cultural diversity - Gladstone Regional Council

Transcription

Gladstone Region’s
CULTURAL DIVERSITY
Review and Holistic Framework
“Building bridges of integration across the community”
CULTURAL DIVERSITY
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CULTURAL DIVERSITY Review
2007 - 2013
July 2014
CULTURAL DIVERSITY
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CULTURAL DIVERSITY
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INDEX PAGE
Gladstone Region’s Cultural Diversity Review ................................................................................. 3-34
Acknowledgments .............................................................................................................................. 6
Acronyms guide ................................................................................................................................. 6
Aim of the cultural diversity strategy .................................................................................................... 7
Foreword ....................................................................................................................................... 8-9
Part 1 - Background .................................................................................................................... 10-19
1. Background of the 2007 Multicultural Strategy and its Framework .......................................... 10-11
2. Why the 2007 multicultural strategy needs to be updated? ..................................................... 12-14
3. Overview of the existing Cultural Diversity Policy Framework ................................................ 14-16
4. Review of cultural diversity within the Gladstone region ......................................................... 16-18
5. Gladstone region cultural diversity mapping (2007 vs. 2014) .................................................. 18-19
Part 2 - Existing issues and further community impact ................................................................... 20-33
6. Key strategic issues (systemic vs. organisational) .......................................................................... 20
7. Existing and ongoing Issues .................................................................................................... 20-22
8. Vision (strength based approach) ................................................................................................ 22
9. Strategic linkages ................................................................................................................... 22-23
10.Strategic objectives ..................................................................................................................... 23
11.Description of how cultural diversity has impacted on various sectors of the community ........ 23-33
Cultural Diversity Holistic Framework ........................................................................................... 35-40
Key Stakeholders Cultural Diversity Review and Framework................................................................ 37
Aim of the Cultural Diversity Strategy ................................................................................................ 38
Overview of the Holistic Framework (Phases) ............................................................................... 38-39
Assessment and evaluation process (Community Wellbeing Indicators) .......................................... 39-40
2014-2019 Socio-Economic Forecast ................................................................................................ 41
Appendixes .................................................................................................................................. 42-52
Bibliography ...................................................................................................................................... 53
CULTURAL DIVERSITY
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ACKNOWLEDGMENTS
This document acknowledges the useful and valuable content of the 2007 Multicultural Strategy, which
intellectual property and copyrights were held by Gladstone Multicultural Association Inc. (GMAI) and
Gladstone City Council. In recognition to this, members of the Intercultural Reference Group have
sought and obtained permission from both parties and in return, this document now intends to become
a living document to be consulted, accessed and promoted by all Gladstone Region’s residents and no
party will specifically own its intellectual property.
Furthermore, this document is the result of combined efforts from members of the Intercultural
Reference Group, who have provided substantial input to the final draft.
Equally important, members from the entire Gladstone Region who have assisted with the development
and establishment of this document need to be acknowledged.
ACRONYMS GUIDE
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ABS - Australian Bureau of Statistics
AUD - Australian Dollar
CALD - Culturally and Linguistically Diverse Background
FIFO - Fly in Fly out workers
GMAI - Gladstone Multicultural Association Incorporated
GRC - Gladstone Regional Council
LGAQ - Local Government Association of Queensland (LGAQ)
LAMP - Local Area Multicultural Partnership (LAMP)
QLD - Queensland
NESB - Non English Speaking Background
SIMP - Social Impact Management Plans
SISP - Social Infrastructure Strategic Plan (SISP),
WIN - Welcoming Intercultural Neighbours Inc.
WSI - Welcome Settlement Integration
Some others in the document that some people may not know:
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SME - Small medium enterprises
IRG - Industry Reference Group
MAQ - Multicultural Affairs Queensland
DIAC - Department of Immigration and Citizenship
FECCA - Federation of Ethnic Communities’ Councils of Australia
AMEP - Adult Migrant English Program
GAPDL - Gladstone Area Promotion and Development Limited
QCOSS - Queensland Council of Social services
ESB - English Speaking Background
BSL - Boyne Smelter Limited
APLNG - Australian Pacific LNG
DIDO - Drive in Drive out
CULTURAL DIVERSITY
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AIM OF THE CULTURAL DIVERSITY STRATEGY
The updating process of the 2007 Multicultural Strategy, while addressing existing community gaps
through a holistic approach, aims to identify “how much the cultural diversity landscape” within the
Gladstone Region has changed since 2007 and consequently, to identify and implement a holistic
framework to best manage it by:
1. Acknowledging emerging programs, policies, funding opportunities and organisations supporting the
Cultural Diversity Framework in the Gladstone Region between 2007 and 2013.
2. Identifying and evaluating ongoing and existing community gaps from a cultural diversity as well as
a community point of view by evaluating the impacts of cultural diversity on various sectors of our
community including:
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Service providers (social and community, etc)
Education service providers
Interfaith (inter-religion denominations)
Employers (self-employed migrants, businesses, Industry, etc.)
Health service providers (hospital, GPs)
Government (Federal, State and Local)
Aged sector (aged-care facilities, etc.)
Indigenous Australia
Linkages with other community strategic documents
3. Re-designing the existing Cultural Diversity Framework including roles, responsibilities and
partnerships to support the development of ‘soft and hard infrastructure’. This will not only
support individual organisations’ service delivery but also will improve strategic advocacy and the
implementation of collective cultural diversity initiatives to address existing community gaps.
4. Fostering community learning by documenting the socio-economic contributions of skilled migrants
to the Gladstone Region.
5. Identifying and recommending, in terms of deliverables, the role of each organisation in relation to
the holistic “cultural diversity” approach.
CULTURAL DIVERSITY
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FOREWORD
As the ‘Region of Choice’ for
residents from throughout
the world, Gladstone enjoys
a cultural diversity not always
associated with a city of its
size.
The Gladstone Region’s
drawing power as a place
of high employment makes it an attractive
destination for new residents with many different
ethnic and cultural backgrounds, from overseas
as well as interstate and intrastate.
The Region is currently home to people of
73 nationalities from various culturally and
linguistically diverse (CALD) communities with
each greatly enriching our cultural, economic and
linguistic heritage.
New residents to the area bring new ideas,
expanding our capabilities through the sharing
of their life experiences as well as technical,
investment and entrepreneurial skills.
Although of immense benefit, the region’s
growing cultural diversity also creates
opportunities and challenges requiring a strategic
approach from Council in order to integrate new
residents into the community as seamlessly as
possible.
In accordance with this objective, Council has
adopted its Cultural Diversity Strategy, replacing
the Multicultural Strategy, introduced in 2007,
in order to promote a more holistic approach
to manage any impacts of our cultural diversity
across all sectors of the region.
This is achieved through effective planning,
enhanced strategic advocacy, and the fostering
CULTURAL DIVERSITY
and development of cooperative alliances,
helping Council become more consultative
and better engaged with its multicultural and
mainstream constituent stakeholder groups.
Industrial expansion has driven Gladstone
Region’s growth to the point that it is a major
contributor to the nation’s wealth, and Council
has welcomed development provided it is
conducted in a sustainable and socially conducive
manner.
In doing so, Council realises the direct correlation
between this growth and the arrival, in increased
numbers, of skilled newcomers to the region,
and it is imperative that this process is well
managed so that all residents benefit from the
experience.
In this regard, the development of hard and soft
social infrastructure will be integral to achieving
this target and the Cultural Diversity Strategy will
be a key component in establishing the guidelines
by which these facilities and services will be
implemented.
A proactive and robust Cultural Diversity Strategy
will help overcome the difficulties skilled migrants
face in accessing mainstream government-funded
services and also enable them to overcome the
barriers of language, culture and knowledge
which may hinder their access to services.
The newly updated Strategy has been developed
following significant research, community
engagement and a participation process with
Council staff, stakeholders, CALD groups and
other organisations.
The Strategy has identified a number of actions
to enhance and promote inclusiveness and the
overall wellbeing of our CALD communities.
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These actions will be implemented over the next
five years.
Finally, this document is highly commended to
Council in the hope that it will assist Council to
work collaboratively with both the community
and various stakeholders to ensure this Region
is a harmonious, inclusive and connected
community into the future.
Gail Sellers - Mayor
Gladstone Regional Council
CULTURAL DIVERSITY
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PART 1 - BACKGROUND
1. BACKGROUND OF THE 2007
MULTICULTURAL STRATEGY AND
ITS FRAMEWORK
The main purpose of the 2007 Multicultural Strategy for
Gladstone was to support the integration process of new
arrivals into the Gladstone Region by developing a holistic
approach to embracing Gladstone’s multicultural diversity
and making our community richer through cultural diversity.
Increasing numbers of temporary skilled workers were
rapidly populating the Gladstone Area with limited social
support from local support groups and government
agencies.
Whilst not for profit organisations and the Gladstone City
Council LAMP program were delivering and implementing
a wide range of initiatives to support newcomers, it was
identified that there was a need to deliver these programs
with a more collective and coordinated approach in order
to increase community cohesiveness.
Furthermore, in order to identify the primary cause of
those cultural diversity issues impacting upon a sector
of the community as well as the community as whole,
five (5) workshops were conducted in partnership with
representatives from the education, health, industry/
businesses and community services sectors.
These workshops have determined most of:
• What programs and actions are already occurring that
impact on cultural diversity in the Gladstone area?
• What are the identified and possible potential issues?
• What roles and responsibilities do Local, State and
Federal Government service agencies, industry and
individuals have?
• What gaps are there in addressing Gladstone’s cultural
diversity issues?
As a result of this consultation, six (6) key driver areas to
achieve the strategy’s vision were identified including:
• COMMUNITY ACCESS
• INDUSTRY/BUSINESS
Additionally, in early 2008 Gladstone became the hosting
venue for a Regional Multicultural Workshop, which
included multicultural and government organisations from
Central Queensland. The purpose of the workshop was
to identify if these community issues were also common
denominators for other Regions and therefore, if solutions
could be easily customised to each region’s main purpose.
The key outcomes that have been influenced by the 2007
Multicultural Strategy include:
• 2008 February - Endorsement of the Multicultural
Strategy by Gladstone Regional Council
• 2008 (ongoing) - Establishment of the Intercultural
Reference Group and the strategic portfolio of
multicultural projects
• 2008 - Establishment of the Cultural Diversity Policy
• 2008 - Cultural Diversity Forum
• 2008 - LGAQ’s what makes a welcome?
• 2010 - GAPDL’s Making knowledge and information
accessible for easy settlement for newly arrived
permanent and temporary residents - a commitment
to Gladstone Region
• 2011 - Establishment of the Industry Reference Group
(soft infrastructure content)
• 2012 (ongoing) - Establishment of WelcomeSettlement- Integration framework
• 2013 (ongoing) - Gladstone Region’s Social
Infrastructure Plan audit process
• 2013 (ongoing) - Gladstone Region Interfaith Network
• INTEGRATION
• LIVEABILITY
Furthermore, the creation of sustainable partnerships
with key stakeholders through the establishment and
development of the Intercultural Reference group
(with Industry, community groups and various level of
• HEALTH
• EDUCATION
CULTURAL DIVERSITY
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government) has become a critical factor in the success
of the implementation process of the 2007 Multicultural
Strategy. This is the result of ongoing community
consultation and community development processes to
increase systemic advocacy and also to narrow systemic
gaps.
The Intercultural Reference Group meets on a bi-monthly
basis and its aims are to:
1. Provide guidance for the holistic approach to local
Multicultural Affairs which has been summarized in the
document “Multicultural Strategy for Gladstone 2007”.
2. Coordinate and allocate resources to strategic projects
and plans impacting on the CALD community.
3. Advocate and lobby for integration and interaction
strategies with other key stakeholder’s networks.
4. Refer members from the CALD communities to
mainstream programs and stakeholders.
5. Discuss and identify new and existing issues while
developing solutions at a strategic level.
6. Share knowledge and information with community
and key stakeholders based on a thorough research
and development model, which allows the reference
group to evolve and improve continuously.
7. Ensure that the resulting action plans of the scheduled
meetings have been fully completed and achieved.
8. Identify and engage new key stakeholders with
common interest to enrich the portfolio of skills of the
Intercultural Reference Group.
Furthermore, new entities have now emerged from the
Intercultural Reference Group including:
• Celebrating Diversity Planning Committee - This
gathering primarily aims to jointly plan, develop and
deliver various community events including the Annual
Multicultural Week and other social events.
• Industry Reference Group - This bi-monthly
gathering is both an information exchange and
consultation mechanism regarding ongoing and
emerging social trends between Council’s social and
art developmental arms and local businesses and
industry.
relationships to identify, develop and implement an
enduring interfaith dialogue and respect to working for
the common good of all.
The key implementations of the 2007 Multicultural Strategy
between 2007 and 2013 include:
• 2008 - GRC Cultural Diversity Policy - This policy
is currently under review as it needs to be aligned
with the State Government Cultural Diversity
Policy, but it essentially acknowledges the socioeconomic contribution of migrants to the region
and most importantly, Council support of the policy.
(APPENDIX 1)
• 2008 (ongoing) - Intercultural Reference group This bi-monthly gathering is currently facilitated by
the LAMP officer and it provides strategic advice and
consultation to Council in relation to cultural diversity
issues and implementations. This is an outcome of the
2007 Multicultural Strategy.
• 2010 Industry Reference Group
• 2012 Welcome- Settlement- Integration model This strategic and umbrella document describes the
approach of Council to best manage cultural diversity
across the Region given the various cycles of industrial
growth. This model has been presented at the 2013
International Conference in Vancouver (http://www.
gladstone.qld.gov.au/welcoming-programs).
• 2013 Gladstone Region’s Social Infrastructure
Plan Audit Process - The SIMP plan aimed to
ascertain, support and prioritise Gladstone Region
community’s needs in terms of development of soft
and hard infrastructure given rapid industrial growth.
Furthermore, the Region’s fast changing demographics
suggested an ongoing auditing and monitoring process
were required to ensure those key community needs
were continually met.
• 2013 Gladstone Region Interfaith Network
• 2013 Celebrating Diversity Planning Committee This gathering has the main purpose of promoting
various expressions of Cultural Diversity expressions
across the region throughout the calendar year
including the Annual Multicultural Week.
• Gladstone Region Interfaith Network (GRIN) This monthly gathering aims to develop sustainable
CULTURAL DIVERSITY
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2. WHY THE 2007 MULTICULTURAL
STRATEGY NEEDS TO BE
UPDATED?
As the ‘Region of Choice’ continues growing, diversity
has now become a key socio- economic-cultural driver
for the entire community. This highlights the importance
of managing, in a sustainable manner, the integration and
interaction processes among individuals with different set of
values, beliefs and life views which in this “melting pot” is a
key principle of success.
Gladstone Region is proudly a culturally diverse region,
where everyone is appreciated regardless of where new
residents come from, and this is our community legacy
from being exposed long-term to individuals with different
sets of values, beliefs and life views.
In less than 10 years, the proportion of overseas-born
Gladstone residents has increased from 5.8% in 2001 to
22 % in 2011. In this regard, it has been observed that
the demographic content of this increase has fostered
an emerging trend of new communities from non-english
speaking backgrounds rapidly populating the “Region of
Choice”, which has dramatically changed the way that
Gladstone Region service providers implement their
programs and service delivery. Suddenly, this service
delivery has integrated a great deal of innovation and
flexibility in order to reach out to newcomers from various
backgrounds. In this sense, it is important to re-validate and
examine the outcomes of the existing Cultural Diversity
Framework in order to continuously improve it.
Emerging non-for-profit organisations, such as Welcoming
Intercultural Neighbours (since 2010), and CALD
community groups have increasingly added value to the
local fabric of Multiculturalism in the Gladstone Region.
As a result of this, Gladstone Regional Council through its
LAMP program has also become more dynamic and active
in setting and developing collaborative cooperative alliances
with these groups across the community.
In addition to this, in a broader community context, the
Gladstone Region community has experienced dramatic
changes in demographics through a ‘blood transfusion’
process; when the industrial cycle is at its peak new
residents quickly populate the ‘Region of Choice’ while
long-term residents are leaving the Region. On the
other hand, when there is a declining economic boom,
decreased confidence in the business and industry
CULTURAL DIVERSITY
communities usually triggers a negative employment
outlook for skilled migrants.
Furthermore, some sectors of the Gladstone Region
have suddenly become more vulnerable by exposure
to dramatic weather fluctuations, including draught and
flooding, which is strongly affecting individuals’ perception
towards “community spirit, resilience, cohesion and sense
of place and belonging”.
Finally, the strategic re-direction of the Intercultural
Reference Group’s objectives has also become a subject
for further assessment. Certainly, cultural diversity issues
across the newly amalgamated Region have changed in
content and nature, which has prompted the re-definition
of the Intercultural Reference Group’s role.
>Gladstone Regional Council (GRC) Snapshots
The Local Area Multicultural Partnership (LAMP) Program
has conducted several Community snapshots over the last
5 years with the following findings:
2007 - 2010
• Lack of access and equity to primary services (English
classes, health, affordable housing and employment)
by temporary visa holders and family dependants have
become systemic barriers.
• Our regional cultural diversity has been enriched
by Calliope, Gladstone and Miriam Vale Councils’
amalgamation process (March 2008). However, the
side effects of the 2008 Global Financial crisis (GFC)
have primarily affected Small Medium Enterprises
(SMEs) around the Gladstone Region. In fact, a few
businesses have terminated the employment of their
workers on the 457 visa subclass as a result of it and
the numbers of migrants populating the “Region of
Choice” have consequently stagnated (approx.15%).
2010 - 2011
• Social isolation and lack of access to services continue
to be significant issues experienced by migrant
communities.
• Jamaicans and Indonesians have become emerging
communities whilst Filipino community members are
growing quite rapidly.
• The announcement of three Liquefied Natural Gas
(LNGs) facilities at Curtis Island has triggered a new
industrial boom for the Gladstone Region.
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• While Council is continuously assessing industry
SIMP plans to minimise the social impact of industrial
growth, it is important to acknowledge that the LNG
companies have implemented specific Partnerships
and donation programs to assist emerging needs in the
community. However, these implementations have
not fully met SIMP’s expected outcomes.
2011 - 2012
• Our community is experiencing dramatic changes in
demographics through a ‘blood transfusion’ process by
which new residents are quickly populating the ‘Region
of Choice’ while long-term residents are leaving the
Region. Hence the importance of LAMP working on
programs to improve a sense of belonging and place.
• Services and information access continues to be the
major barrier for newcomers, particularly for those
placed on a working visa, during the initial stages of
settlement.
• The dramatic change in demographics is directly
impacting on the way Council delivers its portfolio of
services to all Gladstone residents including those from
non-english speaking backgrounds. This also influences
Council’s current workforce, which has suddenly
become increasingly diverse.
• Increased numbers of United Kingdom, New
Zealander, Filipino and South African passport holders
employed by local employers have been noted and
these numbers will continue growing to an estimated
13,000 workers at construction peak.
• A shift in industry action plans regarding ‘soft’ social
infrastructure has also been observed. For instance,
after two years of consistent advocacy by the LAMP
program, Bechtel has now engaged a local Cultural
Diversity Consultant to induct its craft staff workforce.
• SMEs are starting to realise and value cultural diversity
as a ‘community asset’, specifically when identifying
‘pockets of hidden workforce’. This information has
been collected through the development of Gladstone
Skilling workforce Strategy.
• Council in partnership with WIN and GMAI has
formulated, established and incorporated the
Welcome-Settlement-Integration.
CULTURAL DIVERSITY
2012 - 2013
• Our community is once again a subject of rapid
demographic changes mainly due to dynamic phases
within industrial cycles. As the LNGs construction
phase is close to reaching its peak and the mining
boom has slowed down considerably (both
affecting business confidence), it is observed that
the LNGs operational workforce (and therefore,
more permanent residents) have started arriving
into the Region. In this sense, LAMP is supporting
new residents through improved access to services
information and knowledge.
• Gladstone Regional Council through its LAMP
Program has actively developed cooperative and
collaborative alliances with local Multicultural NGOs
and CALD community groups in order to increase
social response to community needs while enhancing
advocacy before other government tiers.
• A decreased in business confidence has resulted in
a cautious and in some cases negative employment
outlook forecasts for the next 24 months. Therefore,
LAMP in partnership with community organisations
has re-focused its efforts in building strategies to
celebrate cultural diversity (e.g. 2013 Multicultural
week and Festival) and build bridges of integration and
cohesiveness.
• At a community level, it has been observed that
some emerging groups such as the Southeast Asians
(Indian, Bangladeshi and Sri Lankan) tend to rely on
existing and well-established organisations either
locally or Rockhampton-based. Increasingly, CALD
communities need to apply for fundraising or third
party donations in order to carry over their activities
from their respective cultural heritage. Sometimes,
funding guidelines are very restrictive to non-for profit
and incorporated organisations, which leaves wellintentioned CALD groups with a dilemma of “ should
(or should not) groups get Incorporated.
• While it is acknowledged that systemic service and
information access continues to be the major barrier
for newcomers, particularly for those on a 457
working visa; it is important to highlight remarkable
efforts deployed by Council, local Multicultural
organisations and mainstream service providers
in order to welcome, settle and integrate into the
community.
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• In order to increase services access by CALD
individuals, WIN has developed and implemented
programs such as CALD Youth support program
at Gladstone State High, the Multicultural Health
Partnership and multiple information session in
partnership with Council
• Research conducted by CQU’s Roslyn Cameron
(2012) has found that 52% of health professionals
(including general practitioners, physiotherapist and
dentist among others) employed within the Gladstone
Region come from overseas.
>Milestones in the updating process
The steps that have been undertaken during the updating
process of the 2007 Multicultural Strategy, which have now
resulted in the formulation of Gladstone Region’s Cultural
Diversity review and Framework, were as follows:
1. September 2013: Initial consultation (by GMAI)
2. September 2013: Brainstorming process (by members
of the Intercultural Reference Group)
3. September - November 2013: Information
compilation (programs, policies, etc.)
4. December 2013: First Draft formulation
5. 1st January - 31st March, 2014: Community
Consultation
6. April 2014: Final Draft for Council endorsement
7. May - June 2014: Printing process
8. 25th July, 2014: official Launch at the opening of the
2014 Multicultural Week and Festival Day2014 2019: Implementation of the proposed Framework,
continuous improvement and ongoing promotion of
this “living document”.
statements and implementation plans.
Furthermore, it is important to acknowledge that Australian
values, heritage, language and customs are key and
non-negotiable principles that underpin the Australian
democracy and way of life (http://www.immi.gov.au/livingin-australia/values/statement/long/). Therefore, all Australian
residents, temporary and permanent, must respect this set
of values while being encouraged to share the wealth of
their cultural heritage of their countries of origin. This is the
essence of multiculturalism or cultural diversity.
Whilst strengthening access and equity of services for
CALD communities remains a common denominator
of the three policies, a transition in the language used
in the respective policies has been identified: from
‘Multiculturalism’ (Federal and State) to cultural diversity
(Local). Quite often, there is a perception by Gladstone
Region residents, including mainstream, CALD and
indigenous australians, that cultural diversity has become
a more inclusive and progressive approach than
Multiculturalism.
The People of AUSTRALIA
Key principles
• Celebrating cultural diversity to promote community
cohesiveness
• Improving access and equity through provision of
culturally and linguistically appropriate services
• Acknowledging and welcoming socio-economic
contributions of skilled migrants
• Implementing zero tolerance towards racism
Key implementations
• Establishment of the Australian Multicultural Council
• National Anti-Racism Partnership and Strategy
3. OVERVIEW OF THE EXISTING
CULTURAL DIVERSITY POLICY
FRAMEWORK
In order to develop and implement a relevant Cultural
Diversity Framework for the Gladstone Region, it
is important to understand its supporting legislative
frameworks at the Federal, State and Local levels. In this
regard, the three tiers of government have significantly
reaffirmed that Australia is proudly a multicultural (or a
culturally diverse) society through their respective policy
CULTURAL DIVERSITY
• Multicultural Arts and Festivals Grants
• Multicultural Youth Sports Partnership Program
• Strengthening Access and Equity - Multicultural Access
and Equity Policy: Respecting diversity. Improving
responsiveness
A Multicultural future for all of us
Key principles
All Queenslanders:
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• Share a commitment to Queensland and Australia
• Welcome and value the contribution diversity brings to
our community
• Have a responsibility to abide by the state’s laws and
respect the democratic processes
• Are treated fairly and with mutual respect and
understanding, regardless of cultural, religious, ethnic
and linguistic backgrounds
• Can express and promote their culture within our
shared laws, values, aspirations and responsibilities
Key themes of implementation
These are:
• Multicultural recognition legislation
• Language, information and communication
• Improving service delivery
• Regional and emerging communities
• Skills, jobs and enterprise
• Inclusive communities
• Developing a database containing information of
Council staff members who speak more than one
language in order to provide assistance to CALD
community members as required.
• Assessing clients’ language or other communication
needs and determining the most appropriate
response.
• Acknowledging clients’ entitlement to the services of a
professional interpreter or to linguistically appropriate
information in situations of communication difficulty.
• Ensuring interpreting services and multilingual
information are available to CALD clients.
• Establishing protocols for the engagement of
professional interpreters by implementing the usage of
palm cards.
• Ensuring that language services are culturally and
linguistically acceptable to the client by taking into
account gender and ethnicity preference and the
appropriateness of telephone as opposed to on-site
interpreting.
Key principles (APPENDIX 1)
• Providing alternative methods of information access
such as websites containing information in the 5 top
languages as a means of reaching non-english speaking
clients.
“Multiculturalism, in its simplest form is about building a
sense of belonging regardless of cultural, ethnic or religious
background. It requires all Australians to:
• Formally acknowledging language expertise in
workplaces and encouraging access for those officers
to gain accreditation as interpreters and translators.
• Have an overriding and unifying commitment to
Australia and its interests and future;
• Skilling staff in working with professional interpreters
through ongoing training programs and relevant
information.
Cultural Diversity Policy (By Gladstone City Council)
• Enjoy freedom to express, share and value one
another’s cultural heritage;
• Have equality of opportunity to benefit from, and
contribute to all aspects of life without prejudice or
discrimination, and
• Facilitating physical spaces in which members of the
culturally and linguistically diverse communities are
able to gather and interact among themselves as well
as with members of the broader community.
• Delivering Cultural Diversity training to Council’s new
staff members
• Establishing and developing partnerships with the
Queensland Library to access resources such as books
and audio-visual aids in different languages in order
to increase the level of participation from CALD
Community members.
• Formalising links and partnerships with the existing
Multicultural NGOs as well as CALD communities
by providing continuing support for the Multicultural
festival.
• Using multilingual signage, including posters, in
customer service areas in order to increase Councils’
services access for members of Non- English speaking
backgrounds.
• Uphold the universal ideal of human rights.
Council’s Key implementations
CULTURAL DIVERSITY
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• Encouraging multicultural artists to share their
cultural heritage though multicultural plays at the
entertainment Centre in partnership with Multicultural
NGOs and CALD groups.
Australia’s anti-discrimination laws
Over the past 30 years the Commonwealth Government
and the State and Territory governments have introduced
anti-discrimination laws to help protect people from
discrimination and harassment.
The following laws operate at a federal level and the
Australian Human Rights Commission has statutory
responsibilities for them:
• Age Discrimination Act 2004
• Australian Human Rights Commission Act 1986
• Disability Discrimination Act 1992
experiencing the great outdoors. A strong sense of
community with a “can do” attitude and a relaxed and
friendly atmosphere permeates throughout the region.
Well-developed infrastructure and services, including a
regional airport, continue to support the localised identity
of the communities across the region, providing choice in
lifestyle.
After Council’s amalgamation process in 2008, Council
experienced unprecedented territorial expansion to cover
10,000 km2. The Gladstone Region communities include
the urban centres of Gladstone, Tannum Sands, Boyne
Island, and the smaller towns of Agnes Waters, Ambrose,
Baffle Creek, Benaraby, Bororen, Builyan, Calliope,
Lowmead, Miriam Vale, Mount Larcom, Many Peaks,
Nagoorin, Raglan, Rosedale, Seventeen Seventy, Turkey
Beach, Ubobo and Yarwun.
• Racial Discrimination Act 1975
The Gladstone Region truly is a Region of Choice, offering
a great place to live, work, play and invest.
• Sex Discrimination Act 1984
>About Gladstone Region’s Economic Profile
Commonwealth laws and the State/Territory laws generally
cover the same grounds and areas of discrimination.
However, there are some ‘gaps’ in the protection that
is offered in different States and Territories and at a
Commonwealth level.
Gladstone Region is a significant Regional Economic ‘Hub’.
4. REVIEW OF CULTURAL DIVERSITY
WITHIN THE GLADSTONE REGION
>About the Region of Choice
Gladstone Region, located in the heat of Central
Queensland 550 kilometres by road north of Brisbane (the
State’s capital city), is a modern urbanised Region with a
remarkable balance between lifestyle and employment
opportunities for approximately 60.000 residents.
Gladstone Region makes a significant contribution to the
State of Queensland’s and the Australian economies. The
region currently generates some 29% of Queensland’s
exports by tonnage carried by sea (in 2005-2006), which
is 20% of Queensland’s exports by value and 4.7% of
Australia’s export value (http://www.gladstoneindustry.org.
au/about-gladstone/overview/, 2012).
Balanced with large areas of green open space, including
several national parks, historical sites, bush walks and
marine activities, including fishing and boating, Gladstone
provides residents with a wide choice in exploring and
CULTURAL DIVERSITY
With two of the world’s largest alumina refineries,
Queensland’s largest multi commodity port and a number
of other major industrial giants sited locally, the Gladstone
Region is known for its employment opportunities and
skilled workforce.
The Gladstone State Development Area continues to
attract major industries to the region, including the fledgling
Liquefied Natural Gas (LNG) industry.
Strong retail and service sectors within the modern
urbanised city of Gladstone, together with tourism and
primary production (particularly beef cattle and timber),
provide abundant choice for workers and opportunities
for business people. Other world class infrastructure is
represented through:
• Transport - Gladstone Region has Queensland’s largest
multi-commodity port: Gladstone Port Corporation is
a major operations hub for Queensland rail.
• Energy - Gladstone Region has Central Queensland’s
largest Power Station, Liquefied Natural Gas (LNG)
and Shale Oil (Petroleum).
• Natural resources - Extensive deposits of natural
resources such as coking and steaming coal, oil shale,
limestone, salt and mineral sands are available within
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economic transport distance from Gladstone.
• Water - The Awoonga dam currently holds an
equivalent of 10 years supply of water, or 777,000
ML.
• The alumina and aluminium industries are represented
by Rio Tinto, Queensland Alumina Limited, Cement
Australia and Orica.
All these industries (approximately AUD$80 billion worth
of investment) have been built steadily over the past 60
years. This contrasts with the emerging LNG industry,
which will be established in a record period of five (5)
years (estimated investment of AUD$80 billion) (http://
www.gladstoneindustry.org.au/about-gladstone/overview/,
2012).
>Gladstone Region’s Social Profile
The Australian Bureau of Statistics (ABS) ‘Estimated
Resident Population’ for the Gladstone Region for the year
ending June 2010 was 60,316. However that figure is
generally considered obsolete due to the large numbers
of people who have flocked to the area from inter-town,
interstate and international destinations to take advantage
of employment opportunities associated with industrial
development.
The Gladstone Region has a young population with the last
census revealing that 85.7% of our residents are under 60
years of age but the reality is that this figure is more likely
to be around the 90% mark considering the many young
families who are now calling Gladstone home and the
number of early retirees who have recently left the area.
Gladstone Region has a slightly higher male (51.5%) to
female (48.5%) ratio likely as a result of the strong demand
for engineering and trade skills. However, it should be
noted that there are females in the community with the
same or similar qualifications who have been unable to
access employment because a lack of proficiency in the
English language or unavailability of childcare places (ABS,
2006.)
Whilst the region is considered relatively affluent, there
are households and areas within our Local Government’s
jurisdiction that are regarded as economically disadvantaged
(16.6% in rural areas to the north and south as well as
some suburbs within Gladstone itself). Furthermore the
high cost of housing is now placing families who would
normally be considered prosperous at risk.
CULTURAL DIVERSITY
A majority of people coming to the Region of Choice are
either seeking employment or have secured employment.
However, increasing numbers of new residents are also
looking for a ‘sea change’. The largest group, couples with
families aged between 30 and 39 years, account for twenty
five per cent of our base population which is 60,000
people. Children under 11 years of age account for only
10% and residents over 60 years of age account for nearly
15% of our community (ABS, 2006).
A comparatively high level of income is one of the key
attractions the Region of Choice has to offer skilled
migrants. The last census result indicates that there
was a larger proportion of high income households
(those earning $1700 per week or more) and a smaller
proportion of low income households (those earning less
than $500 per week). In the region overall, 25.3% of the
households earned a high income, and 16.6% were low
income households (ABS, 2006).
>Profile of temporary skilled migrants
Due to ongoing industrial growth, the Gladstone Region
has a long standing history of cultural diversity and
multiculturalism. However, it has been observed that
the population fluctuates with the peaks and lows in the
workforce demand.
In a short period of time our cultural diversity has also
expanded significantly from 5.8% of residents possessing
overseas backgrounds in 2001 to an estimated 25% in
2011. And this trend is increasing with the skilled migrants
who are now populating the region. Furthermore, this
significant change in demographics over a relatively short
period of time has influenced the way service providers
deliver their services for all Gladstone residents including
those from non-English speaking backgrounds (NESB)
including Filipinos, South Africans, Indians, Chinese, Iranians
and others. (ABS 2006).
Over 40% of households in 2006 either did not own a
car or had access to only one vehicle (largely for the use of
the breadwinner) which limited the ability to move freely
around the community. A poor, and in some cases nonexistent, public transport system further compromised this
ability.
Page 17
The 2011 ABS census revealed that the CALD proportion
of the population within the Gladstone Region (not
including the proportion of skilled migrants employed by
Bechtel at the Port Curtis Island’s three LNG projects)
continued growing to 21% by September 2011.
Furthermore, new emerging communities from NESB
(Jamaicans, Iraqi, Bangladeshi, Sri Lankans and Iranians
among others) settled into the region necessitating a
new service delivery approach for Council and other
community service providers in order to foster access and
equity.
By mid-2012, Gladstone Regional Council, in conjunction
with GMAI’s Cultural Inclusion Support Officer, had
conducted a snapshot across the region, which found
that the CALD proportion of the population coming from
overseas had increased to nearly one (1) in three (3) of
Gladstone Region residents. The identified profile of these
skilled workers (other than FIFO/DIDO workers) includes:
• A larger proportion of families with primary school
aged children.
• A minor proportion of families with high school aged
children.
• CALD families seeking a high level of education
provision for their children (Education being the
“key”).
• An increased presence of new nationalities including
Malaysian, Singaporean, Iraqi and North American
among other groups.
• 60%-70% of overseas migrants are on a 457
temporary visa (Employer Sponsorship).
• 20%-30% of overseas migrants are on a spouse visa
(Australian Citizen Sponsorship).
• Less than 10% of new overseas migrants are on other
types of visas.
>New Citizens
There are a significant proportion of overseas skilled
workers on temporary visas and their families who have
been progressively populating Gladstone. For these
people, a major milestone in their lives results when, after
initially applying for Australian permanent residency, they
become eligible to apply for Australian citizenship.
This is substantiated by the increasing number of eligible
Australian permanent residents within the Gladstone region
CULTURAL DIVERSITY
who are committing under oath to Australian citizenship.
Following is a breakdown of the five hundred and one
(501) residents who became Australian citizens between
2010 and 2013:
•
In 2009 - 92 new citizens
•
•
•
•
(APPENDIX 2)
In strict order, United Kingdom, South African and Filipino
nationals topped the statistics for new Australian citizens
between 2009 and 2012.
It is important to highlight that Australian Citizenship is a
privilege not a right (DIBP 2013). As a consequence, some
of the Australian permanent residents’ entitlements have
now been transferred to new Citizens. In addition to this,
the Department of Immigration and citizenship (DIAC) has
now introduced a citizenship test for eligible permanent
residents.
5. GLADSTONE REGION CULTURAL
DIVERSITY MAPPING (2007 vs. 2014)
(APPENDIX 8 & 9)
For effects of this analysis, consider the Cultural Diversity
Mapping 2007 vs. the Cultural Diversity 2013. The
Gladstone Region cultural diversity ‘landscape’ has
experienced a significant change in terms of new initiatives,
programs and organisations that respond to the increasing
needs of the local CALD communities.
The key drivers fostering change between 2007 and 2013
include:
• Continue support for the Local Area Multicultural
Partnership by State and Local Governments Whilst the State Government MAQ has significantly
reduced the funding available towards LAMP,
Gladstone Regional Council has enhanced its support
towards it, which provides structural support for the
hard and social infrastructure of local Multicultural
Affairs.
Page 18
• GMAI’s Corporate Diversification - With the
support of the Gladstone Regional Council, Gladstone
Region’s first multicultural organisation, GMAI, has
now become an approved service provider with the
Department of Communities. Since then, GMAI has
successfully obtained a State Government grant to
provide and deliver training the equivalent of CERT III
in Hospitality to eligible clients.
In addition, with financial support from the federally
funded program Community for Children (C4C), GMAI is
currently delivering the Cultural Inclusion Program which
assists childcare workers and primary schools to support
CALD children in a culturally and linguistically appropriate
manner.
• CALD groups continue sharing their cultural
heritage
Filipinos, Indians, Fijians, Sri Lankans and New
Zealanders are some of the CALD groups who
traditionally commemorate their respective
Independence Day’s celebration on an annual basis.
• New Entrant organisations supporting CALD
individuals:
Welcoming Intercultural Neighbours Incorporated
(WIN http://www.win-australia.org.au/) is a not-forprofit Gladstone based organisation that has been
established to assist new residents and their families to
integrate confidently into the Gladstone Region. The
organisation provides support, information sessions,
education and training, orientation programs, referrals,
resources development and provision, and events
planning and promotion. WIN is currently funded by
QGC until May 2015.
Multicultural Week. WIN’s key elements for effective
and efficient delivery include working in conjunction
with other community organisations; planning and
setting benchmarks and performance measures;
communication skills; promotion and advertising;
strategic partnerships with other service providers,
business and industry; flexibility; consistency and quality
in delivery; and relevant evaluation processes. Since
its inception, in February 2010, WIN has achieved
enormous growth while maintaining high standards of
professionalism and ethical stands. WIN has received
outstanding feedback and overwhelming community
participation from all areas including the public and
private education sector, religious organisations,
businesses and industry, health related services and
other service providers in the Region and interstate.
Emerging private organisations - Brisbane and Logan
based-organisations such as Multicultural Development
Association (http://www.mdainc.org.au) as well as Access
Community Services (http://www.accesscommunity.com.
au) are now actively operating within Central Queensland
to support migrants, refugees and permanent residents
during initial settlement stages.
Furthermore, locally-based private cultural diversity
trainers, migration agents and education services providers,
others than CQTAFE and CQU Australia, have also
positioned themselves within the ‘Region of Choice’ to
assist fee for service clients.
• is a not for profit local organisation. WIN provides
support, information sessions, education and
training, orientation programs, referrals, resources
development and provision, and events planning and
promotion. WIN currently delivers very successful
projects in a number of areas in the Gladstone
Community such as English classes, Computer Skills
training, First Aid certifications, a comprehensive
range of information session, the Gladstone Language
Cafe, the ESL Support Program at GSHS and
cultural awareness training programs. WIN is also
broadly known in the Region for the delivery of the
Gladstone Cultural Diversity Forum, social integration
events, the Gladstone Multicultural Partnership and
CULTURAL DIVERSITY
Page 19
PART 2 - EXISTING ISSUES AND FURTHER IDENTIFIED COMMUNITY IMPACTS
6. KEY STRATEGIC ISSUES (SYSTEMIC,
ORGANISATIONAL & INDIVIDUAL)
Whilst Gladstone Regional Council (GRC) welcomes
industrial expansion understanding the principle of direct
correlation between this phenomenon and Regional skilled
migration, it is vital that this process is well-managed so all
residents benefit from the experience. In this regard, the
development of both hard and soft social infrastructure will
be an essential key of success.
From the newly arrived migrants to the Gladstone
Region point of view, there is not a substantial difference
between the issues encountered today and the issues
identified at the time of the 2007 Multicultural Strategy.
It is of significant importance though,to acknowledge
and recognise the remarkable efforts made by volunteer
based organisations in partnerships with industry, local
businesses and the Gladstone Regional Council to make
all new Gladstone residents, regardless of their place of
origin, feel welcome in our region. Hence it is important
to continuously improve the Holistic Framework in order
to synchronise and align organisations with corporate
strategies to enhance the impact of individual initiatives
within the community context.
Three types of access and equity issues
While reports identify access and equity issues as the most
prominent barriers for migrants to overcome during the
initial stages of settlement in Australia, the majority of these
reports fail to define the types of barriers encountered and
therefore the primary cause of the issues is not correctly
addressed
While reports identify access and equity issues as the most
prominent barriers for migrants to overcome during the
initial stages of settlement in Australia, the majority of these
reports fail to define the types of barriers encountered and
therefore the primary cause of the issues is not correctly
addressed,
Some of the identified issues that have and still are
impacting on a recurrent basis on Gladstone Region’s ability
to attract and retain consistently skilled families are listed as
follows:
Within the local context of the Gladstone Region, three
types of access and equity issues have been identified
CULTURAL DIVERSITY
including:
1) In the first instance, the lack of access and equity to
mainstream government funded services by skilled
migrants on temporary visas continues to be a key
systemic barrier that is determined by the lack of
eligibility due to the individual’s temporary visa status.
This is strongly impacting on areas such as:
a. Health sector (as in government-funded system)
b. Education sector (further training, traineeships
and apprenticeships)
c. Assistance with settlement and integration into
the community
d. Access to other community services providers
e. This systemic issue has influenced most
multicultural organisations’ operational charters and program deliverables. In a way,
these organisations try to provide ineligible
skilled migrants with services that the system does
not normally allow them to access (e.g.
English classes, computer classes, one to one
settlement services, etc.)
2) On a second level, there is also an individual service
provider’s barrier, which revolves around the inability
by a given individual to access a service due his/her
cultural lens, lack of English skills or knowledge about
how the delivery of the service provision platform
works.
3) On a third level, the lack of local knowledge needs
to be considered as a major initial barrier for those
coming from outside the Gladstone Region. In
this regard, remarkable parallels in the social and
employment “arenas” have been observed between
highly skilled spouses coming from overseas and skilled
spouses migrating from either interstate or inter-town.
7. EXISTING AND ONGOING ISSUES
The 2007 Multicultural strategy has identified six (6)
different areas, where key issues appeared to be
compounded.
Given their importance to the local context of cultural
diversity, interfaith and economics have been added to this
strategy.
Page 20
Following a similar approach as that taken in 2007, and
taking into account the conclusions collected from the
Annual Diversity Forums between 2007 and 2013 as
well as the 2010 Access and Equity workshop, the issued
observed have been summarised as follows:
AREA 1: INTEGRATION
Integration is a two-way process, whereby new residents
consciously identify and are determined to actively
participate in mainstream activities and events but also
mainstream providers implement mechanisms to further
engage and encourage newcomers to attend their events.
1. Local organisations cannot understand the benefits
of having a more culturally intelligent workforce and
therefore, they are not undergoing cultural diversity
training
2. In terms of integration activities organised by
Multicultural organisations, there is an associated
stigma that they are exclusively for migrants (“them”
and “us”). Having said this, it has been observed that
community participation in mainstream events is an
element that needs to be continuously improved.
AREA 2: EDUCATION
It has been observed that the school system and its
associated key stakeholders are currently under a significant
amount of pressure in meeting all the educational legislative
requirements of teaching and a new layer of pressure
emerges in meeting the needs of the increased numbers of
CALD children and youth being enrolled in schools.
In addition to this, it is important to remember that the
children of temporary skilled workers in the 457 visa
subclass are generally unable to access any government
funded program within State schools.
Some of the observed issues area as follows:
From a migrant family’s perspective:
1. Lack of understanding of the career pathways in
Australia.
From the education service providers’ perspective:
1. While some training has occurred within some service
providers, there is still a lack of cultural diversity
training within the teaching population.
2. Limited resources to effectively assist CALD students
(and families).
AREA 3: HEALTH
1. Some confusion between user-fee access to health
services and not being able to access the health service
at all.
2. Not being able to understand how the health system
works including roles and responsibilities of key
stakeholders, health service providers, private health
insurance, etc.
From health service providers’ perspective:
1. Limited cultural diversity training delivered to within
health sector.
2. Limited infrastructure at the local Gladstone Hospital
to effectively assist Gladstone residents, including those
from non-English speaking backgrounds, in the case of
an emergency.
From main stream community members:
1. Residents not feeling comfortable dealing with health
professionals from non-English speaking backgrounds,
which essentially results in a mixture of cultural and
language issues (accent, proficiency) between health
professionals and the public.
AREA 4: LIVEABILITY
1. Limited public transport for local residents continues
to be one of the key barriers to mobility.
2. Limited retirement facilities has also been observed, a
factor that has pushed-out the elderly sector.
2. Social isolation.
3. Overcrowded and limited childcare facilities in the
Gladstone Region Council area.
3. Lack of understanding of the system (including
traineeships and apprenticeships).
4. Increasing living expenses within the Gladstone Region
in comparison with other areas around the State.
4. Unexpected increases in living expenses affecting living
standards and affordability.
5. Lack of employment opportunities for spouses
continues to be a major obstacle to long-term
settlement within the Gladstone Region.
CULTURAL DIVERSITY
Page 21
AREA 5: COMMUNITY INFORMATION ACCESS
1. Lack of a central information hub (e.g. a migrant
resource centre)
AREA 6: ECONOMICS
This is undoubtedly the most important driver of cultural
diversity within the Gladstone Region. In fact, some would
even doubt the existence of cultural diversity without the
drastic changes in economic circumstances caused by the
impact of the global economy. Although it is true that the
economy has had a massive influence on cultural diversity,
the reverse is not necessarily true. Hence the current and
on-going issues need to be analysed from a more balanced
socio-economic perspective.
From a holistic perspective:
1. Cultural diversity is at the heart of the debate between
regional social and economic development and
of migrant expectations about services within the
Gladstone Region.
2. A decline in the economy will have a strong social
impact on cultural diversity issues across the Gladstone
Region.
AREA 7: INTERFAITH
As community harmony and cohesiveness is the main
purpose of this document, it is impossible to overlook
the importance of increased religious diversity within the
local context and its associated effects and impacts on
community harmony and cohesiveness.
In some cases, the two concepts strengthen the validity of
cultural diversity and multicultural principles but in some
other cases they seem to be two different, opposing
concepts often challenging each other. This depends on
specific circumstances and individual interpretations.
Some of the observed issues are associated with:
8. VISION (STRENGTH BASED
APPROACH)
With the idea of building a more cohesive and integrative
Gladstone Region, the newly updated Cultural Diversity
Strategy has re-adopted and further enhanced the vision
that was originally conceived in the 2007 Multicultural
Strategy including:
“People working together to be a caring and inclusive
community, proud to embrace, respect and celebrate each
other” (et al. GMAI, 2007)
Gladstone people want the community, including
Australians and new and old immigrants, to be a place in
which:
• They live together harmoniously sharing 76 different
cultures.
• Promotion of integration is driven by people,
supported by the Gladstone Regional Council and
embraced by the community.
• There is information, advice and an invitation available
to new arrivals to participate and to be actively
included in initiatives that identify and solve issues.
• Social contact and active, positive exchanges occur
between Australians and new immigrants within the
community.
9. STRATEGIC LINKAGES
• 2008 Gladstone Vision 2028 (2008)
• 2008 LGAQ’s what makes a welcome? (2008)
• 2008 Gladstone Regional Council’s Cultural Diversity
Policy
• 2010 The Gladstone Region Wellbeing Study - Road
Map (The Hornby Institute)
• 2011 Multicultural Affair’s Qld Cultural Diversity Policy
1. Religious stigmas (e.g. usage of the Burka).
• 2012 Gladstone Multicultural Association Inc. Strategic
Plan 2013 - 2018
2. Religious intolerance overriding individuals’
contributions to the community.
• 2012 - Gladstone Regional Council’s Welcome
Settlement Integration Strategy
3. Limited understanding by a sector of our local industry
about the importance of fostering mutual cultural
understanding across the community.
• 2012 DIAC’s Multicultural Policy
• 2013 Gladstone Regional Council Strategic Plan 2013
-2018
• 2013 Welcoming Intercultural Neighbours Inc.
CULTURAL DIVERSITY
Page 22
Strategic Plan 2013-2018
• 2013 FECCA’s Access and Equity Report
• 2013 Community Wellbeing Indicators: Measures for
Local Government
• 2013 Queensland Plan: A 30 Years Vision for
Queensland
• 2013 Gladstone Region’s Liveability Report Card
• 2013 Diversity: it’s our strength
10. STRATEGIC OBJECTIVES
1. To establish the Gladstone Region as a harmonic and
culturally inclusive community, in which all individuals
recognise and understand that all have a shared
responsibility in the development of community
wellbeing (e.g. improving sense of place and
belonging etc.).
2. To continue developing and delivering Gladstone
Region’s holistic approach together with its associated
implementations and plans in order to maximize the
cultural, social and economic contributions of skilled
migration within the Gladstone Region. This would
include all interested and related organisations and
individuals working together in a coordinated manner
to achieve common goals.
3. To continually increase strategic community advocacy
with other government tiers, and industry and
business stakeholder groups in order to improve
services access and equity (systemic and individual
approach).
exclusively relate to immigrants in a settler society.
Although there has been negligible research on Indigenous
Australians’ attitudes to cultural diversity, research
findings reveal that despite perceived concerns with
multiculturalism, Indigenous people are not uneasy with
cultural diversity as such. In fact, Indigenous respondents
are largely supportive of diversity, which is one of the
central tenets of multiculturalism (Journal of Australian
Indigenous Issues, K Dunn, A Kamp, W Shaw, 2012).
Certainly, this is one of the most crucial triggers that made
both Federal and State Governments re-think, re-define
and replace the frequently misinterpreted and “oldfashioned” multicultural movement by cultural diversity as
a new framework, that will include not only a change in
policies and implementations, but also intends to identify
and promote the role of Australian Indigenous within the
increasingly diverse society.
Within the local context and from a community relations
point of view, there have been few endeavours (with
mixed results) to sustain local traditional owner groups
under the umbrella of Cultural Diversity. In this regard for
example, in 2011 members of the Intercultural Reference
Group put together an integrated Cultural Training Package
for newcomers, which encompasses all aspects related
to cultural diversity perspectives including multicultural,
Indigenous and Aussie awareness training for newcomers.
Identified programs to be developed
Some of the identified activities of local Indigenous elders
towards newly arrived people in the Gladstone Region
include:
4. To share and celebrate the benefits of our Region’s
cultural diversity heritage with all Gladstone Regional
residents.
1. Encouraging traditional owner groups to provide a
Welcome to Country for Council and community
events.
11. DESCRIPTION OF HOW CULTURAL
DIVERSITY HAS IMPACTED ON
VARIOUS SECTORS OF THE
COMMUNITY
2. Lobbying for the introduction of Indigenous Awareness
Training for newcomers to be included with Cultural
Diversity and Aussie Awareness training at Council and
community levels.
• Australian Indigenous Affairs impacting on
Cultural Diversity
3. Document the existing Indigenous protocols for
engaging and acknowledging local traditional owner
groups.
There is a perception that Indigenous Australians are
uneasy with, or distrustful of multiculturalism. Such unease
has been attributed to the problematic positioning of
multiculturalism as a concept by which associated policies
4. Develop and implement a socio-economicenvironmental model that allows for the building
of sustainable initiatives by local Indigenous groups,
corporations and individuals.
CULTURAL DIVERSITY
Page 23
•
Cultural diversity impacting upon local
Service Providers
A broad range of local services providers have been
exposed to dealing with cultural diversity ramifications
which could range from radical changes in service
provision, due mainly to dramatic change in the
demographics of clientele stakeholder groups, to a
more diverse workforce that could result in associated
productive, diversity benefits.
• Social and community services service provision
A large majority of skilled migrants populating Gladstone
Region are temporary skilled workers on the 457
visa subclass who are employed by local industry and
businesses. They have found systemic barriers to accessing
community services as the majority of these services are
government funded.
Furthermore, in cases of extreme financial, social and/or
emotional hardship, some community services are able
to apply for exceptional circumstances (or “waivers”) to
provide services to initially ineligible clients.
appropriate person, from a cultural and social point of
view, to deliver this training when taking into account that
Cultural Diversity training is not compulsory and, other
than being a Registered Training Organisation, there is no
specific set of credentials for prospective trainers.
Analysing the trend followed by Indigenous training
providers, it seems that is it entirely up to private
organisations within the private sector to prepare, arrange
and deliver this kind of fee for service training upon
corporate and individual client request. The substantial
difference is that compulsory Cultural Heritage Training is
legislated.
• Staff members from CALD background
An increased number of skilled migrants employed in the
community services sector (where a significant amount of
skills shortages has been identified) has been one of the
significant changes in this particular arena. This supports
the need for the provision of a more culturally appropriate
service delivery.
• Diversity impacting upon the Aged sector
• Diversity Training
• Aged care facilities
Whilst undertaking cultural diversity Training is, as yet,
not mandatory through funding agreements, increasingly
service provider staff members desire to be more
familiar with different aspects of cultural diversity in order
to strengthen service provision delivery. However,
mandatory cultural diversity training, which is different
from Indigenous awareness training, may change with the
prospective introduction of a new cultural diversity policy
by the State Government.
Aged care facilities have experienced the most significant
increase of staff members (e.g. aged care professionals)
from CALD background including nationalities such as
Zimbabwean, South African, Indian and Sri Lankan.
On the other hand, some employers within the local
community are still unable to identify the benefits of having
a more culturally intelligent workforce and therefore, they
are not willing to invest in cultural diversity training for their
staff members.
b. Dealing effectively with elderly people who may either
have had a previous negative experience (e.g. WWII)
or have never been exposed to staff from CALD
backgrounds
Who should be responsible (and therefore under which
funding arrangement) for providing Indigenous, Aussie and/
or Cultural Diversity training for the benefit of all Gladstone
residents? This question has not been satisfactorily
answered. Should it be “government”? and if so, but which
tier of government is responsible for this? Certainly, the
fee per service model to a private service provider is an
alternative (already in place) that has to be considered.
There is also the question of who would be the most
CULTURAL DIVERSITY
This has created two kinds of challenges:
a. Suddenly having a gradually more culturally diverse
workforce when it has traditionally been dominated by
staff members from an Anglo-Celtic background.
Future workforce projections in the aged care sector have
shown that CALD aged care professionals will continue
being employed by the private sector. This certainly
highlights the importance of introducing mandatory
cultural diversity training for all staff members in order to
support a more cohesive workforce whilst fostering better
understanding among aged care professionals towards their
respective client group.
There is little evidence that the numbers of CALD elders
populating aged care facilities across the Gladstone Region
Page 24
have significantly increased. On the other hand, it has been
observed that there are some areas across the Gladstone
Region (e.g. Miriam Vale, Baffle Creek, etc.), where CALD
elders (over 55 years old) are still very independent and
still living in remote and rural areas.
Identified programs to be developed
1. Encourage aged care facilities to participate of yearly
Multicultural initiatives.
2. Provide Cultural Diversity Training (including WH&S
and anti-discrimination laws) for Aged Care Workers.
• Education service providers
Certainly, private and state schools across the Gladstone
Region have experienced a significant increase in the
number of CALD students over the last three years. In fact,
according to the snapshot developed by the Gladstone
Regional Council Multicultural Development officer in
March 2012, the proportion of identified CALD students
across Gladstone region ranges between 6% and 15%
based on forms initially completed by CALD parents.
Identified programs/initiatives to be developed
1. A key recommendation for local schools is to enhance
the level of support provided to CALD parents, in
particular from non-English speaking backgrounds, at
student enrolment stage either by accessing translating
or interpreting services when required or mentoring
parents through the process of completing forms in
order to avoid misunderstanding and ultimately underallocation of ESL resources.
2. Develop and document a social profile of each CALD
group within the Gladstone Region that could assist
local education service providers to effectively when a
cultural issue arises.
3. Council to develop a contact list of CALD leaders to
be distributed to all local education service providers
• Schools forming partnerships with multicultural groups
to support CALD students:
Progressively, schools have fostered and developed
collaborative alliances with multicultural and mainstream
services providers in order to continuously support and
deliver assistance to their respective CALD cohorts.
Furthermore, this partnership is of significant value in
the CALD settlement process and some local schools
have embraced and engaged the program even though
CULTURAL DIVERSITY
they operate under highly limited budget constraints. In
particular, when the allocation of students support services
(by Education Queensland) entirely rely on number
of students enrolled at the beginning of the year. This
partnership is of significant value in the CALD settlement
process as some schools are operating under highly limited
budget constraints and they rely on community volunteers
to support CALD students’ academic outcomes.
The long-term sustainability of these partnerships between
schools and service providers is a key element of concern.
This is mainly due to ongoing changes in both Federal
and State government funding provisions that affect
school priorities as well as community service providers’
programs.
It is important to mention at this point that 457 visa
holders’ family dependants are able to access State
schools just as any other Australian permanent resident or
citizen. In the case of English as a Second Language (ESL)
students, schools need to provide extra support to ensure
these students meet academic thresholds. However, the
allocation of ESL teachers by Education Queensland will
depend on the number of reported ESL students by final
enrolment day as well as on students’ associated needs.
• Social Inclusion as a mechanism for improving
academic outcomes
Schools have become more innovative in finding ways
to support and engage CALD families in the education
process. For instance, Schools have identified that creating
comfort zones for students, where they can openly
express their concerns and build interpersonal relationship,
has become a vital tool in overcoming social and cultural
misunderstandings.
School social and cultural events have important relevance
for CALD parents and have become an effective tool for
engagement and relationship building between teachers
and parents with positive ramifications for academic
outcomes.
The above mentioned initiatives have developed within
specific CALD communities within specific schools.
• Education Dual Sector
The confirmation of the amalgamation between CQTAFE
and Central Queensland University to provide both VET
as well as undergraduate and postgraduate programs
for interested parties has been well received by both
Page 25
organisations. The amalgamation will have different
meanings with different potential impacts for both
international and migrant students and for each of the
organisations.
CQTAFE is currently transitioning from a fully government
funded entity to a more independent business and selfsufficient organisation that will customise and deliver
programs as per identified user pay client needs. For
instance, the delivery of the Adult Migrant English Program
(AMEP) will become a crucial element in the regional
settlement of eligible migrant population areas such as
Biloela and further west.
Whilst online education is not an innovative concept in the
education Industry, certainly its further development, with
the assistance of the National Broadband Program, will
play a major role in the consolidation of education service
delivery for both domestic and international students.
At the same time, this could decrease the need for face
to face delivery sessions on campus but will increase
the campuses’ corporate exposure to new international
environments such as China and India. This could facilitate
a significant increase in offshore expressions of interest
through the Skills Select Program for students to become
Australian permanent residents, holding qualifications by
Australian institutions.
1. Information sessions involving dual sector education
service providers to enhance the understanding of
newcomers of how the Australian education system,
from primary to tertiary education works.
• Diversity impacting upon the disability sector
In comparison with 2006, there have been very few
cases of immigrants with disabilities or immigrants’ family
dependants with disabilities within the Gladstone Region.
The current structure of Australia’s migration system is
the main reason behind this. Before July 2013, Australia’s
migration system still made ‘educated’ judgements about
people with disabilities and their potential contributions
to the nation. The current policy’s logic is quite simple:
disabilities cost Australia through the provision of specialised
service and health care.
Within the local context, Gladstone’s parent to parent
program has effectively assisted a few isolated cases of
school aged family dependants with disabilities who have
been diagnosed with attention deficit hyperactivity disorder
CULTURAL DIVERSITY
(ADHD) by exchanging life experiences and knowledge
that will enable parents to make confident and informed
decisions about future plans for their family member.
On the other hand, some CALD residents are reluctant
to receive help from schools and health services providers
mainly due to the following reasons:
1. Cultural stigma: ‘Children’s diagnosed, behavioural
issues are commonly associated with disability issues’.
Furthermore, in developing countries, people with
disabilities are generally marginalised.
2. Limited family support to deal with a child with
behavioural issues.
3. Financial hardship when managing “these types of
unforeseen circumstances” due to limited access
to government funded services by temporary visa
holders.
4. Ramifications to a prospective family residence
application process as the associated medical checks
could identify a medical condition/s that may prevent
parents being granted an Australian permanent visa.
Furthermore, it has been observed that there have been
more complex cases of migrant families with a disabled
member, which would require more extensive level of
support and specialised care by appropriate agencies;
unfortunately, those families have no other alternative but
relocating to a major capital city, where they could access
specialised service.
1. Department of Immigration and Border Protection
(DIBP) to produce immigration information with a
strong emphasis on medical checks criteria for local
employers and their respective sponsored employees.
• Diversity impacting on the tourism industry
Gladstone Regional Council has benefited from the
inclusion of first class tourist centres such as Agnes Water
and 1770, both with magnificent natural attractions as
well as excellent accommodation to host tourists from
international and interstate destinations. From the
economic diversity point of view, this industry represents
potentially endless opportunities for Gladstone Region
residents and the business community.
Being in a tourist destination area, the 1770 business
community may be more mature in terms of cultural
Page 26
diversity than their counterparts from the rest of region.
This comes from the ongoing and recurrent liaison with
of all sorts of tourist with different values, beliefs and
backgrounds.
Moreover, there has been a slight increase in the
proportion of second generation immigrants (initially
moved to other cities in Australia and then opted for a
sea change) who are settling on a permanent basis in the
Agnes Water and 1770 areas. For instance, the proportion
of this type of resident increased from 10.5% (including
3.3% from NESB) in 2006 to 12.4% (including 4.2% from
NESB) in 2011.
The employment, for up to six months at a time, of skilled
overseas workers (on working holiday, work and holiday
visas) by the local hospitality and retail industries has been
a contributing factor in the increased settlement as some of
the businesses have the option of providing skilled workers
with assistance in applying for permanent residency.
1. Council to further engage CALD permanent and
temporary residents from the 1770 and Agnes Waters
areas to identify their specific needs.
2. Encourage GAPDL to further enhance, capitalise and
promote the benefits of Cultural Diversity across the
Region including those townships deemed as high
tourist areas.
• Diversity impacting on the Youth Sector
Fast changing strategic direction in policy development
and implementation by the newly elected Coalition
Governments at both State and Federal levels will bring
about new service delivery models. At the service
providers’ level, this is the most crucial priority issue, as
there are significant, increased levels of anxiety about future
funding guidelines and the implications for the associated
service providers.
In addition to this, Gladstone Region, being a low
disadvantaged area in terms of socio-economic issues in
comparison with other areas such as Logan, Gold Coast
and Ipswich, has the potential to experience a further
decrease in the level of funding allocated to existing and
new youth programs within the region.
reform, also known as a recommissioning process. For
example, Queensland Council of Social services (QCOSS)
will conduct this recommissioning process across social
inclusion areas such as homelessness, domestic and family
violence, sexual health, women’s health, youth and youth
homelessness.
In the high School population age bracket, there has
generally been a positive and nearly “organic” integration of
CALD student with the rest of the high school population.
It is believed that this is the result of schools supporting all
students by encouraging a more open and honest dialogue
with their respective student cohort population and
encouraging more parental engagement with children’s
education and social process and seeking assistance from
multicultural groups when required.
In a broader context, there has been a significant amount
of resources targeting school bullying and misuse of social
media allocated to the mainstream and CALD student
population. These have now become the two key
issues influencing the high school cohort and new legal
ramifications collected from other areas involving this sector
of the community have now been directly linked to these
emerging issues. Indeed these issues could have an even
stronger impact in the specific case of high school students
of 457 visa families because legal ramifications could
jeopardise their prospective application to transition into a
more permanent visa arrangement.
1. Council to encourage CALD students to participate
in mainstream activities and Council programs (e.g.
SUNfest, forums, information sessions).
2. Council to encourage participation of CALD students
in the Community decision making process and policy
making (e.g. captain alliance, Youth Council, PCYC).
3. Gladstone Region’s youth to evaluate the possibility of
identifying youth needs through the development of a
Forum.
4. Building a social profile of CALD communities to
improve social planning for further initiatives with local
key stakeholders.
The final Policy is expected to be the result of extensive
community consultation forums to prepare and support
organisations through the implementation of this public
CULTURAL DIVERSITY
Page 27
• Diversity impacting on the early childhood
sector
ultimately increases retention of young families within the
Gladstone Region.
It has been observed that a large proportion of CALD
families arriving into the Gladstone Region have either
one or two children aged between zero and 8 years. As
a result of this, childcare services and primary schools are
experiencing a significant increase in enrolments and in
some cases, schools need to allocate extra resources to
cope with the demand for ESL teachers. For example,
schools from the private sector have actively allocated
resources to support ESL students during their initial
academic stages.
On the other hand, it is important to consider that highly
vulnerable families tend not to participate in the community
events targeting young families, which quite often means
that the same ‘faces’ are observed at various community
events. Consequently, it is important to mention that
local services providers, including the Gladstone Regional
Council, have consciously implemented community
integration strategies based around family activities in
order to encourage families to improve utilisation of public
spaces, current venues and events. In most cases, this has
resulted in an ‘organic integration process’ of newly arrived
families with children aged between Zero (0) and eight (8)
years within the Gladstone Region.
The high turnover of well-experienced childcare
professionals into other unrelated employment areas has
generated employment opportunities for well-educated,
and quite often overqualified, professionals from overseas.
Part of the reason for this situation stems from the fact that
some migrant professionals, generally female spouses, have
identified these employment opportunities as an stepping
stone to break their unemployment cycle through building
skills at an entry level point.
This observation has been reinforced by the Inclusion
Support Program that plays a key role in supporting
eligible Child Care Services to include children with ongoing high support needs and priority groups in quality
care environments. It also assists Child Care Services
to build their skills base and their capacity to create an
inclusive environment for all children, including children
with additional needs. The interaction between childcare
professionals and young children promotes inclusiveness
and an appreciation of other cultures while building respect
for commonalities and differences.
It is important to acknowledge the role of the newly
incorporated Children and Family Resource Centre, which
is currently facilitated by the Community for Children,
commonly known as C4C, program, and provides active
support for newly arrived families through information,
programs and resources sharing.
For example, the multicultural playgroup is one of the
initiatives that has built confidence within families from
NESB to attend other C4C mainstream programs such
as Parent to Parent and the Circle of Security. This newly
acquired confidence also translates into the development
of an improved comfort zone for young families, especially
for female spouses and children, and in the long term,
provides an increased sense of place and belonging which
CULTURAL DIVERSITY
1. C4C to enhance the Language Program
implementation for the benefit of CALD parents and
their children (aged Zero to 8 years old).
2. Document a social profile of each CALD group within
the Gladstone Region that could assist local education
service providers to effectively deal with CALD
families.
3. Council to work on the development of cultural
diversity programs addressing the needs of CALD
students transitioning from primary to high school.
4. C4C to further support the bi-cultural Support
Program in order to continue identifying new trends of
CALD students and families settling within Gladstone
Region.
• Diversity impacting on rural and remote
communities
The populating of rural and remote areas in Queensland by
immigrants is not a new trend. In fact, DIBP acknowledges
the number of foreign workers in Queensland has
increased 70 per cent on the previous year. Motivation for
this came from local employers who argued that Australians
were rejecting work in remote areas where many of the
jobs are.
There is a positive reaction when asking migrants
with families about their experience when settling into
regional and remote areas of our region. In these small
communities, there is a very strong sense of place,
belonging and community. On the other hand, access
Page 28
to health services due to greater distances to commute
becomes a major concern for aged care individuals living in
remote and in-land locations.
With the boom in the mining sector draining workers from
other industries such as tourism and agriculture, these
industries have become desperate for staff. There has
been a significant number of professional and tradespeople
on 457 visas employed in the pastoral and agricultural
sectors within the Gladstone Region.
Added to this, immigrants have acquired land within the
Gladstone Region which will be used for both agricultural
and pastoral activities. This does not come as a surprise
when rural and remote areas of our region have registered
sustained decline in population with trends showing
considerable volatility from one period to the next. This is
especially pronounced in the agricultural zones, and less
prominent in the pastoral zones.
Some remote areas within our region, including Baffle
Creek, Agnes Waters, 1770 and others, have been
severely affected by drastic climate conditions such a
drought and floods making the long-term settlement
of immigrant families within those areas more difficult.
Paradoxically, those who have decided to stay for the long
haul, have managed to build a tremendous ‘collective
and individual resilient spirit’, which has become a crucial
community factor in overcoming natural barriers while
providing mutual assistance to one another.
1. Council to further engage CALD permanent and
temporary residents from rural and remote areas
of Gladstone Region Council in order to identify
emerging needs and develop programs addressing
these needs.
2. Encourage GAPDL to further enhance, capitalise and
promote the benefits of Cultural Diversity across
the Region including in rural and remote areas of the
Gladstone Region Council.
• Diversity impacting on local employers
Employment continues to be the single most important
reason why migrants populate the Gladstone Region.
However, it has been observed that increasingly, other
people choose to come to the Region for a more balanced
lifestyle.
a major focus for local employers when planning future
workforce requirements. For instance, Gladstone Industry
Leadership Group (GILG) has been actively identifying and
assessing initiatives to improve liveability in the Gladstone
Region. This should result in enhanced possibilities for
attracting and retaining skilled workers in the Gladstone
Region.
Increased difficulty to meet 457 program requirements
Increased undertakings, including training benchmarks,
salary threshold, labour testing and English proficiency
requirements, are some of requirements that have
increased the difficulty of the process required by
employers to import skilled workers from overseas under
the long temporary stay 457 visa program.
DIBP has conducted consultations to gauge the viability
of implementing Regional Migration Agreements (RMAs)
within the Gladstone Region. An RMA is an agreement
between the Australian Government and a State or
Territory Government, Local Council, or another local
stakeholder. The program will facilitate increased labour
flows to regional areas experiencing acute labour shortages,
in particular, regions that are isolated from large populations
and do not have Australian skills and labour available.
RMAs will specify the occupations, numbers and visa
requirements for the sponsorship of workers from outside
Australia to certain regional locations. The RMAs will not
limit the use of other migration programs in the nominated
location (http://www.immi.gov.au/skilled/regionalmigration-agreements.htm).
However, the implementation of these changes has not yet
eventuated in the Gladstone Region.
Fast changing demand for services and supplies is a major
obstacle to workforce planning
Dramatic changes in the demand for services across
various industries make it increasingly difficult for large and
small business operators to accurately forecast workforce
requirements and consequently to prepare for unforseen
changes.
The workforce cycles within Gladstone industries and
businesses have become another factor to consider very
carefully.
In recent times, attraction and retention of skilled
manpower, including migrants from overseas, has become
CULTURAL DIVERSITY
Page 29
When the industrial boom is in full swing creating areas of
significant skilled shortages (generally driven by the mining
sectors), the majority of the local workforce migrates to
higher paid jobs in the larger industries. This phenomenon
usually causes small and middle sized businesses to suffer
the most because they lose the majority of their skilled
workforce to large industry and quite often are ineligible to
in order to improve sustainability within a highly uncertain
environment.
meet the general requirements of the long temporary stay
457 visa program. Very often small businesses in Gladstone
close down during “boom times”.
Diversity in the health sector
On the other hand, in the case of a declining boom, an
increased pool of local skilled workers return (generally
from the mining sector), however jobs in their original
work places (previous to the boom) have been filled
by reliable 457 visa holders who might already have
transitioned into a more permanent arrangement with their
employers.
Furthermore, it is important to highlight that organisations
such as Gladstone Chamber of Commerce and Industry
(GCCI), Gladstone Engineering Alliance, Bechtel and
Gladstone Area Promotion Development Limited (GAPDL)
have proactively provided support to their respective
members cohort by implementing capacity building and
business growth strategies that will determine long-term
sustainability.
GCCI with the support of APLNG has recently developed
a survey, as part of its strategy identify to ways to build
capacity, resilience and long-term sustainability within
Gladstone Region business and Industry community, under
the denomination of ‘Boom or Bust’. Furthermore, the
research ascertained that 15, 49% (Boom and Bust survey,
2014) of surveyed businesses were owned by overseasborn individuals, which provides remarkable opportunities
and prospects of further business development and
enhancement for existing and future businesses operators.
In addition to this, there are significant areas for continuous
improvement and business development in terms of
business promotion when only 26.2% of surveyed
businesses where actively promoting their services and
products within the local CALD community.
GEA has established and applied two programs including
the GEA LNG/Cluster Strategic Development Program
and the Strategic Business Development Program ($100K
funding), which essentially aims to assist its members by
ascertaining individual strengths to build further capacity
CULTURAL DIVERSITY
Besides of regular networking gatherings, GAPDL is also
planning to formulate and deliver Gladstone Region’s
Economic Development Model in months to come.
Research developed by the Central Queensland
University in 2012 found that nearly one (1) in two
(2) health professionals providing services within the
Gladstone Region are either overseas born or trained.
This may suggest that there will be some sectors of the
local economy that rely entirely on the long stay 457 visa
program.
On the other hand, extra incentives are extended to those
obtaining full registration as Australian trained doctors
to provide these young health professionals with the
opportunity to practice in regional areas. This assists in
keeping a balance in regional Australia between overseas
and locally trained doctors.
However, the attraction and retention of health
professionals is a factor that may jeopardise this strategy as
the average stay of an overseas trained general practitioner
in the Gladstone Region averages between two and four
years. This indicates that this professional cohort is very
mobile.( http://www.ahpra.gov.au/Registration/RegistrationProcess.aspx)
Private health insurance for skilled workers
In 2006, there was a wide range of identified issues
associated with access of private health insurance and
health services, in general. Some of these issues appear to
have been addressed while some of them have not been.
In 2008 DIBP introduced a legislative mechanism that
made it compulsory for all overseas skilled workers and
their family dependants to obtain a health insurance policy
from a recognised health insurance service provider,
before being granted an Australian visa. Although this has
diminished the health liabilities from an employer point of
view, it also provides basic comprehensive health coverage
for newly arrived workers and their families.
It is still uncertain, how much affiliated workers know about
their health policy entitlements or how much they know
about how the health system operates in Australia.
Page 30
On boarding programs and community partnerships to
increase skilled attraction and retention
both locals and new migrants across the Gladstone Region,
enriching the social capital of our community.
The research developed by Central Queensland University
in 2012 has also found that local employers increasingly
value either implementing their own boarding and
welcoming programs or strengthening partnerships with
organisations such as Welcoming Intercultural Neighbours
Inc. (WIN) and the Gladstone Multicultural Association Inc
(GMAI) in order to support their workers and their families
through the initial stages of settlement. Anecdotally, when
a worker is well settled there is an increased chance of
retaining his/her skills for more than five years.
The APLNG funded Many Rivers Program in Gladstone
has been another success story that should be highlighted.
It has become an alternative option for self-employment
that newly arrived migrants to the region rarely evaluate.
It is also important to acknowledge that the key period of
settlement spans from the initial week to three months
post arrival in the Region. Chances are that after the three
months, individuals will generate their own impressions
(positive or negative) about the Region and this will dictate
the length of their stay in the region.
Multicultural organisations providing mainstream training for
the hospitality and retailing sectors
During 2011-2012, Gladstone Region’s hospitality and
retailing industries entered into a major crisis due to
the lack of an available workforce. Conscious of this
situation, GMAI partnered with a local Registered Training
Organisation to deliver mainstream training in Certificate
III in Hospitality and retailing. This training resulted in more
than 150 skilled individuals taking placements across Central
Queensland including in Gladstone and Rockhampton. For
example, McDonalds was successful in enhancing their
Gladstone based operations through the establishment of
a second store employing participants of GMAI’s training
initiative.
Self-employed migrants and other self-employment
opportunities
Some of the characteristics of this particular industrial
boom (2010 -2013) include the arrival of skilled second
generation migrants (migrants who had previously lived
in other areas of Australia and had consequently found
employment/businesses opportunities in Queensland) to
the Gladstone Region. Hospitality is an example of this. In
less than five years Gladstone has hosted the establishment
of four Indian Restaurants which are fully operated by
Indian families either as a franchisee or an individual
entrepreneur.
Many Rivers field officers live and work in the region that
they serve. Field Officers are responsible for providing
micro and small business development support to people
wanting to establish and develop their own businesses.
Furthermore this assistance includes recommending the
approval of micro and small business loans, if required, to
provide a capital injection to enable clients to establish and
grow their businesses.
Employment within Local Government sector
The Gladstone Regional Council is a significant employer
within the region with approximately 800 staff members,
including full time, part time and casual workers.
Gladstone Regional Council is proudly an equal
opportunity employer that was heavily impacted by major
staff turnovers at the beginning of this industrial cycle,
experiencing workforce losses in all trade areas as well as
town planning, surveying and civil engineering to the gas
industry (LNG).
Diversity has also influenced Gladstone Regional Council’s
selection and recruitment processes with the percentage
of workers from culturally and linguistically diverse
background increasing from 1.2 % in 2006 to 3.5 % in
2012. As a result of this, Cultural Diversity initiatives have
been embedded throughout the organisation including:
1. Delivering cultural diversity Training to Council’s new
staff members.
2. Developing a database containing information on
Council staff members who speak more than one
language in order to provide assistance to CALD
community members as required.
3. Assessing clients’ language or other communication
needs and determining the most appropriate
response.
4. Ensuring interpreting services and multilingual
information is available to CALD clients.
These new business operators generate employment for
CULTURAL DIVERSITY
Page 31
5. Establishing protocols for the engagement of
professional interpreters by implementing the usage of
palm cards.
Some of the emerging faith traditions within the Gladstone
Region include:
6. Providing alternative methods of information access
such as Websites containing information in the 5 top
languages as a means of reaching non-English speaking
clients.
• Buddhism
7. Skilling staff in working with professional interpreters
through ongoing training programs and relevant
information.
8. Establishing and developing partnerships with the
Queensland Library to access resources such as
books and audio-visual aids in different languages to
increase level of participation from CALD Community
members.
1. Council to continue encouraging local employers to
capitalise on the benefits of productive diversity by
undertaking Cultural Diversity training on a regular
basis.
2. Council and WIN to continue delivering relevant
information sessions to benefit short and long-term
goals of newcomers to the Region.
3. Multicultural groups to continue supporting employer
staff members’ settlement process through one to
one mentoring, information provision and community
linkage.
4. Council to actively cross-promote community events
through a calendar of activities.
5. Council Welcoming Team to enhance the Welcoming
Morning tea initiative in partnership with community
stakeholders groups.
• Religious Diversity (Interfaith)
While the 2006 and 2010 ABS census revealed limited
variations regarding the estimated proportion of main faith
traditions co-existing across the Gladstone region, the
reality is quite different. For example, approximately 2/3 of
the Gladstone Region’s population belong to Christian faith
traditions and the remaining 1/3 have not stated a particular
religion, do not belong to a religion at all or fall under the
denomination ‘OTHER’. Even though followers of the
emerging faith traditions remain low in comparison to the
predominant faith traditions, there has been an important
increase of them across the Region.
CULTURAL DIVERSITY
• Baha’i
• Hinduism
• Islam
• Sikh
Besides cultural and linguistic considerations that have
previously been taken into account by community services
providers, there are also ‘religious and/or spiritual variables
that have been added to the mix’.
Some of the schools (in particular independent schools)
have been exposed to this ‘new environment’, where
new policies and procedures have been developed to
effectively support students from non-main faith traditions
backgrounds.
• Gladstone Region Interfaith Network
Interfaith has certainly become one of the key topics of
public discourse with diverse ramifications for the key
principles of Cultural Diversity. While the Gladstone
Regional Council (GRC) does not intend to ‘play a role’ in
any religious matters as such, Gladstone Regional Council
has a responsibility to ensure that Gladstone Region is a
welcoming and vibrant place to live, where all individuals
integrate into our society by building mutual respect
through celebrating cultural, religious and linguistic diversity.
As a result of this, Gladstone Region Council is currently
facilitating ‘Gladstone Region Interfaith Network (GRIN),
which is a monthly gathering with of members from various
main faith traditions.
GRIN’s mission stands as follows:
“Acknowledging and valuing relationships with all
people and affirming the place of interfaith dialogue
in creating and sustaining a culture of cooperative
understanding, peace and harmony throughout the
Gladstone Region”
Some of the annual portfolio of GRIN’s projects includes:
• Schools Interfaith Awareness program
• Interfaith Segment at Diversity Forum
• Interfaith Calendar
• International Prayer Day for Peace
• Building mutual understanding (monthly meetings)
Page 32
1. Develop a generic Interfaith Presentation based on
common values across main faith traditions to be
delivered within Schools across the Region.
2. Develop and promote a Gladstone Region Calendar
of 2013 Religious Celebrations.
3. Continue celebrating International Day of Prayer for
Peace.
4. Deliver joint projects with mainstream community
events.
• Cultural Diversity and International
relationships
The Gladstone Sister City Advisory Committee has been
promoting the cultural exchange between Gladstone
Regional Council and Saiki City Council for a number of
years and continues to strengthen ties with the Saiki City
region.
A Declaration of Friendship was signed on 4 September
1996 between the City of Gladstone and the City of Saiki.
This declaration established an arrangement between the
two cities to promote and engage in exchanges between
the cities including cultural, commercial and educational
matters. The declaration also declared that each city would
build a garden native to the other country. The Japanese
Garden at the Tondoon Botanic Gardens was designed
in 1996 and built in stages and was officially opened on
11 July 2010 featuring Japanese Tea House, Pond and
Japanese landscape as agreed in the Declaration.
The Affirmation of the Declaration of Friendship between
Gladstone Regional Council and Saiki City Council was
signed on 6 September 2011.
Sister City relationships are an association of predominately
Councils with other Councils from overseas and are to
provide cultural, economic and educational interchange
between communities and to encourage friendship,
cooperation and understanding and peace.
The Gladstone Sister City Committee is a community
based working group who, in conjunction with Council,
organise a number of activities including:
1. Intercity Images Art Exhibition: An annual photographic
exchange of images of the Gladstone and Saiki City
regions. The Intercity Images exhibition has been
running since 2003 and is a popular exhibition with
Gladstone residents and tourists.
Saiki visitors in August every year to be part of the
Multicultural Festival as well as to tour the Gladstone
Region.
3. Students Exchange: A number of high schools in
the Gladstone region participate in a school student
exchange program where they travel and stay in Japan
with students from the Saiki City region who in turn
participate in a similar program when they visit the
Gladstone region. Students gain extensive knowledge
on Japan that they would not learn from a text book.
This creates lifelong connections and impressions on
the students who participate.
4. Gladstone Multicultural Festival Stall: The committee
puts on a display of information and photographs
from Japan along with a display of traditional Japanese
clothing and activities.
5. Sister City activities during the Multicultural Week:
A wide range of activities are being delivered within
various Schools across the region in order to promote
the Sister City program.
6. Children’s Day: Is held to commemorate Japan’s
Children’s Day and holds a range of Japanese activities
including festival doll making, carp fish painting, manga
drawing, origami for primary school children and this
has been well attended by children from across the
region.
It is equally important to acknowledge the so-called
‘industrial boom’ is currently facing major challenges due to
a declining global financial environment, which has obliged
Australian Corporations to re-think how to enhance
existing models related to production capacity.
According to the Diversity Council of Australia, the
Australian top 50 ASX- listed companies are increasingly
evaluating non-traditional markets to establish and
develop new trading agreements that will generate a
new Industrial boom in years to come. This strategy will
obviously incorporate a prevailing strong component
of cultural capacity when dealing with other cultures, in
other languages and distinctive ways of doing business.
This in turn anticipates second generation migrants with
dual cultural-language backgrounds (e.g. AustralianChinese, Australian-Indonesian, etc.) who will have
improved employment opportunities within these ‘Global
organisations’.
2. Get to know Gladstone: Gladstone’ families host
CULTURAL DIVERSITY
Page 33
CULTURAL DIVERSITY
Page 34
CULTURAL DIVERSITY
Holistic Framework 2014 -2019
July 2014
CULTURAL DIVERSITY
Page 35
CULTURAL DIVERSITY
Page 36
KEY STAKEHOLDERS - CULTURAL DIVERSITY REVIEW AND FRAMEWORK
Access Employment Services Inc.
Amarna
CALD groups - Roopu Kotahitanga, Filipino-Australian Community Integration Organisation Inc. Islamic Society
of Gladstone,etc.
Carers Queensland
Central Queensland Institute of TAFE
Central Queensland Multicultural Association Inc.(CQMAI)
Central Queensland University (Gladstone Campus)
CQ Anglicare
Dhou Woolkoom
Gehgre Aboriginal Corporation
Gladstone Area Promotion Development (GAPDL)
Gladstone Multicultural Association Inc. (GMAI)
Gladstone Queensland Police
Gladstone Region Interfaith Network (GRIN)
Gladstone-Saiki Sister City Advisory Management Committee
Industry Reference Group
KP Migration Services
Many Rivers
Multicultural Development Association Inc (MDA)
Ozcare
PCYC (Gladstone branch)
Welcoming Intercultural Neighbours Inc. (WIN)
CULTURAL DIVERSITY
Page 37
AIM OF THE CULTURAL DIVERSITY
HOLISTIC FRAMEWORK
OVERVIEW OF THE NEW CULTURAL
DIVERSITY
The updating process of the 2007 Multicultural Strategy,
while addressing existing community gaps through a holistic
approach, aims to identify ‘how much the Cultural Diversity
landscape’ within the Gladstone Region has changed since
2007 and consequently, identify and implement a holistic
framework to best manage it by:
HOLISTIC FRAMEWORK
1. Acknowledging emerging programs, policies, funding
opportunities and organisations supporting the Cultural
Diversity framework the Gladstone Region between
2007 and 2013
2. Identifying and evaluating ongoing and existing
community gaps (from a cultural diversity as well as
the community point of view in the community) by
evaluating the impacts of cultural diversity on various
sectors of our community including:
• Service Providers (social and community)
• Education service providers
• Interfaith (inter-religion denominations)
• Employers (self-employed migrants, businesses,
Industry, etc.)
• Health Service providers (Hospital,GPs)
• Government (Federal, State and Local)
• Elderly sector (aged-care facilities, etc.)
• Indigenous Australia
• Linkages with other community strategic documents
3. Re-design the existing Cultural Diversity framework
(including roles, responsibilities and partnerships
to support the development of ‘soft and hard
infrastructure’) that will not only support individual
organisation’s service delivery but also will improve
strategic advocacy and implementation of collective
Cultural Diversity initiatives to address existing
community gaps.
4. Foster community learning by documenting socioeconomic contributions of skilled migrants towards the
Gladstone Region.
5. Identify and recommend the role ,in terms of
deliverables, of each organisation in relation to the
holistic ‘Cultural Diversity’ approach
CULTURAL DIVERSITY
In order to better understand and clarify roles and
responsibilities of each stakeholder within the local
multicultural arena while improving interconnection in
the service delivery the Holistic Model has introduce the
following phases (Appendix 3) including:
1. PHASE I - Community Engagement and Strategic
Consultation - This phase involves information
gathering and knowledge sharing with all Council
Social networks (including Intercultural Youth,
interfaith, interagency, elderly, disability), broader
community (PCYC,GAPDL) as well as other internal
Council Departments (environment, infrastructure
planning, sports and recreation) in order to strengthen
the next phase - Multicultural Policy making and
development.
2. PHASE II - Cultural Diversity Policy Formulation,
Development and Implementation - This phase is
associated with the three tiers of government including
Federal, State and Local governments in order to build
their commitment and implementation plans towards
Cultural Diversity Affairs. In addition, this phase aims to
provide ‘hard and soft social infrastructure’ and allocate
and lobby for further resources for the Phase IV while
identifying areas of advocacy towards Phase III.
Gladstone Regional Council will deliver four key
tangibles outcomes on this phase such as:
1. Affirms its commitment to the previously adopted
Gladstone City Council’s Cultural Diversity Policy (as
per resolution adopted on 12th December 2007)
2. Affirms its commitment to the Local Area Multicultural
Partnership (LAMP) Program (as per resolutions
adopted on 14th October 2008 and on 27th January
2009)
3. Affirms its financial and in-kind commitment towards
Gladstone Region’s Multicultural Week and Festival
Day through Community grants donation funding (as
per resolution adopted on 27th January 2009)
4. Continue support to build capacity within Multicultural
NGOs through strengthening existing and new
collaborative and cooperative Partnerships, as per
required (Project-oriented)
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3. PHASE III - Cultural Diversity Strategic Advocacy
(Appendix No 4) - Due to a great focus on
Decentralisation and Regionalisation schemes by both
State and Federal government, Gladstone Regional
Council and Gladstone Multicultural NGO’s will
seek to strengthen collaborative partnerships with
their counterparts from around Central Queensland
(including Rockhampton, Bundaberg, Biloela, Emerald
and Yeppoon).
ASSESSMENT & EVALUATION PROCESS
1. Community Wellbeing indicators
LGAQ launched the Community Wellbeing Indicators
Project in March 2011. The Project was aimed at
supporting councils in developing ways to better:
• understand and measure local community wellbeing
• build a consistent statistics base
Other benefits of placing strategic advocacy from a
Regional point of view include:
• improve community planning
• To identify (and implement action plans
accordingly) areas with common issues/strengths
within the multicultural sector across CQ
In May 2013, Local Government Association of
Queensland (LGAQ) has released the Community
Wellbeing Indicators: Measures for Local Government,
which is the result of 12 months trial research that built on
earlier research on frameworks for measuring liveability,
including research undertaken by Penrith City Council
(NSW) with ACELG support in 2012 (Olesson et al.
2012).
• To build capacity within the CQ Multicultural
sector through information and sharing
knowledge exchange (e.g. what each organisation
is doing in terms of multicultural implementations)
• To evaluate the possibility a CQ Multicultural
forum that advocates before both State and
Federal government (by capitalising on key topics
such as decentralisation and regionalisation)
4. PHASE IV - Cultural Diversity Service Delivery
model (Appendix No 5) - This primarily
encompasses the delivery of a wide range of
programs and activities by all incumbent organisations
and stakeholders group (including WIN, GMAI,
Council’s Community Advisory Service etc.), which
are currently operating within Gladstone Region’s
Multicultural arena.
In practical terms, Gladstone Region’s ‘multipleentry points or hubs’ substantially contrast with the
‘one-stop shop’ strategy (e.g. Multicultural Resource
Centre) adopted in other areas of Australia. The
‘multiple-entry points’, will allow service providers to
effectively deal with CALD community issues rather
than entirely relaying on a referrals to Multicultural
organisations.
The introduction of community wellbeing indicators
to monitor and evaluate overall outcomes PHASE IV
- Cultural Diversity Service Delivery Model, will allow
us to measure the overall impact of those programs
from an economic and a social wellbeing point of view.
CULTURAL DIVERSITY
• strengthen citizen involvement in planning.
The Local Government Association of Queensland (LGAQ)
initiated this project to develop better ways to understand
and measure local community Wellbeing, build a robust
and consistent statistics base, improve community planning,
and strengthen citizen involvement.
LGAQ is of the view that all three levels of Government
impact local communities and that measuring performance
is critical to enhancing governance and general service
delivery. This project builds on the Community Wellbeing
Indicators Project commenced in March 2011 as part
of a broader Community Indicators Queensland (CIQ)
initiative.
LGAQ undertook a Community Wellbeing Indicator pilot
survey in 2011 to trial a limited set of wellbeing indicators
based on community perceptions, and to demonstrate
the value of such an approach to local government and its
incumbent constituents.
The four (4) pilot councils were Sunshine Coast,
Gladstone, Isaac and Longreach.
The importance of Community wellbeing indicators to the
Multicultural Strategy and future holistic approach
This Community Wellbeing Indicators research is of
particular relevance for the future cultural diversity
framework mainly because:
Page 39
1. Provides a general indication of community wellbeing
(including overall cultural diversity issues) in a particular
local government area.
2. Could support in measuring progress of overall
community wellbeing strategies (including the cultural
diverse implementations), which will also help to
identify areas to enhance partnership with local
stakeholder group.
The selected elements are as follows:
KEY AREAS OF ACTION
ECONOMIC
1. EMPLOYMENT SKILLS DEVELOPMENT AND
EMPLOYMENT FACILITATION (SPOUSE)
2. SOCIAL ENTREPRENEURSHIP (COMMUNITY
ECONOMIC HUBS)
3. Allows local government and communities to
benchmark community wellbeing status against
results from other Council areas (from Australia and
worldwide).
3. PRODUCTIVITY AND CAPACITY DEVELOPMENT
(CULTURAL CAPACITY AND CAPABILITY - THE
INTERCULTURAL ESSENTIALS)
4. Assists formal processes of governance in order
to legitimate Council’s policy towards community
development.
4. GENERATIONAL/MATURE AGE - PALLIATIVE CARE
COMMUNITY WELLBEING
5. CALD YOUTH INITIATIVES
Classification of key issue areas and wellbeing indicators
6. CALD EARLY CHILDHOOD
The 2007 Multicultural Strategy mainly focused on
identifying and highlighting key community issues and their
associated solutions given sudden increase in numbers of
skilled migrants populating the Gladstone Region (under
the 457 visa subclass) - from a cultural diverse perspective.
7. FAITH DIVERSITY
While there have been multiple programs between
2008 and 2013 seeking to respond to those issues, it has
become notoriously difficult to measure the effectiveness
of these programs from a community point of view as well
how much more advanced our CALD community is in
comparison with seven years ago (sense of progress).
10. RESEARCH AND DEVELOPMENT
Consequently, this has triggered the need to introduce a
“set of community wellbeing elements” that allow us to
make more qualitative and quantitative analysis to improve
future decision making processes as far as soft and hard
social infrastructure and its associated holistic approach
concerned. In the context of this document, these
elements will be known as the CALD Liveability Report
Card (please see attached the CALD Liveability report card
as of DEC 2013 - APPENDIX 6).
• DISSABILITY & DIVERSITY
CULTURAL DIVERSITY
8. STRATEGIC ADVOCACY FOR INCREASED
ACCESS & EQUITY / ANTI-RACISM
9. COMMUNITY PARTICIPATION
EMERGING AREAS OF ACTION
• SOCIAL MEDIA & CULTURAL DIVERSITY
• LGBT & DIVERSITY
• INDIGENOUS & CULTURAL DIVERSITY - FOR
RECOGNITION OF AUSTRALIA ABORIGINES (BY
CONSTITUTION)
Page 40
2014 - 2019 SOCIO-ECONOMIC
FORECAST
Declining numbers of interstate and overseas migrants are
expected within the ‘Region of Choice’. This is mainly due
to limited prospects of new projects in the Region between
2014 and 2019 as well as the natural stabilisation process
of LNGs workforce (from construction to operations)
and decreased appetite for Australian resources and
commodities by trading partners such as China, Japan and
India.
As of December 2013, a snapshot conducted by
Gladstone Regional Council identified that approximately
one (1) in four (4) residents, who are currently living within
the Region, are overseas-born and due declining economic
conditions, this proportion may fall as low as one (1) in six
(6) by 2019, taking into account declining industrial boom
circumstances.
This is mainly due to the ongoing employment of skilled
manpower from overseas in sectors such as Education,
Health, support industry and hospitality as well as the wellbalanced lifestyle.
In this regard, organisations such as Gladstone Chamber of
Commerce and Industry (GCCI), Gladstone Engineering
Alliance (GEA), Bechtel and Gladstone Area Promotion
development Limited (GAPDL) have adopted a proactive
approach to assist local businesses in developing capacity
and long-term capabilities.
Multicultural NGOs and their respective local
government authorities should consider decentralisation
and regionalisation schemes as opportunities to build
partnerships and increase advocacy before State
government in order to obtain a fairer ‘share’ of the
Regional royalties’ distribution plan. These opportunities
could bring sustainability and growth in the long-term.
Finally, multiculturalism is still considered the social arm
of globalisation and its direct economic benefits are not
widely showcased yet. This suggests that a substantial
change in the way that outcomes are reported is absolutely
mandatory. It has to show more socio-economic benefits
than purely social.
It is also important to consider that State and Federal
governments are studying a new Regional Scheme,
where by new migrants to Australia must live in Regional
and remote areas of the country. If this program comes
to fruition, Gladstone Region will be indeed provided
with a tremendous opportunity to increase (rather than
decreasing) its own Cultural Diversity.
Special considerations should be made to overseas
investors (different from skilled workers from overseas on
457 visa holders), who have invested in the local economy
by purchasing businesses in the hospitality, retail, livestock
and/or agriculture sectors. This will indeed propitiate
and generate new employment prospects for the local
workforce.
Declining numbers of new migrant coming to the
Gladstone Region could oblige Multicultural NGOs to
innovate and ascertain new ways to engage their clientele
cohort. Other organisations could opt for re-focussing
their strategic directions. But also new opportunities will
arise with change. For instance, there is great economic
potential in building programs and developing new
initiatives by promoting and implementing the principles of
socio-economic diversification and entrepreneurship within
CALD and mainstream communities.
CULTURAL DIVERSITY
Page 41
APPENDIXES
APPENDIX 1
GLADSTONCE CITY COUNCIL - POLICY NUMBER: <document Number)
Last Review: ** / ** / **
Next Review: ** / ** / **
GLADSTONE CITY COUNCIL - POLICY
TITLE:
CULTURAL DIVERSITY POLICY
DEPARTMENT:
COMMUNITY ADVISORY SERVICE
POLICY NO:
OBJECT:
TO FORMALISE COUNCIL’S COMMITMENT TO THE PRINCIPLES OF
MULTICULTURALIAM, SENSE OF PLACE AND WELLBEING FOR
ALL THE GLADSTONE RESIDENTS INCLUSIVE OF MEMBERS OF
THE CULTURALLY AND LINGUISTICALLY DIVERSE COMMUNITY.
SCOPE:
ALL COUNCIL
REFERENCE:
LEGISLATION:
DATE:
Preamble:
Gladstone is a culturally and linguistically diverse region.
Gladstone City Council participates in the Queensland Government-funded Local Area Multicultural
Partnership program and supports other initiatives intended to embrace and celebrate the diversity of
this region's people and cultures.
At a policy level, Council recognises the Queensland Government's Multicultural Policy 2004 ("Making
a World of Difference- http://www.premiers.qld.gov.au/library/pdf/MAQpolicy05.pdf), including its
commitment to multiculturalism from that policy, pg. 2; viz:
"Multiculturalism, in its simplest form is about building a sense of belonging regardless of
cultural, ethnic or religious background. It requires all Australians to:
- Have an overriding and unifying commitment to Australia and its interests and future;
- Enjoy freedom to express, share and value one another's cultural heritage;
- Have equality of opportunity to benefit from, and contribute to, all aspects of life without
prejudice or discrimination, and;
- Uphold universal ideals of human rights."
Separately, Council has endorsed the work of the Gladstone Multicultural Reference Group in
developing and implementing the Gladstone Multicultural Strategy 2007 on behalf of the culturally and
linguistically diverse community.
This policy reflects the Council organisation's commitment to access and inclusion and to the
principles of cultural diversity.
1
CULTURAL DIVERSITY
Page 42
APPENDIX 1
Objectives of Policy:
1.
To demonstrate this Council's commitment to the principles of cultural diversity.
2.
To foster an inclusive and welcoming municipality that celebrates cultural diversity and assists in
developing a cohesive and harmonious community, where all cultures are valued and
appreciated.
3.
To ensure that Council develops and delivers services that are relevant and accessible to all
members of the community, including those from culturally and linguistically diverse (CALD)
backgrounds.
Principles/Values:




Access and inclusion
Service delivery
Support to multicultural communities
Recognition and respect
Definition:

Cultural and Linguistic Diversity (CALD): The term describes the many and varied groups of
people living in a community from different cultural backgrounds, who possess various
attitudes, beliefs, languages, behaviours, and lifestyles that are an expression of their culture.
Policy Detail:
Gladstone City Council recognises that:




Gladstone is a culturally diverse community.
Diversity considerations are a whole-of-Council responsibility.
Diversity considerations need to be built into Council's core business and service delivery.
Council services need to be focused on access and inclusion.
Implementation:
An Implementation Plan for this policy has been developed and is shown in the accompanying report,
"Proposed Cultural Diversity Policy" - presented to Council 12 December 2007).
2
CULTURAL DIVERSITY
Page 43
APPENDIX 1
APPROVED BY (signature of relevant parties):
Amended by: _____________________________________________________ Date: __ / __ / __
Author: __________________________________________________________ Date: __ / __ / __
Director (as applicable): _____________________________________________ Date: __ / __ / __
Chief Executive Officer: _____________________________________________ Date: __ / __ / __
3
CULTURAL DIVERSITY
Page 44
APPENDIX 2
New Australian Citizens
within the Gladstone Region
2009 - 2013
2013
2009
2012
2010
92
106
137
213
220
2011
CULTURAL DIVERSITY
Page 45
Donations,
Sponsorships and
PHASE III - CULTURAL DIVERSITY STRATEGIC ADVOCACY
FEEDBACK AND
This primarily encompasses the delivery of a wide range of programs and activities
by all incumbents' organisations and stakeholders (INCLUDING Council's
Community Advisory Service), which are currently operating within Gladstone
Region's the Multicultural arena. Each stakeholder through a specific program will be
PHASE IV - CULTURAL DIVERSITY SERVICE
DELIVERY MODEL
OVERVIEW OF THE PROPOSED CULTURAL DIVERSITY
HOLISTIC FRAMEWORK
PHASE I - COMMNITY ENGAGEMENT & STRATEGIC
CONSULTATION
This phase involves information gathering and knowledge sharing with all Council
Social networks (including Intercultural
Youth, interfaith, interagency, elderly,
Two
ways
disability etc.), broader community
(PCYC,GAPDL,etc) as well as other internal
Council Departments (environment,feed
Infrastructure planning, sports and recreation,
etc.) in order to strengthen the next phase - Multicultural Policy making and
PHASE II - CULTURAL DIVERSITY POLICY FORMULATION,
DEVELOPMENT & IMPLEMENTATION
FEEDBACK AND
Due to a great focus on Decentralisation and Regionalisation schemes by both
State and Federal government, Gladstone Regional Council and Gladstone
Multicultural NGO's will seek to build and consolidate partnerships with their
counterparts from around Central Queensland (including Rockhampton,
Bundaberg, Biloela, Emerald and Yeppoon) in order to improve Strategic
Advocacy Power (SAP) for ongoing and emerging multicultural issues, which
ASSESSMENT & EVALUATION PROCESS
CALD COMMUNITY WELLBEING
REPORT CARD: ECONOMIC AND
WELLBEING ELEMENTS
Page 46
CULTURAL DIVERSITY
This phase is associated with the three tiers of government including Federal,
State and Local governments in order to build their commitment and
implementation plans towards Cultural Diversity Affairs. In addition, this phase
aims to provide "hard and soft social infrastructure" and allocate and lobby for
further resources for the Phase IV while identifying areas of advocacy towards
APPENDIX 3
DRAFT
APPENDIX 4
PHASE III - STRATEGIC
ADVOCACY
PRIORITY NEED
KEY STAKEHOLDER(S)
PROGRAM (S)
31.01.2014
Region before MAQ (By June 2015))
Advocate for a CAMS program for Gladstone
for community responsive initiatives (e.g.
State and Federal Representatives to advocate
Increased access and equity programs to
CAS Networks (IRG, Youth,
Intergency, Sports, Ageing, Dissability,
existing community services programs by Skilled
Mental Health and Recreation
Networks)
migrants
GRC Cultural Diversity Implementation Plan (e.g.
Cultural Capacity Development for GRC Staff
members, Swimming English classes Project, "The
Increasing access and
Corner")
equity of services by
Deliver Anti-discrimination Program
Anti-discrimination Commission
Skilled migrants/ antiFacilitate a Central Queensland Forum including
racism Campaign /
Multicultural peak organisations
Multcultural organisations to advocate for
Cross-Cultural Advocacy
(FECCA, ECCQ, etc)
emerging needs
/ Recognition of
Facilitate an Indigenous Forum to improve
Indigenous Australians
Indigenous
NGOs
(Gehgre,
Nhulundu
Community Capacity and encourage Social and
by Constitution/New
Wooribah,etc)
business Entrepreneurship
Multicultural programs
Strengthen Council Cultural Diversity
and services
implementation framework 2014-2019
Developing Cooperative partnerships with local
UPDATED
Page 47
CULTURAL DIVERSITY
APPENDIX 5
PHASE IV - CULTURAL DIVERSITY SERVICE DELIVERY MODEL
KEY AREAS OF ACTION
PRIORITY NEED
ECONOMIC
Improving participation of CALD women in workplaces around the Region
1. EMPLOYMENT SKILLS DEVELOPMENT AND
EMPLOYMENT FACILITATION (WFD)_
2. SOCIAL ENTREPRENEURSHIP (COMMUNITY
ECONOMIC HUBS) (ID)
Enhancing understading of variables influencing employment market in
Australia
Supporting migrants skills anhancement and development process
through tailored training
4. ECONOMIC DIVERSIFICATION (ID)
COMMUNITY WELLBEING
5. HEALTH (A&E)
Queensland workforce skilling strategy (to be enhanced)
2014 - 2019 Employment information session Schedule (to continue)
CERT III in Hospitality and Retail (to be enhanced)
Building life and professional skills through volunteering
Corporate Volunteering (to be enhanced)
Advocating for increased access to JSA by temporary visa holders
JSA Employment facilitation (to be enhanced)
Mentoring individuals to apply for jobs in Australia
Mentoring Program (to be enhanced)
Incubating, supporting and mentoring individuals through social and
private entrepreneurship
Incubation / Mentoring Program (to continue)
Providing housing to "new social businesses/ entrepreneurs "
Supporting new operating businesses by sharing Corporate knowledge
Providing information to new businesses
3. PRODUCTIVITY AND CAPACITY DEVELOPMENT
(CULTURALLY CAPACITY AND CAPABILITY - THE
INTERCULTURAL ESSENTIALS) (ID)
INITIATIVE (EXAMPLES)**
Diversity Hub (to start)
Business workshops (to be enhanced)
Business support (to continue)
Improving Cross-Cultural relationships and understanding in order to
enhance access and equity to services by the CALD cohort
Cultural Diversity Induction/Awareness Aussie Induction (to be enhanced)
Enhancing Productive and Cultural Capacity across various economic
sectors
Cultural Capacity Diversity framework / Advocate before State and/or Federal government to introduce
mandatory Inter-Cultural Capacity Development program (to start)
Evaluating, measuring, organising, planning and implementing a model of
Economic Diversification to support other non-industry tourism, farming,
livestock,etc
Supporting and enhancing Palliative care treatment for CALD people in
Australia
Pallitative care support program for CALD
Increasing access and equity to Health services by CALD families
Multicultural Health Partnership Implementations (e.g. Diversity training for Health services, mental health,etc.)
Assisting the development of the CALD youth needs analysis that will help
Gladstone Region's Youth Survey/ Gladstone Region's Youth Strategic Plan (2014 - 2017) and its implementations
to not only identify this newly established cohort needs but also will
(e.g. CALD Youth Community Profile - "WHO AM I", Support of Youth program transitioning from childhood to
strengthen future Youth Planning development and improve advocacy for
young adulthood)
increased access to mainstream services
6. CALD YOUTH INITIATIVES (A&E)
Increasing support to Foster care parents on a working visas by sharing
information about their entitlements
Assisting CALD young people with alcohol-dependency issues through
regular information sessions
Improving engagement between Education service providers and their
CALD youth cohort in order to improve access and equity
Youth Forum as part of a Holistic Youth Strategy / School Youth Support Program
Supporting mainstream mental health service providers to effectively
assist CALD youth (12-25y/o) with mental health issues
Participation in Headspace deliverables
Developing Partnership with other services providers to strengthen
participation of CALD youth (while minimising social isolation by
increasing sense of place) in Community engagement and development
programs
Continuing support to the Development of C4C's Adult Language program
as a mean to support children social and academic engagement process
7. CALD EARLY CHILDHOOD (A&E)
8. FAITH DIVERSITY (A&E)
Foster care program
Alcohol information sessions for parents
Improving access to mainstream services by CALD children with diagnosed
learning dissabilities (e.g. ADD, ADHD, Autism, etc.) through strategic
advocacy before relevant stakeholders
Assisting services supporting childcare service providers attending CALD
children within Gladstone Region
Continuing with the promotion of Religious Diversity within the context of
social cohesiveness
Plan and organise of operational events / Good Citizenship Program "Life in Australia"/ Youth Volunteering
programs/Good work ethic program/State Youth Leadership program / Encourage particpation of youth in PCYC
activities/processes
Bicultural support program / Language Program / Multicultural playgroup
Advocate for inclusion and access to mainstream services by CALD children
Cultural Inclusion Support program
Interfaith portfolio of GRIN initiatives
Increased access and equity programs to existing community services programs by Skilled migrants
GRC Cultural Diversity Implementation Plan (e.g. Cultural Capacity Development for GRC Staff members,
Swimming English classes Project, "The Corner")
Deliver Anti-discrimination Program
9. STRATEGIC ADVOCACY (A&E)
Increasing access and equity of services by Skilled migrants/ anti-racism
Campaign / Cross-Cultural Advocacy / Recognition of Indigenous
Australians by Constitution/New Multicultural programs and services
Facilitate a Central Queensland Forum including Multcultural organisations to advocate for emerging needs
Facilitate an Indigenous Forum to improve Community Capacity and encourage Social and business
Entrepreneurship
Strengthen Council Cultural Diversity implementation framework 2014-2019
Developing Cooperative partnerships with local State and Federal Representatives to advocate for community
responsive initiatives (e.g. Advocate for a CAMS program for Gladstone Region before MAQ (By June 2015))
WELCOME & INTEGRATION PROGRAMS: Welcome Programs/GRAGM/ Splash Zone /Library/GEC/Youth
9. COMMUNITY PARTICIPATION (Welcome Integration - Settlement) (A&E)
Improving community engagement by developing and strengthenning
Cross-Promotion of Community Events
Week/Seniors Week/Sunfest/Ecofest/Australia Day/International Day of Peace for prayer
INTEGRATION: YOUTH/COMMUNITY EVENTS such as Monthly Roller Disco/ Thursday night events (TBA)/
Breaking the cycle (100 hours driving)
SETTLEMENT & INTEGRATION: Language Cafe, Computer classess, English classess , information sessions & MC
Week activities
INTEGRATION: Women Connecting women activities/ Multicultural Week and Festival Day
INTEGRATION: C4C Events, Seafood Festival and City tours
INTEGRATION & INTERNATIONAL RELATIONSHIPS: Intercity Images/Saiki Children's Day/Book's Day/
INTEGRATION:Harbour Festival
INTEGRATION: CALD Celebrations
10. RESEARCH & DEVELOPMENT (A&E)
Fostering Community learning by developing further Skilled socioeconomic research impacting upon our Regional Cultural Diversity
CONTINUOUS IMPROVEMENT: Skilled Research Project (s)
EMERGING AREAS OF ACTION (A&E)
o SOCIAL MEDIA & CULTURAL DIVERSITY
Preventation strategies to effectively deal against online Bullying/sexting
o LGBT & DIVERSITY
Increased access and equity of services by LGBT community
o INDIGENOUS & CULTURAL DIVERSITY - FOR RECOGNITION OF
AUSTRALIA ABORIGENEES (BY CONSTITUTION)
Engagement with local traitional owner groups
Parent information sessions (April x 2) / Community education sessions
Gladstone Pride Day
Indigenous Youth Forum
Claim the night
o DOMESTIC VIOLENCE & DIVERSITY
Increase awareness and prevention against domestic violence
Family Fun Day
White Ribbon Day
** Final intiatives will be designed as part of the Cultural Diversity Implementation Plan (after Report approval)
CULTURAL DIVERSITY
21.05.2014
Page 48
APPENDIX 6
Identified Strength
Needs minor Improvement
Needs major Improvement
31.12.2013
Identified weakness
CALD LIVEABILITY REPORT CARD (as of DEC 2013)
Elements
ECONOMY
Employment Engines
Employment levels
Workforce Diversity (Spouses / access to Diversity Training)
Industry Diversification (e.g. Tourism, farming, seasonal)
TRANSPORT & INFRASTRUCTURE
Public Transport
Air Travel
Transport Infrastructure
Cycle & Pedestrian Linkages
HOUSING & NEIGHBOURHOODS
Housing Values, Sales & Rentals
New Housing Estates
Housing Strategies/Affordability
Home Ownership
Retirement options
COMMUNITY WELLBEING (CALD COMMUNITY)
Access to Parks & Recreational areas
Arts & cultural Facilities
CALD Community Participation
Aquatic Centre/Pools
Access to Medical services
Rates of disease/Illness/smokers
Crime
Access to Community-based Services Providers
Access to Education service providers
Access to generic information services
Interfaith facilities
Community Integration
UPDATED
DRAFT
Page 49
CULTURAL DIVERSITY
APPENDIX 7
CULTURAL DIVERSITY FRAMEWORK WITHIN GLADSTONE REGION (AS OF DEC 2013)
ELEMENTS
ORGANISATION
Employment Engines
Employment levels
GRID
Self-employment
Many Rivers
GMAI
Workforce Diversity Training
Workforce/Jobs (Spouses)
Tourism
Diversity training
Public Transport
PROGRAM/INITIATIVE/PROJECT
ECONOMY
Diversification and attraction of
new investment
WIN-GRC
Job Services Australia
Incubation Program
Certificate III - Hospitality
Queensland Workforce Skilling
Strategy (QWSS)
Employment Information sessions
Job Seeker Program
Private employment organisations
Job Seeker Program
Energy Skills Queensland
GAPDL
Outreach Church
Promotion of local tourism
Integrated Diversity training
Aussie, Diversity Induction and
WIN
Cultural Diversity training
TRANSPORT & INFRASTRUCTURE
WIN-GRC
Air Travel
Transport Infrastructure
Cycle & Pedestrian Linkages
Transport laws Information sessions
GRC
Open Space Strategy
HOUSING & NEIGHBOURHOODS
FREQUENCY
COMMENT
ongoing
ongoing
funding-based
free service
free service to eligible participants
funding-based
quarterly
funding-based
free sessions
ongoing
free service
mixed -funded
trialed 2012
tourism body
user free service
quarterly
fee per service
quarterly
quarterly
Housing Values, Sales & Rentals
New Housing Estates
Housing Strategies/Affordability
Home Ownership
Private Investors /GRC
Retirement options
Community precint
COMMUNITY WELLBEING
Access to Parks & Recreational areas
Arts & cultural Facilities
Community Participation
Welcome
Settlement
Integration
Aquatic Centre/Pools
Access to Medical services
Rates of disease/Illness/smokers/alcohol
Crime (preventative unit)
Access to Community-based Services Providers
Improve access to Health services by CALD
Multicultural playgroup
Parent to Parent support group
Mental Health Services
GRC
GRC
Open Space strategy
Sister City Program
GRC
WIN - GRC
WIN - GRC
Department of Immigration and
Border Protection
GMAI
GMAI
Multicultural week Committee
(CALD organisations, WIN, GMAI,
CQU, Sister City and GRC)
GRC
WIN
GRC
pending on
funding
quarterly
montly
Welcome to Gladstone morning
tea / calendar of activities
Language Café
Information sessions
annually
free service
monthly
quarterly
free service
free service
Immigration Information sessions
every six months
free service
Women connecting Women
Multicultural Festival
monthly
annually
free service
free service
Multicultural week activities
annually
free service
ongoing
annually
ongoing
free service
user fee
monthly
N/A
Gladstone's Women Health
QLD Health
Corporate Volunteering Program
Latino nights
Sports and Recreation program
Multicultural Health Partnership
Program
Domestic Violence Prevention
ATOD
QLD Police
Cultural inclusion officer
ongoing
training and information sessions as
per required
weekly
free service
Primary Schools students and
parents
fee per service
WIN
ongoing
ongoing
Multicultural Health Partnership
C4C
Community hub
Squizophrenia Fellowship
Relationship Australia
CQITAFE
AMEP English classess (accredited)
quarterly
C4C
Language Program
twice a year
WIN
CQU
WIN
English classess (non-accredited)
English classess (accredited)
Language support program
GMAI (C4C funded)
Bi-cultural Inclusion Officer
quarterly
on demand
ongoing
ongoing (5 hours
a week)
Inclusion Support agency
Bi-cultural Support Program
ongoing
Access to generic information services
GRC
Interfaith programs
Childcare Facilities
Community Advisory Service
Gladstone Region Interfaith
Network
ongoing
GRC
Education service providers (Language Programs)
Parent to Parent
Support to Education service providers
Protecting the great barrier Reef
Air/Water Quality
Agriculture
Pets & Weeds
National & State Parks
Private Investors
Gladstone SHS
Primary Schools
Supports the inclusion of children
with additional needs into
Australian Government approved
childcare services
One stop shop
monthly
ENVIRONMENT
GRC
UPDATED
31.12.2013
DRAFT
CULTURAL DIVERSITY
Page 50
APPENDIX 8
STAKEHOLDER 1
STAKEHOLDER 2
GLADSTONE REGIONAL COUNCIL
currently funds 70% of the Local Area
Multicultural Partnerships Program (LAMP)
while the remaining 30% is funded by
Multicultural Affairs QLD.
GLADSTONE MUTLICULTURAL
ASSOCIATION INCORPORATED
A not-for-profit community organisation
incorporated in Queensland in 1999, which
plans, organises and implements an Annual
Multicultural Festival.
PROGRAM
The LAMP program has the main purpose
of supporting the principles of access and
inclusivenes by building capacity (through
Policy development) within local community
and in creasing awareness and readiness
within the local Council.
STAKEHOLDERS 3
CALD GROUPS






New Zealanders
UK Citizens
Filipino
Indian
Pacific Islanders
Iranian
PROGRAMS
Social
Events
Women
Connecting
Women
Festival
Multicultural
STAKEHOLDERS 4
PRIVATE CORPORATE


Self-employed
migrants
Education service
providers (CQTAFE,
CQU, etc.)
Gladstone Region Multicultural
Key stakeholders and organisations
Map 2007
CULTURAL DIVERSITY
Page 51
APPENDIX 9
STAKEHOLDER 1
STAKEHOLDER 2
GLADSTONE MUTLICULTURAL
ASSOCIATION INCORPORATED
GLADSTONE REGIONAL COUNCIL
currently funds 70% of the Local Area
Multicultural Partnerships Program (LAMP)
while the remaining 30% is funded by
Multicultural Affairs QLD.
A not-for-profit community organisation
incorporated in Queensland in 1999, which
plans, organises and implements an Annual
Multicultural Festival.
PROGRAMS
The LAMP program has the main purpose
of supporting the principles of access and
inclusivenes by building capacity (through
Policy development) within local community
and in creasing awareness and readiness
within the local Council.
Social
Events
FACILITATES
Women
Connecting
Women
Festival
Multicultural
Cultural
Inclusion
Officer
STAKEHOLDER 4
Industry
Reference
Group
Gladstone
Region
Interfaith
Network
Intercultural
Reference
Group
Sister City
Program
WELCOME INTERCULTURAL NEIGHBOURS
Welcoming Intercultural Neighbours Inc. (WIN) is a
not-for-profit Gladstone based organisation that has
been established to assist new residents and their
families integrate confidently into the Gladstone
Region.
STAKEHOLDER 3
GLADSTONE AREA
PROMOTION
DEVELOPMENT
PROGRAMS
PROGRAMS
Social
Events
Regional
Certifying
Body for
Sponsored
employees
ENS/RSMS
Community
for
Children
(C4C)
Information
sessions
Annual
Cultural
Diversity
Forum
Language
English
Classes
Café
Settlement and
Integration Services
Computer
Classes
CALD Affairs
Advocacy
Cultural
Diversity &
Awareness
Training
STAKEHOLDERS 7
STAKEHOLDERS 5
STAKEHOLDERS 6
CALD GROUPS
PRIVATE CORPORATE







English
New Zealanders
Filipino
Indian
Pacific Islanders
Iranian
South Africans






GROUPS with VESTED interest
Diversity Trainers
Migration Agents
Self-employed
migrants
Education service
providers
MDA
Access Employment
services










Schools
Churches
Health services
Government
Departments
Community Service
providers
Aged-care facilities
Disability sector
Youth Sector
Early childhood care
agencies
Local Employers
Gladstone Region Multicultural
Key stakeholders and organisations
Map 2014
CULTURAL DIVERSITY
Page 52
BIBLIOGRAPHY
1. Access and Equity report in Government service Report (www.fecca.org.au, 2010-2012)
2. Community Wellbeing Indicators: Measures for Local Government (https://lgaq.asn.au/, December
2013)
3. Gladstone Region’s Amalgamation of Open Space and Recreation Plans (2010)
4. The people of Australia - Australia’s Multicultural Policy (Feb 2011)
5. Workplace Diversity Strategy 2011–14 (http://careers.pmc.gov.au/docs/workplacediversity.pdf, 2013)
6. Diversity and Social Cohesion Program (http://www.dss.gov.au/our-responsibilities/settlement-andmulticultural-affairs/programs-policy/settlement-services/diversity-and-social-cohesion-program-dscp,
2013)
7. www.abs.gov.au (February, 2014)
8. “Boom or bust” survey (Gladstone Chambers of Commerce and Industry, 2013)
9. Queensland rich in our diversity (Cultural Diversity Queensland, http://www.datsima.qld.gov.au/culturaldiversity/publications/queensland-cultural-diversity-policy, 2013)
10.Diversity Council of Australia (http://www.dca.org.au/,2013)
11.Disability services Queensland, (http://www.communities.qld.gov.au/disability/disability-and-community-care, 2013)
12.Department of Communities (http://www.communities.qld.gov.au/disability/disability-and-community-care, 2013)
13.Department of Social Services Australia (http://www.dss.gov.au/, 2014)
14.Australian Council of Social services (http://www.acoss.org.au/, 2014)
15.International services Australia (http://www.iss.org.au/, 2014)
16.Department of Immigration and Border Protection (www.immi.gov.au, 2013)
CULTURAL DIVERSITY
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CULTURAL DIVERSITY
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CULTURAL DIVERSITY
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cultural diversity - Gladstone Regional Council

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