It’s a RAP – developing a Reconciliation Action Plan
- 6 Nov 2015
Executive Director of the Queensland Theatre Company, Sue Donnelly, explains the ‘why’ and the ‘how’ of developing a Reconciliation Action Plan.
What prompted the Queensland Theatre Company (QTC) to develop a Reconciliation Action Plan (RAP) and how did you go about developing it?
We wanted to embed the Indigenous program that we had developed at QTC so that it remained a focus after both Wesley Enoch and I left the Company.
We talked with our Indigenous Reference Group and also looked at materials on the Reconciliation Australia website. We were already doing a great many things so it was a matter of formalising it and adding some more activities. There were significant rewrites as Reconciliation Australia changed the way it wanted RAPs set out during the time we were writing it.
What are the principles behind it and what strategies are in place to implement the Plan?
The RAP is based on three areas: relationships, respect and opportunities. The QTC Managers team is also the RAP committee as they are the people who need to ensure that we achieve our targets. We also report to the Indigenous Reference Group on how we are progressing and seek advice from them when we are having difficulties. They are an essential part of the process. You can find a copy of our Plan on the Company website.
How has it changed the way the company behaves, connects and operates?
As we had already started making Indigenous work (it was part of our strategic plan), the RAP mainly formalised our actions but also extended the connections we have with Indigenous people in all aspects of the Company’s work – not just performance. The Company, including the Board, is more aware of the need to promote Indigenous people. We always have Welcome to Country at a big group meeting, not just performances. We actively encourage Indigenous people to apply for jobs at QTC and we regularly employ Indigenous performers. We are also very involved in celebrations like National Reconciliation Week and NAIDOC week.
What difference will it make to the company and community and how will you know?
It means the Company is more inclusive and welcoming of Indigenous people. We’ll know when we report on the targets we’ve set ourselves and we’ve established a Stretch RAP – a plan which will challenge us to come up with even better ways of achieving our reconciliation goals.
What advice would you give to other companies wishing to develop their own Reconciliation Action Plans?
They need to establish a RAP committee and consult with local Indigenous people if they don’t have a committee established. It’s also worth talking with like-minded companies who have a RAP about how they’ve gone about it and read their RAP as well as others.
They also need to think clearly about what they want to achieve and whether they have the resources to both do the required work to develop the RAP and then monitor and report on it. Reconciliation Australia has examples of actions but be aware that you don’t have to use these – it’s far better to write ones that suit your business.
Sue took on her role as Executive Director in February 2012. Since that time she has successfully grown the organisation to make it more commercially viable, outward looking and environmentally sustainable. Sue has extensive experience in arts and cultural development, health and social policy. Prior to QTC Sue was Executive Director of the Australian Major Performing Arts Group (AMPAG). She has held a diverse range of senior executive positions, consulted and lectured in arts and business management, served on a range of Government advisory boards and tribunals, as well as the Boards of numerous arts and community organisations. She is also a Fellow of the Asialink Leaders Program and a current board director of Chunky Move and the Australian Performing Arts Centres’ Association (APACA).
Feature Image: Rob Maccoll – Mother Courage and her Children