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 multicultural policy and services implementation in its Annual Report?
3. Where does it say that I have to develop a multicultural policies and services plan and report on its implementation?
4. How do I go about developing a multicultural policies and services plan?
5. My agency is only small - do we have to develop a multicultural policies and services plan?
6. Are local councils required to develop a multicultural policies and services plan?
7. Are funded services required to develop a multicultural policies and services plan?
8. Who should be responsible for multicultural policies and services implementation within an agency?
9. Should government agencies work with the community when developing their multicultural policies and services plan?
10. Should an agency's multicultural policies and services plan be a public document?
11. How can an agency use the Multicultural Planning Framework to develop and monitor the implementation of its multicultural policies and services plan?
12. How do I integrate multicultural issues into the corporate planning process?
13. Is planning for Aboriginal Affairs part of the multicultural policies and services (MPSP) planning process?
14. What's the difference between the MPSP and EEO?
15. What are the best headings to use when developing a multicultural policies and services plan?

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 multicultural services and programs in the past year; as well as

• key multicultural 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 their multicultural report in the index of their Annual Report.

Agencies are asked to submit their Annual Reports to the Community Relations Commission via Multicultural e-Advice NSW, soon after tabling in the NSW Parliament. The CRC then assesses agency multicultural activities and compliance with legislation, and publishes a compliance table in the annual Community Relations Report.

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

In regards to Multicultural Policies and Services, and as quoted in full, Schedule One of the Regulations for Departments and Statutory Bodies requires:

A statement setting out the key multicultural strategies proposed by the [Department/Statutory Body] for the following year(s), progress in implementing the [Department's/Statutory Body's] multicultural polices and services plan, and information as to the multicultural policies and services plan of any bodies reporting to the Department/Statutory Body.

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2. What is the level of detail required of an agency, when reporting on multicultural policy and services implementation in its Annual Report?

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

• progress made in implementing the agency's multicultural policy and services in the past year; and
• key multicultural 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 responsibilities under the Multicultural Policies and Services Program, as they employ few staff and do not provide direct services to the community. Such agencies are still required to report on their multicultural activities, and may include strategies such as:

• provision of interpreter services and language support to clients working arrangements which respect and accommodate cultural and religious difference;
• a statement of commitment to the Principles of Multiculturalism.

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3. Where does it say that I have to develop a multicultural policies and services plan and report on its implementation?

Obligations	By authority of….
All agencies to observe the Principles of Multiculturalism	It is the duty of the Chief Executive Officer of each public authority to ensure that the agency is implementing the Principles of Multiculturalism in conducting its affairs, under Part 1 of the Community Relations Commission and Principles of Multiculturalism Act 2000
All agencies to prepare an Ethnic Affairs Priorities Statements or EAPS, now named a Multicultural Policies and Services plan.	Premier's Memorandum No. 97-7
All agencies to include a statement in their Annual Report setting out progress in implementing their multicultural policies and services plan, as well as the key multicultural strategies proposed for the following year and information as to the multicultural policies and services plan of bodies reporting to the agency.	Regulations under the Annual Reports Acts: Annual Reports (Departments) Regulation (2000) - Schedule 1 Annual Reports (Statutory Bodies) Regulation 2000 - Schedule 1
CRC to report annually to Parliament on the status of community relations in NSW in March.	Section 14 of the Community Relations Commission and Principles of Multiculturalism Act 2000

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4.How do I go about developing a multicultural policies and services plan?

See the How to develop a multicultural policies and services plan page.

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5. My agency is only small - do we have to develop a multicultural policies and services plan?

Yes, all NSW public sector agencies, large or small, are required to have a multicultural policies and services plan, including those bodies reporting through another agency.

For example, in the course of multicultural 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 multicultural strategies need to reflect realistic and tangible ways to address the program issues above.

In a limited number of cases, a statement outlining your agency's commitment to the Principles of Multiculturalism may be appropriate, after consultation with the Government Relations Division of the Commission. 

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6. Are local councils required to develop a multicultural policies and services plan?

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 their multicultural policy and services implementation.

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.

Local councils are encouraged to use the Local Government Multicultural Planning Framework in planning for cultural diversity.

The Department of Local Government, as a key agency, monitors council compliance with the Social/Community Planning and Reporting Guidelines and reports on these to the Commission. Local councils are invited to report on their multicultural initiatives in the yearly Community Relations Report.

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7. Are funded services required to develop a multicultural policies and services plan?

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 and analysis of demographic and client data to help identify client needs;
• use of interpreters to communicate with clients, with an identified budget within the agency;
• use of multilingual materials and/or ethnic media to -ensure funded services are accessible to people of cultural, religious and linguistically diverse backgrounds.

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

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8. Who should be responsible for the multicultural policies and services implementation 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. In addition, agencies are requested to nominate a Multicultural Co-ordinator from senior management to oversee the day-to-day implementation and monitoring of the agency's multicultural planning and implementation.

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9. Should government agencies work with the community when developing their multicultural policies and services plan?

In general, all NSW government agencies have a responsibility to collect and use data on clients, and to consult and give feedback to customers and the community. Depending on the nature of the business of an agency, approaches to get the views of culturally, linguistically and religiously diverse communities may vary. Agencies are encouraged to consult the Multicultural Planning Framework Manual when organising consultation activities which target people from diverse cultural, religious and linguistic backgrounds, to help identify priority issues policy development and program provision.

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

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10. Should an agency's multicultural policies and services plan be a public document?

Agencies are encouraged to make copies of their multicultural policies and services plan and make their report publicly available. This informs the community about the agency's multicultural activities, improves public accountability and allows the community to be informed of the agencys multicultural commitments.

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11. How can an agency use the Multicultural Planning Framework to develop and monitor the implementation of its multicultural policies and services plan?

The Community Relations Commission has reviewed the former EAPS Standards Framework and developed the new Multicultural Planning Framework 2009 to encourage agencies to monitor and improve their multicultural policies and services performance.

The Planning Framework identifies three core activity areas:

• planning and evaluation;
• capacity building and resourcing;
  
• programs and services.

The Multicultural Planning Framework is a powerful management tool, which can be used by all public sector agencies to develop and monitor their progress. It can help identify areas for action, or improvement, in relation to each of the Frameworks three activity areas, three ranges and seven outcomes. The outcomes relevant to the agency can be applied at each level of organisational activity.

Key agencies in NSW are required to use the Multicultural Planning Framework to develop multicultural policy and to report on implementation progress to the CRC against their multicultural policies and services plan. However, not just key agencies but all public sector agencies are encouraged to use the Multicultural Planning Framework to benchmark and improve their performance.

The Framework has three ranges and uses a progressive structure which encourages continuous performance improvement, regardless of the size of the agency. 

The Planning Framework defines seven outcome areas under its three activity areas. For each outcome, there are one or more criteria streams which describe more specifically the ways in which that outcome may be achieved.

For example, in the area of programs and services , an agency may use the Multicultural Planning Framework to assess that they are operating within range 1 of the interpreter service use criteria stream , if they:

• provide guidelines on the use of interpreters to all staff
• use the services of accredited interpreters on site and/or by telephone appropriately.
  

Agencies need to consider which of the Planning Framework Ranges they are currently operating in. Range 1 represents the fundamental issues an agency should address. Ranges 2 and 3 represent increasingly higher achievements across the agency and would generally apply to agencies delivering programs and services and/or having more complex relationships with government and/or the public.

Each agency is encouraged to use the Planning Framework criteria to develop their own performance indicators to demonstrate their progression within a Range and between Ranges.

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

Multicultural policies should be integrated into the agency's 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 and the Planning Framework's Outcomes are part of the vision of the agency;
• key multicultural priorities and initiatives of the agency are appropriate and responsive to the diverse cultural, religious and linguistic needs of the community ;
• all mainstream programs and initiatives of the agency are appropriate and flexible and take account of the culturally diverse nature of New South Wales;
• appropriate resources have been allocated to support all multicultural initiatives, including the use of interpreter services;
• clear indicators and benchmarks exist to measure the agency's performance in specific 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.

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13. Is planning for Aboriginal Affairs part of the multicultural policies and services program process?

Measures and strategies developed specifically to address the needs of Aboriginal and Torres Strait Islander people are not reported through this program in New South Wales, as this area is in the responsibility of the Minister for Aboriginal Affairs. The Multicultural Policies and Services Program 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 multicultural plans and reports.

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14. What's the difference between the Multicultural Policies and Services Program (MPSP) and Equal Employment Opportunity (EEO)?

The Multicultural Policies and Services 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.

MPSP strategies include:

• Service delivery appropriate to a culturally diverse client groups, 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:

• Providing equal opportunities for employment and career development for people from culturally and linguistically diverse backgrounds;
• 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 strategies should not be included in multicultural reports unless there is a clear overlap with MPSP strategies. This could include staff receiving the Community Language Allowance which aims to improve service provision and may also enhance future employment opportunities of CLAS recipients.

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15. What are the best headings to use when developing a multicultural policies and services plan?

In developing the structure and headings for a multicultural policies and services plan, agencies should consider:

• The need for the Principles of Multiculturalism and relevant Planning Framework Outcomes to be reflected into the agency's overall corporate and business goals;
• The desirability of positioning strategies within the agency's overarching policies and business plans by placing cultural diversity related strategies/actions/tasks under existing headings belonging to these documents;
• The desirability of linking cultural diversity strategies/actions/tasks to the Planning Frameworks criteria stream by using the criteria numbering code;
  
• The need for strategies/actions/tasks to indicate managerial responsibility, resources allocated, timeline, performance indicators and measurable outcomes to ensure that undertakings can be monitored and evaluated.

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