Australians have resoundingly rejected a proposal to recognise Aboriginal people in its constitution and establish a body to advise parliament on Indigenous issues.
Saturday’s voice to parliament referendum failed, with the defeat clear shortly after polls closed.
Quite honestly it was a very confusing referendum. The question seemed simple on the surface but as soon as you ask questions very quickly it was hard to find answers. I think this confusion is the reason the majority voted no, they were scared to choose yes for something they didn’t understand. I tried to understand and still couldn’t find a straight answer of what this referendum was actually about.
The confusion definitely wasn’t helped by the large amounts of deliberate misinformation being put out there about the intention of the Voice, and requests for specificity.
And then the apparently contradictory arguments (often by the very same person, within the same argument) that it was too much, and therefore privileged indigenous Australians over other Australians, and yet also not enough, and would therefore achieve nothing at all. Or that more information needed to be provided, or more often, that specifics needed to be pre-decided and included within the wording (overlooking that those specifics would then be enshrined in the constitution and largely unchangeable ever again)
An argument to paralyse everyone along the decision spectrum who wasn’t already in the yes camp or no camps.
To answer your question, the voice was essentially a yes or no to creating a constitutionally recognised body of indigenous Australians, that could lobby Government and Parliament of behalf of indigenous Australians on issues concerning indigenous Australians.
To use an extended analogy:
It would be similar to a board meeting of a large company asking their shareholders to agree to a proposal to create a position within the company of “Disabilities, Diversity, and Equity Officer”, and have that position enshrined within the company’s charter, to enable a dedicated representative to make representions on behalf of those that fall under those categories, as they all tend to be in minority groups whose needs or ideas don’t tend to be (on average) reflected or engaged with by existing company processes or mainstream society. And that the position be held by someone within one of those minority groups.
Sure, an individual employee could take an issue to their supervisor (i.e. the Government/parliament), but that supervisor rightly has a need to observe the needs of the company (its voters) and the majority of employees (the average Australian), and the thought that a policy might not actually be effective for person Y would likely not even occur to the supervisor, as it seems to work for the majority of employees anyway, and they’re not raising any issues. The supervisor is unlikely to go proactivelly asking employee Y’s opinion on implementing X policy when they feel they already understand what employee a, b, c and d etc. want out of the policy.
Even if employee Y brings up an issue directly with the supervisor, the supervisor is structurally unlikely to take it on board or give it much weight, as it’s a single employee vs the multitude of other employees who are fine with the policy as is. And listening involves extra work, let alone actually changing anything as a result.
Having a specific Disability/Diversity/Equity officer not only allows employee Y an alternative chain of communication to feel like they’re being seen, and their concerns heard (which has important implications for their sense of self worth, participation, and mutual respect in the company), but the fact that it’s a specified company position within the company’s charter means the supervisor is much more likely to give that communication from that position much more weight, and consider it more carefully, than if that random, singular enployee Y had just tried to tell the supervisor directly.
The Disability/Diversity/Equity officer doesn’t have the power to change rules, or implement anything by fiat. He can only make representations to the company and give suggestions for how things could be better. The supervisor and company still retain complete control of decision making and implementation, but the representations from the DDE officer could help the company and supervisor create or tweak policy and practices that work for an extra 10-15% of employees, and therefore a total of 85% of the company’s employees, instead of the previous 70%.
Now, would you expect that the company provide the shareholders with exact details of: what hours the DDE officer will have, how much they’ll be paid, what room of what building they’ll operate on, how they’ll be allowed or expected to communicate with others in the organisation, etc? With the expectation that all this additional information will be entered into the company charter on acceptance, unchangeable except at very rare full General Meetings of all shareholders held every 2 or 3 decades?
No. They just ask the shareholders if they’re on board with creating a specific position of Disability/Diversity/Equity officer, and that its existence be noted and enshrined in the company charter so the position can’t be cut during an economic downturn, or easily made redundant and dismissed if an ideologically driven CEO just didn’t like the idea of having a specific Disability/Equity officer position in the company.