Multicultural access plan

January 2021

This plan covers the following topics:

1. Introduction

2. Leadership

3. Engagement

4. Performance

5. Responsiveness

6. Capability

7. Openness

8. Conclusion

1. Introduction

Our Multicultural Access Plan (MAP) 2020/21 provides a framework to support our commitment to multicultural access and inclusion in the way we work and in the outcomes we deliver in line with our purpose and values.

An important part of this is ensuring we can engage and communicate effectively with culturally and linguistically diverse (CALD) people, both internally and externally.

This MAP is guided by and fulfils our obligations under the Australian Government’s Multicultural Access and Equity Policy.

It is also aligned to the outcomes of the WA Multicultural Policy Framework, which provides a blueprint for Western Australian public sector agencies to follow in nurturing an inclusive workplace.

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1.1 Our priorities

The WA Multicultural Policy Framework outlines three multicultural policy priorities for WA public sector agencies. These are:

1. Harmonious and inclusive communities

2. Culturally responsive policies, programs and services

3. Economic, social, cultural, civic and political participation

Our MAP has been developed to address these in line with our commitment to embrace the cultural and linguistic diversity of our organisation, our members and our State, and ensure each and every West Australian is celebrated and included.

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1.2 Our vision

Our vision is to ensure that we and other stakeholders have access to advice, education, information and services that will support us in meeting the needs of CALD communities, members and employees in a responsive and inclusive manner.

Our MAP is also an important way for us to fulfil some key objectives outlined in our Workforce and diversity plan. This seeks to ensure that all staff have access to inclusive and flexible work practices and are assisted by structures, conditions and systems that support their professional and personal circumstances.

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1.3 Our aim

The MAP aims to support a culture that embraces multicultural access and inclusion and is informed by six commitments:

2. Leadership

At GESB, we all play an important role in ensuring that multicultural access and equity considerations are embedded into our organisation's culture.

We are all leaders in promoting and implementing strategies for inclusion within our workplace.

Each initiative outlined in the table below has been developed to meet the priorities detailed in the WA Multicultural Policy Framework.

The initiatives developed to meet the priorities detailed in the WA Multicultural Policy Framework
InitiativeAction Measure of success

Access and equity principles are promoted to employees

[Priority 1]

  • Offer a range of cultural competency learning and development opportunities to employees throughout the year
  • Over 75% of employees have completed diversity training and feel confident to apply it

Leaders are committed to identifying and addressing multicultural access and equity issues by actively engaging in the MAP

[Priority 2]

  • Identify and support cultural diversity champions in all business units
  • Strategies included in the MAP are implemented by champions/leaders who are committed to leading processes
  • Develop a MAP working group to discuss and implement accessible and inclusive services for members from a CALD background

Examples of strong performance and innovation in multicultural access and equity are recognised and promoted

[Priority 1]

  • Identify and support cultural diversity in all business units
  • Host 4 awareness-raising activities  each year
  • Facilitate learning experiences and help with troubleshooting issues

Leaders demonstrate respectful behaviour and challenge inappropriate language and attitudes

[Priority 1]

  • Hold employees accountable for their behaviour in line with our Code of Conduct and moral compass
  • Employees are assessed via our internal staff evaluation program to determine that they have met and delivered on our values, Code of Conduct and moral compass

The MAP is promoted and communicated to employees, members, stakeholders and the wider community

[Priority 2]

  • The MAP is published on our website and available in accessible formats
  • The MAP is accessible to all our members and the wider community

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3. Engagement

It is essential that we are able to engage and communicate effectively with culturally and linguistically diverse (CALD) people. To ensure this, it is important that legislation, policy, programs and services are informed by and responsive to the needs of our members.

Our MAP outlines strategies to support this, with engagement initiatives detailed in the following table:

The engagement initiatives that support our multicultural access plan
InitiativeAction Measure of success

A range of communication techniques are considered for engaging with stakeholders from different backgrounds, including translators and interpreters where appropriate

[Priority 2]

  • Relevant stakeholders are consulted with in determining effective communication methods which support people from CALD backgrounds
  • Business partners such as Indigenous Managed Services are invited to review and improve our communication channels and materials to better meet the needs of culturally diverse communities
  • Members from multicultural backgrounds can communicate with us effectively
  • Our processes are regularly enhanced to ensure diversity principles are considered in all internal and external activity

Relevant CALD stakeholders and customers are consulted to determine the effectiveness of policy design, planning, delivery and evaluation

[Priority 2]

  • Create inter-agency relationships to share knowledge and ideas around our MAP
  • Review all policies, programs and services to ensure the particular needs of multicultural and other diverse groups are considered
  • WA Government Office of Multicultural Interests (OMI) employees are consulted to assist with the development of accessible information for members from CALD background

The MAP is promoted and communicated to employees, members, stakeholders and the wider community

[Priority 2]

  • The MAP is published on our website and available in accessible formats
  • The MAP is accessible to all our members and the wider community

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4. Performance

We are continually seeking to improve our multicultural access and equity performance by collecting feedback and relevant data on an ongoing basis.

Our processes for recording and considering feedback in relation to our performance are detailed below.

The processes for recording and considering feedback in relation to our performance
InitiativeAction Measure of success

Provide feedback mechanisms which are accessible to all members

[Priority 2]

  • Ensure business units and employees who deliver services to external members obtain feedback from multicultural communities about service design
  • Service designs are reviewed and enhanced annually based on feedback from CALD people
  • Members from multicultural backgrounds have an opportunity to provide formal feedback on our services

Improve the ways in which we promote our services to our diverse membership base

[Priority 2]

  • Investigate ways to promote our services within the multicultural community
  • Evidence that we seek assistance from community groups, societies and OMI to improve inclusion of member interests

Review recruitment processes to identify barriers preventing CALD people to apply and be appointed

[Priority 2]

  • Include diversity statements on all recruitment advertising and ensure language used is easy to understand
  • Implement recruitment and selection processes that facilitate workforce diversity and provide opportunities for the development of cultural competencies across the workforce

Provide panel members the opportunity to participate in cultural competence and/or unconscious bias training before interviews

[Priority 2]

  • Develop initiatives to remove unconscious bias in recruitment, training and workforce practices
  • Evidence of regular training in unconscious bias and resultant enhancements in our processes and decision making

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5. Responsiveness

To achieve our objectives, our policies, programs and services must be accessible and responsive to the needs of CALD communities.

Below we outline strategies and accountabilities developed under our MAP that will ensure our policies and practices continue to reflect the diversity of our workforce and wider communities.

The strategies and accountabilities to ensure our policies and practices reflect the diversity of our workforce and wider communities
InitiativeAction Measure of success

Consider the needs of a diverse member base in all aspects of our work including strategic planning, policy development, program design and assessment

[Priority 2]

  • Ensure progress towards our strategic diversity goals are considered in annual strategy planning processes with business units and the Board
  • Our strategic plan and business objectives reflect a commitment to prioritise multicultural representation and inclusivity across all business operations

Develop pathways for the CALD community to access our services

[Priority 3]

  • Provide services to ensure language is not a barrier to equitable access of information and services
  • Our complaints process is accessible to people from CALD backgrounds
  • Contact details for those needing interpreting services are available to all

Reinforce diversity and inclusion to ensure our culture and decision-making processes are aligned to our commitments

[Priority 2]

  • Ensure employees are supported and equipped with cultural awareness and related competencies
  • Training records reflect our commitment to inclusion and diversity principles

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6. Capability

At GESB, we recognise how important cultural competency is in our workforce.

Our plan to invest in the development of our employees’ cultural awareness and understanding will help us to engage effectively with culturally diverse stakeholders.

The initiatives developed to promote our employees’ cultural awareness and understanding
InitiativeAction Measure of success

Link the importance of diversity and inclusion principles to our culture and working life

[Priority 2]

  • Annual in-house training on ethics and decision making to incorporate diversity and inclusion principles
  • Training to emphasise how the code of conduct and ethical principles assist in recognising individual and community differences
  • Training completed and used as part of the induction process for new staff, contractors and business partners

Cultural competence training delivered to employees to increase understanding of cultural diversity and to reflect on unconscious bias

[Priority 3]

  • Develop an unconscious bias training program that includes awareness and understanding of the importance of diversity
  • An 18-month program to embed unconscious bias training into our culture
  • Develop and deliver a training programs to meet this outcome

Employees participate in multicultural initiatives and raise cultural awareness by sharing information about their own cultural backgrounds

[Priority 3]

  • Encourage employees to share their cultural heritage including languages
  • Develop a register identifying CALD employees and who are culturally competent to assist members or stakeholders

Coordinate celebrations for significant cultural dates throughout the year

[Priority 1]

  • Diversity events are included in the ‘Important dates’ calendar on our staff intranet and regularly promoted
  • Set up a cultural calendar for 2021 highlighting significant cultural dates such as Chinese New Year, Diwali, Harmony Day, St Patrick’s Day and Australia Day
  • Celebrate a minimum of 4 cultural events annually

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7. Openness

Our approach is transparent and open, which supports outcomes for multicultural access and equity.

In demonstrating this approach, we will focus on the objectives and outcomes listed below.

The 'Openness' objectives which supports outcomes for multicultural access and equity
InitiativeAction Measure of success

Reporting on multicultural access and equity outcomes

[Priority 2]

  • Reports on the progress and success of our MAP are provided to the Executive Management Group (EMG) and accessible for all employees
  • Our Annual Report features specific reporting on the progress of the MAP

Incorporate our vision for multicultural access and equity into each team’s business objectives

[Priority 2]

  • Update our internal staff performance management and succession planning tool and position descriptions to include our MAP’s vision
  • Staff performance evaluations include behaviour assessment against our values

Provide information on our multicultural access and equity performance on our website

[Priority 2]

  • Stories are published on a regular basis highlighting our success with MAP initiatives and employment programs
  • Ensure that the MAP and associated articles are accessible to our members and the wider community

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8. Conclusion

Our aim at GESB is to be an organisation that is respectful, open, transparent and accountable. We aspire to be a workplace that respects the rights and dignity of others.

Our MAP will help us be mindful of our culturally diverse society and assist us in engaging and communicating with our CALD employees, members, stakeholders and the wider community.

We are all responsible for considering multicultural access, equity and inclusion when developing and delivering policy, programs and services, both internally and externally.

It is important that we are all aware of how to best engage with CALD communities.

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Page last updated 24 March 2021