Frequently Asked Questions

1. What has to go in my agency's Annual Report?
2. What is the level of detail required of an agency, when reporting on EAPS implementation in its Annual Report?
3. Where does it say that I have to do an EAPS?
4. How do I go about developing an EAPS?
5. I'm only a small agency - do I have to develop an EAPS?
6. Are local councils required to develop an EAPS?
7. Are funded services required to develop an EAPS?
8. Who should be responsible for EAPS within an agency?
9. Should government agencies work with the community when developing an EAPS?
10. Should an agency EAPS be a public document?
11. How can an agency use the EAPS Standards Framework to develop and monitor its EAPS?
12. How do I integrate EAPS into the corporate planning process?
13. Is planning for Aboriginal Affairs part of the EAPS process?
14. What's the difference between the EAPS and EEO?
15. What are the best headings to use when developing an EAPS?

1. What has to go in my agency's Annual Report?

Within their Annual Reports, departments and statutory authorities are required to report both on:

• progress made in implementing the agency's Ethnic Affairs Priorities Statement in the past year; as well as
• key ethnic affairs strategies proposed for the following year/s.

The requirement is contained in annual reporting legislation - in the Annual Reports (Departments) Act 1985 and Annual Reports (Departments) Regulation 2000; and the Annual Reports (Statutory Bodies) Act 1984 and Annual Reports (Statutory Bodies) Regulation 2000.

Agencies are asked to include a page reference to EAPS in the index of their Annual Report.

Agencies are asked to send their Annual Reports to the Community Relations Commission, soon after tabling in the NSW Parliament. The CRC then assesses agency compliance with legislation, and publishes a compliance table in the annual Community Relations Report.

Agencies are requested to advise the CRC if the tabling of their report has been delayed, and they are unable to supply it by December.

In regards to EAPS, and as quoted in full, Schedule One of the Regulations for Departments requires:

Ethnic affairs priorities statement and any agreement
A statement setting out the progress in implementing the Department's ethnic affairs priorities statement, the key ethnic affairs strategies proposed by the Department for the following year and information as to the ethnic affairs priorities statements of any bodies reporting to the Department.

A statement describing any agreement entered into between the Department and the Community Relations Commission under the Community Relations Commission and Principles of Multiculturalism Act 2000 and a statement setting out the Department's progress in implementing any such agreement.

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2. What is the level of detail required of an agency, when reporting in its Annual Report about EAPS implementation?

When reporting in their Annual Reports, all NSW public sector agencies are required to detail:

• progress made in implementing the agency's Ethnic Affairs Priorities Statement in the past year; and
• key ethnic affairs strategies proposed for the following year.

In order to ensure public accountability, the agency should at the very least identify specific strategies undertaken and measurable outcomes achieved when reporting.The agency should also include timeframes for implementation when reporting forward initiatives.

Some agencies have limited EAPS responsibilities, as they employ few staff and do not provide direct services to the community. Such agencies are still required to report on their EAPS initiatives, and may include strategies such as:

• merit based recruitment practices;
• provision of interpreter services to clients within the agency or in contractual arrangements;
• working arrangements which respect and accommodate cultural and religious difference;
• incorporation of non-discrimination clauses;
• a statement of commitment to the Principles of Multiculturalism.

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3. Where does it say that I have to do an EAPS?

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4. How do I go about developing an EAPS?

See the Developing an EAPS page.

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5. I'm only a small agency - do I have to develop an EAPS?

Yes, all NSW public sector agencies, large or small, are required to develop an EAPS, including those bodies reporting through another agency.

For example, in the course of EAPS planning agencies need to consider at least the following issues:

the need for interpreter use when communicating with some clients;

the need for multilingual materials and the use of ethnic media to address people from culturally and linguistically diverse backgrounds;

Agency EAPS strategies need to reflect realistic and tangible ways to address the program issues above.

If these do not apply to your agency, a statement outlining your agencies' commitment to the Principles of Multiculturalism may be appropriate. See the EAPS Resource Handbook for more information.

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6. Are local councils required to develop an EAPS?

Local councils are required to develop access and equity initiatives targeting people from culturally and linguistically diverse backgrounds and report on progress in implementing these in their annual reports. This is in line with other public sector agencies that are required to report on progress in implementing the NSW Government's Principles of Multiculturalism through the EAPS program.

Section 402 of the Local Government Act 1993 requires councils to prepare a draft management plan with respect to the council's activities for the next three years. The Local Government (General) Amendment Regulation 1999 requires local councils to include in their draft management plan the proposed access and equity activities to meet the needs of residents. This Regulation also requires councils to report on the implementation of their access and equity activities, including those referring to people from culturally and linguistically diverse backgrounds, in their annual reports.

Further, all councils are required to undertake a social or community planning process (in accordance with the Department of Local Government Social/Community Planning and Reporting Guidelines) to produce a document, at least every five years, containing the following information:

• demographic data;
• human needs assessment;
• recommended actions, which councils consider for inclusion in the management and/or business unit plans.

A plan must contain data and information about the needs of particular target groups, including people from culturally and linguistically diverse backgrounds.

The Department of Local Government, as an EAPS key agency, monitors council compliance with the Social/Community Planning and Reporting Guidelines and reports on these to the Commission in its EAPS report.

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7. Are funded services required to develop an EAPS?

Public sector agencies must ensure the Principles of Multiculturalism are implemented by the agencies they fund. To achieve this they should develop mechanisms to monitor the performance of each funded agency in regard to cultural diversity.

Strategies for ensuring that funded services are equitable and accessible to all sections of the community could include:

• collection of demographic and ethnicity data, and analysis to help identify client needs;
• use of interpreters to communicate with clients, with an identified budget within agency;
• use of multilingual materials or ethnic media to promote funded services to people of cultural, religious and linguistically diverse backgrounds;
• consultations with targeted groups by the agency.

Funded services should report on their strategies and outcomes achieved, in meeting the needs of a culturally diverse community. In addition, funding agencies, which are also key agencies, are required to report to the Community Relations Commission on their outcomes in the area of funded services, as against the EAPS Standards Framework.

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8. Who should be responsible for EAPS within an agency?

The Chief Executive Officers (CEOs) of all NSW public agencies are responsible for implementing the Principles of Multiculturalism within their agencies, as specified in the Community Relations Commission and Principles of Multiculturalism Act 2000.

An agency's EAPS plan is the policy which shows how the agency is implementing the Principles of Multiculturalism. CEOs usually appoint a Division Head to take responsibility for the management and day-to-day implementation and monitoring of the agency's EAPS program.

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9. Should government agencies work with the community when developing their EAPS?

In general, all NSW government agencies have a responsibility to consult and give feedback to the community. In developing their EAPS, agencies are encouraged to organise consultations which target people from diverse cultural, religious and linguistic backgrounds, to help identify priority issues in program provision.

An agency may also opt to establish a multicultural/EAPS forum, or reference group, comprising representatives from culturally diverse backgrounds to ensure ongoing input into program development and review. One of the terms of reference of such a group could be to monitor EAPS implementation by the agency.

It is important that an agency report back to the community and customer groups on how their views and proposals have been integrated into program development.

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10. Should an agency EAPS be a public document?

Agencies are encouraged to make copies of their EAPS publicly available. This informs the community about the agency's EAPS activities, improves public accountability and allows the community to comment on ways to enhance and improve EAPS initiatives.

Some agencies which have posted their EAPS on their web-site include:

• Department of Education and Training
  http://www.det.nsw.gov.au/strat_direction/strat_plans/eaps_plan.htm (Plan)
  http://www.det.nsw.gov.au/reports_stats/eaps_report.htm (Report)
• Department for Women
  http://www.women.nsw.gov.au/publications/publica2.html (Action Plan for Women from Non-English Speaking Backgrounds 2000 - 2002)
• Department of Corrective Services http://www.community.nsw.gov.au/document/eac.pdf (Right to Better Service Policy Directions: Ethnic Affairs)
• Department of Housing
  http://www.housing.nsw.gov.au/eapsplan.pdf
• Department of Local Government http://www.dlg.nsw.gov.au/dlg/dlghome/documents/Information/EAPS Plan 2001-2002.pdf (2001-2002 Ethnic Affairs Priorities Statement)
• Department of Sport and Recreation
  http://www.dsr.nsw.gov.au/publicat/p_detail.asp?Pub_id=50
• Home Care Service
  http://www.homecare.nsw.gov.au/publications.htm
• NSW Police Service
  http://www.police.nsw.gov.au/library/library.cfm (summary of some EAPS activities available in 'Policing in a Multicultural Society')
• Roads and Traffic Authority http://www.rta.nsw.gov.au/about/ethnic_affairs_ps_2002.pdf (Ethnic Affairs Priorities Statement and Plan 2000-2001)

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11. How can an agency use the EAPS Standards Framework to develop and monitor its EAPS?

The Community Relations Commission developed the EAPS Standards Framework in 1998, to encourage agencies to monitor and improve their EAPS performance.

The Commission identified five core activity areas which were critical to EAPS progress. They are:

• planning and evaluation;
• program and service delivery;
• staffing;
• communication;
• funded services.

The Framework is a powerful management tool, which can be used by all public sector agencies to develop and monitor their EAPS progress. It can help identify:

• areas for action or improvement in each of the five activity areas;
• levels, or grades of organisational performance in one or all of five activity areas;
• the relevant outcomes that can be applied at each level of organisational activity.

The Community Relations Commission can also use the Framework as a tool, by which to benchmark EAPS performance and progress within the NSW public sector over time.

Key agencies in NSW are required to report on EAPS progress to the CRC against the Standards Framework.

However, not just key agencies but all public sector agencies are encouraged to use the Framework to benchmark and improve EAPS performance. Each of the five activity areas has a series of graded steps, which can guide agencies in structuring their EAPS policy, and help them to assess and monitor their EAPS progress.

For example, in the area of communication, an agency may use the Standards Framework to assess that they are at level 2, it they:

• undertake translation of information documents in languages based on ABS data;
• make the Community Language Allowance Scheme (CLAS) available to staff, and circulate a list of CLAS recipients;
• occasionally use professional on-site interpreters;
• translate advertisements for accuracy and consistency prior to placement.

From level 2, the EAPS Standards Framework will assist agencies to develop strategies to progress ti higher levels. For example in the area of communication it shows that in order to achieve a level 3 rating, the agency would need to:

• collect client data, and use it to identify priority needs within its client group - this will help it to understand which languages the information is most required in;
• fully implement and regularly review the CLAS program (meaning);
• have an identified interpreting budget, and circulate guidelines on how and when to use interpreters to all staff;
• screen and test publicity materials for cultural appropriateness, using focus groups or other such means;
• use a range of information media based on client research i.e. ethnic radio or press, translated information, campaign advertising etc.

The Framework can help an agency develop and refine its EAPS strategies, as appropriate to each agency, and work towards good practice over time.

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12. How do I integrate EAPS into the corporate planning process?

EAPS policies should not be an 'add-on' within the agency - they should be integrated into their core business to ensure that the organisation as a whole has a commitment to their implementation.

In accordance with the Community Relations Commission and Principles of Multiculturalism Act 2000, the Chief Executive Officer of each public authority is responsible for ensuring that the agency implements the Principles of Multiculturalism in the conduct of its affairs. Corporate and forward planning documents must therefore address these principles as part of the vision and outcomes of the agency.

When preparing and revising agency Corporate and Business Plans, agencies should ensure that:

• the Principles of Multiculturalism are part of the vision and outcomes of the agency;
• key EAPS priorities and initiatives of the agency are appropriate and responsive to the diverse cultural, religious and linguistic needs of the community of NSW;
• all mainstream programs and initiatives of the agency are appropriate and flexible and take account of the culturally diverse nature of NSW;
• appropriate resources have been allocated to support all EAPS multicultural initiatives, including the use of interpreter services;
• clear indicators and benchmarks exist to measure the agency's performance in specific EAPS/multicultural initiatives;
• the agency at the very least collects and analyses demographic data, as well as data relating to the cultural background of clients and any requests for interpreters. This information should be used systematically in forward planning and monitoring activities.

The detailed EAPS Plan may then devolve from these corporate planning processes, as well as from agency consultations with other government and community groups.

Information on how the EAPS reporting cycle is integrated into the Strategic Management Cycle can be obtained from the Premier's Department web-site on http://www.premiers.nsw.gov.au/pubs.htm.

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13. Is planning for Aboriginal Affairs part of the EAPS process?

Measures and strategies developed specifically to address the needs of Aboriginal and Torres Strait Islander people are not reported through the EAPS program in NSW. EAPS is largely focussed on service delivery that meets the needs of culturally and linguistically diverse communities of immigrant background.

However, strategies or initiatives which address cultural diversity of all communities within the state, or cross cultural reconciliation issues between ethnic communities and Aboriginal and Torres Strait Islander communities should be included in EAPS plans and reports.

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14. What's the difference between Ethnic Affairs Priorities Statement (EAPS) and Equal Employment Opportunity (EEO)?

The Ethnic Affairs Priorities Statement (EAPS) program is a broad program, which looks at how an agency, its programs and services, its staff, communication strategies and funded services address the needs of culturally diverse customers or consumers.

Whereas, the Equal Employment Opportunity (EEO) program is an employment-related program which looks at how an agency deals with employees in terms of their career paths.

EAPS strategies include:

• Service delivery appropriate to a culturally diverse client group, which is part of core business;
• Flexible, inclusive consultation processes that are integrated into agency planning;
• Training for staff on cultural diversity issues, and how these apply in their jobs;
• The provision of language services and information in ways that will reach all clients.

EEO strategies include:

• Making sure that workplaces are free from all forms of unlawful discrimination and harassment;
• Providing programs to assist members of EEO groups to overcome past and present disadvantage.

EEO groups are:

• Women;
• Aboriginal people and Torres Strait Islanders;
• Members of racial, ethnic and ethno-religious minority groups;
• People with a disability.

EEO Strategies should not be included in EAPS reports unless there is a clear EAPS-EEO overlap such as can be found in the creation of multicultural designated positions which aim to improve service provision and may also provide employment opportunities to people with cross-cultural skills.

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15. What are the best headings to use when developing an EAPS?

In developing the structure and headings for EAPS, agencies should consider:

• The need for the Principles of Multiculturalism and/or four objectives of the NSW Government Community Relations Plan to be integrated into the formulation of the agency's overall corporate and business goals (link to objectives on EAPS homepage);
• The desirability of positioning EAPS strategies within the agency's overarching policies and business plans by placing EAPS strategies/actions/tasks under existing headings belonging to these documents;
• The desirability of developing EAPS strategies/actions/tasks under headings, or sub-headings, referring to the Activity Areas of the EAPS Standards Framework;
• The need for EAPS strategies/actions/tasks to indicate managerial responsibility, resources allocated, timeline, performance indicators and measurable outcomes to ensure that EAPS undertakings can be monitored and evaluated.

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