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Home > About MAQ > Multicultural Action Plans- Frequently Asked Questions

Multicultural Action Plans- Frequently Asked Questions

What is a Multicultural Action Plan (MAP)?

Multicultural Action Plans identify key priorities and outcomes that will be delivered by departments to implement the Multicultural Policy. Progress on outcomes will be reported in agency annual reports. The strategy of developing and implementing action plans aims to improve the way in which government incorporates diversity into its core business, including services, programs, policy and employment practices.

Why does the department need a MAP?

All Queensland Government departments must develop a multicultural action plan under the Queensland Government's Multicultural Policy, Multicultural Queensland - Making a world of difference (PDF 303 kB) (the Policy).

As well as demonstrating how the department intends to implement the Policy, the MAPs are a mechanism to improve access to government services to people from a culturally and linguistically diverse (CALD) background and participation in government processes by people from a CALD background. The MAPs are also a process of continuous improvement. That is why they are reviewed and updated annually. The aim is for each department to improve on its commitment and response to cultural diversity and access with each new MAP.

Do departments need to develop initiatives under all four strategies of the Policy?

No. Not all departments will be able to contribute to all the four strategies of the Policy.

The four strategies are:

All departments should be able to develop initiatives under the Strengthening multiculturalism in the Queensland public sector. However, it will depend on the agency's core responsibilities and stakeholders whether the other three strategies are relevant to the department's business.

Can we develop a multi-year MAP?

Yes departments can develop multi-year MAPs if this is suitable and aligns with the department's other business planning frameworks.

Departments with multi-year MAPs still need to report to MAQ on their progress in implementing the plan annually.

Our department developed a three-year MAP last year, so why do we need to submit a new MAP for next year?

The Policy requires departments to report on progress in implementing their MAPs annually. During the 12 month period between reports much can happen. Some initiatives may have been completed, it may have been determined that some activities need substantial changes while yet others may no longer be necessary.

MAQ collates and analyses the progress reports supplied by departments and sometimes identifies new priorities.

It is therefore important that departments review their MAPs every year, even if they have developed multi-year MAPs, and update the plan to encompass any changes in the last 12 months.

Is it enough to publish the MAP on our website?

Yes.

However, departments should consider their key stakeholders and ensure that the MAPs are available in formats which are accessible.

Cultural diversity is not relevant to our core business, why do we need a MAP?

Multiculturalism is everyone's business. Multiculturalism is not simply about migrants and refugees. Multiculturalism is a key principle under which we all live in Queensland.

Culturally and linguistically diverse (CALD) Queenslanders are impacted upon by all aspects of Government whether it is the provision of direct services such as health or the planning of our roads and public spaces. CALD Queenslanders are part of our community and their particular needs deserve to be addressed in government's planning, policy development and program delivery.

Cultural diversity is relevant to all agencies no matter what their core business is.

We are not a service delivery agency and therefore have very little contact with the public.Why is it necessary for us to consult on the development of the MAP?

There are other ways in which government impacts on the lives of individuals and families. Just like everyone else these impacts affect people from a CALD background. Regardless of whether your department is a service delivery agency, regulatory agency or infrastructure agency the work you do can impact on CALD communities. That is why it is important to develop a Multicultural Action Plan and to consult with stakeholders (including CALD communities) in developing the plan.

What are the 3 priority Areas?

In 2008, the Queensland Government endorsed three priority areas to be addressed through MAPs from 2008-09. These are:

These priority areas were identified as a number of emerging issues need to be addressed to assist vulnerable people and groups at risk.

Queensland's refugees – particularly those from Africa – often arrive with limited English skills, low education and sometimes poor health. Further problems such as unemployment, and family breakdowns can result if problems are not addressed adequately and timely.

Problems are also being faced by many of Queensland's Pacific Islander communities. Some emerging issues have been identified by communities relating to child safety, family and domestic violence, volatile substance misuse, and youth crime.

The Queensland Government funds a variety of non-government organisations (NGOs) to provide services on its behalf. For best practice service delivery, these funded NGOs must be able to deliver services in the right way, including services for clients who have difficulty communicating in English.

Do departments need to address all 3 priority areas?

No. For example, some departments do not fund NGOs and therefore would not need to address the priority area regarding funded NGOs.

What are Common Outcome Areas?

Following consultation with the departments and the Interdepartmental Committee on Multicultural Affairs, MAQ develop four Common Outcome Areas to provide some consistency across government in implementing the policy. These Common Outcome Areas are:

Do departments need to address all 4 Common Outcome Areas?

Yes.

These Common Outcome Areas are relevant to all departments regardless of their core business and all departments are expected to include strategies to improve performance and data collection in these four areas from the 2009-10 Multicultural Action Plans (MAPs)

The department doesn't provide services to the public, why do we need to provide access to interpreters?

The department doesn't provide services to the public, why do we need to provide access to interpreters?

The department may not provide direct services to the public, however, it is unlikely that any agency does not have contact with the general public in some way. The public may access departments through:

For most departments the need to use an interpreter may not occur often but the department should ensure that policies, procedures and systems are in place in case a need does arise and that staff are aware of these and how to work with an interpreter if required.

Do the Common Outcome Areas replace the 4 strategies of the policy?

No.

How do we develop targets for the Common Outcome Areas?

In identifying strategies to address the four common outcome areas, departments should also identify targets to be achieved in the 12 months e.g:

"50 staff will undertake cross-cultural training in 2009-10"

Initially these targets can be developed by considering the department's current priorities, any previous performance measures/indicators around particular outcome areas and previous departmental progress reports provided to MAQ on implementation of the MAPs.

In compiling performance reports for the 2009-10 period, departments will need to consider these targets and how the department has performed. This will allow departments to identify whether the nominated target has been met and if not the reasons why it has not been met. Identifying the reasons behind why any targets have not been met allows the department to set more achievable targets for the next period, as well as develop strategies to overcome any barriers identified.

How do we relate the four Policy strategies with the Common Outcome Areas and the 3 priority areas?

This is more easily represented through a diagram.

What are the priorities for 2009-10?

For the 2009-10 MAPs, departments should continue to implement strategies addressing the three priority areas i.e. refugees, Pacific Islander communities and responsiveness of funded NGOs.

Departments should also be developing strategies for all of the four Common Outcome Areas including nominating targets to be achieved in 2009-10.

However, departments should still be identifying initiatives for implementation during 2009-10 under all four Policy strategies (those relevant to the agencies’ core business).

Why are Australian South Sea Islanders singled out as requiring actions in the MAP?

In 2001 the Queensland Government developed an Action Plan to address disadvantage amongst the Australian South Sea Islander community. Activities relating to improving outcomes for Australian South Sea Islanders should also be reported on in agencies' performance report.

Who are Australian South Sea Islanders?

Australian South Sea Islanders have a unique place in Australian and Queensland history as a distinct cultural group. Their story is unique because they do not have an Indigenous or immigration heritage. The original South Sea Islanders were first brought to Queensland between 1863 and 1904 from eighty Pacific Islands, primarily Vanuatu and the Solomon Islands, to work in the fledgling sugar industry.

Like some aspects of Australian history, the treatment of South Sea people would not be accepted in today's society. They were often lured into coming or kidnapped through "blackbirding". They worked long hours in physically demanding tasks for little return. To many descendants this treatment was akin to "slavery". And while there is evidence that the Government eventually legislated to control the worst excesses of the system, the harshness of their existence is shown by a death rate five times greater than European settlers of the time.

Unfortunately legislation was also used to regulate their movement and employment and to eventually exclude them from the sugar industry. One of the first acts of the new Commonwealth Parliament formed after Federation called for mass deportation of the community. The "White Australia Policies" added another chapter of hardship. By this stage many South Sea Islanders had started families and had been separated from their former homelands for extended periods of time. Through community protest some exemptions were obtained to deportation.

The descendants of those who remained are Australian South Sea Islanders.

Do we include activities targeting Indigenous Queenslanders in our MAP?

The Policy acknowledges the special position of Aboriginal and Torres Strait Islander peoples as the first people of the land and recognises their rich diversity in cultures and languages and contribution to Queensland.

The Policy is also an inclusive document recognising the value and contributions made by all Queenslanders irrespective of their cultural, religious, linguistic or ethnic background.

The specific needs of Aboriginal and Torres Strait Islander communities are addressed through a number of government mechanisms and therefore initiatives should not be included in MAPs.

How often do we need to report on the MAP?

Departments are required to report to MAQ on progress of their MAPs annually.

When do we need to submit our MAP?

This can change from year to year and MAQ will provide advice to departments on the timeframe for MAPs and the annual progress reports as soon as possible. Generally the MAPs are due around the beginning of the financial year i.e. August.

When do we need to submit our performance report?

Again this can change from year to year but is usually a month before the timeframe for MAPs i.e. July. MAQ will provide advice to departments on the timeframe for MAPs and the annual progress reports as soon as possible.

Are performance reports public documents?

No, agencies performance reports are not public documents.

However, MAQ does develop an annual Multicultural Highlights report which identifies the government's key achievements for that year. The Multicultural Highlights report is made public and is available on the MAQ website: www.multicultural.qld.gov.au

What is the performance report used for?

MAQ uses performance reports to:

In addition, information provided by departments in their performance reports will contribute to the ongoing review of the Queensland Government Multicultural Policy.

I'm not sure which area of our department is responsible for developing the MAP?

All departments have a representative on the Interdepartmental Committee on Multicultural Affairs. MAQ maintains a list of Committee members and can assist departmental staff identifying who to speak to regarding their department’s MAP. See the Contact Us page on the MAQ website.

Where can I find out more information about multiculturalism and MAPs?

Firstly you could speak to your department's Multicultural Action Team members or the staff member responsible for coordinating the department's MAP.

For more information you could visit the MAQ website: www.multicultural.qld.gov.au, or contact MAQ staff (see the Contact Us page).

What is a Multicultural Action Team?

Some department's have a Multicultural Action Team to coordinate the development of MAPs and to oversee its implementation. They generally consist of senior officers representing all areas of the department.

How do we know what to put into our MAP?

MAQ has developed Queensland Government Multicultural Policy Implementation Guidelines (PDF 353 kB) to help departments in planning, implementing and reporting on their MAPs. The Guidelines also provides examples and suggestions for developing performance indicators for activities.

Key things to consider in developing a MAP are

MAQ has also prepared implementation guidelines for the Common Outcome Areas. These guidelines are currently available from MAQ on request.

How do we develop useful performance measures?

The Queensland Government Multicultural Policy Implementation Guidelines (PDF 353 kB) provides examples and suggestions for developing performance measures for activities.

Keep in mind that performance measures are how you will know whether the initiative has been successful. Performance measures should be able to inform progress of strategies, objectives and outcomes. It is also important to ensure that the department has systems, processes and procedures in place to collect quality data necessary to report on the performance measures.

The department's budget is tied up with core business, how can we develop and resource new initiatives?

In the current global economic crisis all departments are currently experiencing a tight fiscal environment.

The aims of the Policy include ensuring equitable access to services and programs and equal opportunities to participate for people from a CALD background. Rather than initiatives in the MAP being additional to agencies' core business, departments should think about the way they do their business, how this contributes to the aims of the Policy and what changes may need to occur to the way business is done so that their services, programs, policies and operations are consistent with the aims of the Policy.

Departments could also identify opportunities to collaborate with other government departments, non-government organisations and/or community organisations on initiatives. The benefits of collaboration include sharing costs across agencies, and being able to source the necessary skills and expertise which the department may not have.

Other departments may already be implementing initiatives which the department could learn from and take advantage of. The Interdepartmental Committee on Multicultural Affairs is an opportunity for departments to hear what initiatives other agencies are working on. MAQ can also provide assistance to departments to share information and collaborate.

What is the IDC?

The Interdepartmental Committee on Multicultural Affairs or IDC includes representatives from all government departments.

The role of the IDC is to ensure a whole-of-government process in planning, implementing, and evaluating the Queensland Government Multicultural Policy.

The IDC meets a minimum of three times a year.

Who should be on the IDC?

The IDC is made up of senior officers from all departments and some other government agencies. The representative should be of a high enough level to be able to provide the department's perspective on issues. The person should also be able to represent the whole of the department and not just a particular area.

What is cultural competence?

The following definition of cultural competence has been taken from the website of the National Centre of Cultural Competence, which is part of the Georgetown Centre for Child and Human Development at Georgetown University, Washington DC.

The NCCC embraces a conceptual framework and model for achieving cultural competence based on the work of Cross et al. (1989). The NCCC uses this framework and model to underpin all activities.

Cultural competence requires that organizations:

Cultural competence is a developmental process that evolves over an extended period. Both individuals and organizations are at various levels of awareness, knowledge and skills along the cultural competence continuum.

What does NESB mean?

The term NESB refers to people from a non-English speaking background. The term should be avoided as a general or catch-all term to indicate disadvantage or to describe all language groups or ethnicities and should only be used when it appropriately and accurately describes the individual or group.

For example, in the context of English-language proficiency issues, it may be appropriate to refer to NESB groups.

What does CALD mean?

The term CALD stands for 'culturally and linguistically diverse'. There is no one single, official or State and Commonwealth-endorsed definition of the concept culturally and linguistically diverse.

The Victorian Multicultural Strategy Unit (2002) notes:

"In the Australian context, individuals from a CALD background are those who identify as having a specific cultural or linguistic affiliation by virtue of their place of birth, ancestry, ethnic origin, religion, preferred language, language(s) spoken at home, or because of their parents' identification on a similar basis."

The term "culturally and linguistically diverse" is now in common usage, but should be avoided when it is possible to be more specific to refer to the cultural, religious, linguistic or ethnicity of a group or individual.

Last reviewed: 05 October 2009