Description
Integration, in the most general sense, may be any bringing together and uniting of things: the integration of two or more economies, cultures, religions (usually called syncretism), etc.
Multicultural Liaison Officer Project
Final Evaluation Report for Caboolture Shire Council
A Community Renewal Program initiative Dave Andrews Community Praxis Co-op
The Cultural Integration Program’s
Multicultural Liaison Officer Project
Final Evaluation Report for Caboolture Shire Council
A Community Renewal Program initiative
An evaluation of the Multicultural Liaison Officer Project was commissioned by the Caboolture Shire Council in November 2002. The project is a joint initiative of the Community Renewal Program and the Caboolture Shire Council. The evaluation was conducted by Dave Andrews, Community Development Consultant with Community Praxis Co-op, in consultation with Jeremy Liyanage, the Caboolture Shire Council’s Multicultural Planner and Tavita Timaloa, the Acting President of the Aiga Samoa Association, who acted as the Cultural Advisor to the project. The research gathering was commenced on 11 November 2002 and completed on 12 February 2003. The report was compiled subsequently by Dave Andrews.
This report is copyright and may not be reproduced in any form without permission of Caboolture Shire Council. Enquiries should be directed to: Community Development Unit Caboolture Shire Council GPO Box 159 CABOOLTURE QLD 4510 Tel: (07) 5420 0211
DISCLAIMER
Any representation, statement, opinion or advice, expressed or implied in this publication is made in good faith, but on the basis that neither Community Praxis Co-op nor Caboolture Shire Council - their agents or employees - are liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss whatsoever which has occurred or may occur in relation to that person taking or not taking (as the case may be) action in respect of any representations, statement or advice referred to in this report. 3
TABLE OF CONTENTS
1.
Executive Summary .....................................................................1
Introduction ..................................................................................... 1 Methodology ................................................................................... 2 Project Outcomes ........................................................................... 2 Recommendations.......................................................................... 3
2.
Project Background. ....................................................................5
The Community Renewal Program ................................................ 5 Needs identification ........................................................................ 5 Initial contact between the Samoan community & Council............. 6 Establishing community infrastructure............................................ 6
3. 4.
Purpose of the Evaluation ...........................................................8 Approach to the Evaluation.........................................................8
Methodology ................................................................................... 8 Objectives of project and evaluation............................................... 11 Plan for the evaluation .................................................................... 14 Questions for the evaluation ........................................................... 15 Participants in the evaluation.......................................................... 15
5.
Project Outcomes.........................................................................19
Sustaining the work ........................................................................ 22 Promoting positive community relationships .................................. 25 Addressing community issues ........................................................ 26 Advocating to government .............................................................. 30 Connecting government & community to Pacific Island people ..... 33 Encouraging family cohesion.......................................................... 34 Gathering accurate data ................................................................. 35
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Project Appraisal ..........................................................................37 Conclusion ....................................................................................40 Recommendations .......................................................................42
1.0
Executive Summary
Introduction In order to address the settlement and community integration issues faced by Pacific Islander communities in Deception Bay, the Multicultural Liaison Officer project was conceived. Through funds from the Community Renewal Program, a Multicultural Liaison Officer (MLO) was employed in October, 2001, by the Caboolture Shire Council as the Council’s outreach worker to the Pacific Islander communities. A number of challenging responsibilities were highlighted for action and assigned to the worker, Mr Hanamenn Hunt. The Pacific Islander communities of Deception Bay face the consequences of a low socio-economic status community. Restricted access and opportunity to education, housing, health and employment services due to language and cultural differences, poor resettlement support, erosion of traditional community structures and decision making forums, together with a lack of understanding and recognition of their culture and traditions by the wider community, have an ongoing impact on the welfare of these communities. The Community Renewal Program’s Community Action Plan (CAP) for Deception Bay recognised the hardship faced by Pacific Islander communities, and in particular, Samoan people. The objectives of the Multicultural Liaison Officer project, listed below, were distilled from the many initiatives recorded in that Community Action Plan. Objectives of the project: • • • To nurture and promote the Pacific Islander communities, their culture and traditions To promote positive community relations between the Pacific Islander people and the wider communities of the Bay To address the social issues facing Pacific Islander people including literacy, unemployment across the age spectrum, poor education and low retention rates, unsuitable public housing, inter-racial conflicts and barriers to accessing community and government services To provide linkages between government agencies, the wider community and the Pacific Islander people To encourage family cohesion through addressing intergenerational tensions To establish and maintain a database of Pacific Islander residents in the Shire for effective communication.
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This Community Renewal Program has been delivered in cooperation with local residents, community groups, local councils and other government agencies. Methodology The method underlying this evaluation is the Appreciative Inquiry approach (Bernard Mohr: 2001), which seeks to establish not ‘What hasn’t worked’ but ‘What has worked well in this project?’ ‘What conditions were present at those moments to make it work and what changes would allow more of those conditions to prevail?’ In the Appreciative Inquiry approach the following influences and outcomes result: 1. 'Research' seeks to appreciate the reality of what is happening 2. 'Action' takes the best of 'what is' and creates an image of 'what might be' 3. ‘Evaluation’ is collaborative and involves an open and ongoing dialogue with all stakeholders Thus the Appreciative Inquiry approach both serves as a useful management tool to address shortcomings and also assists workers and participants to develop the hidden potential of a project. Project Outcomes In the first twelve months of operation, the Multicultural Liaison Officer project achieved astounding outcomes. The Multicultural Liaison Officer (MLO), Mr Hanamenn Hunt: • • • Established an office and project base at the Urban Renewal Program House, 44 Bailey Road, Deception Bay Liaised and advocated on behalf of Pacific Islander communities with representatives of local, state and federal government agencies Facilitated connections between the Samoan community, government agencies, community organisations and community based planning initiatives Participated in organising community and cultural education for Pacific Islander communities, through the: o o o o Multicultural Parent Awareness Strategy Youth Mentor Website project Pacific Island Playgroup project Samoan Language and Cultural School project
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Building Better Communities training course Many cultural events including the Samoa Independence Day Samoan cultural performance groups
Promoted cross-cultural awareness and interaction in Deception Bay through the following activities: o o o o o o Conducting cultural awareness training Intervening in inter-racial conflicts Forming the Deception Bay Economic Steering Group Placing local unemployed Samoans with local employers Inviting Samoans to serve on management committees and join local community organisations Organising multicultural community sports initiatives.
Recommendations The success of this project has been well recognised yet it is this success that has been the project’s shortcoming. The growing demand from community and government agencies for cross cultural training, mediation of inter-racial conflicts, advice regarding Samoan clients, assistance with project planning and implementation, responding to Samoan people facing housing, health or financial emergencies, et cetera, far outstrips the capacity of one worker, albeit a gifted, passionate and highly skilled practitioner, to meet the increasing and unrealistic expectations of so many. The recommendations of this report reflect the need to learn from the success of this project and chart a course which enables effective and valuable initiatives to be further developed in such a way that they are sustained over the long term. The recommendations of this report based on the many conversations held during the evaluation process are as follows:
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That the Multicultural Liaison Officer project continues That Mr Hanamenn Hunt be commended for his pioneering efforts to implement a challenging and successful project and asked to continue as the Multicultural Liaison Officer in Deception Bay That the necessary funding to support and sustain the project in the long term be sought from sources including: o The Youth And Community Combined Action (YACCA) Program of the Department of Families through the Deception Bay Community Youth Programs
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Regional Managers through a delegation led by the Community Renewal Program Coordinator, representatives of the Shire Council, the Deception Bay Community Council and the local Member Government agencies and community organisations on a fee-for-service basis Other grants and funding opportunities provided by such agencies as Department of Families and the Federal Department of Families and Community Services Department
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That the Cultural Integration Program (CIP) Steering Committee itself be strengthened, and that this be made an urgent priority by the Caboolture Shire Council’s Multicultural Planner, Jeremy Liyanage, and Community Renewal Program Facilitator, Sandra Lupi That the CIP Steering Committee sustainability of the project by means of: o attend to the
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Exploring the most effective ways to help, support and systematise the project Assisting the MLO with greater role definition; time management; project plans, project priorities and project boundaries Developing a different direction for the work through setting limitations on expansion and giving top priority to recruiting volunteers - agreeing to train two highly skilled volunteers and a dozen moderately skilled volunteers Devising a plan for co-ordinating the work of the volunteers, so as to ensure their reliability as well as the quality of their community service provision Encouraging the MLO to adopt more effective systems of time management, attend to core business; identify and deal with distractions; organising regular office hours; arrange regular field visits; make and take calls; read and write reports; create effective communication strategies, manage multiple accountabilities and include time for family and friends.
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2.0
Project Background
Introduction The Multicultural Liaison Officer project is a Community Renewal Program initiative in Deception Bay. It is a joint undertaking of the Queensland Government and the Caboolture Shire Council working in partnership to 'help make Deception Bay a great place to live and work'. A twelve-month evaluation of the Multicultural Liaison Officer project was a requirement of the funding agreement. The Community Praxis Co-op was commissioned by Caboolture Shire Council to conduct the evaluation. The Community Renewal Program The Community Renewal Program (CRP) is funded by Department of Housing as part of the Queensland Government's Crime Prevention Strategy, 'Building Safer Communities’. Deception Bay is one of fourteen areas undergoing renewal in Queensland to promote safe, healthy and confident communities. The Community Renewal Program is delivered in cooperation with local residents, community groups, local councils and other government agencies. Needs Identification In the application to Community Renewal, Jeremy Liyanage, the Multicultural Planner with the Caboolture Shire Council, noted that the Pacific Islander people first arrived in Deception Bay in 1984. “Because of their close family and community ties, others followed. Figures estimate that the current Pacific Islander population, in particular the Samoans, to be more than 3000, making this community easily the largest non-English speaking migrant group in the Caboolture Shire and particularly in Deception Bay”. “The Pacific Islander communities in Deception Bay face the consequences of a low socio-economic status community. Restricted access and opportunity to education, housing, health and employment services due to language and cultural differences, poor resettlement support, erosion of traditional community structures and decision making forums, together with a lack of understanding and recognition of their culture and traditions by the wider community, have an ongoing impact on the welfare of these communities”.
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Initial Contact between the Samoan Community & Council In 2000, Mr Hanamenn Hunt, a local Samoan resident made initial contact with Caboolture Shire Council’s Multicultural Planner to discuss the issues of Pacific Islander people and how these might best be addressed. Hanamenn’s major objective was to nurture and promote the Pacific Islander communities so that the opportunities for a good education, employment, good health and overall community wellbeing - available to the wider community - could be realised in time by the Samoan people themselves. Hanamenn, realising that this must be a shared task which required the commitment of the Samoan community as a whole, proposed a means by which this daunting task could be achieved. Hanamenn’s vision was to establish community infrastructure where none existed. Establishing Community Infrastructure The first strategy involved a broad needs analysis of the Pacific Islander communities. The issues were discussed with staff from Caboolture Shire Council who supported Hanamenn in having them placed on the agenda of the newly instigated Community Renewal Program in Deception Bay. Attendance at many Community Reference Group meetings ensured that the needs and issues of these communities found their way into the Community Action Plan. This was now on the public record and plans were underway to apply for Community Renewal funding to tackle these issues. The second strategy was to establish a community association to which Samoan and other Pacific Islander peoples could belong and through which they could be assisted. The Aiga Samoa Association came into being. In order to stay abreast of the issues facing the community, Hanamenn and the executive committee devised a structure consisting of several subcommittees each representing the interests of women, ministers of religion, chiefs, young people, professionals and older people. A representative of each of the subcommittees would attend the Management Committee and represent their constituency. The Aiga Samoa Association was formed to address the social, cultural, economic and political issues of their people, with Aiga Samoa members having already achieved the following: • • • Formed a community organisation with wide representation Identified the needs and issues of Pacific Islander people and insured that they were included in the Community Action Plan Acted to support local primary and secondary schools in their understanding of Pacific Islander young people.
The third strategy aimed at having Pacific Islander people, in particular the Samoan community, recognised by the Caboolture Shire Council. Many
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members of the community experienced a sense of not belonging and at times feeling unwelcome in the wider Shire community. Through negotiations with Council’s Multicultural Planner, Caboolture Shire Council responded by organising a special recognition ceremony for the Samoan community at which the Council would formally and publicly recognise this community. This occurred when over five hundred Pacific Islander people, elected representatives from local, state and federal governments, community organisations and local residents joined in an aweinspiring event. Caboolture Shire Mayor, Cr Joy Leishman, presented a Statement of Recognition to the Samoan community in which it stated that Council formally recognised the Samoan community as both a distinct cultural group and a valued and integral part of the wider Shire community, and as such extended a warm welcome to its members. The statement went on to commit the Council to ensuring that present and future generations of Samoan people in the Shire would have equality of opportunity to participate in and contribute to the social, cultural, economic and political life of the Shire. The three strategies laid a solid foundation for what was to come.
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3.00 Purpose of the Evaluation
The purpose of evaluation of the Multicultural Liaison Officer Project was to:
1.
Determine how well the objectives of this demonstration project have been met Report on the achievements and non-achievements of the project including the extent to which priority needs have been addressed Identify required changes to objectives to ensure an appropriate and sustainable project Identify a course of innovative actions necessary to increase the future effectiveness of the project Identify unintended actions and consequences And make recommendations regarding the project’s direction, goals and long-term sustainability.
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4.0
Approach to the Evaluation
4.1
Methodology
According to Bernard Mohr, (2001), sociological research demonstrates that when people study problems, the number and severity of the problems they identify actually increases; but, when they study human ideals, peak experiences and best practices, these things - not the problems - tend to flourish. So, if the purpose of the evaluation is to review the Multicultural Liaison Officer project in order to enhance its impact and outcomes, instead of asking people, “What hasn't worked?” we should ask them, “What has worked well in this project?” “What conditions were present at those moments and what changes would allow more of those conditions to prevail?” This approach to evaluation is known as 'Appreciative Inquiry'. Appreciative Inquiry the following influences and outcomes result: 1. 'Research' seeks to appreciate the reality of what is happening
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2. 'Action' takes the best of 'what is' and creates an image of 'what might be 3. ‘Evaluation’ is collaborative and involves an open and ongoing dialogue. Thus the Appreciative Inquiry approach can serve as a useful management tool to address shortcomings while assisting workers and participants to develop the hidden potential of a project. There are five phases in the Appreciative Inquiry process: 1. Phase One - Definition Phase one is not concerned about the definition of the problem, nor the definition of a solution but the definition of 'what people would like to know and learn about 2. Phase Two - Discovery Through multiple formal interviews and informal ‘conversations’, the Inquiry process seeks peak experiences and best practice examples on the subject 3. Phase Three - Dream The third phase requires a generalisation of these specific examples which then generates images of 'how the MLO project could be able to function at its best 4. Phase Four - Design The fourth phase concentrates on developing a range of proposals with which the participants consider to be worth experimenting in order to help the project function at its best 5. Phase Five - Delivery The final phase encourages experimentation with options which could deliver increased best practice innovations. This allows celebrating any success at all no matter how big or small. This Evaluation Report will cover the first four phases of an Appreciative Inquiry approach into the Community Renewal Program’s Multicultural Liaison Officer project. The fifth phase is to be implemented by the program participants themselves. However, if the first four phases of the inquiry are done well, then it is reasonable to assume that the fifth phase will follow on as a naturally consequence. As Bernard Mohr (2001) states:
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“The learnings that surround the Appreciative Inquiry process begin to shift the collective image people hold. In their daily encounters members start to create together compelling new images of the future. These images initiate small ripples in how employees think about the work they do, their relationships, their roles and so on. Over time these ripples turn into waves, the more positive questions people ask, the more they incorporate the learnings they glean from those questions in behaviour, and ultimately, infrastructure.”
(Mohr, Bernard: 'Appreciative Inquiry: Igniting Transformative Action' in The Systems Thinker Vol 12 No 1 Pegasus Communications Feb 2001:2)
A central issue that will be addressed in this report on the Multicultural Liaison Officer project is the appraisal of the Multicultural Liaison Officer himself. David Cooperrider and Suresh Srivasta, the originators of Appreciative Inquiry, states that when it comes to a typical performance appraisal: “If you want to evaluate performance (P), then you must evaluate the employee (E). In other words, 'P' = 'E'. Armed with this theory many managers have entered the performance appraisal meeting shaking with the thought of having to pass god-like judgment on some employee. Similarly, the employee arrives at the meeting with an arsenal of defenses, designed to protect his or her hard-won selfesteem. Little genuine communication occurs during the meeting and virtually no problem solving takes place. The paperwork is mechanically completed, then filed away in the personnel office until next year.” So dominant is this typical approach to performance appraisal that 'any alternative goes virtually unnoticed.' The Appreciative Inquiry methodology, however, proposes an alternative approach to performance appraisal: “Performance is a function of the person and the environment. (So) to assess performance there must be an assessment of the individual in relation to the organisational setting in which he or she works and vice-versa. Such an (approach) can help shift the attribution process away from the (unhelpful) person-blame to (a much more helpful) systems analysis.”
(Cooperrider, David & Srivasta, Suresh: ‘Appreciative Inquiry’ in Organizational Life: Research in Organizational Change and Development Vol 1; JAI Press 1987:142)
Hence, in taking an Appreciative Inquiry approach to the evaluation of the project under discussion, we will be taking an Appreciative Inquiry approach regarding the performance appraisal of the Multicultural Liaison Officer, assessing his performance in relation to the setting in which he works.
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4.2
Objectives of Project and Evaluation
In order to conduct the evaluation, information gathered regarding the effectiveness of the MLO position must be compared with the original objectives of the project. These are as follows: • • • To nurture and promote the Pacific Islander communities, their culture and traditions To promote positive community relations between the Pacific Islander people and the wider communities of Deception Bay To address the social issues facing the Pacific and South Sea Islander people including literacy, unemployment across the age spectrum, poor education and low retention rates, unsuitable public housing, intergenerational and inter-racial conflicts and barriers to accessing community and government services To provide linkages between government agencies, the wider community and the Pacific Islander people To encourage family cohesion through addressing intergenerational tensions To establish and maintain a database of Pacific Islander residents in the Shire.
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The above objectives were distilled from the many initiatives recorded in the Community Renewal Program’s Community Action Plan (CAP) for Deception Bay. Below is the source material (objectives and strategies) from which the project’s objectives were derived: Employment
• Objective J: To engender an entrepreneurial culture and build confidence in the local business community o Strategy J1: Build business capacity - Action J1.9: Provide infrastructure support to local Samoan and Indigenous communities to establish a business or network Objective J: To generate training options able to be accessed within Deception Bay o Strategy J2: Initiate ongoing skills development activities - Action J2.2: Develop a skills network within Deception Bay to create infra-structure that can support older people to exchange their skills and service the local community Objective J: To encourage strategic approaches to local and regional economic development o Strategy J3: Encourage youth involvement in the local economic life of the community
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Action J3.3: Support increases in (post secondary) training opportunities for young people in the local area and the region so that they are relevant and inclusive and linked to industry and predicted economic growth, including developing community training identification plans
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Objective J: To encourage culturally appropriate and sensitive opportunities for local economic development o Strategy J8: Support economic development initiatives in the Samoan and Indigenous communities - Action J81: To support the Samoan and lndigenous communities to stage cultural events and festivals attracting people from the wider district and Brisbane.
Social, Community and Cultural Development • Objective C: To build capacity and develop pathways and structures that connect the community and government ensuring sustainable community outcomes o Strategy C2: Further develop and support networks between community groups both formally and informally - Action C2.11: Ensure that local committees of management include residents and are also inclusive of young people and diverse cultural groups - Action C2.5: Explore opportunities for the employment of local community cultural development workers to work with the Samoan and Indigenous communities Objective C: To strengthen the capacity to generate programs and services in response to social, community and cultural needs o Strategy C5: Locate an appropriate range of social and health services within Deception Bay - Action C5.6: That services and programs accessed by residents in Deception Bay undergo cross cultural training including, Samoan and Indigenous communities, to ensure that services are sensitive to the needs of various cultural group - Action C5.7: That government and community sector services engage leaders and representatives from various cultural groups and service providers as a way of ensuring that people are able to overcome language and other barriers to accessing services including health services and Centrelink - Action C5.8: That program, providing sponsorship to the Samoan community for young people to participate in educational and sporting opportunities be established o Strategy C6: Improve the relevance and accessibility of education to all young people in the area - Action C6.3: Actively encourage schools to positively focus on supporting students who believe they are discriminated against by a system that only recognises and rewards 'straight’/’good’ kids - Action C6.6: Establish a liaison position linking the Samoan and Indigenous communities with existing school facilities in the area to ensure that school programs take into account the particular social and cultural needs of the Samoan and Indigenous communities
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Objective C: To recognise and celebrate the multicultural and cultural diversity of Deception Bay and to improve the wider community's understanding of and relationships with local young people o Strategy C7: To acknowledge and develop a Cultural Planning Network (CPN) and develop components for a cultural planning strategy in Deception Bay - Action C7.3: That opportunities for funding be explored to support the continuation and growth of specific interest groups, including parents, women's, older people's groups, groups involving young people, the girls group, the Samoan Church youth group and the PCYC youth planning committee - Action C7.5: Promote the image of Deception Bay as an area of cultural diversity, utilising opportunities for cultural expression through local festivals and celebrations, market days, curriculum related activities supported through schools, involvement of local media in portraying cultural diversity as a positive asset within Deception Bay and the inclusion of various cultural groups on the Community Council - Action C7.7: That community festivals and celebrations including school fetes encourage representations of cultural diversity through language, food, music, visual arts and dance o Strategy C9: Support traditional community structures of multicultural and Indigenous communities - Action C9.1: Conduct regular Awareness Forums for Samoan and Indigenous communities on issues relating to how to encourage and support their children through the education process, Australian culture and mores and the accessing of services in a way that promotes their active participation - Action C9.2: Investigate options for offering scholarships to Samoan and Indigenous young people deemed to have potential in academic, creative, vocational or sporting pursuits - Action C9.3: Explore ways to build an economic base for Samoan people eg a general business store (Samoan artefacts, clothing, food). Explore the establishment of a Samoan security firm which provides employment for local Samoans and services to the local community - Action C9.4: Establish a Samoan Meeting House based on a traditional model of community leadership and governance by a Council of Chiefs - Action C9.5: Encourage harmonious relations between local Samoan and 'Anglo' students through a local 'homestay' program to build cross cultural trust and understanding - Action C9.6: Explore opportunities for enhanced connection between the Samoan and Indigenous communities and the Caboolture Shire Council through the efforts of the Multicultural Planner.
Public Spaces, Recreational Facilities and Environment • Objective P: Improve the provision and accessibility of public amenities in local parks o Strategy P4: Management and Facility be developed for existing open space plans and recreational facilities and appropriate planning, design, construction and management plans for the building of new facilities in Deception Bay
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Action P4.5: Financial support for the further development of Samoan church communities' programs focusing on working with their young and involving these young people, families and community elders in wider community festivals, events and decision making processes Action P4.11: Include representatives and leaders from Samoan and Indigenous communities in Deception Bay in the development and management of recreation facilities and activities. Representatives to be members of the Area Consultative Committee for Sport and Recreation
Housing • Objective H: To encourage diverse housing options that cater to different age groups, household types and different cultural groups in Deception Bay o Strategy H6: Encourage the development of a diverse range of housing options which maximises affordability and adequately addresses the needs of different age and cultural groups - Action H6.1: To generate housing stock that is able to support extended family social arrangements. This housing stock needs to consider higher numbers of rooms, various communal areas and well designed areas that enable households to recreate and cook outdoors - Action H6.2: To generate the capacity for clusters of households to exist linking cultural groups and that acknowledge the importance of links between grandparents, aunts and uncles and young families - Action H6.3: To create a network of outdoor areas that support a variety of cultural activities including outdoor social gatherings and cultural events - linked to Recreational Masterplans - Action H6.4: To engage a representative leader from the Samoan community as a service provider and liaison point between Housing Queensland and the Samoan community in Deception Bay.
4.3
Plan for the Evaluation
A fifteen-step plan was devised to guide the evaluation and this was adhered to during the four month review process: 1. Read objectives of the Multicultural Liaison Officer project 2. Study the background to the project 3. Scrutinize material about the project 4. Read objectives of the evaluation 5. Consider research options for the evaluation 6. Decide on a research methodology for the evaluation 7. Negotiate the appointment of a local cultural advisor 8. Set up appointments with key stakeholders
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9. Determine who needs to be involved in the conversation(s) 10. Negotiate how to involve those who need to be involved 11. Discuss what people would like to learn about the program 12. Seek peak experiences and best practice examples of the work 13. Create a picture of how the program could function at its best 14. Develop proposals to help the program function at its best 15. Write and submit evaluation report to Caboolture Shire Council.
4.4
Questions for the Evaluation
The following questions were formulated by the researcher and put to the stakeholders either in a face-to-face interview or by telephone if participants were not available or ‘out of town’:
1. Who needs to be involved in the conversation(s)? 2. How can those who need to be involved be involved? 3. What would people like to learn about the project? 4. What has worked really well in the project thus far? 5. What factors were conducive to the project working well? 6. What could improve the future impact and outcomes of the project? 7. What changes will be implemented so that the project is enhanced?
4.5
Participants in the Evaluation
The Project Manager of the Multicultural Liaison Officer provided the researcher with an initial list of stakeholders to be contacted regarding the evaluation. When approached, these people suggested others who they thought were critical to the project. These people were also included in the interview schedule. The outcome of this process was a lengthy list of potential interviewees who would be involved in the ‘conversations’. This list consisted of the following stakeholders: • • Hanamenn Hunt, Multicultural Liaison Officer Program Steering Committee
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o Sandra Lupi o o o o o o • • • • • • • • • • • • • • • • •
Facilitator, Community Renewal Program, Deception Bay Tavita Timaloa Senior Project Officer, State Development & Acting President of Aiga Samoa) Cheryl Thurecht ESL Teacher, Deception Bay North State School Myron McCormack The Principal, Deception Bay State High School Gail Keilar Child Health Team Leader Qld Health, Redcliffe Office Beverly Donovan Manager, Community Services Unit, Department of Families Jeremy Liyanage Multicultural Planner, Caboolture Shire Council
Chris Whiting, (Councillor, Division 6, Caboolture Shire Council) Cesidio Conte (President, Multicultural Association of Caboolture Shire Inc) Gordon Skidmore, Multicultural Services Officer, Centrelink) Chris Hanson (Regional Director, Youth & Community Care, Department of Families) Leanne Spicer, Administrative Assistant, Community Renewal Program, Deception Bay) Trevor Crawford (Police Superintendent, Deception Bay Police Station) Mal Churchill (Police Superintendent, Deception Bay Police Station) Trish Ferrier (Coordinator, Deception Bay Community Youth Services) Rob Hayes (Youth Worker, Deception Bay Community Youth Programs) Don McNicol (Sales Manager, Deception Bay Shopping Centre) John Sullivan (Security Manager, Deception Bay Shopping Centre) Pat Weakley (Principal, Deception Bay State School) Del Latemore (Principal, Deception Bay North State School) Ed Robarts (Principal, Moreton Downs State School) Denise Brosnan (ESL Teacher, Education Qld Murrumbah District) James O’Brien (Manager, Department of Housing, Redcliffe) Elizabeth Hunt (Pacific Islander young person).
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As a general approach, it was decided to interview the stakeholders on an individual basis. However, when considering interviews with Samoan people, Mr Tavita Timaloa, the Samoan Cultural Advisor for the project, suggested that the most effective way to engage Samoan people in the ‘conversations’ was to talk with them on a collective basis. Two focus groups, one for the older people and one for younger people were organised through the Aiga Samoa Association. The interviews were arranged wherever possible as face-to-face discussions. In two cases, with Cesidio Conti and Gail Keilar, the interviews were conducted by telephone. Even though an hour was allocated for each interview, most interviewees felt that after half an hour they had stated as much as they were able. Interviews that extended beyond the hour’s duration were the ones in which more than one person was present. The interviews were conducted as an open-ended conversation, developed around open questions: Most people answered these questions verbally while the interviewer took notes. However, both Tavita and Hanamenn answered specific follow-up questions about the Aiga Samoa Association and the Multicultural Liaison Officer project in written form.
NOTE - All the interviewees made a point of asking for a copy of the final report. Hence this report has been written with that particular request in mind.
A - Discussion Groups Focus Aiga Samoa Samoan Youth Status Older Samoan Community Samoan Young People Discussions 06.30pm, 29/1/03 07.00pm, 16/12/02
B - Personal Interviews Name Hanamenn Hunt Cr Chris Whiting Jeremy Liyanage Sandra Lupi Leanne Spicer Trevor Crawford Organisation Caboolture Shire Council Caboolture Shire Council Caboolture Shire Council Community Renewal Program, Deception Bay Community Renewal Program, Deception Bay Deception Bay Police Service Interviews 01.00pm, 25/11/02 10.00am, 02/12/02 01.00pm, 23/12/02 09.00am, 12/02/03 02.30pm, 25/11/02 11.00am, 25/11/02 Unavailable - on
leave
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Mal Churchill Gordon Skidmore Chris Hanson Beverly Donovan James O'Brien Gail Keilar Myron McCormack Pat Weakley Del Latemore Ed Robarts Darryl Bishop Denise Brosnan Cheryl Thurecht Trish Ferrier Rob Hayes Don McNicol John Sullivan Tavita Timaloa
Deception Bay Police Service Caboolture Centrelink Dept of Families, Caboolture Dept Of Families, Caboolture Dept Of Housing, Redcliffe Dept of Health, Redcliffe Deception Bay State High School Deception Bay State School Deception Bay North State School Principal Moreton Downs State School Principal Moreton Downs State School Deputy Principal Education Queensland Education Queensland Deception Bay Community Youth Programmes Manager Deception Bay Community Youth Programmes Worker Deception Bay Shopping Centre Deception Bay Shopping Centre Aiga Samoa
02.00pm 16/12/02 09.00am, 02/12/02 01.30pm, 03/12/02 01.30pm, 03/12/02 12.00pm, 16/12/02 12.00pm, 13/12/02 09.30am, 03/12/02 02.00pm, 02/12/02 02.30pm, 26/11/02 02.30pm, 03/12/02 02.30am, 03/12/02 09.00am, 25/11/02 09.00am, 25/11/02 03.30pm, 16/12/02 03.30pm, 16/12/02 11.30am, 02/12/02 11.30am, 02/12/02 12.00pm, 25/11/02 07.00pm, 16/12/02 06.30pm, 29/1/03 01.15pm, 19/12/02
(By phone - in Melbourne)
Ces Conti
Multicultural Association of Caboolture Shire
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5.00 Project Outcomes
The Multicultural Liaison Officer was employed in October, 2001 by the Caboolture Shire Council as the Council’s outreach worker to the Pacific Islander communities of Deception Bay. A number of challenging responsibilities were highlighted for action and assigned to the worker, Mr Hanamenn Hunt. These included the following: • • To enable traditional processes of community leadership and governance to be reintroduced To ensure the passing on of cultural knowledge (traditional performances, song, stories, making of artefacts, clothing, etc) by Chiefs to Pacific Islander young people, together with other young people, to engender self esteem as a deterrent against crime To liaise between Pacific students (at primary and secondary school levels), their parents and school staff to ensure harmonious relations and positive education outcomes for students within Deception Bay To facilitate cultural ceremonies, performances, workshops, open days and recreational activities To develop employment generating cottage industries (eg. cultural paintings, artefacts, cultural performers, food outlets, etc) to meet the demand of both the Samoan community in Queensland as well as the broader Queensland community To liaise with departmental staff to progress the issues of Pacific Islander people across the government portfolio areas of Families, Education, Housing, Health, Employment, Employment & Training, Police and Corrective Services To conducting regular community education sessions for Pacific Islander people on how to support their children through the education process, learn about Australian culture and mores and to access services.
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In the first twelve months of the Multicultural Liaison Officer project, the worker achieved many of the stated outcomes and laid the foundation for additional initiatives. By October, 2002 the MLO had implemented the following initiatives: • Establish an office and program base at the Urban Renewal Project House at 44 Bailey Road, Deception Bay
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Liaised and advocated on behalf of the Samoan community with government representatives from the following agencies: o o o Queensland Health to discuss health issues including diabetes Queensland Housing to negotiate tenancy rights, emergency housing, housing stock suitability, evictions Education Queensland to mediate between school, Pacific Islander parents and young people, ensuring overall better educational outcomes for students The Department of Immigration & Multicultural & Indigenous Affairs to facilitate an accurate information flow to new and aspiring migrants especially from New Zealand and Samoa regarding new DIMIA policies which impact significantly on their ability to survive financially The Department of Justice to arrange court representation for young Samoan offenders The Deception Bay Police to strengthen crime prevention initiatives Job Networks to assist Pacific Islanders into paid employment The Caboolture Shire Council to negotiate traineeships and support Samoan trainees Primary and Secondary State Schools to support them in their understanding and adoption of the Pacific Islander culture through local festivals, fetes and cultural days.
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Facilitated the connection between the Samoan community and the following community organisations: o o o o o o o o o o o Community Renewal Program in Deception Bay The Deception Bay Neighbourhood Centre The Deception Bay Community Council Caboolture Respite Services The Police Citizens Youth Club (PCYC) The Deception Bay Community Youth Programmes (DBCYP) Deception Bay State High School Deception Bay State School Deception Bay North State School Moreton Downs State School Other community organisations.
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Participated in organising community and cultural education for the Samoan community, through the: o Parent Awareness Strategy – an initiative which enables Samoan parents to increase their awareness of the education system and how to support heir children through their schooling Youth Mentor Website Project – through which Samoan young people develop computer and web based skills that are used to develop and maintain the Samoan Youth Zone site
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Playgroup Project - which has attracted Pacific Islander parents and members of the wider community to a weekly playgroup Samoan Language and Cultural School Project – as a means of encouraging and sustaining the Pacific Islander language and culture. Research has determined that fluency in one’s first language enables a more effective learning of a second and subsequent languages Building Better Communities community work training course – with the aim of developing skills necessary for effective community involvement Many cultural events including the Samoa Independence Day celebrations with Aiga Samoa, the Recognition Ceremony at which Caboolture Shire Council formally recognised the presence and contribution of the Samoan community to the life of the wider Shire community, and birthday celebrations for the Elderly within the Samoan community.
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Developed Samoan cultural groups for community relations building and cultural exchange, and included the following groups: o o o The Samoan Youth Group The Samoan Youth Dance Group The Deception Bay High School Dance Troupe who provide traditional Samoan food, cultural dances and performances at community festivals, and in particular a night which highlighted the Myths and Legends of Samoa.
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Promoted cross-cultural awareness and interaction in Deception Bay through the following activities: o o o o o o Conducting cultural awareness training with local agencies and schools Intervening in cultural conflicts in local agencies, schools and shops Forming the Deception Bay Economic Steering Group to explore opportunities for employment generation Placing local unemployed Samoans with local employers Providing placement support for Samoan employees and their employers Inviting Samoans to become members of local community organisations and supporting them to serve on the management committees of these organisations Starting a multicultural sports team for young people in Deception Bay Organising a multicultural sports event that involved the whole community.
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The outcomes of the Multicultural Liaison Officer project as compared with the project objectives have been documented in quarterly reports and have been commented on by the participants in the evaluation of the project. What follows are the responses from the participants of the evaluation, the results of the many ‘conversations’, organised under the following headings: 1. 2. 3. 4. 5. 6. 7. Sustaining the work Promoting positive community relations Addressing community issues Advocating to government Connecting government and community with Pacific Islander people Encouraging family cohesion Gathering accurate data.
1. Sustaining the work In order to nurture and promote the culture and traditions of the Pacific Islander communities and to sustain the work in the long term, the project has focused on two strategies - the establishment of a community rallying point and symbol and the creation of organisational infrastructure. Establishing a Community Symbol The Fale Fono (Samoan long house) is a large open-air facility on a raised platform and utilised for community governance meetings, the commemoration of life events and the celebration of culture. If one travels to Samoa, every extended family has constructed a Fale Fono, with the largest of the structures reserved for village use. They are a grand and imposing structure, a constant reminder of the strength, passion and discipline of the Pacific Islander communities. Witnessing the gradual fracturing of traditional and close knit community ties of the Pacific Islander communities as they commence to renegotiate their lives in a very different Australian context, Hanamenn’s and others’ vision was to provide a symbol and constant reminder of their strong and disciplined culture to those whose settlement experience was anything but ideal. The construction of a Fale Fono in Deception Bay would serve a community esteem-building purpose. The Fale Fono was identified as essential infrastructure for retaining Pacific Island culture in a new context, conducting community education, exploring new approaches to community governance based on a traditional ‘Council of Chiefs’ model and performing cultural events and ceremonies. This project concept was further developed by Samoan community members and Council and submitted for Community Renewal Program funding. Through the support of Cr Chris Whiting, Mayor Joy Leishman, staff of Caboolture Shire Council, the Samoan community and many wider community agencies and residents, a germ of an idea - the construction of a
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Fale Fono - has moved from the implausible into the realm of the possible. Hanamenn has organised public meetings, community consultations and delicate negotiations to advance the cause of the Fale Fono, working closely with the local Councillors, Council staff and the community. Creating Community Infrastructure In order to sustain the work into the future, the viability of the Aiga Samoa Association is critical, and plans to ‘ground’ and strengthen the Association were discussed. According to Mr Tavita Timaloa, Acting President of the Association, the idea of this organisation was to form a group to assist Samoan people in areas of employment, housing and education, for young people and their families. To achieve this effectively, members realised that the Association had to expand its vision: Tavita stated, “Aiga Samoa is in its third year and has 138 members on its books. The Association was formed initially just to cater for the Samoan population of Deception Bay. But with the many Samoans migrating from the South to the North of Brisbane, the Association decided to extend their outreach from Deception Bay to cater for all Samoans north of Brisbane.” Tavita continued to describe the structure and operations of the Association. He explained that every year a new board is elected. The Association is chaired by the President who is assisted by his or her Vice President, Secretary and Treasurer. Meetings are held every Monday fortnight at the President's house from 6:00pm to 9:00pm. In addition to the executive committee, there are six committees. One of the subcommittees comprises a Council of Chiefs, and chaired by Afoa Siaosi. There are an estimated 200 Samoan chiefs in the Shire but only a few take an active role in leadership in church and community activities, and primarily come together in their capacity as Samoan chiefs to officiate during cultural ceremonies. The second subcommittee, a Council of Ministers was formed and chaired by Reverend Osa Nanai. There are approximately ten Samoan ministers from different denominations. The majority comes from Pentecostal traditions like the Assembly of God. The rest are comprised of Protestant, Catholic, Methodist and Seventh Day Adventist. The third subcommittee focuses on the issues of women and chaired by Sala Pule. The women's network is a very large one but, by and large, they usually meet in small groups associated with their particular churches. Typically they only come together when there is a community ceremony of some kind or another. The fourth subcommittee is concerned with youth issues and chaired by Ioane Tilo. The youth programs are the biggest program group in the Association and focus on sports and recreation, arts and culture, and intergenerational issues.
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The fifth committee consists of an awareness group for older people and chaired by Vaeluaga Pelite. This group is the smallest in the Association but growing. Their focus is to provide opportunities to assist older members of the community and provide support for home help if required. The sixth subcommittee is a working group for business people and chaired by So’oialo Fa’avela. There are only a few Samoan businesses in the Shire so the focus of this group is to help Samoans develop business ideas and establish business enterprises, utilising their personal, social and cultural skills. The subcommittees mentioned above comprise between four and eight people who are expected to meet each month and report back to the executive on a monthly basis as well. The responsibility of the committee members is to get out into the community to identify any grievances or new ideas that the Samoan community may have. It is from this subcommittee that a report is presented to the board so they are aware of what the Samoan community wants from their Association. In turn the representatives report back to their subcommittee with answers to their questions and any other information relating to that group. This may include contact details for community organisations, local and state government agencies and up-todate information on service possibilities and grant options. Aiga Samoa has representation on the Community Council of Deception Bay, Community Renewal and in the local schools of Deception Bay, Redcliffe and Caboolture. Its activities include a Siva (dance) for the Samoan Community on a regular basis. Their dance troupe is sent frequently to perform Samoan dances in festivals around Deception Bay, Redcliffe, Caboolture, Pine Rivers and Brisbane. Aiga Samoa also showcases Samoan culture through traditional cooking and crafts. Aiga Samoa has facilitated the development of cultural performance groups within the schools and community; taken young people away on camps to train them in Samoan traditions and arranged recreational activities including forming kirikitti (Samoan cricket), football, and volley ball teams. One Samoan young person said, “Hanamenn treasures his culture and promotes it with passion.” Another Samoan young person reiterated this comment, “We love the way Hanamenn does it. He expresses it from the heart.” Denise Brownian, ESL Teacher for Deception Bay, said, “He focuses in his work on the large number of Samoans, but also works with Tongans, Maoris, Fijians and even Filipinos.” Sandra Lupi, Facilitator of the Community Renewal Program in Deception Bay, agreed, “Hanamenn always supports other groups, not just his own.” As Tavita stated, “The Aiga Samoa Association was the brain child of Hanamenn Hunt. It is in its third year and membership has increased dramatically in the last year.”
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Hanamenn, more circumspectly concludes, “Aiga Samoa is going through some tough times at the moment due to a lack of leadership and passion. These committees are supposed to meet each month and report back to the executive but they have not been very successful as far as performance is concerned, due to the lack of time and commitment from the various committee leaders. However, they have been successful in gathering and disseminating information, and the organisation has helped bring the people together, unite them in various community activities and develop a spirit of unity despite the different religions.”
2. Promoting Positive Community Relations The project worker has undertaken a range of initiatives which have laid the foundations for promoting positive community relations between the Pacific Islander people and wider communities in the Bay. Hanamenn facilitated Pacific Islander participation in the Building Better Communities Course which he co-facilitated with Praxis Community Co-op. Through his involvement, he contributed to the enhancement of knowledge and skills required for community participation for the twelve Samoan participants, three of whom have since taken on key leaderships roles in the community. Hanamenn has also encouraged Samoan involvement in volunteering for the committees of community organisations including the Police & Citizens Youth Club (PCYC), Deception Bay Community Youth Services and 4OUR Radio, the local radio station. As cultural entertainment plays an important role in bridging the cross-cultural divide, Hanamenn regarded it as a high priority to ensure that Samoan young people and their elders contributed to local school events through their cultural performances. In all, there have been seven dance groups organised with five in local schools at Deception Bay High, Dakabin High, Deception Bay State School, Deception Bay North State School, and Moreton Downs State School. Most of these dance groups have performed during the various school assemblies. The school based performance groups vary in size from fifteen to thirty performers. Late last year all the year 2 classes in Deception Bay State School - more than 60 students - joined the Samoan students in the performance of a Samoan action song. A clear demonstration of its success has been the many invitations by Education Queensland and Caboolture Shire Council for the Deception Bay High Dance Group, comprising twelve adults and 23 young people aged between seven and eighteen, to perform at their festivals and special events. The group has been invited to perform at multicultural festivals in Caboolture, Brisbane, and the Sunshine Coast. The 'Myths and Legends of Samoa' performance in Deception Bay was a stand-out show of last year. Some of
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the members are exploring the possibility of performing at a professional level. One Samoan young person stated, “Hanamenn breaks down a lot of barriers.” Pat Weakley, Principal of Deception Bay State School, put it another way, “Hanamenn builds bridges.” Leanne Spicer, Administrative Assistant, Community Renewal Program agrees, “It’s really good since Hanamenn came. Before he came on the scene, the Samoans were out on the edge. Now they've really gotten involved.” Chris Whiting, local Councillor of Deception Bay states plainly, “I could identify three community leaders opposed to the Samoan community but Hanamenn was able to bring them around a full 180 degrees. It's not a real community event now unless the Samoan community is involved. The Samoan dances blow everybody away!” Don McNicol, Sales Manager of Deception Bay Shopping Centre, says, “Hanamenn organised a talent quest at the Centre that ran for a week. It was brilliant.”
3. Addressing Community Issues The project has achieved much in terms of addressing the social issues facing the Pacific Islander people including literacy, unemployment across the age spectrum, poor education and low retention rates, unsuitable public housing, inter-generational and inter-racial conflicts and barriers to accessing community and government services. Below is an array of initiatives which captures the breadth and depth of Hanamenn’s versatility. Hanamenn facilitated Pacific Islander participation in a local conflict resolution course. Two individuals participated in very demanding sessions and passed the course through which they acquired a range of useful mediation skills for dealing with cross-cultural conflict. One of them has now become one of the management team on the Aiga Samoa board and has mediated a number of cross-cultural conflicts between Pacific Islanders and the wider community, with very successful outcomes. Hanamenn has also had remarkable success at mediating conflicts at a variety of venues. At the Deception Bay Skate Park Hanamenn relates that there have been numerous instances in which he had to step in and assist the youth leaders in the Bay with conflicts at PCYC, at the discos and at the Deception Bay Skate Park. Rob Hayes, of Deception Bay Community Youth Programs, says, “There was trouble at the skate park with a few fights happening. We asked for a
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Samoan Chief to come and help us work it out. Hanamenn came and worked out the problem in the park.” There was an instance where some Samoan young people from outside the Bay came in car loads to fight the Anglo youth of the area. When they arrived and saw that Hanamenn was there, they dispersed. Later, a few of them returned. Hanamenn spoke with them and helped to diffuse the situation. That was their last visit and the local Samoan boys started to realise that Hanamenn was constantly around to check on their activities and discipline them if necessary. At Deception Bay Shopping Centre According to Hanamenn, “The Deception Bay Shopping Centre was going through a very difficult period with some of the Pacific Island and Anglo youths causing damage and abuse to clients and customers. There were Samoan, Cook Island and Indigenous young people involved and the Mall Management asked me for some help.” “I intervened by being there during problematic times and spoke with the youths. I’d times take them away from the Centre, either back to school or to a suitable place where we could sit down and talk things over.” “The problem seems to have evaporated overnight since they employed a Samoan security guard.” John Sullivan, Sales Manager of Deception Bay Shopping Centre, states with confidence, “We have some problems. Give Hanamenn a ring and he sorts it out.” Hanamenn realised that additional strategies were required to deal with street and property offences. He worked with the Deception Bay Community Youth Programs in planning strategies to combat a 'gang mentality' among some young people. He decided to involve them in character building activities. Hanamenn recalls, “The Samoan students at Deception Bay High seemed to be the leaders in promoting the wearing of bandanas and meeting together during lunch breaks and after school. The school as well as the Youth Workers in the Bay were concerned because the physical appearance of these young people in the skate parks was quite intimidating to some Anglo Australians. This created a division between the Samoans and the rest of the community.” “I sat down with the Deception Bay Youth Programs and planned strategies to combat this mentality. Rob Hayes and I were quite sure something nasty was going to explode if we did not do something constructive.” “The Samoan boys had a big fight with Anglo Australian boys during a celebration party. The result was not good for the Anglo Australians and it seemed that they now prepared to launch another attack on the Samoans, and this time, guns and knives were mentioned.”
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“I stepped in the next day after I heard about it, met with the leaders among the boys, discussed the matter with the separate groups, brought them together, presented a plan and a major battle was avoided. Ever since then there have been no further gang incidents. The boys are regularly seen doing things together and generally staying out of trouble.” “The character building activities we did at camps and forums gave the boys a chance to express their frustrations and showed them a better way to deal with them.” Trish Ferrier, of Deception Bay Community Youth Programs, stated admiringly, “Hanamenn has the capacity to sit with a person who is racist, and explain his point of view, over and over again, without losing his temper.” Mal Churchill of Deception Bay Police Services said, “Hanamenn's presence makes people feel safe. He knows how to handle the young Samoans who get into strife. And he can solve problems.” Mediating Conflicts at School Another aspect of the role of the Multicultural Liaison Officer was to work intensively with school staff to resolve Pacific Islander young people’s issues. Hanamenn was able to resolve numerous problems between Pacific Islander students, their parents and local school staff, so as to ensure harmonious relations and good educational outcomes. Below are examples of this work in practice: At Deception Bay State High School Hanamenn relates that the Deception Bay High School has a large contingent of Samoan and Islander students and most of them struggle with their studies. They face language and learning difficulties. Such problems are the root cause of high truancy rates and a lack of co-operation in classes. The main problem is the lack of parental involvement in their education and the inability of the school to communicate with the parents effectively. Since Hanamenn’s involvement with the High School, teachers have enjoyed the opportunity to resolve some of the issues that used to frustrate them in the past. Parents have been introduced to the school community and some are now very much involved. Regular meetings with the students have assisted them to raise their own issues and perception and how they could be improved. One Samoan student stated, “There was a problem with racism at our school and Hanamenn talked to the staff and the students. Now we are all much closer and I have made heaps of ‘palangi’ friends.” At Deception Bay State School
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Hanamenn concludes that most of the problems at Deception Bay State School involve Islander students outside the school. These older students from other schools usually went through the schoolyard, making threats and providing distraction during teaching time. Once the perpetrators were identified, Hanamenn met with them, discussed the problem and resolved the situation. This move has helped to save the good reputation that Samoan students have earned at this school. Pat Weakley of Deception Bay State School confirmed, “We needed support in dealing with some Samoan high school boys and Hanamenn dealt with it.” At Deception Bay North State School The Deception Bay North State School has a large population of Samoan students who face behavioural issues as well as learning difficulties. Since Hanamenn’s involvement with this school, staff members have developed a mechanism whereby the parents and the school can work together in trying to solve these problems. The parents are now very supportive and involved with school activities. The next strategy will focus on encouraging Samoan parents to become involved in the Parents and Citizens Committees. Denise Brosnan from Deception Bay North State School states, “The program works well here because of Hanamenn. If you have a problem you can contact him. No-one but Hanamenn can deal with it.” At Moreton Downs State School Some Samoan students at Moreton Downs State School are also responsible for poor behaviour as well as truancy. Teacher student conflicts are overcome with Hanamenn’s intervention. Late last year the school staff and P&C organised a carnival and were astonished by the involvement of the Samoan community. The Samoan segment of the day was the highlight and the traditional Samoan feast was well received. Hanamenn helped to organise this successful event with the assistance of Samoan parents. Daryl Bishop of Moreton Downs State School said, “We had a case of a young Samoan girl wagging school. We contacted Hanamenn and asked him to intervene for us. He did and the young girl's attendance improved. He always follows up and gets back to us.” Ed Robarts, Principal of Moreton Downs State School stated, “We had a cultural festival at the school. Hanamenn was there the whole time and he had a dozen other people helping him too. He is excellent and should be commended highly.” At Morayfield State School At Morayfield, Hanamenn mentioned that some of the Samoan boys were really giving the teachers and students a hard time. Their behaviour was
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reaching frightening and dangerous heights and so the Deputy Principal contacted him through the ESL teacher, Montse Maccarone. Hanamenn met with the Principal and Deputy, then with the whole staff. Following this, Hanamenn met with the boys and visited their parents. Hanamenn undertook some character building activities and explored a range of options. The change that ensued was remarkable and those boys are now model students and doing well at their schooling. Cr Chris Whiting concluded, “Hanamenn has spent an enormous amount of time trying to reduce racial tension between Anglo and Samoan kids. He has been very influential.”
4. Advocating to Government The Multicultural Liaison Officer project has successfully advocated on behalf of Pacific Islander communities to various government agencies. In the process Hanamenn has demonstrated to Samoan people, in practical terms, how to access mainstream services including Centrelink, Queensland Health, Housing Queensland, Education Queensland, Queensland Police Services and the Department of Immigration & Multicultural & Indigenous Affairs. Below are three case examples of the type of advocacy work undertaken by Hanamenn: The first example involved a few families who had no Medicare cards. As they were New Zealand citizens, new DIMIA policies affected their entitlements to government benefits. They could not understand these regulations and hence could not have access to Medicare. After advising them of their options, Hanamenn helped them to complete the application forms and accompanied them to the Medicare office. The second example involved a family on Centrelink payments. They received a letter and a form to be filled out. The father completed the form incorrectly because he did not understand the contents of the form, and returned it. As a result Centrelink ceased all payments. When the family could not access their fortnightly payment, they were in financial trouble. The father went to Centrelink. His grasp of English was not sufficient for him to make himself understood and only made matters worse. After a plea for help, Hanamenn intervened. With some assistance and explanation, the father was able to complete the form correctly and payments were resumed. The third example involved a few Samoan families who had been on the waiting list for public housing for two to three years. They did not know how to inquire about their application. Hanamenn
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introduced them to his contacts in Housing Queensland and explained how they could transact their business. Some families missed out on house allocations because they had not responded to correspondence from the Department or refused to take the first offers out of ignorance of what was expected of them. Hanamenn, acting as an interpreter, helped them resolve these issues. In doing so, Hanamenn enabled them to access Housing Queensland for themselves. Gordon Skidmore of Caboolture Centrelink remarked, “Hanamenn helps to negotiate difficulties. For instance on the 26th of February there was a change in the terms of payment to New Zealanders in Australia and many of the Samoans (who came to Australia via New Zealand) couldn't access payments until they got a permanent residence visa. Hanamenn helped us to get this important information to the Samoan community.” Providing Cross Cultural Training The population of Pacific Islanders has continued to grow. Mainstream service agencies are beginning to see Pacific Islander people access their services. They have quickly realised that their cross cultural communication was not effective and that their messages not comprehended. In response to their requests, Hanamenn conducted cross cultural awareness sessions for a number of government and community groups so that participants had a clearer understanding of a Polynesian worldview and how to engage Polynesian clients. Thus far, Hanamenn has conducted cross cultural awareness sessions with the staff of four schools, 3 forums, 1 business, and 1 community agency. According to Hanamenn, “The cross cultural training sessions with government and community groups have raised the level of awareness amongst those who have direct contact with our people. Community leaders are willing to give the Pacific Islander communities a chance to participate in forums and committees. The teachers are now eager to implement programs within their schools to assist the Islander students. Although the level of understanding is now much higher, unfortunately, a lot of training still has to take place to raise the awareness of some of the key stake holders like community planners and service providers.” James O'Brien of Housing Queensland stated, “We use Hanamenn more as a liaison person with the Samoan community, helping to interpret tenancy rules and to solve tenancy problems. He has also helped us develop new Housing Protocols for sustaining tenancy.” Gail Keilar of Queensland Health stated, “Hanamenn has worked in cooperation with our school health officers on student health issues.” Mal Churchill from the Deception Bay Police Service stated that they always talk with Hanamenn quietly on the side about policing issues in the Bay. Next
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year they are considering asking Hanamenn to run cross cultural awareness training for some of the younger police officers. Exploring Small Business Initiatives Central to the self esteem and wellbeing of any community is their ability to achieve financial security. This was identified as a key strategy for implementation through the Multicultural Liaison Officer project. Hanamenn has explored small business initiatives with a group of Samoan community members and formed the Deception Bay Economic Steering Group. To date, four people are exploring particular business options, with one business in operation. From Hanamenn’s perspective, “Since the employment of the Department of State Development’s Senior Project Officer in Deception Bay, Tavita Timaloa, opportunities have arisen whereby some members of the Samoan community have commenced to explore business ideas and opportunities. The meetings have been very useful.” Negotiating Job Placements In keeping with the need to secure financial independence for Pacific Islander people, Hanamenn has talked with local businesses in the hope of securing employment for Pacific Islander people. Hanamenn has successfully placed three women with Arnotts Biscuit Factory, two men with Man-power Lawn Mowing, a further two men with Kilcoy Meatworks and two full-time and twenty part-time workers with Coconut Kisses Takeaway in Deception Bay. Hanamenn has also provided on-the-job support for employees as well as employers. Hanamenn reflected, “Through my contacts with different businesses, I have been able to open up employment opportunities for unemployed and unskilled workers. The Samoan community is very closely knit and look after each other so I use this strength to seek the co-operation of employees, to influence their bosses through their hard work, and then introduce other hard working Samoans who need employment when the occasion arises.” A young Samoan had a traineeship with the Caboolture Shire Council and was struggling with issues involving his parents. This affected his work and personal life to the point where he had to leave home and quit his traineeship. Hanamenn and staff from the Council sat down and talked about the situation and helped him recognise his potential. Although he resumed his traineeship, personal issues became overwhelming again and he had to withdraw. Other Samoan people have been employed as project workers for a number of community development projects through the Caboolture and Redcliffe Multicultural (CARM) Forum. Denise Brosnan, ESL teacher commented that through funds from the Gambling Community Benefit Fund, the CARM Forum
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has been able to engage five Samoan people for the Multicultural Parent Awareness Strategy project, the Samoan Language & Culture School and the Youth Mentoring project. As a result of initial steps, Samoan people are securing traineeships and paid employment in the local area. John Sullivan from the Deception Bay Shopping Centre has reported that they have now hired their own Samoan security guard. The local Housing Queensland office has engaged a young Samoan as a trainee with the expectation that this temporary position translates into a full time job. The Deception Bay Police Service has applied for a trainee Samoan police officer for the Deception Bay area.
5. Connecting Government & Community with Pacific Islander People In terms of providing linkages between government agencies, the wider community and the Pacific and South Sea Islander people, the program has achieved much. Gordon Skidmore from Centrelink stated emphatically, ”We at Centrelink Caboolture have been developing community partnerships with the Samoan community which is as good as or better than any other community partnerships we have anywhere else in the country. This has been achieved mainly as a result of our connection with Hanamenn.” Hanamenn has liaised and advocated on behalf of the Samoan community with government representatives from the following agencies: o o o Queensland Health to discuss health issues including diabetes Queensland Housing to negotiate tenancy rights, emergency housing, housing stock suitability, evictions Education Queensland to mediate between school, Pacific Islander parents and young people, ensuring better educational outcomes for students The Department of Immigration & Multicultural & Indigenous Affairs to facilitate an accurate information flow to new and aspiring migrants especially from New Zealand and Samoa regarding new DIMIA policies which had huge impacts on their ability to survive financially The Department of Justice to arrange court representation for young Samoan offenders The Deception Bay Police to strengthen crime prevention initiatives Job Networks to assist Pacific Islanders into paid employment The Caboolture Shire Council to negotiate traineeships and support Samoan trainees Primary and Secondary State Schools to support them in their understanding and adoption of the Pacific Islander culture through local festivals, fetes and cultural days.
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He has also facilitated the connection between the Samoan community and the following community organisations and community based planning initiatives: o o o o o o o o o o o o o o o The Community Reference Group of the Community Renewal Program in Deception Bay The Deception Bay Neighbourhood Centre The Deception Bay Community Council The Deception Bay Progress Association Caboolture Respite Services The Police Citizens Youth Club (PCYC) The Deception Bay Community Youth Programmes (DBCYP) The Deception Bay Hall Committee The Caboolture and Redcliffe Multicultural (CARM) Forum The Multicultural Association of Caboolture Shire Inc Deception Bay State High School Deception Bay State School Deception Bay North State School Moreton Downs State School Other community organisations.
Sandra Lupi from the Community Renewal Program reflected that Hanamenn had been able to facilitate Samoan community involvement in Community Renewal and through this in other community organisations like the Progress Association. Cr Chris Whiting reiterated these sentiments by saying, “A lot of people have come to rely on the input of the Samoan community. Two Samoan kids are on the management committee of the PCYC. A group of Samoan residents organised the Deception Bay talent quest. Others have even joined the local chapter of the Lions Club!” James O'Brien from Housing Queensland was prolific in his praise of Hanamenn, and stated, “Making us as an organisation aware of the needs of the Samoans is the biggest thing Hanamenn has done for us. He has helped us develop new Housing Protocols for sustaining tenancy, and Aiga Samoa has signed off on these new guidelines. He has also put culturally appropriate housing issues on the table. It’s a long-term project but he is beginning to get a hearing from policy makers. He's got the standing.”
6. Encouraging Family Cohesion The extended family unit within Pacific Islander communities is historically cohesive. However this unit in the Australian context has experienced great vulnerability and is under constant pressure from the host culture. Conflicts have arisen as a result of the young people compelled to straddle a tightrope existence between a traditional and Bible based culture and the comparatively promiscuous lifestyle of young Australia. These intergenerational tensions have been identified as a priority area for action.
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Cheryl Thurecht from the Deception Bay North State School affirmed Hanamenn’s approach to family cohesion, in encouraging Samoan parents to move away from an over-emphasis on corporal punishment as a deterrent to misbehaviour and to adopt non-violent ways of discipline. She concluded, “The best thing about Hanamenn is his example - his own family.” One of the Samoan young people said that Hanamenn had the ability to work equally well with parents as well as young people and that he was very experienced and went out of his way to help. Hanamenn has achieved the following actions to help ease the pressures on Pacific Islander families as they ‘learn the ropes’ of a different culture: o Established a playgroup for Pacific Islander parents and children by negotiating with the CARM Young People and Education Network, Playgroup Queensland, the Deception Bay Neighbourhood Centre and Pacific Islander representatives Worked individually with Pacific Islander families to address issues regarding disciplining of children, negotiating Polynesian and Australian cultural differences and expectations, and supporting their children through their schooling Promoted involvement in the Multicultural Parent Awareness Strategy project and the Youth Mentor Website project, the Conflict Resolution Course and Building Better Communities courses Supported the development of the Samoan Language and Culture School project held at Deception Bay North State School. Consulted the Council’s Sports and Recreation Planner about developing a weekly sporting program.
o
o
o
o
Sandra Lupi from Community Renewal stated, “He supported a group of Samoan Mums to form their own playgroup with the help of the Playgroup Association. When the Mums comfortable enough to run it themselves, they even invited non-Samoan parents and kids to join.” Denise Brosnan from Deception Bay North State School said, “The YPEN (Young People's Education Network) project teaching Samoan language and culture on Saturday mornings to Samoan children from grades one to three, has just finished and it was quite successful.”
7. Gathering Accurate Data Census data fails to record accurate figures for Pacific Islander people, particularly Samoan, because their number, estimated to be over 3,000 in the Caboolture Shire, are in the main subsumed under the New Zealand count. The reason behind this is that most Samoans have come to Australia via New
35
Zealand, with most of them holding New Zealand citizenship. However, this community’s socio-economic status and characteristics are very different to their non-Samoan New Zealand counterparts. In order to better serve this large culturally and linguistically diverse community, accurate details are essential. As a result, the establishment and maintenance of a database of Pacific Islander people was proposed. The purpose of the database is to communicate effectively with Pacific and Islander residents and so encourage greater levels of awareness raising, networking and participation in community events, projects, planning processes and other initiatives. It is also hoped that this project will diminish the many factions within the Pacific Islander communities which exist along lines of extended family and religious affiliation through the regular flow of information, communication and regular invitations to contribute toward collaborative projects. Planning for this project, funded by Community Renewal, has commenced. In the meantime the membership list of the Aiga Samoa Association is being used as a means of contact with the Pacific Islander people.
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6.00 Project Appraisal
Inevitably the appraisal of the Multicultural Liaison Officer project focuses on the appraisal of the Multicultural Liaison Officer himself - Mr Hanamenn Hunt. To do justice to the appraisal of Hanamenn’s performance, we have decided to evaluate his performance, not in isolation but in the arenas within which he is expected to perform. The context encompasses the separate operating environments of the Caboolture Shire Council, the Community Renewal Program, the Deception Bay community in general, and the Pacific Islander communities in particular. Hanamenn has been employed by the Caboolture Shire Council through funds from the Community Renewal Program. His brief as Multicultural Liaison Officer is to confine the scope of his work to the Deception Bay community in general, and with the Samoan community in particular. Built into the very nature of Hanamenn's work are multiple levels of complexity that are not only complementary but also contradictory. He works in the difficult interface between the ‘formal’ government and the ‘informal’ community sectors, each having its own cultures, rules, regulations and expectations. Inherent in such a complex work is intrinsic role confusion and role conflict which in turn must effect Hanamenn's work quite profoundly. These inherent tensions could be characterised as: o The Tension Between Permanent and Impermanent Work On the one hand, Hanamenn feels he ought to be able to develop an ongoing program of community development. However because ongoing funding cannot be guaranteed how does he proceed? The Tension Between Formal and Informal Work Hanamenn must utilise his informal relationship skills to help resolve the many issues faced by Pacific Islander people in their dealings with formal bureaucracies but Hanamenn is compelled to relate to these agencies adopting formal procedures and protocols. o The Tension Between Local and Non-local Work To be effective in dealing with his constituency in Deception Bay, Hanamenn feels he must work with some organisations at a local level, some at a city-wide level, some at a Shire level and some at a regional level. Ironically he feels that his work outside the local area detracts from his work in the local area as much as it adds to
37
o
it. For example, his work for Qld Health or Housing Qld may take him out of the Shire but it is this contact that produced positive impacts for the future for the local area. o The Tension Between Mono-cultural and Bi-cultural Work Hanamenn also feels he needs to work predominantly with AngloAustralian agencies to help them understand the needs of the Samoan community yet at the same time feels that this understanding can be very slow in coming. Even in responsive organisations like Housing Queensland who are more than willing to introduce small but significant changes like the tenancy protocols, yet they are not so willing to make the big and even more significant changes in terms of providing culturallyappropriate housing stock. o The Tension Between Development and Advocacy Work Hanamenn desires to help the Samoan community integrate into the wider community of Deception Bay. Yet at the same time he has to promote them as not part of the mainstream in order to successfully advocate for his community’s needs. While these expectations are not necessarily mutually exclusive, they usually must be held, to some degree, in a creative tension. o The Tension Between Family and Community Work Hanamenn uses his family in the community to set a positive example of the kind of participation in community development that is beneficial. His family allows Hanamenn to invest enormous amounts of time and energy in the community, and they themselves do likewise. This inevitably puts extraordinary pressure on his family and his health. It becomes quite a balancing act to fulfill one’s own expectations of community involvement and to simultaneously sustain one’s health and family. o The Tension Between Professional and Personal Work Hanamenn uses his credibility in the community to get people 'on side' to mobilise community participation in community development projects and encourage people to invest enormous and ever increasing amounts of time and energy. But, there is also the expectation from the people themselves that if they get 'with the program' the program will deliver. If it doesn't deliver, it can only tarnish Hanamenn's credibility. To carry such amounts of responsibility when the essence of community development is not being able to control people, processes and outcomes, implies its own stress.
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Given these tensions, it is amazing that Hanamenn has managed to achieve anything at all. And the consensus is, that in the last year, he has in fact accomplished a great deal. Mal Churchill from Deception Bay Police Service has applauded Hanamenn’s contribution, “His role has been critical. I've nothing but accolades for the work he has done.” Jeremy Liyanage, Council’s Multicultural Planner commented, “ Hanamenn’s ability to respond without notice is truly amazing. He responds to such a wide range of difficulties because he’s a good negotiator, understands how to get the most from people and situations and does it all with dignity.”
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7.0
Conclusion
In summary, when asked, “What do people think the Multicultural Liaison Officer has done well?” people answered about Hanamenn that he broke barriers, built bridges, befriended enemies, reduced tensions, promoted exchange, provided support, solved problems, organised programs, encouraged participation, developed community. When asked, “Why do people think the Multicultural Liaison Officer has done so well?” people responded that Hanamenn was experienced, set an example, exuded passion, held status in his community, had charisma, demonstrated credibility, was approachable, possesses enormous capacity, is responsible, perseveres. When asked the question, “How do people think the project could work better in the future?” participants stated the following responses: o o o Assure the continuity of the program Secure appropriate funds to make this happen Resolve office issues – some think the office should be relocated with the public tenants group to enable better access. Others think the existing office is well appointed and easy to get to: “People can go there for help without everyone knowing about it.” Ensure sustainability of the worker and program - Denise Brosnan, ESL Teacher for Deception Bay concluded, “If Hanamenn falls under a bus we'll need to find ten people to replace him.” Sandra Lupi of Community Renewal stated, “We need to help Hanamenn work more sustainably and manage his time better.” Slow down expansion so that the workload is achievable Speed up development through recruiting more volunteers Improve planning so that strategic direction is not lost Develop priorities - James O'Brien of Housing Queensland stated, “It's hard for Hanamenn to prioritise between agency and community demands.” Define boundaries – some thought that Hanamenn should only focus on Deception Bay itself while others said that his involvement in wider forums brings advantages to the local area Increase delegation - Hanamenn himself concluded that he needs to co-ordinate a team of multicultural workers rather than run around myself. Denise Brosnan, ESL Teacher said, “Any people working with schools need to be carefully selected, trained and supervised.” Organise timely communications - Cheryl Thurecht of Deception Bay North State School said, “The advertising we get for events has often been too late. We need to be given more notice.” Pat Weakley of Deception Bay State School said, “Hanamenn should put out an A5 fact sheet once every two or three months to keep us informed.” Regularise contacts - Pat Weakley stated, “Hanamenn has been difficult to contact. He needs to put out a flyer with his contact
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o
o o o o
o
o
o
o
o
details and the times and place of his availability. It would be good if Hanamenn came to school assemblies regularly to give him a visible profile.” Manage accountabilities - Myron McCormack Principal of Deception Bay State High School said, “The steering committee needs to help Hanamenn be more accountable and help him help his colleagues to be more accountable. We need these people to be here regularly two days a week, to stay the whole time, and to be present round the school in order to develop the relationships with staff and students that are so essential to working effectively.”
One Samoan young person probably said it best when she said, “Hanamenn is very experienced. He has always worked with people. He’s got good skills. He goes out of his way to help. He gets the job done. But it's more than a job to him. He's a good organiser. He gets involved. He gets his people involved. He wants to promote Samoan and Polynesian people. He never gives up.”
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10.0 Recommendations
When someone as capable as the Multicultural Liaison Officer, Mr Hanamenn Hunt, responds effectively to the myriad of competing demands on his time, skills and energy from a myriad of stakeholders, he creates expectations. In the words of Tavita Timaloa, “Hanamenn has been accountable to the community, lived up to his reputation, and done what was expected of him.” Jeremy Liyanage, Caboolture Shire Council’s Multicultural Planner, has marveled at Hanamenn’s boundless abilities yet recognises its ‘downside’, “Hanamenn has been so fundamentally successful at mediating intractable problems and conflicts, delivering everything from a cultural dance troupe to cross cultural training, getting disadvantaged people jobs or responding to a housing crisis, that his success has been his undoing. When people’s expectations of him are so high because of the caliber of outcome he delivers, how can one man continue to meet the ever growing demands of so many?” This report is testament to an extraordinary worker who brings dignity, passion, understanding and skill to his professional role. The success of this program and the increasing inability to meet growing demands and expectations because of this success, highlights the need to forge a different path if this badly needed initiative is to be sustained. There is a growing realisation within Hanamenn himself that the path already traversed cannot be sustained. What is required is a radical ‘rethink’ so that the types of initiatives which have proved so effective are still delivered but not by one person alone. We need to call upon Hanamenn’s ability to “think outside the square,” says Mal Churchill of Deception Bay Police Service who credits Hanamenn with that ability, to come up with a different modus operandi so that the valuable resource we have in Hanamenn is preserved, strengthened and utilised for years to come. It is our hope that the recommendations listed below will assist Hanamenn and the Cultural Integration Program (CIP) Steering Committee to recognise and travel down this path. The recommendations of this report based on the many conversations held during the evaluation process are as follows:
1. 2.
That the Multicultural Liaison Officer project continues That Mr Hanamenn Hunt be commended for his pioneering efforts to implement a challenging and successful project and asked to continue as the Multicultural Liaison Officer in Deception Bay. That the necessary funding to support and sustain the project in the long term be sought from sources including:
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3.
o
The Youth And Community Combined Action (YACCA) Program of the Department of Families through the Deception Bay Community Youth Programs Regional Managers through a delegation led by the Community Renewal Program Coordinator, representatives of the Shire Council, the Deception Bay Community Council and the local Member Government agencies and community organisations on a fee-for-service basis Other grants and funding opportunities provided by such agencies as Department of Families and the Federal Department of Families and Community Services Department
o
o
o
4.
That the Cultural Integration Program (CIP) Steering Committee itself be strengthened, and that this be made an urgent priority by the Caboolture Shire Council’s Multicultural Planner, Jeremy Liyanage, and Community Renewal Program Facilitator, Sandra Lupi That the CIP Steering Committee attend to the sustainability of the project by means of: o Exploring the most effective ways to help, support and systematise the project Assisting the MLO with greater role definition; time management; project plans, project priorities and project boundaries Developing a different direction for the work through setting limitations on expansion and giving top priority to recruiting volunteers - agreeing to train two highly skilled volunteers and a dozen moderately skilled volunteers Devising a plan for co-ordinating the work of the volunteers, so as to ensure their reliability as well as the quality of their community service provision Encouraging the MLO to adopt more effective systems of time management, attend to core business; identify and deal with distractions; organising regular office hours; arrange regular field visits; make and take calls; read and write reports; create effective communication strategies, manage multiple accountabilities and include time for family and friends.
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5.
o
o
o
o
doc_964310274.pdf
Integration, in the most general sense, may be any bringing together and uniting of things: the integration of two or more economies, cultures, religions (usually called syncretism), etc.
Multicultural Liaison Officer Project
Final Evaluation Report for Caboolture Shire Council
A Community Renewal Program initiative Dave Andrews Community Praxis Co-op
The Cultural Integration Program’s
Multicultural Liaison Officer Project
Final Evaluation Report for Caboolture Shire Council
A Community Renewal Program initiative
An evaluation of the Multicultural Liaison Officer Project was commissioned by the Caboolture Shire Council in November 2002. The project is a joint initiative of the Community Renewal Program and the Caboolture Shire Council. The evaluation was conducted by Dave Andrews, Community Development Consultant with Community Praxis Co-op, in consultation with Jeremy Liyanage, the Caboolture Shire Council’s Multicultural Planner and Tavita Timaloa, the Acting President of the Aiga Samoa Association, who acted as the Cultural Advisor to the project. The research gathering was commenced on 11 November 2002 and completed on 12 February 2003. The report was compiled subsequently by Dave Andrews.
This report is copyright and may not be reproduced in any form without permission of Caboolture Shire Council. Enquiries should be directed to: Community Development Unit Caboolture Shire Council GPO Box 159 CABOOLTURE QLD 4510 Tel: (07) 5420 0211
DISCLAIMER
Any representation, statement, opinion or advice, expressed or implied in this publication is made in good faith, but on the basis that neither Community Praxis Co-op nor Caboolture Shire Council - their agents or employees - are liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss whatsoever which has occurred or may occur in relation to that person taking or not taking (as the case may be) action in respect of any representations, statement or advice referred to in this report. 3
TABLE OF CONTENTS
1.
Executive Summary .....................................................................1
Introduction ..................................................................................... 1 Methodology ................................................................................... 2 Project Outcomes ........................................................................... 2 Recommendations.......................................................................... 3
2.
Project Background. ....................................................................5
The Community Renewal Program ................................................ 5 Needs identification ........................................................................ 5 Initial contact between the Samoan community & Council............. 6 Establishing community infrastructure............................................ 6
3. 4.
Purpose of the Evaluation ...........................................................8 Approach to the Evaluation.........................................................8
Methodology ................................................................................... 8 Objectives of project and evaluation............................................... 11 Plan for the evaluation .................................................................... 14 Questions for the evaluation ........................................................... 15 Participants in the evaluation.......................................................... 15
5.
Project Outcomes.........................................................................19
Sustaining the work ........................................................................ 22 Promoting positive community relationships .................................. 25 Addressing community issues ........................................................ 26 Advocating to government .............................................................. 30 Connecting government & community to Pacific Island people ..... 33 Encouraging family cohesion.......................................................... 34 Gathering accurate data ................................................................. 35
6. 7. 8.
Project Appraisal ..........................................................................37 Conclusion ....................................................................................40 Recommendations .......................................................................42
1.0
Executive Summary
Introduction In order to address the settlement and community integration issues faced by Pacific Islander communities in Deception Bay, the Multicultural Liaison Officer project was conceived. Through funds from the Community Renewal Program, a Multicultural Liaison Officer (MLO) was employed in October, 2001, by the Caboolture Shire Council as the Council’s outreach worker to the Pacific Islander communities. A number of challenging responsibilities were highlighted for action and assigned to the worker, Mr Hanamenn Hunt. The Pacific Islander communities of Deception Bay face the consequences of a low socio-economic status community. Restricted access and opportunity to education, housing, health and employment services due to language and cultural differences, poor resettlement support, erosion of traditional community structures and decision making forums, together with a lack of understanding and recognition of their culture and traditions by the wider community, have an ongoing impact on the welfare of these communities. The Community Renewal Program’s Community Action Plan (CAP) for Deception Bay recognised the hardship faced by Pacific Islander communities, and in particular, Samoan people. The objectives of the Multicultural Liaison Officer project, listed below, were distilled from the many initiatives recorded in that Community Action Plan. Objectives of the project: • • • To nurture and promote the Pacific Islander communities, their culture and traditions To promote positive community relations between the Pacific Islander people and the wider communities of the Bay To address the social issues facing Pacific Islander people including literacy, unemployment across the age spectrum, poor education and low retention rates, unsuitable public housing, inter-racial conflicts and barriers to accessing community and government services To provide linkages between government agencies, the wider community and the Pacific Islander people To encourage family cohesion through addressing intergenerational tensions To establish and maintain a database of Pacific Islander residents in the Shire for effective communication.
• • •
1
This Community Renewal Program has been delivered in cooperation with local residents, community groups, local councils and other government agencies. Methodology The method underlying this evaluation is the Appreciative Inquiry approach (Bernard Mohr: 2001), which seeks to establish not ‘What hasn’t worked’ but ‘What has worked well in this project?’ ‘What conditions were present at those moments to make it work and what changes would allow more of those conditions to prevail?’ In the Appreciative Inquiry approach the following influences and outcomes result: 1. 'Research' seeks to appreciate the reality of what is happening 2. 'Action' takes the best of 'what is' and creates an image of 'what might be' 3. ‘Evaluation’ is collaborative and involves an open and ongoing dialogue with all stakeholders Thus the Appreciative Inquiry approach both serves as a useful management tool to address shortcomings and also assists workers and participants to develop the hidden potential of a project. Project Outcomes In the first twelve months of operation, the Multicultural Liaison Officer project achieved astounding outcomes. The Multicultural Liaison Officer (MLO), Mr Hanamenn Hunt: • • • Established an office and project base at the Urban Renewal Program House, 44 Bailey Road, Deception Bay Liaised and advocated on behalf of Pacific Islander communities with representatives of local, state and federal government agencies Facilitated connections between the Samoan community, government agencies, community organisations and community based planning initiatives Participated in organising community and cultural education for Pacific Islander communities, through the: o o o o Multicultural Parent Awareness Strategy Youth Mentor Website project Pacific Island Playgroup project Samoan Language and Cultural School project
2
•
o o o •
Building Better Communities training course Many cultural events including the Samoa Independence Day Samoan cultural performance groups
Promoted cross-cultural awareness and interaction in Deception Bay through the following activities: o o o o o o Conducting cultural awareness training Intervening in inter-racial conflicts Forming the Deception Bay Economic Steering Group Placing local unemployed Samoans with local employers Inviting Samoans to serve on management committees and join local community organisations Organising multicultural community sports initiatives.
Recommendations The success of this project has been well recognised yet it is this success that has been the project’s shortcoming. The growing demand from community and government agencies for cross cultural training, mediation of inter-racial conflicts, advice regarding Samoan clients, assistance with project planning and implementation, responding to Samoan people facing housing, health or financial emergencies, et cetera, far outstrips the capacity of one worker, albeit a gifted, passionate and highly skilled practitioner, to meet the increasing and unrealistic expectations of so many. The recommendations of this report reflect the need to learn from the success of this project and chart a course which enables effective and valuable initiatives to be further developed in such a way that they are sustained over the long term. The recommendations of this report based on the many conversations held during the evaluation process are as follows:
1.0 2.0
That the Multicultural Liaison Officer project continues That Mr Hanamenn Hunt be commended for his pioneering efforts to implement a challenging and successful project and asked to continue as the Multicultural Liaison Officer in Deception Bay That the necessary funding to support and sustain the project in the long term be sought from sources including: o The Youth And Community Combined Action (YACCA) Program of the Department of Families through the Deception Bay Community Youth Programs
3.0
3
o
Regional Managers through a delegation led by the Community Renewal Program Coordinator, representatives of the Shire Council, the Deception Bay Community Council and the local Member Government agencies and community organisations on a fee-for-service basis Other grants and funding opportunities provided by such agencies as Department of Families and the Federal Department of Families and Community Services Department
o
o
4.0
That the Cultural Integration Program (CIP) Steering Committee itself be strengthened, and that this be made an urgent priority by the Caboolture Shire Council’s Multicultural Planner, Jeremy Liyanage, and Community Renewal Program Facilitator, Sandra Lupi That the CIP Steering Committee sustainability of the project by means of: o attend to the
5.0
Exploring the most effective ways to help, support and systematise the project Assisting the MLO with greater role definition; time management; project plans, project priorities and project boundaries Developing a different direction for the work through setting limitations on expansion and giving top priority to recruiting volunteers - agreeing to train two highly skilled volunteers and a dozen moderately skilled volunteers Devising a plan for co-ordinating the work of the volunteers, so as to ensure their reliability as well as the quality of their community service provision Encouraging the MLO to adopt more effective systems of time management, attend to core business; identify and deal with distractions; organising regular office hours; arrange regular field visits; make and take calls; read and write reports; create effective communication strategies, manage multiple accountabilities and include time for family and friends.
o
o
o
o
4
2.0
Project Background
Introduction The Multicultural Liaison Officer project is a Community Renewal Program initiative in Deception Bay. It is a joint undertaking of the Queensland Government and the Caboolture Shire Council working in partnership to 'help make Deception Bay a great place to live and work'. A twelve-month evaluation of the Multicultural Liaison Officer project was a requirement of the funding agreement. The Community Praxis Co-op was commissioned by Caboolture Shire Council to conduct the evaluation. The Community Renewal Program The Community Renewal Program (CRP) is funded by Department of Housing as part of the Queensland Government's Crime Prevention Strategy, 'Building Safer Communities’. Deception Bay is one of fourteen areas undergoing renewal in Queensland to promote safe, healthy and confident communities. The Community Renewal Program is delivered in cooperation with local residents, community groups, local councils and other government agencies. Needs Identification In the application to Community Renewal, Jeremy Liyanage, the Multicultural Planner with the Caboolture Shire Council, noted that the Pacific Islander people first arrived in Deception Bay in 1984. “Because of their close family and community ties, others followed. Figures estimate that the current Pacific Islander population, in particular the Samoans, to be more than 3000, making this community easily the largest non-English speaking migrant group in the Caboolture Shire and particularly in Deception Bay”. “The Pacific Islander communities in Deception Bay face the consequences of a low socio-economic status community. Restricted access and opportunity to education, housing, health and employment services due to language and cultural differences, poor resettlement support, erosion of traditional community structures and decision making forums, together with a lack of understanding and recognition of their culture and traditions by the wider community, have an ongoing impact on the welfare of these communities”.
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Initial Contact between the Samoan Community & Council In 2000, Mr Hanamenn Hunt, a local Samoan resident made initial contact with Caboolture Shire Council’s Multicultural Planner to discuss the issues of Pacific Islander people and how these might best be addressed. Hanamenn’s major objective was to nurture and promote the Pacific Islander communities so that the opportunities for a good education, employment, good health and overall community wellbeing - available to the wider community - could be realised in time by the Samoan people themselves. Hanamenn, realising that this must be a shared task which required the commitment of the Samoan community as a whole, proposed a means by which this daunting task could be achieved. Hanamenn’s vision was to establish community infrastructure where none existed. Establishing Community Infrastructure The first strategy involved a broad needs analysis of the Pacific Islander communities. The issues were discussed with staff from Caboolture Shire Council who supported Hanamenn in having them placed on the agenda of the newly instigated Community Renewal Program in Deception Bay. Attendance at many Community Reference Group meetings ensured that the needs and issues of these communities found their way into the Community Action Plan. This was now on the public record and plans were underway to apply for Community Renewal funding to tackle these issues. The second strategy was to establish a community association to which Samoan and other Pacific Islander peoples could belong and through which they could be assisted. The Aiga Samoa Association came into being. In order to stay abreast of the issues facing the community, Hanamenn and the executive committee devised a structure consisting of several subcommittees each representing the interests of women, ministers of religion, chiefs, young people, professionals and older people. A representative of each of the subcommittees would attend the Management Committee and represent their constituency. The Aiga Samoa Association was formed to address the social, cultural, economic and political issues of their people, with Aiga Samoa members having already achieved the following: • • • Formed a community organisation with wide representation Identified the needs and issues of Pacific Islander people and insured that they were included in the Community Action Plan Acted to support local primary and secondary schools in their understanding of Pacific Islander young people.
The third strategy aimed at having Pacific Islander people, in particular the Samoan community, recognised by the Caboolture Shire Council. Many
6
members of the community experienced a sense of not belonging and at times feeling unwelcome in the wider Shire community. Through negotiations with Council’s Multicultural Planner, Caboolture Shire Council responded by organising a special recognition ceremony for the Samoan community at which the Council would formally and publicly recognise this community. This occurred when over five hundred Pacific Islander people, elected representatives from local, state and federal governments, community organisations and local residents joined in an aweinspiring event. Caboolture Shire Mayor, Cr Joy Leishman, presented a Statement of Recognition to the Samoan community in which it stated that Council formally recognised the Samoan community as both a distinct cultural group and a valued and integral part of the wider Shire community, and as such extended a warm welcome to its members. The statement went on to commit the Council to ensuring that present and future generations of Samoan people in the Shire would have equality of opportunity to participate in and contribute to the social, cultural, economic and political life of the Shire. The three strategies laid a solid foundation for what was to come.
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3.00 Purpose of the Evaluation
The purpose of evaluation of the Multicultural Liaison Officer Project was to:
1.
Determine how well the objectives of this demonstration project have been met Report on the achievements and non-achievements of the project including the extent to which priority needs have been addressed Identify required changes to objectives to ensure an appropriate and sustainable project Identify a course of innovative actions necessary to increase the future effectiveness of the project Identify unintended actions and consequences And make recommendations regarding the project’s direction, goals and long-term sustainability.
2.
3.
4.
5. 6.
4.0
Approach to the Evaluation
4.1
Methodology
According to Bernard Mohr, (2001), sociological research demonstrates that when people study problems, the number and severity of the problems they identify actually increases; but, when they study human ideals, peak experiences and best practices, these things - not the problems - tend to flourish. So, if the purpose of the evaluation is to review the Multicultural Liaison Officer project in order to enhance its impact and outcomes, instead of asking people, “What hasn't worked?” we should ask them, “What has worked well in this project?” “What conditions were present at those moments and what changes would allow more of those conditions to prevail?” This approach to evaluation is known as 'Appreciative Inquiry'. Appreciative Inquiry the following influences and outcomes result: 1. 'Research' seeks to appreciate the reality of what is happening
8
In
2. 'Action' takes the best of 'what is' and creates an image of 'what might be 3. ‘Evaluation’ is collaborative and involves an open and ongoing dialogue. Thus the Appreciative Inquiry approach can serve as a useful management tool to address shortcomings while assisting workers and participants to develop the hidden potential of a project. There are five phases in the Appreciative Inquiry process: 1. Phase One - Definition Phase one is not concerned about the definition of the problem, nor the definition of a solution but the definition of 'what people would like to know and learn about 2. Phase Two - Discovery Through multiple formal interviews and informal ‘conversations’, the Inquiry process seeks peak experiences and best practice examples on the subject 3. Phase Three - Dream The third phase requires a generalisation of these specific examples which then generates images of 'how the MLO project could be able to function at its best 4. Phase Four - Design The fourth phase concentrates on developing a range of proposals with which the participants consider to be worth experimenting in order to help the project function at its best 5. Phase Five - Delivery The final phase encourages experimentation with options which could deliver increased best practice innovations. This allows celebrating any success at all no matter how big or small. This Evaluation Report will cover the first four phases of an Appreciative Inquiry approach into the Community Renewal Program’s Multicultural Liaison Officer project. The fifth phase is to be implemented by the program participants themselves. However, if the first four phases of the inquiry are done well, then it is reasonable to assume that the fifth phase will follow on as a naturally consequence. As Bernard Mohr (2001) states:
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“The learnings that surround the Appreciative Inquiry process begin to shift the collective image people hold. In their daily encounters members start to create together compelling new images of the future. These images initiate small ripples in how employees think about the work they do, their relationships, their roles and so on. Over time these ripples turn into waves, the more positive questions people ask, the more they incorporate the learnings they glean from those questions in behaviour, and ultimately, infrastructure.”
(Mohr, Bernard: 'Appreciative Inquiry: Igniting Transformative Action' in The Systems Thinker Vol 12 No 1 Pegasus Communications Feb 2001:2)
A central issue that will be addressed in this report on the Multicultural Liaison Officer project is the appraisal of the Multicultural Liaison Officer himself. David Cooperrider and Suresh Srivasta, the originators of Appreciative Inquiry, states that when it comes to a typical performance appraisal: “If you want to evaluate performance (P), then you must evaluate the employee (E). In other words, 'P' = 'E'. Armed with this theory many managers have entered the performance appraisal meeting shaking with the thought of having to pass god-like judgment on some employee. Similarly, the employee arrives at the meeting with an arsenal of defenses, designed to protect his or her hard-won selfesteem. Little genuine communication occurs during the meeting and virtually no problem solving takes place. The paperwork is mechanically completed, then filed away in the personnel office until next year.” So dominant is this typical approach to performance appraisal that 'any alternative goes virtually unnoticed.' The Appreciative Inquiry methodology, however, proposes an alternative approach to performance appraisal: “Performance is a function of the person and the environment. (So) to assess performance there must be an assessment of the individual in relation to the organisational setting in which he or she works and vice-versa. Such an (approach) can help shift the attribution process away from the (unhelpful) person-blame to (a much more helpful) systems analysis.”
(Cooperrider, David & Srivasta, Suresh: ‘Appreciative Inquiry’ in Organizational Life: Research in Organizational Change and Development Vol 1; JAI Press 1987:142)
Hence, in taking an Appreciative Inquiry approach to the evaluation of the project under discussion, we will be taking an Appreciative Inquiry approach regarding the performance appraisal of the Multicultural Liaison Officer, assessing his performance in relation to the setting in which he works.
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4.2
Objectives of Project and Evaluation
In order to conduct the evaluation, information gathered regarding the effectiveness of the MLO position must be compared with the original objectives of the project. These are as follows: • • • To nurture and promote the Pacific Islander communities, their culture and traditions To promote positive community relations between the Pacific Islander people and the wider communities of Deception Bay To address the social issues facing the Pacific and South Sea Islander people including literacy, unemployment across the age spectrum, poor education and low retention rates, unsuitable public housing, intergenerational and inter-racial conflicts and barriers to accessing community and government services To provide linkages between government agencies, the wider community and the Pacific Islander people To encourage family cohesion through addressing intergenerational tensions To establish and maintain a database of Pacific Islander residents in the Shire.
• • •
The above objectives were distilled from the many initiatives recorded in the Community Renewal Program’s Community Action Plan (CAP) for Deception Bay. Below is the source material (objectives and strategies) from which the project’s objectives were derived: Employment
• Objective J: To engender an entrepreneurial culture and build confidence in the local business community o Strategy J1: Build business capacity - Action J1.9: Provide infrastructure support to local Samoan and Indigenous communities to establish a business or network Objective J: To generate training options able to be accessed within Deception Bay o Strategy J2: Initiate ongoing skills development activities - Action J2.2: Develop a skills network within Deception Bay to create infra-structure that can support older people to exchange their skills and service the local community Objective J: To encourage strategic approaches to local and regional economic development o Strategy J3: Encourage youth involvement in the local economic life of the community
•
•
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Action J3.3: Support increases in (post secondary) training opportunities for young people in the local area and the region so that they are relevant and inclusive and linked to industry and predicted economic growth, including developing community training identification plans
•
Objective J: To encourage culturally appropriate and sensitive opportunities for local economic development o Strategy J8: Support economic development initiatives in the Samoan and Indigenous communities - Action J81: To support the Samoan and lndigenous communities to stage cultural events and festivals attracting people from the wider district and Brisbane.
Social, Community and Cultural Development • Objective C: To build capacity and develop pathways and structures that connect the community and government ensuring sustainable community outcomes o Strategy C2: Further develop and support networks between community groups both formally and informally - Action C2.11: Ensure that local committees of management include residents and are also inclusive of young people and diverse cultural groups - Action C2.5: Explore opportunities for the employment of local community cultural development workers to work with the Samoan and Indigenous communities Objective C: To strengthen the capacity to generate programs and services in response to social, community and cultural needs o Strategy C5: Locate an appropriate range of social and health services within Deception Bay - Action C5.6: That services and programs accessed by residents in Deception Bay undergo cross cultural training including, Samoan and Indigenous communities, to ensure that services are sensitive to the needs of various cultural group - Action C5.7: That government and community sector services engage leaders and representatives from various cultural groups and service providers as a way of ensuring that people are able to overcome language and other barriers to accessing services including health services and Centrelink - Action C5.8: That program, providing sponsorship to the Samoan community for young people to participate in educational and sporting opportunities be established o Strategy C6: Improve the relevance and accessibility of education to all young people in the area - Action C6.3: Actively encourage schools to positively focus on supporting students who believe they are discriminated against by a system that only recognises and rewards 'straight’/’good’ kids - Action C6.6: Establish a liaison position linking the Samoan and Indigenous communities with existing school facilities in the area to ensure that school programs take into account the particular social and cultural needs of the Samoan and Indigenous communities
•
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•
Objective C: To recognise and celebrate the multicultural and cultural diversity of Deception Bay and to improve the wider community's understanding of and relationships with local young people o Strategy C7: To acknowledge and develop a Cultural Planning Network (CPN) and develop components for a cultural planning strategy in Deception Bay - Action C7.3: That opportunities for funding be explored to support the continuation and growth of specific interest groups, including parents, women's, older people's groups, groups involving young people, the girls group, the Samoan Church youth group and the PCYC youth planning committee - Action C7.5: Promote the image of Deception Bay as an area of cultural diversity, utilising opportunities for cultural expression through local festivals and celebrations, market days, curriculum related activities supported through schools, involvement of local media in portraying cultural diversity as a positive asset within Deception Bay and the inclusion of various cultural groups on the Community Council - Action C7.7: That community festivals and celebrations including school fetes encourage representations of cultural diversity through language, food, music, visual arts and dance o Strategy C9: Support traditional community structures of multicultural and Indigenous communities - Action C9.1: Conduct regular Awareness Forums for Samoan and Indigenous communities on issues relating to how to encourage and support their children through the education process, Australian culture and mores and the accessing of services in a way that promotes their active participation - Action C9.2: Investigate options for offering scholarships to Samoan and Indigenous young people deemed to have potential in academic, creative, vocational or sporting pursuits - Action C9.3: Explore ways to build an economic base for Samoan people eg a general business store (Samoan artefacts, clothing, food). Explore the establishment of a Samoan security firm which provides employment for local Samoans and services to the local community - Action C9.4: Establish a Samoan Meeting House based on a traditional model of community leadership and governance by a Council of Chiefs - Action C9.5: Encourage harmonious relations between local Samoan and 'Anglo' students through a local 'homestay' program to build cross cultural trust and understanding - Action C9.6: Explore opportunities for enhanced connection between the Samoan and Indigenous communities and the Caboolture Shire Council through the efforts of the Multicultural Planner.
Public Spaces, Recreational Facilities and Environment • Objective P: Improve the provision and accessibility of public amenities in local parks o Strategy P4: Management and Facility be developed for existing open space plans and recreational facilities and appropriate planning, design, construction and management plans for the building of new facilities in Deception Bay
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-
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Action P4.5: Financial support for the further development of Samoan church communities' programs focusing on working with their young and involving these young people, families and community elders in wider community festivals, events and decision making processes Action P4.11: Include representatives and leaders from Samoan and Indigenous communities in Deception Bay in the development and management of recreation facilities and activities. Representatives to be members of the Area Consultative Committee for Sport and Recreation
Housing • Objective H: To encourage diverse housing options that cater to different age groups, household types and different cultural groups in Deception Bay o Strategy H6: Encourage the development of a diverse range of housing options which maximises affordability and adequately addresses the needs of different age and cultural groups - Action H6.1: To generate housing stock that is able to support extended family social arrangements. This housing stock needs to consider higher numbers of rooms, various communal areas and well designed areas that enable households to recreate and cook outdoors - Action H6.2: To generate the capacity for clusters of households to exist linking cultural groups and that acknowledge the importance of links between grandparents, aunts and uncles and young families - Action H6.3: To create a network of outdoor areas that support a variety of cultural activities including outdoor social gatherings and cultural events - linked to Recreational Masterplans - Action H6.4: To engage a representative leader from the Samoan community as a service provider and liaison point between Housing Queensland and the Samoan community in Deception Bay.
4.3
Plan for the Evaluation
A fifteen-step plan was devised to guide the evaluation and this was adhered to during the four month review process: 1. Read objectives of the Multicultural Liaison Officer project 2. Study the background to the project 3. Scrutinize material about the project 4. Read objectives of the evaluation 5. Consider research options for the evaluation 6. Decide on a research methodology for the evaluation 7. Negotiate the appointment of a local cultural advisor 8. Set up appointments with key stakeholders
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9. Determine who needs to be involved in the conversation(s) 10. Negotiate how to involve those who need to be involved 11. Discuss what people would like to learn about the program 12. Seek peak experiences and best practice examples of the work 13. Create a picture of how the program could function at its best 14. Develop proposals to help the program function at its best 15. Write and submit evaluation report to Caboolture Shire Council.
4.4
Questions for the Evaluation
The following questions were formulated by the researcher and put to the stakeholders either in a face-to-face interview or by telephone if participants were not available or ‘out of town’:
1. Who needs to be involved in the conversation(s)? 2. How can those who need to be involved be involved? 3. What would people like to learn about the project? 4. What has worked really well in the project thus far? 5. What factors were conducive to the project working well? 6. What could improve the future impact and outcomes of the project? 7. What changes will be implemented so that the project is enhanced?
4.5
Participants in the Evaluation
The Project Manager of the Multicultural Liaison Officer provided the researcher with an initial list of stakeholders to be contacted regarding the evaluation. When approached, these people suggested others who they thought were critical to the project. These people were also included in the interview schedule. The outcome of this process was a lengthy list of potential interviewees who would be involved in the ‘conversations’. This list consisted of the following stakeholders: • • Hanamenn Hunt, Multicultural Liaison Officer Program Steering Committee
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o Sandra Lupi o o o o o o • • • • • • • • • • • • • • • • •
Facilitator, Community Renewal Program, Deception Bay Tavita Timaloa Senior Project Officer, State Development & Acting President of Aiga Samoa) Cheryl Thurecht ESL Teacher, Deception Bay North State School Myron McCormack The Principal, Deception Bay State High School Gail Keilar Child Health Team Leader Qld Health, Redcliffe Office Beverly Donovan Manager, Community Services Unit, Department of Families Jeremy Liyanage Multicultural Planner, Caboolture Shire Council
Chris Whiting, (Councillor, Division 6, Caboolture Shire Council) Cesidio Conte (President, Multicultural Association of Caboolture Shire Inc) Gordon Skidmore, Multicultural Services Officer, Centrelink) Chris Hanson (Regional Director, Youth & Community Care, Department of Families) Leanne Spicer, Administrative Assistant, Community Renewal Program, Deception Bay) Trevor Crawford (Police Superintendent, Deception Bay Police Station) Mal Churchill (Police Superintendent, Deception Bay Police Station) Trish Ferrier (Coordinator, Deception Bay Community Youth Services) Rob Hayes (Youth Worker, Deception Bay Community Youth Programs) Don McNicol (Sales Manager, Deception Bay Shopping Centre) John Sullivan (Security Manager, Deception Bay Shopping Centre) Pat Weakley (Principal, Deception Bay State School) Del Latemore (Principal, Deception Bay North State School) Ed Robarts (Principal, Moreton Downs State School) Denise Brosnan (ESL Teacher, Education Qld Murrumbah District) James O’Brien (Manager, Department of Housing, Redcliffe) Elizabeth Hunt (Pacific Islander young person).
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As a general approach, it was decided to interview the stakeholders on an individual basis. However, when considering interviews with Samoan people, Mr Tavita Timaloa, the Samoan Cultural Advisor for the project, suggested that the most effective way to engage Samoan people in the ‘conversations’ was to talk with them on a collective basis. Two focus groups, one for the older people and one for younger people were organised through the Aiga Samoa Association. The interviews were arranged wherever possible as face-to-face discussions. In two cases, with Cesidio Conti and Gail Keilar, the interviews were conducted by telephone. Even though an hour was allocated for each interview, most interviewees felt that after half an hour they had stated as much as they were able. Interviews that extended beyond the hour’s duration were the ones in which more than one person was present. The interviews were conducted as an open-ended conversation, developed around open questions: Most people answered these questions verbally while the interviewer took notes. However, both Tavita and Hanamenn answered specific follow-up questions about the Aiga Samoa Association and the Multicultural Liaison Officer project in written form.
NOTE - All the interviewees made a point of asking for a copy of the final report. Hence this report has been written with that particular request in mind.
A - Discussion Groups Focus Aiga Samoa Samoan Youth Status Older Samoan Community Samoan Young People Discussions 06.30pm, 29/1/03 07.00pm, 16/12/02
B - Personal Interviews Name Hanamenn Hunt Cr Chris Whiting Jeremy Liyanage Sandra Lupi Leanne Spicer Trevor Crawford Organisation Caboolture Shire Council Caboolture Shire Council Caboolture Shire Council Community Renewal Program, Deception Bay Community Renewal Program, Deception Bay Deception Bay Police Service Interviews 01.00pm, 25/11/02 10.00am, 02/12/02 01.00pm, 23/12/02 09.00am, 12/02/03 02.30pm, 25/11/02 11.00am, 25/11/02 Unavailable - on
leave
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Mal Churchill Gordon Skidmore Chris Hanson Beverly Donovan James O'Brien Gail Keilar Myron McCormack Pat Weakley Del Latemore Ed Robarts Darryl Bishop Denise Brosnan Cheryl Thurecht Trish Ferrier Rob Hayes Don McNicol John Sullivan Tavita Timaloa
Deception Bay Police Service Caboolture Centrelink Dept of Families, Caboolture Dept Of Families, Caboolture Dept Of Housing, Redcliffe Dept of Health, Redcliffe Deception Bay State High School Deception Bay State School Deception Bay North State School Principal Moreton Downs State School Principal Moreton Downs State School Deputy Principal Education Queensland Education Queensland Deception Bay Community Youth Programmes Manager Deception Bay Community Youth Programmes Worker Deception Bay Shopping Centre Deception Bay Shopping Centre Aiga Samoa
02.00pm 16/12/02 09.00am, 02/12/02 01.30pm, 03/12/02 01.30pm, 03/12/02 12.00pm, 16/12/02 12.00pm, 13/12/02 09.30am, 03/12/02 02.00pm, 02/12/02 02.30pm, 26/11/02 02.30pm, 03/12/02 02.30am, 03/12/02 09.00am, 25/11/02 09.00am, 25/11/02 03.30pm, 16/12/02 03.30pm, 16/12/02 11.30am, 02/12/02 11.30am, 02/12/02 12.00pm, 25/11/02 07.00pm, 16/12/02 06.30pm, 29/1/03 01.15pm, 19/12/02
(By phone - in Melbourne)
Ces Conti
Multicultural Association of Caboolture Shire
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5.00 Project Outcomes
The Multicultural Liaison Officer was employed in October, 2001 by the Caboolture Shire Council as the Council’s outreach worker to the Pacific Islander communities of Deception Bay. A number of challenging responsibilities were highlighted for action and assigned to the worker, Mr Hanamenn Hunt. These included the following: • • To enable traditional processes of community leadership and governance to be reintroduced To ensure the passing on of cultural knowledge (traditional performances, song, stories, making of artefacts, clothing, etc) by Chiefs to Pacific Islander young people, together with other young people, to engender self esteem as a deterrent against crime To liaise between Pacific students (at primary and secondary school levels), their parents and school staff to ensure harmonious relations and positive education outcomes for students within Deception Bay To facilitate cultural ceremonies, performances, workshops, open days and recreational activities To develop employment generating cottage industries (eg. cultural paintings, artefacts, cultural performers, food outlets, etc) to meet the demand of both the Samoan community in Queensland as well as the broader Queensland community To liaise with departmental staff to progress the issues of Pacific Islander people across the government portfolio areas of Families, Education, Housing, Health, Employment, Employment & Training, Police and Corrective Services To conducting regular community education sessions for Pacific Islander people on how to support their children through the education process, learn about Australian culture and mores and to access services.
•
• •
•
•
In the first twelve months of the Multicultural Liaison Officer project, the worker achieved many of the stated outcomes and laid the foundation for additional initiatives. By October, 2002 the MLO had implemented the following initiatives: • Establish an office and program base at the Urban Renewal Project House at 44 Bailey Road, Deception Bay
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•
Liaised and advocated on behalf of the Samoan community with government representatives from the following agencies: o o o Queensland Health to discuss health issues including diabetes Queensland Housing to negotiate tenancy rights, emergency housing, housing stock suitability, evictions Education Queensland to mediate between school, Pacific Islander parents and young people, ensuring overall better educational outcomes for students The Department of Immigration & Multicultural & Indigenous Affairs to facilitate an accurate information flow to new and aspiring migrants especially from New Zealand and Samoa regarding new DIMIA policies which impact significantly on their ability to survive financially The Department of Justice to arrange court representation for young Samoan offenders The Deception Bay Police to strengthen crime prevention initiatives Job Networks to assist Pacific Islanders into paid employment The Caboolture Shire Council to negotiate traineeships and support Samoan trainees Primary and Secondary State Schools to support them in their understanding and adoption of the Pacific Islander culture through local festivals, fetes and cultural days.
o
o o o o o
•
Facilitated the connection between the Samoan community and the following community organisations: o o o o o o o o o o o Community Renewal Program in Deception Bay The Deception Bay Neighbourhood Centre The Deception Bay Community Council Caboolture Respite Services The Police Citizens Youth Club (PCYC) The Deception Bay Community Youth Programmes (DBCYP) Deception Bay State High School Deception Bay State School Deception Bay North State School Moreton Downs State School Other community organisations.
•
Participated in organising community and cultural education for the Samoan community, through the: o Parent Awareness Strategy – an initiative which enables Samoan parents to increase their awareness of the education system and how to support heir children through their schooling Youth Mentor Website Project – through which Samoan young people develop computer and web based skills that are used to develop and maintain the Samoan Youth Zone site
o
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o
o
o
o
Playgroup Project - which has attracted Pacific Islander parents and members of the wider community to a weekly playgroup Samoan Language and Cultural School Project – as a means of encouraging and sustaining the Pacific Islander language and culture. Research has determined that fluency in one’s first language enables a more effective learning of a second and subsequent languages Building Better Communities community work training course – with the aim of developing skills necessary for effective community involvement Many cultural events including the Samoa Independence Day celebrations with Aiga Samoa, the Recognition Ceremony at which Caboolture Shire Council formally recognised the presence and contribution of the Samoan community to the life of the wider Shire community, and birthday celebrations for the Elderly within the Samoan community.
•
Developed Samoan cultural groups for community relations building and cultural exchange, and included the following groups: o o o The Samoan Youth Group The Samoan Youth Dance Group The Deception Bay High School Dance Troupe who provide traditional Samoan food, cultural dances and performances at community festivals, and in particular a night which highlighted the Myths and Legends of Samoa.
•
Promoted cross-cultural awareness and interaction in Deception Bay through the following activities: o o o o o o Conducting cultural awareness training with local agencies and schools Intervening in cultural conflicts in local agencies, schools and shops Forming the Deception Bay Economic Steering Group to explore opportunities for employment generation Placing local unemployed Samoans with local employers Providing placement support for Samoan employees and their employers Inviting Samoans to become members of local community organisations and supporting them to serve on the management committees of these organisations Starting a multicultural sports team for young people in Deception Bay Organising a multicultural sports event that involved the whole community.
o o
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The outcomes of the Multicultural Liaison Officer project as compared with the project objectives have been documented in quarterly reports and have been commented on by the participants in the evaluation of the project. What follows are the responses from the participants of the evaluation, the results of the many ‘conversations’, organised under the following headings: 1. 2. 3. 4. 5. 6. 7. Sustaining the work Promoting positive community relations Addressing community issues Advocating to government Connecting government and community with Pacific Islander people Encouraging family cohesion Gathering accurate data.
1. Sustaining the work In order to nurture and promote the culture and traditions of the Pacific Islander communities and to sustain the work in the long term, the project has focused on two strategies - the establishment of a community rallying point and symbol and the creation of organisational infrastructure. Establishing a Community Symbol The Fale Fono (Samoan long house) is a large open-air facility on a raised platform and utilised for community governance meetings, the commemoration of life events and the celebration of culture. If one travels to Samoa, every extended family has constructed a Fale Fono, with the largest of the structures reserved for village use. They are a grand and imposing structure, a constant reminder of the strength, passion and discipline of the Pacific Islander communities. Witnessing the gradual fracturing of traditional and close knit community ties of the Pacific Islander communities as they commence to renegotiate their lives in a very different Australian context, Hanamenn’s and others’ vision was to provide a symbol and constant reminder of their strong and disciplined culture to those whose settlement experience was anything but ideal. The construction of a Fale Fono in Deception Bay would serve a community esteem-building purpose. The Fale Fono was identified as essential infrastructure for retaining Pacific Island culture in a new context, conducting community education, exploring new approaches to community governance based on a traditional ‘Council of Chiefs’ model and performing cultural events and ceremonies. This project concept was further developed by Samoan community members and Council and submitted for Community Renewal Program funding. Through the support of Cr Chris Whiting, Mayor Joy Leishman, staff of Caboolture Shire Council, the Samoan community and many wider community agencies and residents, a germ of an idea - the construction of a
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Fale Fono - has moved from the implausible into the realm of the possible. Hanamenn has organised public meetings, community consultations and delicate negotiations to advance the cause of the Fale Fono, working closely with the local Councillors, Council staff and the community. Creating Community Infrastructure In order to sustain the work into the future, the viability of the Aiga Samoa Association is critical, and plans to ‘ground’ and strengthen the Association were discussed. According to Mr Tavita Timaloa, Acting President of the Association, the idea of this organisation was to form a group to assist Samoan people in areas of employment, housing and education, for young people and their families. To achieve this effectively, members realised that the Association had to expand its vision: Tavita stated, “Aiga Samoa is in its third year and has 138 members on its books. The Association was formed initially just to cater for the Samoan population of Deception Bay. But with the many Samoans migrating from the South to the North of Brisbane, the Association decided to extend their outreach from Deception Bay to cater for all Samoans north of Brisbane.” Tavita continued to describe the structure and operations of the Association. He explained that every year a new board is elected. The Association is chaired by the President who is assisted by his or her Vice President, Secretary and Treasurer. Meetings are held every Monday fortnight at the President's house from 6:00pm to 9:00pm. In addition to the executive committee, there are six committees. One of the subcommittees comprises a Council of Chiefs, and chaired by Afoa Siaosi. There are an estimated 200 Samoan chiefs in the Shire but only a few take an active role in leadership in church and community activities, and primarily come together in their capacity as Samoan chiefs to officiate during cultural ceremonies. The second subcommittee, a Council of Ministers was formed and chaired by Reverend Osa Nanai. There are approximately ten Samoan ministers from different denominations. The majority comes from Pentecostal traditions like the Assembly of God. The rest are comprised of Protestant, Catholic, Methodist and Seventh Day Adventist. The third subcommittee focuses on the issues of women and chaired by Sala Pule. The women's network is a very large one but, by and large, they usually meet in small groups associated with their particular churches. Typically they only come together when there is a community ceremony of some kind or another. The fourth subcommittee is concerned with youth issues and chaired by Ioane Tilo. The youth programs are the biggest program group in the Association and focus on sports and recreation, arts and culture, and intergenerational issues.
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The fifth committee consists of an awareness group for older people and chaired by Vaeluaga Pelite. This group is the smallest in the Association but growing. Their focus is to provide opportunities to assist older members of the community and provide support for home help if required. The sixth subcommittee is a working group for business people and chaired by So’oialo Fa’avela. There are only a few Samoan businesses in the Shire so the focus of this group is to help Samoans develop business ideas and establish business enterprises, utilising their personal, social and cultural skills. The subcommittees mentioned above comprise between four and eight people who are expected to meet each month and report back to the executive on a monthly basis as well. The responsibility of the committee members is to get out into the community to identify any grievances or new ideas that the Samoan community may have. It is from this subcommittee that a report is presented to the board so they are aware of what the Samoan community wants from their Association. In turn the representatives report back to their subcommittee with answers to their questions and any other information relating to that group. This may include contact details for community organisations, local and state government agencies and up-todate information on service possibilities and grant options. Aiga Samoa has representation on the Community Council of Deception Bay, Community Renewal and in the local schools of Deception Bay, Redcliffe and Caboolture. Its activities include a Siva (dance) for the Samoan Community on a regular basis. Their dance troupe is sent frequently to perform Samoan dances in festivals around Deception Bay, Redcliffe, Caboolture, Pine Rivers and Brisbane. Aiga Samoa also showcases Samoan culture through traditional cooking and crafts. Aiga Samoa has facilitated the development of cultural performance groups within the schools and community; taken young people away on camps to train them in Samoan traditions and arranged recreational activities including forming kirikitti (Samoan cricket), football, and volley ball teams. One Samoan young person said, “Hanamenn treasures his culture and promotes it with passion.” Another Samoan young person reiterated this comment, “We love the way Hanamenn does it. He expresses it from the heart.” Denise Brownian, ESL Teacher for Deception Bay, said, “He focuses in his work on the large number of Samoans, but also works with Tongans, Maoris, Fijians and even Filipinos.” Sandra Lupi, Facilitator of the Community Renewal Program in Deception Bay, agreed, “Hanamenn always supports other groups, not just his own.” As Tavita stated, “The Aiga Samoa Association was the brain child of Hanamenn Hunt. It is in its third year and membership has increased dramatically in the last year.”
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Hanamenn, more circumspectly concludes, “Aiga Samoa is going through some tough times at the moment due to a lack of leadership and passion. These committees are supposed to meet each month and report back to the executive but they have not been very successful as far as performance is concerned, due to the lack of time and commitment from the various committee leaders. However, they have been successful in gathering and disseminating information, and the organisation has helped bring the people together, unite them in various community activities and develop a spirit of unity despite the different religions.”
2. Promoting Positive Community Relations The project worker has undertaken a range of initiatives which have laid the foundations for promoting positive community relations between the Pacific Islander people and wider communities in the Bay. Hanamenn facilitated Pacific Islander participation in the Building Better Communities Course which he co-facilitated with Praxis Community Co-op. Through his involvement, he contributed to the enhancement of knowledge and skills required for community participation for the twelve Samoan participants, three of whom have since taken on key leaderships roles in the community. Hanamenn has also encouraged Samoan involvement in volunteering for the committees of community organisations including the Police & Citizens Youth Club (PCYC), Deception Bay Community Youth Services and 4OUR Radio, the local radio station. As cultural entertainment plays an important role in bridging the cross-cultural divide, Hanamenn regarded it as a high priority to ensure that Samoan young people and their elders contributed to local school events through their cultural performances. In all, there have been seven dance groups organised with five in local schools at Deception Bay High, Dakabin High, Deception Bay State School, Deception Bay North State School, and Moreton Downs State School. Most of these dance groups have performed during the various school assemblies. The school based performance groups vary in size from fifteen to thirty performers. Late last year all the year 2 classes in Deception Bay State School - more than 60 students - joined the Samoan students in the performance of a Samoan action song. A clear demonstration of its success has been the many invitations by Education Queensland and Caboolture Shire Council for the Deception Bay High Dance Group, comprising twelve adults and 23 young people aged between seven and eighteen, to perform at their festivals and special events. The group has been invited to perform at multicultural festivals in Caboolture, Brisbane, and the Sunshine Coast. The 'Myths and Legends of Samoa' performance in Deception Bay was a stand-out show of last year. Some of
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the members are exploring the possibility of performing at a professional level. One Samoan young person stated, “Hanamenn breaks down a lot of barriers.” Pat Weakley, Principal of Deception Bay State School, put it another way, “Hanamenn builds bridges.” Leanne Spicer, Administrative Assistant, Community Renewal Program agrees, “It’s really good since Hanamenn came. Before he came on the scene, the Samoans were out on the edge. Now they've really gotten involved.” Chris Whiting, local Councillor of Deception Bay states plainly, “I could identify three community leaders opposed to the Samoan community but Hanamenn was able to bring them around a full 180 degrees. It's not a real community event now unless the Samoan community is involved. The Samoan dances blow everybody away!” Don McNicol, Sales Manager of Deception Bay Shopping Centre, says, “Hanamenn organised a talent quest at the Centre that ran for a week. It was brilliant.”
3. Addressing Community Issues The project has achieved much in terms of addressing the social issues facing the Pacific Islander people including literacy, unemployment across the age spectrum, poor education and low retention rates, unsuitable public housing, inter-generational and inter-racial conflicts and barriers to accessing community and government services. Below is an array of initiatives which captures the breadth and depth of Hanamenn’s versatility. Hanamenn facilitated Pacific Islander participation in a local conflict resolution course. Two individuals participated in very demanding sessions and passed the course through which they acquired a range of useful mediation skills for dealing with cross-cultural conflict. One of them has now become one of the management team on the Aiga Samoa board and has mediated a number of cross-cultural conflicts between Pacific Islanders and the wider community, with very successful outcomes. Hanamenn has also had remarkable success at mediating conflicts at a variety of venues. At the Deception Bay Skate Park Hanamenn relates that there have been numerous instances in which he had to step in and assist the youth leaders in the Bay with conflicts at PCYC, at the discos and at the Deception Bay Skate Park. Rob Hayes, of Deception Bay Community Youth Programs, says, “There was trouble at the skate park with a few fights happening. We asked for a
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Samoan Chief to come and help us work it out. Hanamenn came and worked out the problem in the park.” There was an instance where some Samoan young people from outside the Bay came in car loads to fight the Anglo youth of the area. When they arrived and saw that Hanamenn was there, they dispersed. Later, a few of them returned. Hanamenn spoke with them and helped to diffuse the situation. That was their last visit and the local Samoan boys started to realise that Hanamenn was constantly around to check on their activities and discipline them if necessary. At Deception Bay Shopping Centre According to Hanamenn, “The Deception Bay Shopping Centre was going through a very difficult period with some of the Pacific Island and Anglo youths causing damage and abuse to clients and customers. There were Samoan, Cook Island and Indigenous young people involved and the Mall Management asked me for some help.” “I intervened by being there during problematic times and spoke with the youths. I’d times take them away from the Centre, either back to school or to a suitable place where we could sit down and talk things over.” “The problem seems to have evaporated overnight since they employed a Samoan security guard.” John Sullivan, Sales Manager of Deception Bay Shopping Centre, states with confidence, “We have some problems. Give Hanamenn a ring and he sorts it out.” Hanamenn realised that additional strategies were required to deal with street and property offences. He worked with the Deception Bay Community Youth Programs in planning strategies to combat a 'gang mentality' among some young people. He decided to involve them in character building activities. Hanamenn recalls, “The Samoan students at Deception Bay High seemed to be the leaders in promoting the wearing of bandanas and meeting together during lunch breaks and after school. The school as well as the Youth Workers in the Bay were concerned because the physical appearance of these young people in the skate parks was quite intimidating to some Anglo Australians. This created a division between the Samoans and the rest of the community.” “I sat down with the Deception Bay Youth Programs and planned strategies to combat this mentality. Rob Hayes and I were quite sure something nasty was going to explode if we did not do something constructive.” “The Samoan boys had a big fight with Anglo Australian boys during a celebration party. The result was not good for the Anglo Australians and it seemed that they now prepared to launch another attack on the Samoans, and this time, guns and knives were mentioned.”
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“I stepped in the next day after I heard about it, met with the leaders among the boys, discussed the matter with the separate groups, brought them together, presented a plan and a major battle was avoided. Ever since then there have been no further gang incidents. The boys are regularly seen doing things together and generally staying out of trouble.” “The character building activities we did at camps and forums gave the boys a chance to express their frustrations and showed them a better way to deal with them.” Trish Ferrier, of Deception Bay Community Youth Programs, stated admiringly, “Hanamenn has the capacity to sit with a person who is racist, and explain his point of view, over and over again, without losing his temper.” Mal Churchill of Deception Bay Police Services said, “Hanamenn's presence makes people feel safe. He knows how to handle the young Samoans who get into strife. And he can solve problems.” Mediating Conflicts at School Another aspect of the role of the Multicultural Liaison Officer was to work intensively with school staff to resolve Pacific Islander young people’s issues. Hanamenn was able to resolve numerous problems between Pacific Islander students, their parents and local school staff, so as to ensure harmonious relations and good educational outcomes. Below are examples of this work in practice: At Deception Bay State High School Hanamenn relates that the Deception Bay High School has a large contingent of Samoan and Islander students and most of them struggle with their studies. They face language and learning difficulties. Such problems are the root cause of high truancy rates and a lack of co-operation in classes. The main problem is the lack of parental involvement in their education and the inability of the school to communicate with the parents effectively. Since Hanamenn’s involvement with the High School, teachers have enjoyed the opportunity to resolve some of the issues that used to frustrate them in the past. Parents have been introduced to the school community and some are now very much involved. Regular meetings with the students have assisted them to raise their own issues and perception and how they could be improved. One Samoan student stated, “There was a problem with racism at our school and Hanamenn talked to the staff and the students. Now we are all much closer and I have made heaps of ‘palangi’ friends.” At Deception Bay State School
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Hanamenn concludes that most of the problems at Deception Bay State School involve Islander students outside the school. These older students from other schools usually went through the schoolyard, making threats and providing distraction during teaching time. Once the perpetrators were identified, Hanamenn met with them, discussed the problem and resolved the situation. This move has helped to save the good reputation that Samoan students have earned at this school. Pat Weakley of Deception Bay State School confirmed, “We needed support in dealing with some Samoan high school boys and Hanamenn dealt with it.” At Deception Bay North State School The Deception Bay North State School has a large population of Samoan students who face behavioural issues as well as learning difficulties. Since Hanamenn’s involvement with this school, staff members have developed a mechanism whereby the parents and the school can work together in trying to solve these problems. The parents are now very supportive and involved with school activities. The next strategy will focus on encouraging Samoan parents to become involved in the Parents and Citizens Committees. Denise Brosnan from Deception Bay North State School states, “The program works well here because of Hanamenn. If you have a problem you can contact him. No-one but Hanamenn can deal with it.” At Moreton Downs State School Some Samoan students at Moreton Downs State School are also responsible for poor behaviour as well as truancy. Teacher student conflicts are overcome with Hanamenn’s intervention. Late last year the school staff and P&C organised a carnival and were astonished by the involvement of the Samoan community. The Samoan segment of the day was the highlight and the traditional Samoan feast was well received. Hanamenn helped to organise this successful event with the assistance of Samoan parents. Daryl Bishop of Moreton Downs State School said, “We had a case of a young Samoan girl wagging school. We contacted Hanamenn and asked him to intervene for us. He did and the young girl's attendance improved. He always follows up and gets back to us.” Ed Robarts, Principal of Moreton Downs State School stated, “We had a cultural festival at the school. Hanamenn was there the whole time and he had a dozen other people helping him too. He is excellent and should be commended highly.” At Morayfield State School At Morayfield, Hanamenn mentioned that some of the Samoan boys were really giving the teachers and students a hard time. Their behaviour was
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reaching frightening and dangerous heights and so the Deputy Principal contacted him through the ESL teacher, Montse Maccarone. Hanamenn met with the Principal and Deputy, then with the whole staff. Following this, Hanamenn met with the boys and visited their parents. Hanamenn undertook some character building activities and explored a range of options. The change that ensued was remarkable and those boys are now model students and doing well at their schooling. Cr Chris Whiting concluded, “Hanamenn has spent an enormous amount of time trying to reduce racial tension between Anglo and Samoan kids. He has been very influential.”
4. Advocating to Government The Multicultural Liaison Officer project has successfully advocated on behalf of Pacific Islander communities to various government agencies. In the process Hanamenn has demonstrated to Samoan people, in practical terms, how to access mainstream services including Centrelink, Queensland Health, Housing Queensland, Education Queensland, Queensland Police Services and the Department of Immigration & Multicultural & Indigenous Affairs. Below are three case examples of the type of advocacy work undertaken by Hanamenn: The first example involved a few families who had no Medicare cards. As they were New Zealand citizens, new DIMIA policies affected their entitlements to government benefits. They could not understand these regulations and hence could not have access to Medicare. After advising them of their options, Hanamenn helped them to complete the application forms and accompanied them to the Medicare office. The second example involved a family on Centrelink payments. They received a letter and a form to be filled out. The father completed the form incorrectly because he did not understand the contents of the form, and returned it. As a result Centrelink ceased all payments. When the family could not access their fortnightly payment, they were in financial trouble. The father went to Centrelink. His grasp of English was not sufficient for him to make himself understood and only made matters worse. After a plea for help, Hanamenn intervened. With some assistance and explanation, the father was able to complete the form correctly and payments were resumed. The third example involved a few Samoan families who had been on the waiting list for public housing for two to three years. They did not know how to inquire about their application. Hanamenn
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introduced them to his contacts in Housing Queensland and explained how they could transact their business. Some families missed out on house allocations because they had not responded to correspondence from the Department or refused to take the first offers out of ignorance of what was expected of them. Hanamenn, acting as an interpreter, helped them resolve these issues. In doing so, Hanamenn enabled them to access Housing Queensland for themselves. Gordon Skidmore of Caboolture Centrelink remarked, “Hanamenn helps to negotiate difficulties. For instance on the 26th of February there was a change in the terms of payment to New Zealanders in Australia and many of the Samoans (who came to Australia via New Zealand) couldn't access payments until they got a permanent residence visa. Hanamenn helped us to get this important information to the Samoan community.” Providing Cross Cultural Training The population of Pacific Islanders has continued to grow. Mainstream service agencies are beginning to see Pacific Islander people access their services. They have quickly realised that their cross cultural communication was not effective and that their messages not comprehended. In response to their requests, Hanamenn conducted cross cultural awareness sessions for a number of government and community groups so that participants had a clearer understanding of a Polynesian worldview and how to engage Polynesian clients. Thus far, Hanamenn has conducted cross cultural awareness sessions with the staff of four schools, 3 forums, 1 business, and 1 community agency. According to Hanamenn, “The cross cultural training sessions with government and community groups have raised the level of awareness amongst those who have direct contact with our people. Community leaders are willing to give the Pacific Islander communities a chance to participate in forums and committees. The teachers are now eager to implement programs within their schools to assist the Islander students. Although the level of understanding is now much higher, unfortunately, a lot of training still has to take place to raise the awareness of some of the key stake holders like community planners and service providers.” James O'Brien of Housing Queensland stated, “We use Hanamenn more as a liaison person with the Samoan community, helping to interpret tenancy rules and to solve tenancy problems. He has also helped us develop new Housing Protocols for sustaining tenancy.” Gail Keilar of Queensland Health stated, “Hanamenn has worked in cooperation with our school health officers on student health issues.” Mal Churchill from the Deception Bay Police Service stated that they always talk with Hanamenn quietly on the side about policing issues in the Bay. Next
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year they are considering asking Hanamenn to run cross cultural awareness training for some of the younger police officers. Exploring Small Business Initiatives Central to the self esteem and wellbeing of any community is their ability to achieve financial security. This was identified as a key strategy for implementation through the Multicultural Liaison Officer project. Hanamenn has explored small business initiatives with a group of Samoan community members and formed the Deception Bay Economic Steering Group. To date, four people are exploring particular business options, with one business in operation. From Hanamenn’s perspective, “Since the employment of the Department of State Development’s Senior Project Officer in Deception Bay, Tavita Timaloa, opportunities have arisen whereby some members of the Samoan community have commenced to explore business ideas and opportunities. The meetings have been very useful.” Negotiating Job Placements In keeping with the need to secure financial independence for Pacific Islander people, Hanamenn has talked with local businesses in the hope of securing employment for Pacific Islander people. Hanamenn has successfully placed three women with Arnotts Biscuit Factory, two men with Man-power Lawn Mowing, a further two men with Kilcoy Meatworks and two full-time and twenty part-time workers with Coconut Kisses Takeaway in Deception Bay. Hanamenn has also provided on-the-job support for employees as well as employers. Hanamenn reflected, “Through my contacts with different businesses, I have been able to open up employment opportunities for unemployed and unskilled workers. The Samoan community is very closely knit and look after each other so I use this strength to seek the co-operation of employees, to influence their bosses through their hard work, and then introduce other hard working Samoans who need employment when the occasion arises.” A young Samoan had a traineeship with the Caboolture Shire Council and was struggling with issues involving his parents. This affected his work and personal life to the point where he had to leave home and quit his traineeship. Hanamenn and staff from the Council sat down and talked about the situation and helped him recognise his potential. Although he resumed his traineeship, personal issues became overwhelming again and he had to withdraw. Other Samoan people have been employed as project workers for a number of community development projects through the Caboolture and Redcliffe Multicultural (CARM) Forum. Denise Brosnan, ESL teacher commented that through funds from the Gambling Community Benefit Fund, the CARM Forum
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has been able to engage five Samoan people for the Multicultural Parent Awareness Strategy project, the Samoan Language & Culture School and the Youth Mentoring project. As a result of initial steps, Samoan people are securing traineeships and paid employment in the local area. John Sullivan from the Deception Bay Shopping Centre has reported that they have now hired their own Samoan security guard. The local Housing Queensland office has engaged a young Samoan as a trainee with the expectation that this temporary position translates into a full time job. The Deception Bay Police Service has applied for a trainee Samoan police officer for the Deception Bay area.
5. Connecting Government & Community with Pacific Islander People In terms of providing linkages between government agencies, the wider community and the Pacific and South Sea Islander people, the program has achieved much. Gordon Skidmore from Centrelink stated emphatically, ”We at Centrelink Caboolture have been developing community partnerships with the Samoan community which is as good as or better than any other community partnerships we have anywhere else in the country. This has been achieved mainly as a result of our connection with Hanamenn.” Hanamenn has liaised and advocated on behalf of the Samoan community with government representatives from the following agencies: o o o Queensland Health to discuss health issues including diabetes Queensland Housing to negotiate tenancy rights, emergency housing, housing stock suitability, evictions Education Queensland to mediate between school, Pacific Islander parents and young people, ensuring better educational outcomes for students The Department of Immigration & Multicultural & Indigenous Affairs to facilitate an accurate information flow to new and aspiring migrants especially from New Zealand and Samoa regarding new DIMIA policies which had huge impacts on their ability to survive financially The Department of Justice to arrange court representation for young Samoan offenders The Deception Bay Police to strengthen crime prevention initiatives Job Networks to assist Pacific Islanders into paid employment The Caboolture Shire Council to negotiate traineeships and support Samoan trainees Primary and Secondary State Schools to support them in their understanding and adoption of the Pacific Islander culture through local festivals, fetes and cultural days.
o
o o o o o
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He has also facilitated the connection between the Samoan community and the following community organisations and community based planning initiatives: o o o o o o o o o o o o o o o The Community Reference Group of the Community Renewal Program in Deception Bay The Deception Bay Neighbourhood Centre The Deception Bay Community Council The Deception Bay Progress Association Caboolture Respite Services The Police Citizens Youth Club (PCYC) The Deception Bay Community Youth Programmes (DBCYP) The Deception Bay Hall Committee The Caboolture and Redcliffe Multicultural (CARM) Forum The Multicultural Association of Caboolture Shire Inc Deception Bay State High School Deception Bay State School Deception Bay North State School Moreton Downs State School Other community organisations.
Sandra Lupi from the Community Renewal Program reflected that Hanamenn had been able to facilitate Samoan community involvement in Community Renewal and through this in other community organisations like the Progress Association. Cr Chris Whiting reiterated these sentiments by saying, “A lot of people have come to rely on the input of the Samoan community. Two Samoan kids are on the management committee of the PCYC. A group of Samoan residents organised the Deception Bay talent quest. Others have even joined the local chapter of the Lions Club!” James O'Brien from Housing Queensland was prolific in his praise of Hanamenn, and stated, “Making us as an organisation aware of the needs of the Samoans is the biggest thing Hanamenn has done for us. He has helped us develop new Housing Protocols for sustaining tenancy, and Aiga Samoa has signed off on these new guidelines. He has also put culturally appropriate housing issues on the table. It’s a long-term project but he is beginning to get a hearing from policy makers. He's got the standing.”
6. Encouraging Family Cohesion The extended family unit within Pacific Islander communities is historically cohesive. However this unit in the Australian context has experienced great vulnerability and is under constant pressure from the host culture. Conflicts have arisen as a result of the young people compelled to straddle a tightrope existence between a traditional and Bible based culture and the comparatively promiscuous lifestyle of young Australia. These intergenerational tensions have been identified as a priority area for action.
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Cheryl Thurecht from the Deception Bay North State School affirmed Hanamenn’s approach to family cohesion, in encouraging Samoan parents to move away from an over-emphasis on corporal punishment as a deterrent to misbehaviour and to adopt non-violent ways of discipline. She concluded, “The best thing about Hanamenn is his example - his own family.” One of the Samoan young people said that Hanamenn had the ability to work equally well with parents as well as young people and that he was very experienced and went out of his way to help. Hanamenn has achieved the following actions to help ease the pressures on Pacific Islander families as they ‘learn the ropes’ of a different culture: o Established a playgroup for Pacific Islander parents and children by negotiating with the CARM Young People and Education Network, Playgroup Queensland, the Deception Bay Neighbourhood Centre and Pacific Islander representatives Worked individually with Pacific Islander families to address issues regarding disciplining of children, negotiating Polynesian and Australian cultural differences and expectations, and supporting their children through their schooling Promoted involvement in the Multicultural Parent Awareness Strategy project and the Youth Mentor Website project, the Conflict Resolution Course and Building Better Communities courses Supported the development of the Samoan Language and Culture School project held at Deception Bay North State School. Consulted the Council’s Sports and Recreation Planner about developing a weekly sporting program.
o
o
o
o
Sandra Lupi from Community Renewal stated, “He supported a group of Samoan Mums to form their own playgroup with the help of the Playgroup Association. When the Mums comfortable enough to run it themselves, they even invited non-Samoan parents and kids to join.” Denise Brosnan from Deception Bay North State School said, “The YPEN (Young People's Education Network) project teaching Samoan language and culture on Saturday mornings to Samoan children from grades one to three, has just finished and it was quite successful.”
7. Gathering Accurate Data Census data fails to record accurate figures for Pacific Islander people, particularly Samoan, because their number, estimated to be over 3,000 in the Caboolture Shire, are in the main subsumed under the New Zealand count. The reason behind this is that most Samoans have come to Australia via New
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Zealand, with most of them holding New Zealand citizenship. However, this community’s socio-economic status and characteristics are very different to their non-Samoan New Zealand counterparts. In order to better serve this large culturally and linguistically diverse community, accurate details are essential. As a result, the establishment and maintenance of a database of Pacific Islander people was proposed. The purpose of the database is to communicate effectively with Pacific and Islander residents and so encourage greater levels of awareness raising, networking and participation in community events, projects, planning processes and other initiatives. It is also hoped that this project will diminish the many factions within the Pacific Islander communities which exist along lines of extended family and religious affiliation through the regular flow of information, communication and regular invitations to contribute toward collaborative projects. Planning for this project, funded by Community Renewal, has commenced. In the meantime the membership list of the Aiga Samoa Association is being used as a means of contact with the Pacific Islander people.
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6.00 Project Appraisal
Inevitably the appraisal of the Multicultural Liaison Officer project focuses on the appraisal of the Multicultural Liaison Officer himself - Mr Hanamenn Hunt. To do justice to the appraisal of Hanamenn’s performance, we have decided to evaluate his performance, not in isolation but in the arenas within which he is expected to perform. The context encompasses the separate operating environments of the Caboolture Shire Council, the Community Renewal Program, the Deception Bay community in general, and the Pacific Islander communities in particular. Hanamenn has been employed by the Caboolture Shire Council through funds from the Community Renewal Program. His brief as Multicultural Liaison Officer is to confine the scope of his work to the Deception Bay community in general, and with the Samoan community in particular. Built into the very nature of Hanamenn's work are multiple levels of complexity that are not only complementary but also contradictory. He works in the difficult interface between the ‘formal’ government and the ‘informal’ community sectors, each having its own cultures, rules, regulations and expectations. Inherent in such a complex work is intrinsic role confusion and role conflict which in turn must effect Hanamenn's work quite profoundly. These inherent tensions could be characterised as: o The Tension Between Permanent and Impermanent Work On the one hand, Hanamenn feels he ought to be able to develop an ongoing program of community development. However because ongoing funding cannot be guaranteed how does he proceed? The Tension Between Formal and Informal Work Hanamenn must utilise his informal relationship skills to help resolve the many issues faced by Pacific Islander people in their dealings with formal bureaucracies but Hanamenn is compelled to relate to these agencies adopting formal procedures and protocols. o The Tension Between Local and Non-local Work To be effective in dealing with his constituency in Deception Bay, Hanamenn feels he must work with some organisations at a local level, some at a city-wide level, some at a Shire level and some at a regional level. Ironically he feels that his work outside the local area detracts from his work in the local area as much as it adds to
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o
it. For example, his work for Qld Health or Housing Qld may take him out of the Shire but it is this contact that produced positive impacts for the future for the local area. o The Tension Between Mono-cultural and Bi-cultural Work Hanamenn also feels he needs to work predominantly with AngloAustralian agencies to help them understand the needs of the Samoan community yet at the same time feels that this understanding can be very slow in coming. Even in responsive organisations like Housing Queensland who are more than willing to introduce small but significant changes like the tenancy protocols, yet they are not so willing to make the big and even more significant changes in terms of providing culturallyappropriate housing stock. o The Tension Between Development and Advocacy Work Hanamenn desires to help the Samoan community integrate into the wider community of Deception Bay. Yet at the same time he has to promote them as not part of the mainstream in order to successfully advocate for his community’s needs. While these expectations are not necessarily mutually exclusive, they usually must be held, to some degree, in a creative tension. o The Tension Between Family and Community Work Hanamenn uses his family in the community to set a positive example of the kind of participation in community development that is beneficial. His family allows Hanamenn to invest enormous amounts of time and energy in the community, and they themselves do likewise. This inevitably puts extraordinary pressure on his family and his health. It becomes quite a balancing act to fulfill one’s own expectations of community involvement and to simultaneously sustain one’s health and family. o The Tension Between Professional and Personal Work Hanamenn uses his credibility in the community to get people 'on side' to mobilise community participation in community development projects and encourage people to invest enormous and ever increasing amounts of time and energy. But, there is also the expectation from the people themselves that if they get 'with the program' the program will deliver. If it doesn't deliver, it can only tarnish Hanamenn's credibility. To carry such amounts of responsibility when the essence of community development is not being able to control people, processes and outcomes, implies its own stress.
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Given these tensions, it is amazing that Hanamenn has managed to achieve anything at all. And the consensus is, that in the last year, he has in fact accomplished a great deal. Mal Churchill from Deception Bay Police Service has applauded Hanamenn’s contribution, “His role has been critical. I've nothing but accolades for the work he has done.” Jeremy Liyanage, Council’s Multicultural Planner commented, “ Hanamenn’s ability to respond without notice is truly amazing. He responds to such a wide range of difficulties because he’s a good negotiator, understands how to get the most from people and situations and does it all with dignity.”
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7.0
Conclusion
In summary, when asked, “What do people think the Multicultural Liaison Officer has done well?” people answered about Hanamenn that he broke barriers, built bridges, befriended enemies, reduced tensions, promoted exchange, provided support, solved problems, organised programs, encouraged participation, developed community. When asked, “Why do people think the Multicultural Liaison Officer has done so well?” people responded that Hanamenn was experienced, set an example, exuded passion, held status in his community, had charisma, demonstrated credibility, was approachable, possesses enormous capacity, is responsible, perseveres. When asked the question, “How do people think the project could work better in the future?” participants stated the following responses: o o o Assure the continuity of the program Secure appropriate funds to make this happen Resolve office issues – some think the office should be relocated with the public tenants group to enable better access. Others think the existing office is well appointed and easy to get to: “People can go there for help without everyone knowing about it.” Ensure sustainability of the worker and program - Denise Brosnan, ESL Teacher for Deception Bay concluded, “If Hanamenn falls under a bus we'll need to find ten people to replace him.” Sandra Lupi of Community Renewal stated, “We need to help Hanamenn work more sustainably and manage his time better.” Slow down expansion so that the workload is achievable Speed up development through recruiting more volunteers Improve planning so that strategic direction is not lost Develop priorities - James O'Brien of Housing Queensland stated, “It's hard for Hanamenn to prioritise between agency and community demands.” Define boundaries – some thought that Hanamenn should only focus on Deception Bay itself while others said that his involvement in wider forums brings advantages to the local area Increase delegation - Hanamenn himself concluded that he needs to co-ordinate a team of multicultural workers rather than run around myself. Denise Brosnan, ESL Teacher said, “Any people working with schools need to be carefully selected, trained and supervised.” Organise timely communications - Cheryl Thurecht of Deception Bay North State School said, “The advertising we get for events has often been too late. We need to be given more notice.” Pat Weakley of Deception Bay State School said, “Hanamenn should put out an A5 fact sheet once every two or three months to keep us informed.” Regularise contacts - Pat Weakley stated, “Hanamenn has been difficult to contact. He needs to put out a flyer with his contact
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o
o o o o
o
o
o
o
o
details and the times and place of his availability. It would be good if Hanamenn came to school assemblies regularly to give him a visible profile.” Manage accountabilities - Myron McCormack Principal of Deception Bay State High School said, “The steering committee needs to help Hanamenn be more accountable and help him help his colleagues to be more accountable. We need these people to be here regularly two days a week, to stay the whole time, and to be present round the school in order to develop the relationships with staff and students that are so essential to working effectively.”
One Samoan young person probably said it best when she said, “Hanamenn is very experienced. He has always worked with people. He’s got good skills. He goes out of his way to help. He gets the job done. But it's more than a job to him. He's a good organiser. He gets involved. He gets his people involved. He wants to promote Samoan and Polynesian people. He never gives up.”
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10.0 Recommendations
When someone as capable as the Multicultural Liaison Officer, Mr Hanamenn Hunt, responds effectively to the myriad of competing demands on his time, skills and energy from a myriad of stakeholders, he creates expectations. In the words of Tavita Timaloa, “Hanamenn has been accountable to the community, lived up to his reputation, and done what was expected of him.” Jeremy Liyanage, Caboolture Shire Council’s Multicultural Planner, has marveled at Hanamenn’s boundless abilities yet recognises its ‘downside’, “Hanamenn has been so fundamentally successful at mediating intractable problems and conflicts, delivering everything from a cultural dance troupe to cross cultural training, getting disadvantaged people jobs or responding to a housing crisis, that his success has been his undoing. When people’s expectations of him are so high because of the caliber of outcome he delivers, how can one man continue to meet the ever growing demands of so many?” This report is testament to an extraordinary worker who brings dignity, passion, understanding and skill to his professional role. The success of this program and the increasing inability to meet growing demands and expectations because of this success, highlights the need to forge a different path if this badly needed initiative is to be sustained. There is a growing realisation within Hanamenn himself that the path already traversed cannot be sustained. What is required is a radical ‘rethink’ so that the types of initiatives which have proved so effective are still delivered but not by one person alone. We need to call upon Hanamenn’s ability to “think outside the square,” says Mal Churchill of Deception Bay Police Service who credits Hanamenn with that ability, to come up with a different modus operandi so that the valuable resource we have in Hanamenn is preserved, strengthened and utilised for years to come. It is our hope that the recommendations listed below will assist Hanamenn and the Cultural Integration Program (CIP) Steering Committee to recognise and travel down this path. The recommendations of this report based on the many conversations held during the evaluation process are as follows:
1. 2.
That the Multicultural Liaison Officer project continues That Mr Hanamenn Hunt be commended for his pioneering efforts to implement a challenging and successful project and asked to continue as the Multicultural Liaison Officer in Deception Bay. That the necessary funding to support and sustain the project in the long term be sought from sources including:
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3.
o
The Youth And Community Combined Action (YACCA) Program of the Department of Families through the Deception Bay Community Youth Programs Regional Managers through a delegation led by the Community Renewal Program Coordinator, representatives of the Shire Council, the Deception Bay Community Council and the local Member Government agencies and community organisations on a fee-for-service basis Other grants and funding opportunities provided by such agencies as Department of Families and the Federal Department of Families and Community Services Department
o
o
o
4.
That the Cultural Integration Program (CIP) Steering Committee itself be strengthened, and that this be made an urgent priority by the Caboolture Shire Council’s Multicultural Planner, Jeremy Liyanage, and Community Renewal Program Facilitator, Sandra Lupi That the CIP Steering Committee attend to the sustainability of the project by means of: o Exploring the most effective ways to help, support and systematise the project Assisting the MLO with greater role definition; time management; project plans, project priorities and project boundaries Developing a different direction for the work through setting limitations on expansion and giving top priority to recruiting volunteers - agreeing to train two highly skilled volunteers and a dozen moderately skilled volunteers Devising a plan for co-ordinating the work of the volunteers, so as to ensure their reliability as well as the quality of their community service provision Encouraging the MLO to adopt more effective systems of time management, attend to core business; identify and deal with distractions; organising regular office hours; arrange regular field visits; make and take calls; read and write reports; create effective communication strategies, manage multiple accountabilities and include time for family and friends.
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5.
o
o
o
o
doc_964310274.pdf