Reconciliation Australia RAP Pillars as our Core Deliverables
The actions outlined below reflect the NIAA’s established, business-asusual responsibilities. These activities are embedded in how the Agency operates and delivers on its purpose — working in partnership to support the self-determination and aspirations of Aboriginal and Torres Strait Islander peoples, leading and influencing change across government, and contributing to system-level reform under the National Agreement on Closing the Gap, particularly Priority Reform 3 (Transforming Government Organisations).
The NIAA’s role and mandate
The NIAA was established by Executive Order with functions that include:
- leading and coordinating Commonwealth policy development, program design and implementation, and service delivery for Aboriginal and Torres Strait Islander peoples
- providing advice to the Prime Minister and the Minister for Indigenous Australians on whole-of- government priorities
- leading and coordinating the development and implementation of Australia’s Closing the Gap targets in partnership with Aboriginal and Torres Strait Islander peoples; and
- leading Commonwealth activities to promote reconciliation.
These responsibilities position reconciliation, partnership and accountability as core elements of the NIAA’s day-to-day work, rather than discrete or supplementary activities.
Leading and coordinating Closing the Gap across government
As the central Commonwealth agency responsible for coordinating the National Agreement on Closing the Gap, the NIAA provides stewardship, leadership and influence across governments. While responsibility for delivering Closing the Gap outcomes and advancing reconciliation is shared across jurisdictions and portfolio agencies, the NIAA plays a critical role in coordinating, supporting and influencing policy, programs and systems so they are aligned with the priorities of Aboriginal and Torres Strait Islander peoples.
Through this leadership role, the Agency supports shared decision-making, transparent reporting and culturally informed approaches across the APS. The business-as-usual activities outlined below demonstrate how reconciliation is embedded into the NIAA’s core functions and how the Agency contributes to lasting system reform in line with the National Agreement and the RAP pillars of Relationships, Respect and Opportunities.
Reconciliation Australia Pillar - Relationships
Key Activity 1 – Leading and coordinating Closing the Gap
As part of its core business, the NIAA leads and coordinates the implementation of the National Agreement on Closing the Gap across the Commonwealth, in partnership with Aboriginal and Torres Strait Islander peak bodies, including the Coalition of Peaks, and other governments.
This role strengthens reconciliation by embedding shared decision‑making, accountability and partnership into how governments design, deliver and evaluate policies, programs and services. Through this stewardship role, the NIAA supports system‑level change that builds trust, improves transparency, and transforms relationships between governments and Aboriginal and Torres Strait Islander peoples. This contributes to reconciliation outcomes by shifting government practice from transactional engagement to partnership‑based ways of working that recognise rights, voices and community leadership.
Refer: NIAA Corporate Plan 2025–2029
Key Activity 2 – Partnerships and self‑determination
The NIAA works in partnership to support the self‑determination and aspirations of Aboriginal and Torres Strait Islander peoples. This is a core business activity and reflects how the Agency operates as a steward and partner across government.
As part of its core business, the NIAA works in genuine partnership with Aboriginal and Torres Strait Islander peoples to develop and maintain relationships with communities and representative organisations. These partnerships take different forms, including:
- Partnerships through formal agreements, where shared decision‑making is supported through agreed governance and accountability arrangements; and
- Collaborative partnership approaches, based on mutual respect and shared goals, which may not involve a formal agreement but still support meaningful engagement and influence.
This partnership approach underpins how the NIAA designs, delivers and influences government policies, programs and systems. It reflects the Agency’s ongoing role in advancing reconciliation and supporting system‑level change under the National Agreement on Closing the Gap.
Performance Measure 2.1
Aboriginal and Torres Strait Islander priorities are embedded in government policy, programs and investment through partnerships.
Refer: NIAA Corporate Plan 2025–2029
Key Activity 3 – Delivering targeted programs
The NIAA delivers targeted programs through the Indigenous Advancement Strategy and partnership agreements to support improved social and economic outcomes for Aboriginal and Torres Strait Islander peoples, particularly in remote Australia. This is a core business activity and a key mechanism through which the Agency supports community-led development and economic participation.
Through this work, the NIAA oversees and delivers programs designed to respond to local priorities and conditions, using place-based approaches that strengthen economic participation, build capability and contribute to sustainable, long-term community development.
The following stories illustrate how these targeted programs and partnerships are delivered in practice, highlighting locally led responses that address community priorities:
- Youth outreach service a stepping stone | Indigenous
- Birthing in community with culturally safe maternal care | Indigenous
- A new Food Security Code and Subsidy | Indigenous
A key example of this approach is the Remote Jobs and Economic Development (RJED) program, which forms part of a major Australian Government reform to improve employment outcomes for people living in remote Australia and represents the first stage in replacing the Community Development Program (CDP). RJED has been developed in partnership with remote communities, Aboriginal and Torres Strait Islander peoples, job seekers, service providers, peak bodies and government stakeholders to better align employment approaches with local needs and aspirations.
Together, these programs and partnerships demonstrate how the NIAA supports place-based, community-led development and economic participation across remote Australia. See also the video story on Creating Jobs in Remote Communities | Indigenous.
Performance Measure 3.1
Employment opportunities aligned with local needs and aspirations are increased and sustained in remote communities, supporting economic participation and long‑term community development.
Diversity and Inclusion Framework
The NIAA’s Diversity and Inclusion Framework and Action Plan sets out our vision for an inclusive workplace culture at the NIAA, embedding this as a core element of organisational culture and leadership. This framework guides how the NIAA supports an inclusive workplace and models behaviours consistent with reconciliation and Closing the Gap objectives.
As part of this ongoing commitment, the NIAA recognises and celebrates key days of significance each year, including National Reconciliation Week (NRW). This includes hosting at least one all‑staff reconciliation event annually, encouraging staff participation in community‑led activities, and actively championing Reconciliation Australia’s NRW resources both internally and externally.
These activities support cultural capability, awareness and leadership accountability across the Agency, and reflect the NIAA’s stewardship role as set out in the Corporate Plan 2025–2029.
Reconciliation Australia
The NIAA provides funding to Reconciliation Australia as part of its core business to support national efforts to advance reconciliation across Australia. This funding enables Reconciliation Australia to work with organisations across sectors to build understanding, capability and commitment to reconciliation.
Through this support, Reconciliation Australia delivers programs and resources that assist organisations to take meaningful action on reconciliation, including recognising and celebrating National Reconciliation Week (NRW). These activities contribute to increased awareness, engagement and participation in reconciliation across the public, private and community sectors.
The NIAA’s support for Reconciliation Australia reflects the Agency’s role to work towards reconciliation, strengthen partnerships, and influence system level change by supporting national leadership and coordination on reconciliation efforts.
Refer: NIAA Corporate Plan 2025–29
Indigenous Champions Network (ICN)
The APS ICN is a senior leadership advocacy forum committed to driving meaningful and sustained change across the APS for First Nations peoples, with a strong focus on Closing the Gap Priority Reform 3, cultural safety and First Nations employment.
The NIAA provides Secretariat support to the ICN, enabling senior APS leaders to progress coordinated, evidence‑informed action on system reform. In 2026, this includes supporting the ICN to advance strategically focused priorities that strengthen:
- the use of data, evidence and lived experience (including storytelling as a form of data) to inform decision‑making
- leadership accountability, through sharing practical examples of Senior Executive Service (SES) performance measures and building a library of accountability mechanisms; and
- APS capability and culture, including influencing APS Employee Census settings and supporting approaches to evaluate and measure cultural safety.
This work supports the NIAA’s role, as set out in the Corporate Plan 2025–29, to drive cultural capability and cultural safety both internally as a model employer and externally across the APS, and to lead system‑level cultural reform consistent with Closing the Gap Priority Reform 3.
Senior Executive Service Committees and Boards
The NIAA Senior Executive Service officers participate in APS‑wide committees and boards as part of the Agency’s core business, using these leadership forums to lead and influence decision‑making, strengthen governance, and progress initiatives that support reconciliation, cultural reform and improved outcomes for Aboriginal and Torres Strait Islander peoples.
This engagement reflects the NIAA’s role, as set out in the Corporate Plan 2025–29, to lead and influence change across government, coordinate action across the Commonwealth, and embed Closing the Gap—including Priority Reform 3—into mainstream systems and processes.
Workplace Respect Policy
The NIAA’s Workplace Respect Policy provides clear guidance to staff on expected standards of behaviour in the workplace. The policy defines and explains bullying, harassment (including sexual harassment) and discrimination, and outlines the responsibilities of all staff to contribute to a safe, respectful and inclusive workplace. This policy supports positive race relations by setting clear expectations and addressing behaviour that undermines dignity, inclusion and cultural safety.
NIAA Values and Behaviours
The NIAA’s Values and Behaviours underpin how the Agency works and how staff treat one another. The Values and Behaviours explicitly state that NIAA employees will not discriminate or show bias based on culture, ethnicity, age, gender identity, sexuality, disability and/or length of time in the role. These expectations support respectful relationships, inclusive behaviours and positive race relations across the organisation.
An integrity‑driven culture supports reconciliation by building trust, transparency and accountability in the NIAA’s relationships with Aboriginal and Torres Strait Islander peoples and communities.
APS Values, APS Employment Principles and the APS Code of Conduct
The APS Values, APS Employment Principles and the APS Code of Conduct set out the standards of behaviour expected of agency heads and APS employees. Together, they establish clear expectations around professionalism, integrity, respect and fairness, and provide a framework for addressing inappropriate or discriminatory behaviour. These standards support positive race relations and reinforce accountability across the APS.
Racism. It Stops With Me
The NIAA is a member organisation of the Racism. It Stops With Me campaign and actively promotes campaign resources to staff. Participation in the campaign supports awareness of racism and discrimination and reinforces shared responsibility for challenging harmful attitudes and behaviours, contributing to a respectful and inclusive workplace culture.
Mandatory and Induction Learning
As part of their employment with the NIAA, staff are required to complete mandatory learning that supports awareness, capability and inclusive behaviour, including:
- APS Foundations: Diversity and Inclusion – supporting staff to understand diversity and inclusion in the APS, relevant legislation and policy obligations, and the APS commitment to inclusive workplaces.
- Core Cultural Learning: Aboriginal and Torres Strait Islander Australia – a foundational course supporting understanding of Aboriginal and Torres Strait Islander peoples and cultures across the APS.
- Footprints Framework – a framework that supports staff to continually build and deepen cross‑cultural knowledge and understanding.
These learning requirements support positive race relations by building cultural awareness, capability and respect.
Secretaries’ Charter of Leadership Behaviours
The Secretaries’ Charter of Leadership Behaviours sets out the behaviours expected of Secretaries and Senior Executive Service leaders across the APS. The Charter requires senior leaders to be respectful, treat people with decency and respect, embrace diversity, seek out different perspectives, and build inclusive cultures that enable people to make their best contribution. These expectations support leadership accountability and positive race relations across the APS.
SES Performance Leadership Framework
The SES Performance Leadership Framework reflects the Australian Government’s commitment to ensuring the APS is a model employer that sets the standard for diversity and inclusion. Consistent with the National Agreement on Closing the Gap, SES employees are required through their performance agreements to extend their cultural learning, reflect on their own perspectives, and demonstrate how they contribute to culturally safe workplaces, programs and policies. Strong cultural competence among senior leaders supports inclusive decision‑making and positive race
relations across the APS.
Reconciliation Australia Pillar - Respect
Identified Roles
NIAA’s recruitment policy includes that all roles in the agency are classified as ‘identified’ positions under the APS Identified Measures policy. This means that all staff need to demonstrate a certain level of cultural competency to work at the agency.
Identified roles are open to all Australian citizens. Applicants are expected to demonstrate an understanding of Aboriginal and Torres Strait Islander cultures, issues and respectful engagement practices. These roles often involve policy development, program delivery or direct engagement with Aboriginal and Torres Strait Islander communities and support cultural learning by ensuring cultural capability is embedded across the workforce.
You can learn more at Recruitment and selection | NIAA.
Footprints Framework
To support ongoing cross-cultural learning and capability building, the NIAA Footprints Framework is implemented across the Agency and applies to all staff, with defined minimum engagement requirements. The Framework supports continual learning through the completion of activities and reflection on what was learnt. It provides structured guidance and learning opportunities that builds understanding of Aboriginal and Torres Strait Islander cultures, histories and perspectives. An activity library is maintained, with content regularly updated to ensure it remains relevant and engaging. While there are curated learning opportunities available, staff are encouraged to take ownership of their individual learning journey, aligning activities to their role and development needs. In partnership with the APSC, the NIAA has also made the Footprints Framework available to all APS employees through the APS Academy, supporting broader cultural learning across the APS.
NIAA Enterprise Agreement – Leadership Cultural Capability
The NIAA Enterprise Agreement establishes clear expectations for First Nations cultural capability as part of leadership responsibility. The Agency takes reasonable steps to ensure senior leaders complete relevant First Nations cultural training, reinforcing culturally informed decision-making and leadership accountability.
These expectations are delivered through mandatory CORE induction training for leaders and ongoing participation in Footprints. EL2 staff are expected to model engagement with cultural capability initiatives within their teams. Footprints is a minimum engagement requirement for all staff and is contextualised to reflect different roles and responsibilities.
NAIDOC Week Local Grants
The NIAA supports engagement with Aboriginal and Torres Strait Islander cultures and histories through the annual NAIDOC Local Grants program, which provides funding for community-led activities aligned to the national NAIDOC Week theme.
Through these grants, the NIAA supports culturally grounded celebration, strengthens the visibility of Aboriginal and Torres Strait Islander cultures, and promotes broader understanding and recognition of First Nations histories, achievements and continuing contributions.
First Nations Protocol Guide
The NIAA’s First Nations Cultural Protocols Guide provides staff with practical guidance to support respectful, culturally appropriate engagement with First Nations peoples and communities. The Guide supports day‑to‑day interactions by setting clear expectations for behaviour, communication and engagement that recognise cultural difference and uphold respect by providing:
- principles to guide respectful behaviour and communication when working with First Nations peoples and communities
- information about cultural protocols that may influence how the NIAA works with First Nations peoples and communities
- guidance on consulting and meeting with First Nations peoples; and
- guidance on the appropriate use and protection of First Nations peoples’ cultural and intellectual property.
By supporting culturally informed practice, the Guide strengthens respectful relationships, helps prevent cultural harm, and contributes to positive race relations in the NIAA’s work with Aboriginal and Torres Strait Islander peoples.
NIAA Enterprise Agreement – NAIDOC and ceremonial Leave
The NIAA Enterprise Agreement provides for staff participation in NAIDOC Week and recognises First Nations cultural and ceremonial obligations as part of respectful workplace practice. These provisions support meaningful engagement with Aboriginal and Torres Strait Islander cultures and histories and are intended to be maintained through future enterprise arrangements.
Under these arrangements:
- staff may access paid leave to participate in NAIDOC Week activities, with flexibility to take leave in part days
- Aboriginal and Torres Strait Islander employees may access paid First Nations ceremonial leave to participate in significant cultural activities or fulfil ceremonial obligations.
These provisions support cultural recognition, inclusion and respect in the workplace, and enable staff to engage meaningfully in NAIDOC Week and First Nations cultural practices.
Reconciliation Australia Pillar - Opportunities
Boosting First Nations Employment
The NIAA works in partnership with the First Nations Unit at the APSC to deliver initiatives that support the Australian Government’s commitment to increase First Nations employment in the APS to 5 per cent by 2030. This work forms part of the NIAA’s ongoing contribution to system-wide reform under Closing the Gap Priority Reform 3– Transforming Government Organisations.
Initiatives supported by the NIAA include:
- SES100, which supports the development, visibility and leadership capability of senior Aboriginal and Torres Strait Islander leaders
- Bulabul and Yawarra development programs, which focus on talent development, mentoring and networking to support progression into leadership roles
- the APS Integrated Unconscious Bias Training Program, which addresses the impact of unconscious bias on Aboriginal and Torres Strait Islander employees
- the Allyship Toolkit, delivered through the APS Academy, which supports APS staff to strengthen cultural safety and inclusive leadership practices
- Affirmative Measure Indigenous employment provisions.
Together, these initiatives support cultural reform, leadership accountability and improved workplace experiences for Aboriginal and Torres Strait Islander employees across the APS.
Closing the Gap Priority Reform 3 – Transforming Government Organisations
Priority Reform 3 is being advanced through the Priority Reforms Roadmap and the forthcoming Priority Reforms Strategy, and centres on transforming government systems, accountability and culture to better serve Aboriginal and Torres Strait Islander peoples, recognising that lasting improvement requires systemic rather than standalone change.
The NIAA contributes to the implementation of Priority Reform 3 through its leadership, stewardship and workforce practices. This includes recruitment, capability development and performance arrangements that demonstrate progress through agency-level reporting and performance data. These arrangements embed reconciliation principles into how employment practices, leadership capability and organisational culture are shaped within the NIAA and, through stewardship and influence, across the APS.
This approach is supported by the NIAA’s Diversity and Inclusion Framework, which commits the Agency to initiatives that strengthen Aboriginal and Torres Strait Islander recruitment, retention and professional development. These initiatives include:
- participation in entry-level programs that support attraction of a diverse workforce (see Turning passion into impact as an NIAA Graduate);
- providing access to First Nations-specific career development programs to support career progression and retention (see Career pathways on show for First Nations students in WA | Indigenous); and
- embedding inclusive recruitment practices, including requirements for recruitment panel members to complete appropriate recruitment panel training.
Together, these workforce practices and accountability mechanisms support cultural reform, strengthen leadership responsibility, and demonstrate the NIAA’s contribution to Priority Reform 3 through measurable, agency-level action—rather than standalone initiatives or reliance on whole-of-government reporting alone.
As a model employer, the NIAA applies these practices internally to create culturally safe and inclusive workplaces, while also contributing to broader APS reform by demonstrating how Priority Reform 3 can be embedded in everyday governance, workforce and leadership systems.
Indigenous Job Boards
To support Aboriginal and Torres Strait Islander recruitment, the NIAA uses a range of targeted recruitment approaches, including Indigenous-owned and Indigenous-focused job boards, informed by role suitability, reach and cost effectiveness.
These include:
- Koori Mail
- Our Mob
- National Indigenous Times; and
- Indigenous Employment Australia.
Advertising roles through Indigenous job boards supports broader visibility of opportunities, strengthens attraction strategies, and contributes to increasing Aboriginal and Torres Strait Islander representation within the Agency.
First Nations Career Development Pathway
The NIAA offers a Career Development Pathway for First Nations staff that recognises leadership is required at all levels of the agency and the broader APS. The pathway supports employees to build capability, deepen expertise and progress in their APS careers through structured development opportunities.
The pathway includes programs such as:
- a multi-year early career program tailored to address the employment experience of First Nations staff in the APS; and
- tertiary qualifications in management through a 12-month graduate certificate program; and
- other leadership and management development opportunities aligned to the Leadership Continuum, including NIAA Essentials.
These programs support skills development, leadership capability and potential career progression, contributing to improved retention and long‑term employment outcomes for Aboriginal and Torres Strait Islander employees.
Indigenous Procurement Policy (IPP)
NIAA supports Aboriginal and Torres Strait Islander supplier diversity by implementing the IPP as part of its core business and stewardship role across government. Through its own procurement activities, the NIAA applies the IPP to increase opportunities for Indigenous‑owned businesses to participate in government supply chains.
By embedding the IPP into procurement processes, the NIAA contributes to stimulating Indigenous entrepreneurship, business growth and economic development. This approach supports improved economic and social outcomes for Aboriginal and Torres Strait Islander peoples by enabling greater participation in the economy and strengthening Indigenous business capability.
This work aligns with the NIAA’s Corporate Plan’s focus on strengthening economic outcomes and embedding reconciliation principles into government systems and practices.
RAP Network
As a lead agency in the RAP network, the NIAA participates in at least two RAP leadership gatherings convened by Reconciliation Australia each year to share learnings, contribute to sector-wide practice, and identify opportunities for continuous improvement.
Reconciliation Australia Pillar - Governance
Executive Board
The Executive Board supports the CEO of the NIAA to achieve the Government’s strategic priorities and meet legal and legislative obligations including accountability for the implementation of the NIAA RAP.
People and Culture Committee
The People and Culture Committee is a sub-committee of the Executive Board and has responsibility for the NIAA’s people objectives through related policies, frameworks, strategies and practices within the scope of its role. The Committee will provide recommendations and advice to the Executive Board in accordance with the Committee’s authority. A key role of the Committee is to oversee, monitor and support delivery and continuous development of the NIAA RAP.
Closing the Gap Annual Report and Implementation Plan (AR‑IP)
Each year, the NIAA coordinates the Commonwealth’s Closing the Gap Annual Report and Implementation Plan as part of its stewardship role under the National Agreement on Closing the Gap. While these reports support transparent, whole-of-Commonwealth reporting on progress, priorities and outcomes, they are also underpinned by agency-level evidence and performance processes.
In undertaking ARIP-related processes, and consistent with Executive Board and committee oversight, the NIAA monitors its own performance against commitments, drawing on internal data, evaluation and evidence. This information is used to inform senior-level discussion, prioritisation and escalation through established internal governance forums, including the People and Performance Executive Committee, Priority Reform Leads Forum, and the Audit and Risk Committee, consistent with the NIAA’s performance framework and Corporate Plan performance measures.
Through this approach, ARIP reporting functions not only as a public transparency mechanism, but also as a tool to support internal accountability, performance oversight and continuous improvement.
NIAA Annual Reports
The NIAA’s Annual Reports provide a complementary accountability mechanism by describing the Agency’s activities, outcomes and performance over the reporting period. The reports outline key achievements, performance results and financial statements, including progress against commitments under the Agency’s Executive Order and Corporate Plan.
Together, these internal and external reporting mechanisms support transparent communication, evidence‑based decision‑making, and accountability for the NIAA’s role in advancing reconciliation and Closing the Gap outcomes.
Evidence, evaluation and learning
The NIAA uses evidence, data and evaluation to inform decision‑making, accountability and continuous improvement. Evidence‑based approaches support reconciliation by ensuring policies and programs are culturally informed, responsive to community priorities, and strengthened over time through learning and reflection.
Appropriate support for effective implementation of RAP commitments
The NIAA supports the effective implementation of its RAP through established governance, performance and investment frameworks that are embedded in the Agency’s core business. These mechanisms ensure RAP commitments are appropriately resourced, monitored and integrated into decision‑making, risk management and performance oversight, consistent with the NIAA Corporate Plan.
Engagement Framework and Performance Management
Engage is NIAA’s performance framework and provides the primary mechanism for embedding RAP commitments into business‑as‑usual activity. Business‑as‑usual RAP actions are captured within relevant planning and performance documents and assigned to responsible staff as part of normal work allocation. Stretch RAP actions are monitored and evaluated through the Agency’s governance processes, with responsibility for delivery and progress sitting with Branch Managers.
This approach ensures RAP actions are not treated as standalone initiatives, but are integrated into everyday work, performance expectations and accountability arrangements.
Risk and Operations Committee
The Risk and Operations Committee is a sub‑committee of the Executive Board with responsibility for oversight of resource allocation and investment, with reference to the Agency’s priorities and financial position. Through this committee, risks, resourcing and operational considerations that may affect delivery of RAP commitments can be identified, monitored and addressed within broader corporate risk and resource management processes.
This supports a considered and sustainable approach to RAP implementation that aligns with agency priorities and capacity.
Investments and Projects Committee
The Investments, Risk and Operations Committee (IROC) provides integrated oversight across the Agency’s risk, financial, operational and investment activities to support informed decision-making by the Executive Board and CEO. It monitors and advises on risk management (including legal, integrity and emerging risks), financial performance, corporate planning, and the delivery and prioritisation of major projects, investments and key deliverables. Through this committee, risks, resourcing and operational considerations that may affect delivery, including of RAP commitments, may be identified, monitored and addressed within broader corporate risk and resource management processes.
