Football Australia launches RAP as next step on Reconciliation journey

Football Australia has announced its first Reconciliation Action Plan (RAP) as part of its continued commitment to engaging with Indigenous communities.

Through the well-established three core pillars of Relationships, Respect and Opportunities, the Reconciliation Australia-endorsed RAP sets out a framework that demonstrates football’s long-term commitment to action that strengthens relationships with First Nations peoples and guides efforts towards reconciliation awareness, growth, and change.

The sport’s first national Reflect RAP has been developed in collaboration with the National Indigenous Advisory Group (NIAG), the Football Australia RAP Working Group and internal and external stakeholders.

NIAG Co-chair Jade North expressed his pride with the sport taking its next steps with a roadmap and reconciliation goals.

“I am greatly encouraged by the decisive action Football Australia is taking towards meaningful reconciliation with Indigenous people,” North said.

“There are countless individuals and organisations who have commenced this work long before the national body and I wish to acknowledge this work as it has contributed to bring and keep our mob in the game.

“Now as Australian football are bringing full focus into this work, this action plan is just the first step of many to connect to community and embed equity into the delivery and function of football more broadly.

“Whilst foundational at a Reflect stage, this strategy will be key in guiding the organisation to progress strongly and confidently under the leadership of the National Indigenous Advisory Group and more members of the community as the journey progresses.”

Football Australia CEO James Johnson outlined the release of a national RAP was another step for the sport in creating a welcoming environment for the participation of Indigenous Australians.

“Football Australia is incredibly proud to be launching our first Reflect Reconciliation Action Plan,” Johnson said.

“As Australia’s largest club-based participation sport, with two million participants and over 200 different cultures, Australian football understands and welcomes the integral role we can play in our nation’s reconciliation journey.

“Through the process of developing this Reflect RAP, we have had an opportunity to reflect on the significant contributions of Aboriginal and Torres Strait Islander peoples to our game and Australian society more broadly.

“We are going beyond reflection alone and have pledged to undertake measurable tasks that directly and indirectly contribute positively to address disparities between Indigenous and Non-Indigenous Australians.

“As with the XI Principles, this RAP will be embedded into the core of our sport and business to ensure the recognition, cultural safety and advancement of the participation of First Nations people in football.”

The key commitments of action in the Reflect RAP include:

  • Building internal capacity for decision making through community-centred guidance from Football Australia’s National Indigenous Advisory Group
  • Establish and strengthen mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.
  • Implementing best practice strategies to showcase First Nations Football Community and the pioneers of the game
  • Implement strategies that increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning. across Football Australia and supporting personnel
  • Creating and implementing strategies to improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development.
  • Increase more opportunities for Indigenous procurement and partnerships

NIAG member and Football Australia’s Engagement Lead, Courtney Hagen, added:

“As Australia’s largest club-based participation sport, with two million participants and over 200 different cultures, Australian football understands and welcomes the integral role we can play in our nation’s reconciliation journey.

“Pursuing opportunities and creating initiatives that are aligned with Indigenous priorities and interests is pivotal and should be one that evolves in line with First Nations peoples.”

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FA Board of Directors Welcomes Two New Appointments

Rachel Wiseman and Angela Mentis will join the FA as Directors, reflecting a continued drive within the governing body to prompt a new era for football in Australia.

 

Leading with expertise

Both Wiseman and Mentis join the FA at a time of immense change and ambition.

In February, the appointment of Martin Kugeler as CEO was symbolic of new beginnings for the industry. And now that Wiseman and Mentis are on board, the FA looks set for a defining year.

“We are pleased to welcome Rachel (Wiseman) and Angela (Mentis) to the Football Australia Board,” expressed Football Australia Chair, Anter Isaac.

“These appointments reflect a deliberate effort to strengthen the Board’s capability across commercial strategy, digital transformation, financial services and major rights environments.”

If Australian football is to progress across digital, commercial and beyond, industry experts must sit at the centre of governance.

 

Aligning experience and vision

Most recently Chief Executive Officer Member Capital at NRMA, Wiseman brings experience and knowledge in executive roles, and legal practice.

Further to overseeing the growth and diversification of NRMA since 2016, as well as leading Tabcorp Holdings Limited as General Manager, Commercial Development – International, Wiseman has past experience in the sports landscape.

As Director of Business Affairs for Fox Sports Australia between 2007 and 2024, Wiseman negotiated agreements to broadcast key sports rights. With Football Australia looking to grow its financial power and commercial strategy in the coming years, Wiseman’s knowledge aligns perfectly with the governing body’s vision.

Mentis is an industry leader in financial services, with an extensive range of skills across customer and culture transformations.

Furthermore, following more than 30 years of work spanning Australia, New Zealand, Asia, United Kingdom and USA, Mentis will help the FA with essential, high-quality leadership.

While at the National Australia Bank, Mentis led a division over 900 people across Australia, Vietnam and India. And as the first female Chief Executive Officer at the Bank of New Zealand from 2018-2021, there is no question that Mentis’ credentials and expertise will bring about significant change and organisation at the FA.

The Coaching Crisis Hiding in Australian Football

The low standard of Australian football has often been attributed to limited resources and the relative immaturity of the sport’s development system in the country. A 2023 study suggests that coach education in Australia is a key issue, as it often fails to adequately prepare coaches for the realities of the game, resulting in weaker practical coaching outcomes.

Coaches have attributed this matter to a number of factors; including the contents quality, structure and delivery. However, deeper systemic issues can also explain its inefficiency. Identifying and understanding these concerns is necessary to improve coach training in Australia.

 

Why does coach training matter?

Coaching is central to any sport, encompassing the transmission of knowledge and the development of athletes to perform at their highest level and achieve their goals. It contributes to shaping sporting identity, club culture and path-dependent behaviour within an organisation. Coaches must participate in training to ensure their efficiency in leading a team.

 

Coach training in the Australian context

In 2020, Football Australia (FA), the national governing body for the sport, introduced new principles aimed at raising the standard of coaching and coach development. These included modernising the delivery of coach education and reviewing both course content and the broader Australian coaching methodology.

Despite this renewal of objectives, the Australian coach education system remains underpinned by the National Football Curriculum (NFC) released in 2013.

The NFC aims to provide coaches with an understanding of the national ‘playing’ and ‘coaching’ philosophy, advocating for a i) player-centred approach to coaching; ii) game-based and constraints-led approach to practice design; and iii) an information-processing view of motor learning.

In Australia, coach education is broadly divided into two pathways, each tailored to different stages of the game:

The Community Coaching pathway targets coaches working with participation players aged 5 to 17. These courses are relatively short and focus on equipping coaches with practical skills in session design and delivery.

The Advanced Coaching pathway is aimed at those operating in the performance phase. These courses are more intensive, centred on Football Australia’s Coaching Expertise Model, which outlines the key competencies required of high-level coaches.

Does the National Football Curriculum have a content issue?

Despite the importance Football Australia (FA) places on football knowledge, coaches reported that courses do not adequately address this area and expressed some dissatisfaction with how it is delivered.

Coaches also highlighted an expectation of conformity to the National Football Curriculum (NFC), which limits the value and impact of formal coach education in developing both theoretical understanding and practical coaching approaches. As a result, coaches can struggle to translate knowledge from coursework into on-field practice, with a lack of alignment between theory and application contributing to this implementation gap.

It is only at the ‘A’ Licence level that coaches are actively encouraged to develop their own football philosophy and vision. In contrast, earlier stages of the curriculum remain largely focused on adopting FA’s established framework.

This sustained emphasis on technical and tactical elements can also restrict the development of broader pedagogical and interpersonal skills required for effective coaching. Given the inherent complexity of coaching, this further complicates the effective translation of formal coach education into practice.

In addition, the NFC is seen as overlooking key off-field responsibilities of coaches. Beyond tactical duties, coaches play a significant role in player development, particularly in relation to well-being and welfare. In modern high-performance sport, coaches are increasingly viewed not only as tacticians, but as holistic developers of athletes both on and off the pitch.

 

No possibility to ‘climb the ladder’

Coaches also complain about the inability to grow and “climb the ladder” in the sport. Indeed, the development of football in Australia highly relies on volunteers.

The majority of NPL youth coaches in Australia are in a casual position. Many of them have full-time jobs in completely different fields. Often juggling two or three jobs just to make ends meet.

“There is no realistic ladder where a young coach can start at grassroots level, improve, get noticed, and work their way into a full-time position in a professional youth academy. The reason is simple. The positions barely exist.”

Jan Schmidt, former Technical Director of the NPL

Coaches are often unable to attend coaching courses during the week, which limits their ability to stay up to date with modern coaching methods.

Limited time and resources therefore restrict coaches’ capacity to deliver high-quality performance and effective coaching practice.

“Most NPL youth coaches earn between $6,000 to $8,000 a year. That is not a career. That is a sacrifice”. Jan Schmidt, former technical director in the NPL

Systemic limitations on the growth and development opportunities available to football coaches in Australia can reduce their motivation and constrain their capacity to deliver effective results. These constraints, in turn, negatively affect coaching quality and ultimately impact the standard of football.

When coaches are unable to fully commit to the demands of the game, they are less able to provide optimal training environments for their players. This limits player development pathways and, consequently, restricts the overall standard of Australian football.

If Football Australia (FA) aims to develop world-class coach education environments, it must better support the behaviours, knowledge, and practices of coaches across the country. This requires a stronger emphasis on aligning coach education with the real needs of the coaching community.

These findings highlight the importance of ongoing engagement between FA and Australian coaches to collaboratively improve coach education programs. Strengthening coach development has the potential to significantly enhance the quality of football delivered to the next generation of Australian players.

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