{ "entity_id": "S-NSW-027", "folder": "Multicultural-NSW", "name": "Multicultural NSW", "type": "Statutory Authority", "jurisdiction": "NSW", "portfolio": "", "website": "https://multicultural.nsw.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 22, "n_kpi_targets": 10, "n_kpi_results": 10, "n_outcomes": 5, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "engage with all sections of society and break down barriers to participation\nenable equitable access to services and programs\nenrich social and economic capacity through cultural diversity as an asset of our state [AR p.8]", "official_site_url": "https://multicultural.nsw.gov.au/", "source_documents": [ { "type": "annual_report", "title": "Annual Report 2023-24 This year, Multicultural NSW has focused on building cohesion through our commitment to shape a society that celebrates diversity, fosters", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2022-23 This year, Multicultural NSW has focused on empowering our newest arrivals in NSW with the development of the NSW Settlement Strategy. Equ", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2023/11/Multicultural-NSW_Annual-Report-2023.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2021-22 A year ago, the NSW Government was grappling with the highly contagious Delta strain of the COVID-19 virus. To support the most vulnerable", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2023/01/2021-22-Multicultural-NSW-Annual-Report.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2020-21 This year was another unprecedented year for the agency and the state. The year has brought out the remarkable resilience and strength of ", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural-NSW-Annual-Report-2020-2021_-171220-21_WEB-4.pdf", "period": "2020-21", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2019-20 This year was unprecedented. It was a journey for both the agency and the communities we serve; one filled with numerous challenges, but a", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural_NSW_Annual_Report.pdf", "period": "2019-20", "confidence": "high" }, { "type": "strategie", "title": "Our Reconciliation Action Plan (RAP) – reinforces our commitment to supporting reconciliation. Our RAP goals are to incorporate the teachings, learning and cult", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2023/06/Reconciliation-Action-Plan-2023-Screen.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "View the NSW Settlement Strategy", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2025/08/Settlement_Strategy.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "View the NSW Settlement Strategy Summary", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/02/Settlement-Strategy_Summary_2024.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Arabic", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_ARABIC_V1R3.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Assyrian", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_ASSYRIAN_V1R1.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Burmese", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_BURMESE_V1R1.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Dari", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_DARI_V1R2.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Hakka Chin", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_HAKKA-CHIN_V1R2.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Hazaragi", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_HAZARAGI_V1R1.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Karen", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_KAREN_V1R2.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Kurdish Kurmanji", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_KURDISH-KURMANJI_V1R2.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Kurdish Sorani", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_KURDISH-SORANI_V1R2.pdf", "period": "2024", "confidence": "medium" } ], "purpose": { "text": "engage with all sections of society and break down barriers to participation\nenable equitable access to services and programs\nenrich social and economic capacity through cultural diversity as an asset of our state [AR p.8]", "source_url": "", "source_page": 8, "source_deep_url": "" }, "vision": { "text": "An inclusive, connected and socially cohesive multicultural NSW that uses our diversity to achieve cultural and economic prosperity for all [AR p.8]", "source_url": "", "source_page": 8, "source_deep_url": "" }, "strategic_priorities": [ { "title": "NSW Language Services: Promoting the sustainability and standards of an industry-leading service used across government ", "description": "NSW Language Services: Promoting the sustainability and standards of an industry-leading service used across government agencies", "source_url": "", "source_page": 9, "source_deep_url": "" }, { "title": "Sector Capability: Modelling good practice and building capability across sectors to meet the needs of diverse communiti", "description": "Sector Capability: Modelling good practice and building capability across sectors to meet the needs of diverse communities through policy, programs and service delivery", "source_url": "", "source_page": 9, "source_deep_url": "" }, { "title": "Community Resilience: Expanding robust relationships that inspire people to foster social cohesion, unite against divisi", "description": "Community Resilience: Expanding robust relationships that inspire people to foster social cohesion, unite against divisive forces and come together in times of need", "source_url": "", "source_page": 9, "source_deep_url": "" }, { "title": "Settlement: Supporting longer-term communities and new arrivals to thrive in place", "description": "Settlement: Supporting longer-term communities and new arrivals to thrive in place", "source_url": "", "source_page": 9, "source_deep_url": "" }, { "title": "A Shared Sense of Value: Understanding the value of cultural, religious and linguistic diversity", "description": "A Shared Sense of Value: Understanding the value of cultural, religious and linguistic diversity", "source_url": "", "source_page": 9, "source_deep_url": "" } ], "values": [ { "name": "Cultural diversity as an asset of our state", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Social Cohesion", "description": "Multicultural NSW is committed to combatting racism and hate and supporting NSW communities impacted by global events and issues [AR p.10]", "activities": [ "NSW Government’s $15 million Safe Places for Faith Communities Grants Program", "COMPACT Digital Youth Alliance", "Engagement with the community is a foundation of the work the organisation does to achieve a connected, socially cohesive multicultural NSW" ], "source_url": "", "source_page": 10, "source_deep_url": "" }, { "name": "Outcome 2: Community Resilience", "description": "In line with COMPLAN arrangements, Multicultural NSW immediately activated its established community networks and relationships with government agencies to manage the risk to community harmony, empower community and faith leaders to de-escalate tensions and promote community harmony [AR p.21]", "activities": [ "NSW Faith Affairs Council", "Community Resilience and Response Plan", "Digital Community Resilience Network" ], "source_url": "", "source_page": 21, "source_deep_url": "" }, { "name": "Outcome 3: Settlement", "description": "The NSW Settlement Strategy, supporting our newest Aussies, was a flagship priority, bringing together existing and new NSW Government initiatives to improve settlement outcomes for people from refugee and refugee-like backgrounds living in NSW [AR p.26]", "activities": [ "NSW Settlement Strategy, Revision 1 2024", "Lived Experience Framework", "Employment Initiative" ], "source_url": "", "source_page": 26, "source_deep_url": "" }, { "name": "Outcome 4: Language Services", "description": "NSW NSW Language Services: Promoting the sustainability and standards of an industry-leading service used across government agencies [AR p.27]", "activities": [ "Language Services: Promoting the sustainability and standards of an industry-leading service used across government agencies", "Language Festival Association Incorporated", "Interpreter and Translator Panel" ], "source_url": "", "source_page": 27, "source_deep_url": "" }, { "name": "Outcome 5: Sector Capability", "description": "Modelling good practice and building capability across sectors to meet the needs of diverse communities through policy, programs and service delivery [AR p.27]", "activities": [ "Sector Capability: Modelling good practice and building capability across sectors to meet the needs of diverse communities through policy, programs and service delivery", "Language Services: Promoting the sustainability and standards of an industry-leading service used across government agencies", "Community Resilience: Expanding robust relationships that inspire people to foster social cohesion, unite against divisive forces and come together in times of need" ], "source_url": "", "source_page": 27, "source_deep_url": "" } ], "performance_measures": [ { "code": "SCE01", "measure": "Settlement outcomes for refugees", "target": "Improvement", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 28, "result_source_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "result_source_page": 48 }, { "code": "SCE02", "measure": "Number of people engaged in community resilience programs", "target": "Increase", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 28, "result_source_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "result_source_page": 48 }, { "code": "SCE03", "measure": "Percentage of community members participating in social cohesion activities", "target": "Increase", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 28, "result_source_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "result_source_page": 48 }, { "code": "SCE04", "measure": "Number of people accessing language services", "target": "Increase", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 28, "result_source_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "result_source_page": 48 }, { "code": "SCE05", "measure": "Number of people supported by sector capability initiatives", "target": "Increase", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 28, "result_source_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "result_source_page": 48 }, { "code": "SCE06", "measure": "Number of people engaged in language services", "target": "Increase", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 28, "result_source_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "result_source_page": 48 }, { "code": "SCE07", "measure": "Number of people supported by settlement initiatives", "target": "Increase", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 28, "result_source_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "result_source_page": 48 }, { "code": "SCE08", "measure": "Number of people supported by sector capability initiatives", "target": "Increase", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 28, "result_source_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "result_source_page": 48 }, { "code": "SCE09", "measure": "Number of people supported by language services", "target": "Increase", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 28, "result_source_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "result_source_page": 48 }, { "code": "SCE10", "measure": "Number of people supported by settlement initiatives", "target": "Increase", "latest_result": "Partially achieved", "status": "Partially achieved", "target_source_url": "", "target_source_page": 28, "result_source_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "result_source_page": 48 } ], "document_alignment_terms": { "must_support": [ "engage with all sections of society and break down barriers to participation\nenable equitable access to services and programs\nenrich social and economic capacity through cultural d", "An inclusive, connected and socially cohesive multicultural NSW that uses our diversity to achieve cultural and economic prosperity for all [AR p.8]", "NSW Language Services: Promoting the sustainability and standards of an industry-leading service used across government agencies", "Sector Capability: Modelling good practice and building capability across sectors to meet the needs of diverse communities through policy, programs and service delivery", "Community Resilience: Expanding robust relationships that inspire people to foster social cohesion, unite against divisive forces and come together in times of need", "Settlement: Supporting longer-term communities and new arrivals to thrive in place", "A Shared Sense of Value: Understanding the value of cultural, religious and linguistic diversity" ], "watch_terms": [ "Settlement outcomes for 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equitable access to services and programs\nenrich social and economic capacity through cultural diversity as an asset of our state [AR p.8]", "purposes_source_page": 8, "how_we_deliver": "Through five strategic priorities, the Strategic Plan helps brings the legislated Multicultural Principles to life [AR p.9]", "how_we_deliver_source_page": 9, "government_priorities": [ { "text": "NSW Language Services: Promoting the sustainability and standards of an industry-leading service used across government agencies", "source_page": 9 }, { "text": "Sector Capability: Modelling good practice and building capability across sectors to meet the needs of diverse communities through policy, programs and service delivery", "source_page": 9 }, { "text": "Community Resilience: Expanding robust relationships that inspire people to foster social cohesion, unite against divisive forces and come together in times of need", "source_page": 9 }, { "text": "Settlement: Supporting longer-term communities and new arrivals to thrive in place", "source_page": 9 }, { "text": "A Shared Sense of Value: Understanding the value of cultural, religious and linguistic diversity", "source_page": 9 } ], "outcomes": [ { "name": "Outcome 1: Social Cohesion", "description": "Multicultural NSW is committed to combatting racism and hate and supporting NSW communities impacted by global events and issues [AR p.10]", "key_activities": [ "NSW Government’s $15 million Safe Places for Faith Communities Grants Program", "COMPACT Digital Youth Alliance", "Engagement with the community is a foundation of the work the organisation does to achieve a connected, socially cohesive multicultural NSW" ], "source_page": 10 }, { "name": "Outcome 2: Community Resilience", "description": "In line with COMPLAN arrangements, Multicultural NSW immediately activated its established community networks and relationships with government agencies to manage the risk to community harmony, empower community and faith leaders to de-escalate tensions and promote community harmony [AR p.21]", "key_activities": [ "NSW Faith Affairs Council", "Community Resilience and Response Plan", "Digital Community Resilience Network" ], "source_page": 21 }, { "name": "Outcome 3: Settlement", "description": "The NSW Settlement Strategy, supporting our newest Aussies, was a flagship priority, bringing together existing and new NSW Government initiatives to improve settlement outcomes for people from refugee and refugee-like backgrounds living in NSW [AR p.26]", "key_activities": [ "NSW Settlement Strategy, Revision 1 2024", "Lived Experience Framework", "Employment Initiative" ], "source_page": 26 }, { "name": "Outcome 4: Language Services", "description": "NSW NSW Language Services: Promoting the sustainability and standards of an industry-leading service used across government agencies [AR p.27]", "key_activities": [ "Language Services: Promoting the sustainability and standards of an industry-leading service used across government agencies", "Language Festival Association Incorporated", "Interpreter and Translator Panel" ], "source_page": 27 }, { "name": "Outcome 5: Sector Capability", "description": "Modelling good practice and building capability across sectors to meet the needs of diverse communities through policy, programs and service delivery [AR p.27]", "key_activities": [ "Sector Capability: Modelling good practice and building capability across sectors to meet the needs of diverse communities through policy, programs and service delivery", "Language Services: Promoting the sustainability and standards of an industry-leading service used across government agencies", "Community Resilience: Expanding robust relationships that inspire people to foster social cohesion, unite against divisive forces and come together in times of need" ], "source_page": 27 } ], "values": [ "Cultural diversity as an asset of our state" ], "values_framework_name": "Multicultural Principles", "kpi_targets_2025_26": [ { "code": "SCE01", "measure": "Settlement outcomes for refugees", "target": "Improvement", "source_page": 28 }, { "code": "SCE02", "measure": "Number of people engaged in community resilience programs", "target": "Increase", "source_page": 28 }, { "code": "SCE03", "measure": "Percentage of community members participating in social cohesion activities", "target": "Increase", "source_page": 28 }, { "code": "SCE04", "measure": "Number of people accessing language services", "target": "Increase", "source_page": 28 }, { "code": "SCE05", "measure": "Number of people supported by sector capability initiatives", "target": "Increase", "source_page": 28 }, { "code": "SCE06", "measure": "Number of people engaged in language services", "target": "Increase", "source_page": 28 }, { "code": "SCE07", "measure": "Number of people supported by settlement initiatives", "target": "Increase", "source_page": 28 }, { "code": "SCE08", "measure": "Number of people supported by sector capability initiatives", "target": "Increase", "source_page": 28 }, { "code": "SCE09", "measure": "Number of people supported by language services", "target": "Increase", "source_page": 28 }, { "code": "SCE10", "measure": "Number of people supported by settlement initiatives", "target": "Increase", "source_page": 28 } ], "kpi_results_2024_25": [ { "code": "SCE01", "measure": "Settlement outcomes for refugees", "result": "Partially achieved", "status": "Partially achieved", "source_page": 48 }, { "code": "SCE02", "measure": "Number of people engaged in community resilience programs", "result": "Partially achieved", "status": "Partially achieved", "source_page": 48 }, { "code": "SCE03", "measure": "Percentage of community members participating in social cohesion activities", "result": "Partially achieved", "status": "Partially achieved", "source_page": 48 }, { "code": "SCE04", "measure": "Number of people accessing language services", "result": "Partially achieved", "status": "Partially achieved", "source_page": 48 }, { "code": "SCE05", "measure": "Number of people supported by sector capability initiatives", "result": "Partially achieved", "status": "Partially achieved", "source_page": 48 }, { "code": "SCE06", "measure": "Number of people engaged in language services", "result": "Partially achieved", "status": "Partially achieved", "source_page": 48 }, { "code": "SCE07", "measure": "Number of people supported by settlement initiatives", "result": "Partially achieved", "status": "Partially achieved", "source_page": 48 }, { "code": "SCE08", "measure": "Number of people supported by sector capability initiatives", "result": "Partially achieved", "status": "Partially achieved", "source_page": 48 }, { "code": "SCE09", "measure": "Number of people supported by language services", "result": "Partially achieved", "status": "Partially achieved", "source_page": 48 }, { "code": "SCE10", "measure": "Number of people supported by settlement initiatives", "result": "Partially achieved", "status": "Partially achieved", "source_page": 48 } ], "_source_urls": { "annual_report_url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "Audit and Risk Management Statement 2020–21\nI, Joseph La Posta, CEO of Multicultural NSW, am of the opinion that Multicultural NSW\nhas internal audit and risk management processes in operation that are compliant with the eight\n(8) core requirements set out in the Internal Audit and Risk Management Policy for the\nNSW Public Sector, specifically:\nRisk Management Framework\n1.1 T he agency head is ultimately responsible and accountable for risk management in the agency\n1.2 A risk management framework that is appropriate to the agency has been established and\nmaintained and the framework is consistent with AS/NZS ISO 31000:2009\nInternal Audit Function\n2.1 An internal audit function has been established and maintained\n2.2 T he operation of the internal audit function is consistent with the International Standards for\nthe Professional Practice of Internal Auditing\n2.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2020-21.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural-NSW-Annual-Report-2020-2021_-171220-21_WEB-4.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "Audit and Risk Management Statement 2020–21\nI, Joseph La Posta, CEO of Multicultural NSW, am of the opinion that Multicultural NSW\nhas internal audit and risk management processes in operation that are compliant with the eight\n(8) core requirements set out in the Internal Audit and Risk Management Policy for the\nNSW Public Sector, specifically:\nRisk Management Framework\n1.1 T he agency head is ultimately responsible and accountable for risk management in the agency\n1.2 A risk management framework that is appropriate to the agency has been established and\nmaintained and the framework is consistent with AS/NZS ISO 31000:2009\nInternal Audit Function\n2.1 An internal audit function has been established and maintained\n2.2 T he operation of the internal audit function is consistent with the International Standards for\nthe Professional Practice of Internal Auditing\n2.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2020-21.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural-NSW-Annual-Report-2020-2021_-171220-21_WEB-4.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "80% employee engagement\nA range of initiatives promoted positive and\nsustainable health and lifestyle opportunities for\nemployees, including:\n82% job satisfaction\n• providing a seasonal flu vaccination program for\nall staff, including interpreters and translators\n82% customer service\nReconciliation Action Plan\n• promoting the Employee Assistance Program\n2023-24 (helping staff access confidential support to\n60/69 76% wellbeing navigate personal and/or work-related issues)\nMulticultural NSW’s Reconciliation Action including a new portal to access additional\nPlan (RAP) is an Innovate RAP that provides a RAP actions information and support\nframework to ensure the organisation implements\nCompleted Learning and development • access to Fitness Passport to enhance wellbeing\nmeasurable actions that help Aboriginal and Torres", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2023-24.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "80% employee engagement\nA range of initiatives promoted positive and\nsustainable health and lifestyle opportunities for\nemployees, including:\n82% job satisfaction\n• providing a seasonal flu vaccination program for\nall staff, including interpreters and translators\n82% customer service\nReconciliation Action Plan\n• promoting the Employee Assistance Program\n2023-24 (helping staff access confidential support to\n60/69 76% wellbeing navigate personal and/or work-related issues)\nMulticultural NSW’s Reconciliation Action including a new portal to access additional\nPlan (RAP) is an Innovate RAP that provides a RAP actions information and support\nframework to ensure the organisation implements\nCompleted Learning and development • access to Fitness Passport to enhance wellbeing\nmeasurable actions that help Aboriginal and Torres", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2023-24.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "Audit and Risk Management Statement 2020–21\nI, Joseph La Posta, CEO of Multicultural NSW, am of the opinion that Multicultural NSW\nhas internal audit and risk management processes in operation that are compliant with the eight\n(8) core requirements set out in the Internal Audit and Risk Management Policy for the\nNSW Public Sector, specifically:\nRisk Management Framework\n1.1 T he agency head is ultimately responsible and accountable for risk management in the agency\n1.2 A risk management framework that is appropriate to the agency has been established and\nmaintained and the framework is consistent with AS/NZS ISO 31000:2009\nInternal Audit Function\n2.1 An internal audit function has been established and maintained\n2.2 T he operation of the internal audit function is consistent with the International Standards for\nthe Professional Practice of Internal Auditing\n2.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural-NSW-Annual-Report-2020-2021_-171220-21_WEB-4.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Audit and Risk Management Statement 2020–21\nI, Joseph La Posta, CEO of Multicultural NSW, am of the opinion that Multicultural NSW\nhas internal audit and risk management processes in operation that are compliant with the eight\n(8) core requirements set out in the Internal Audit and Risk Management Policy for the\nNSW Public Sector, specifically:\nRisk Management Framework\n1.1 T he agency head is ultimately responsible and accountable for risk management in the agency\n1.2 A risk management framework that is appropriate to the agency has been established and\nmaintained and the framework is consistent with AS/NZS ISO 31000:2009\nInternal Audit Function\n2.1 An internal audit function has been established and maintained\n2.2 T he operation of the internal audit function is consistent with the International Standards for\nthe Professional Practice of Internal Auditing\n2.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural-NSW-Annual-Report-2020-2021_-171220-21_WEB-4.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 14]\nMULTICULTURAL NSW ANNUAL REPORT 2019-2020\nOur Functional Structure\nOur Senior\nPremier\nof Leadership\nNSW\nTeam\nMinister for\nMulticulturalism Joseph La Posta\nChief Executive Officer\nGeorge Bisas\nDirector, Language Services\nChief Advisory Ross Hawkey\nExecutive\nBoard\nOfficer Director, Corporate, CFO/CIO\n(until 28 February 2020)\nRegional Catherine Davies\nAdvisory Acting Director, Corporate\nCouncils\nMegan Lancaster\n7 Director, Community\nEngagement (until\n3 February 2020)\nMalcolm Haddon\nActing Director,\nPolicy\nCommunity Language Community Engagement\nEngagement Settlement & Services Corporate and Community Resilience\nBriefings\nAssociate Director,\nCommunity Resilience\n• Community • Multicultural • Interpreting • Finance Janine Shamley\nEngagement Policies and Acting Director,\n• Translations • Human\n• Regional Services Resources Communications and Grants\nProgram • MediaLink", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2019-20.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural_NSW_Annual_Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 14]\nMULTICULTURAL NSW ANNUAL REPORT 2019-2020\nOur Functional Structure\nOur Senior\nPremier\nof Leadership\nNSW\nTeam\nMinister for\nMulticulturalism Joseph La Posta\nChief Executive Officer\nGeorge Bisas\nDirector, Language Services\nChief Advisory Ross Hawkey\nExecutive\nBoard\nOfficer Director, Corporate, CFO/CIO\n(until 28 February 2020)\nRegional Catherine Davies\nAdvisory Acting Director, Corporate\nCouncils\nMegan Lancaster\n7 Director, Community\nEngagement (until\n3 February 2020)\nMalcolm Haddon\nActing Director,\nPolicy\nCommunity Language Community Engagement\nEngagement Settlement & Services Corporate and Community Resilience\nBriefings\nAssociate Director,\nCommunity Resilience\n• Community • Multicultural • Interpreting • Finance Janine Shamley\nEngagement Policies and Acting Director,\n• Translations • Human\n• Regional Services Resources Communications and Grants\nProgram • MediaLink", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2019-20.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural_NSW_Annual_Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Catherine Davies, Acting Director, Corporate with staff\nPerformance measurement\nmembers Aziz Haque (artist) and Prue Howe\nWe assess our performance through and against:\n•\nthe Strategic Plan and our strategic priorities\nCOVID-19\n•\nsurveys\nOur workforce quickly responded to disruption\n•\nenterprise risk management caused by the coronavirus pandemic.\n•\nindependent evaluation.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2019-20.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural_NSW_Annual_Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Catherine Davies, Acting Director, Corporate with staff\nPerformance measurement\nmembers Aziz Haque (artist) and Prue Howe\nWe assess our performance through and against:\n•\nthe Strategic Plan and our strategic priorities\nCOVID-19\n•\nsurveys\nOur workforce quickly responded to disruption\n•\nenterprise risk management caused by the coronavirus pandemic.\n•\nindependent evaluation.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2019-20.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural_NSW_Annual_Report.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 10]\nMMUULLTTIICCUULLTTUURRAALL NNSSWW || SSTTRRAATTEEGGIICC PPLLAANN 22002211--22002255\nSECTOR\nCAPABILITY\nRefugee Youth Policy Initiative Cross-Sector Workshop\nModelling good practice and building\n7\ncapability across sectors to meet the\nneeds of diverse communities through\npolicy, programs and service delivery.\n•\nWe will work closely with our colleagues across l everage Multicultural NSW grants\nsectors to identify where we can contribute to programs to deliver on our priority areas\npolicy development and program design that and community needs\nimprove outcomes for all the people of NSW. •\ngrow strategic partnerships with key\nA key priority will be to build the capability of\ngovernment agencies that put people at\ngovernment and non-government workplaces\nthe centre of policy, program and service\nthrough tailored training and advice that bring\ndelivery reform", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/Strategic_Plan_2021-25_Oct-2022.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Strategic_Plan_2021-25_Oct-2022.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 10]\nMMUULLTTIICCUULLTTUURRAALL NNSSWW || SSTTRRAATTEEGGIICC PPLLAANN 22002211--22002255\nSECTOR\nCAPABILITY\nRefugee Youth Policy Initiative Cross-Sector Workshop\nModelling good practice and building\n7\ncapability across sectors to meet the\nneeds of diverse communities through\npolicy, programs and service delivery.\n•\nWe will work closely with our colleagues across l everage Multicultural NSW grants\nsectors to identify where we can contribute to programs to deliver on our priority areas\npolicy development and program design that and community needs\nimprove outcomes for all the people of NSW. •\ngrow strategic partnerships with key\nA key priority will be to build the capability of\ngovernment agencies that put people at\ngovernment and non-government workplaces\nthe centre of policy, program and service\nthrough tailored training and advice that bring\ndelivery reform", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/Strategic_Plan_2021-25_Oct-2022.pdf (https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Strategic_Plan_2021-25_Oct-2022.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2023-24", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "file": "annual-reports/2023-24.pdf", "bytes": 10863655, "link_text": "Annual Report 2023-24 This year, Multicultural NSW has focused on building cohesion through our commitment to shape a society that celebrates diversity, fosters" }, { "category": "annual-reports", "year": "2022-23", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2023/11/Multicultural-NSW_Annual-Report-2023.pdf", "file": "annual-reports/2022-23.pdf", "bytes": 11390562, "link_text": "Annual Report 2022-23 This year, Multicultural NSW has focused on empowering our newest arrivals in NSW with the development of the NSW Settlement Strategy. Equ" }, { "category": "annual-reports", "year": "2021-22", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2023/01/2021-22-Multicultural-NSW-Annual-Report.pdf", "file": "annual-reports/2021-22.pdf", "bytes": 10142790, "link_text": "Annual Report 2021-22 A year ago, the NSW Government was grappling with the highly contagious Delta strain of the COVID-19 virus. To support the most vulnerable" }, { "category": "annual-reports", "year": "2020-21", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural-NSW-Annual-Report-2020-2021_-171220-21_WEB-4.pdf", "file": "annual-reports/2020-21.pdf", "bytes": 8241036, "link_text": "Annual Report 2020-21 This year was another unprecedented year for the agency and the state. The year has brought out the remarkable resilience and strength of " }, { "category": "annual-reports", "year": "2019-20", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Multicultural_NSW_Annual_Report.pdf", "file": "annual-reports/2019-20.pdf", "bytes": 20933483, "link_text": "Annual Report 2019-20 This year was unprecedented. It was a journey for both the agency and the communities we serve; one filled with numerous challenges, but a" }, { "category": "strategies", "year": "2023", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2023/06/Reconciliation-Action-Plan-2023-Screen.pdf", "file": "strategies/Reconciliation-Action-Plan-2023-Screen.pdf", "bytes": 12364508, "link_text": "Our Reconciliation Action Plan (RAP) – reinforces our commitment to supporting reconciliation. Our RAP goals are to incorporate the teachings, learning and cult" }, { "category": "strategies", "year": "2025", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2025/08/Settlement_Strategy.pdf", "file": "strategies/Settlement_Strategy.pdf", "bytes": 7641444, "link_text": "View the NSW Settlement Strategy" }, { "category": "strategies", "year": "2024", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/02/Settlement-Strategy_Summary_2024.pdf", "file": "strategies/Settlement-Strategy_Summary_2024.pdf", "bytes": 791062, "link_text": "View the NSW Settlement Strategy Summary" }, { "category": "strategies", "year": "2024", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_ARABIC_V1R3.pdf", "file": "strategies/Q240247_Settlement-Strategy-Summary_FEB24_ARABIC_V1R3.pdf", "bytes": 292726, "link_text": "Arabic" }, { "category": "strategies", "year": "2024", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_ASSYRIAN_V1R1.pdf", "file": "strategies/Q240247_Settlement-Strategy-Summary_FEB24_ASSYRIAN_V1R1.pdf", "bytes": 321396, "link_text": "Assyrian" }, { "category": "strategies", "year": "2024", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_BURMESE_V1R1.pdf", "file": "strategies/Q240247_Settlement-Strategy-Summary_FEB24_BURMESE_V1R1.pdf", "bytes": 416913, "link_text": "Burmese" }, { "category": "strategies", "year": "2024", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_DARI_V1R2.pdf", "file": "strategies/Q240247_Settlement-Strategy-Summary_FEB24_DARI_V1R2.pdf", "bytes": 307459, "link_text": "Dari" }, { "category": "strategies", "year": "2024", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_HAKKA-CHIN_V1R2.pdf", "file": "strategies/Q240247_Settlement-Strategy-Summary_FEB24_HAKKA-CHIN_V1R2.pdf", "bytes": 259983, "link_text": "Hakka Chin" }, { "category": "strategies", "year": "2024", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_HAZARAGI_V1R1.pdf", "file": "strategies/Q240247_Settlement-Strategy-Summary_FEB24_HAZARAGI_V1R1.pdf", "bytes": 288435, "link_text": "Hazaragi" }, { "category": "strategies", "year": "2024", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_KAREN_V1R2.pdf", "file": "strategies/Q240247_Settlement-Strategy-Summary_FEB24_KAREN_V1R2.pdf", "bytes": 375577, "link_text": "Karen" }, { "category": "strategies", "year": "2024", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_KURDISH-KURMANJI_V1R2.pdf", "file": "strategies/Q240247_Settlement-Strategy-Summary_FEB24_KURDISH-KURMANJI_V1R2.pdf", "bytes": 295986, "link_text": "Kurdish Kurmanji" }, { "category": "strategies", "year": "2024", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/03/Q240247_Settlement-Strategy-Summary_FEB24_KURDISH-SORANI_V1R2.pdf", "file": "strategies/Q240247_Settlement-Strategy-Summary_FEB24_KURDISH-SORANI_V1R2.pdf", "bytes": 314488, "link_text": "Kurdish Sorani" }, { "category": "other-pdfs", "year": "2024-25", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2025/11/Annual-Information-Statement-2024-25_MNSW.pdf", "file": "other-pdfs/Annual-Information-Statement-2024-25_MNSW.pdf", "bytes": 7756920, "link_text": "Annual Information Statement - 2024-25 Ongoing global conflicts have continued to affect community relations in NSW. This financial year, Multicultural NSW has " }, { "category": "other-pdfs", "year": "2022", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2022/11/Strategic_Plan_2021-25_Oct-2022.pdf", "file": "other-pdfs/Strategic_Plan_2021-25_Oct-2022.pdf", "bytes": 5471681, "link_text": "Please read the full report here" }, { "category": "other-pdfs", "year": "2025", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2025/01/Lived-Experience-Literature-and-Practice-Review-2024.pdf", "file": "other-pdfs/Lived-Experience-Literature-and-Practice-Review-2024.pdf", "bytes": 332507, "link_text": "Lived Experience Literature and Practice review" }, { "category": "other-pdfs", "year": "2025", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2025/01/LivedExperienceFramework_Summary_ARABIC_V1R1.pdf", "file": "other-pdfs/LivedExperienceFramework_Summary_ARABIC_V1R1.pdf", "bytes": 207508, "link_text": "Arabic" }, { "category": "other-pdfs", "year": "2025", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2025/01/LivedExperienceFramework_Summary_ASSYRIAN_V1R2.pdf", "file": "other-pdfs/LivedExperienceFramework_Summary_ASSYRIAN_V1R2.pdf", "bytes": 222354, "link_text": "Assyrian" } ], "_meta": { "snapshot_built_at": "2026-05-14T02:13:12+00:00", "strategy_brief_meta": { "model": "nova-micro", "folder": "Multicultural-NSW", "annual_report": { "file": "annual-reports\\2023-24.txt", "url": "https://multicultural.nsw.gov.au/wp-content/uploads/2024/11/Multicultural-NSW-Annual-Report-2023-24.pdf", "year": "2023-24" }, "corporate_plan": { "file": null, "url": "", "year": null }, "usage": { "input_tokens": 34801, "output_tokens": 2036, "total_tokens": 36837, "model": "nova-micro" }, "cost_usd": 0.0015030750000000002, "elapsed_seconds": 31.11, "generated_at": "2026-05-13T04:06:43+00:00" }, "ideas_manifest": { "entity_id": "S-NSW-027", "entity_name": "Multicultural NSW", "folder_name": "Multicultural-NSW", "generated_at": "2026-05-09T23:06:10.877707+00:00", "idea_count": 12, "markdown": "ideas/Multicultural-NSW_ideas.md", "jsonl": "ideas/ideas.jsonl", "inputs": [ "Multicultural-NSW_strategy-overview.md", "strategy-evidence.json", "global-intelligence/source-manifest.json" ] }, "global_intel_meta": null } }