Torres Strait Islander advisors to continuously improve our anti-discrimination policy.	June, September, annually	Lead: Chief People Officer