Annual Report2014 - 2015

ContentsA message from the Chair and CEO ........................................3

About Us ..........................................................................................4

Our Approach .................................................................................5

Leadership Team ...........................................................................6

CMY Staff ..........................................................................................7

25 years of working with young people ................................8

Youth Advisory Group .............................................................. 10

Volunteers .....................................................................................11

Working with Young People: Leadership ............................12

A Leader in the Making – Elgaili Mangati ............................17

Working with Young People: Support ................................ 18

Youth Support Data Snapshot ............................................... 22

Finding Home - Reconnect ..................................................... 25

Equipping Services .................................................................... 26

Refugee Education Support Program ................................. 31

Regional Presence Project ...................................................... 32

Working with Researchers and Decision Makers ............. 34

Youth Referral and Independent Person Program............ 36

National Connections ............................................................... 37

Positive Representation of Young People ......................... 38

Strategic Plan Report Card ..................................................... 40

Governance Statement ........................................................... 42

Director's Report ........................................................................ 44

Concise Financial Report ......................................................... 46

Independent Auditor’s Report .............................................. 49

Funders, Partners and Supporters ....................................... 50

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CEO MESSAGE

Since 1988, CMY has worked to support refugee and migrant young people as they build new lives in Australia. Over this time we have grown CMY (then the Ethnic Youth Issues Network) from a single worker (me!) to an independent organisation with a staff of 70+ whose reach stretches state-wide: from our head office in Carlton to bases in Ballarat, Sunshine, Dandenong and Gippsland.

Along with our direct work with young people, we have worked with the community sector to better support these young people as they settle into their new lives. Our expert advice has been sought throughout Victoria and we have worked with a range of organisations from government to sporting bodies and corporates to guide them in their own work with these young people.

Whilst we are still a small boutique organisation, our influence has substantial impact. From our representation on committees and boards, to our advocacy in government arenas, CMY stands to guarantee the voices of young people are heard loud and clear.

We have helped to boost the confidence and leadership of over 900 young people across Victoria through their participation in CMY programs and projects and have been supported by more than 1,000 volunteers. This year a number of new initiatives including Shout Out and I Speak Football build on our goal to give young people a voice in the community and foster social cohesion. It was especially pleasing this year that the Victorian Government has extended the funding of our rural offices for an additional two years.

I would like to thank the CMY Board for supporting my travel to the United States as a recipient of the Harvard Club of Victoria Non for Profit CEO Fellowship. I joined two other CEOs from Victorian not-for-profits for an intensive residential program at Harvard University. There I met and learned from other not-for-profit leaders from around the world and visited several organisations in Canada and the USA to better understand what makes a strong, effective and agile organisation.

With the help of our funding bodies and new philanthropic partnerships, I am confident that CMY will continue to thrive. I look forward to seeing what the new financial year brings and working with you as we head towards 2030.

CHAIR MESSAGE

Over the past year the Board has focused on looking ahead to imagine what type of organisation CMY might be in 2030. We are developing strategies to keep the organisation as relevant and effective as ever and will take the expertise of our many dedicated staff, the insight of our Board and the input of our Youth Advisory Group and harness it to help map our journey over the next 15 years. Special thanks are due to CMY Director, Demetrio Zema for leading the process and former CMY Board member, Maree Davidson for her work to build this plan.

The Board farewelled three foundational Directors whose terms had concluded: Jeanette Ward, Maree Davidson and Kirsten Pilatti. We thank you for your time, wisdom and guidance. We appreciate your contributions to CMY, particularly in relation to the implementation of robust financial systems and in developing our communications infrastructure.

As ever, I wish to thank CEO, Carmel Guerra and the CMY staff for their commitment and professional work.

A Message from the CEO and Chair

CARMEL GUERRA

DR HASS DELLAL

BULENT (HASS) DELLAL Chair

CARMEL GUERRA CEO

C M Y. N E T. A U4

About UsThe Centre for Multicultural Youth is a Victorian not-for-profit that supports young people from migrant and refugee backgrounds to build better lives in Australia.

OUR CHALLENGE

Young people from migrant and refugee backgrounds face significant barriers to adapting and thriving in Australia. Their strengths and talents are not fully utilised and alongside the challenges of growing up, they are figuring out how things are done and adjusting to unfamiliar cultural, academic and social expectations. Their sense of wellbeing and belonging can be considerably diminished by factors such as racism and discrimination.

OUR PURPOSE

CMY works with young people as well as other organisations in Victoria to ensure that young people from migrant and refugee backgrounds have every opportunity to succeed in Australia.

My Community: Young people are connected, belong and contribute to their families and communities.

My Journey: Young people are empowered to access opportunities and actively shape their own futures.

My Voice: Young people are understood, accurately represented and influential in Australian society.

My CMY: CMY is the recognised leader and preferred partner in working with young people and shares its knowledge for the benefit of all Australians.

OUR VALUES

We believe that diversity is a cornerstone of Australia’s success, respect for everyone’s human rights is essential for a fair and equal society, and everyone should be able to feel like they belong and can participate fully.

WHAT WE DO

Through a combination of specialist support services, training and consultancy, knowledge sharing and advocacy, we are working to remove the barriers that young people face as they make Australia their home.

OUR STRATEGIC PRIORITIES

A N N U A L R E P O R T 2 014 - 2 0155

Our Approach

Young people from migrant and refugee

backgrounds

WORKING WITH DECISION MAKERS

Providing evidence-based advice and advocacy at

local, state and national levels

WORKING WITH RESEARCHERS

Partnering with researchers to document young

people’s issues

WORKING WITH YOUNG PEOPLE

Delivering direct support and leadership opportunities

WORKING WITH SERVICES

Forging sector and community partnerships

that enhance delivery

Young people are at the centre of what we do. What we learn from them helps us develop stronger communities, support other service providers and lead positive change at local, state and national levels.

6

Leadership TeamFounder and CEO, Carmel Guerra is an internationally recognised expert with over 25 years of experience working with young people from migrant and refugee backgrounds. Carmel is a member of the Refugee Resettlement Advisory Council, Youth Parole Board and convenes the national Multicultural Youth Advocacy Network (MYAN). She holds qualifications in youth work, business administration and human resources.

Knowledge and Advocacy Manager, Soo-lin Quek has over 20 years experience in the community and government sectors. She has managed significant policy and program areas in the Victorian Government, and has a BA and a Graduate Diploma in Conflict Resolution.

Business Services Manager, Karen Dimmock has spent 20 years working in the not-for-profit sector in community engagement, marketing and communications, corporate and government affairs.

BOARD

CEO

Business Services

Finance

Policy

Research & Evaluation South East Team(Inc. Gippsland)

UHM Programme YRIPP

MY Education

Sector Development & Training

North West Team(Inc. Ballarat)

Youth Leadership

EmploymentCommunications

Human Resources

Administration

Knowledge & Advocacy Youth Support Sector & Community

Partnerships MYAN

Youth Advisory Group

Youth Support Manager, Bernadette Marantelli holds a youth work degree and has overseen the delivery of youth services programs across state, local and non-government organisations for over 30 years. She has experience in residential care, foster care, child protection and transition housing, complex case support and Unaccompanied Humanitarian Minors.

Sector and Community Partnerships Manager, Sarah Nicholson has over 15 years experience working in the not-for-profit and youth sectors with a focus on vulnerable and disadvantaged communities. She trained as a lawyer and has also worked in management, policy, advocacy and sector development.

21COUNTRIES OF ORIGIN TOP 5 Countries:

Australia, England, Sudan, Afghanistan

and Ethiopia

LANGUAGESSPOKEN

34 staff with English as an additional language.

29

32 DIFFERENTANCESTRIES/ETHNICITIES

IDENTIFIED

22MALES

57FEMALES

CMY StaffWe celebrate and value the diversity of our employees. Their skills and experiences are the key to our ability to build strong partnerships and create change across Victoria.

In-line with our commitment to multiculturalism and inclusion in the workplace, CMY is delighted to be one of the first not-for-profit organisations in Australia to offer Family Violence Leave as part of our new Enterprise Bargaining Agreement. We are also proud of our commitment to family friendly work arrangements, including 10 weeks paid parental leave and three weeks paid partner leave; and support for women who wish to continue to breastfeed when they return to work.

We are committed to a range of conditions tailored to our multicultural workforce, including enabling staff

48%OF STAFF

UNDER 35 YEARS OF AGE

to work additional hours in the lead up to a cultural or religious event so they can then take time off at a time that is important to them and access a longer period of Compassionate Leave if a family member passes away overseas.

CMY also offers a number of conditions that specifically support younger workers, including generous study leave and access to Salary Packaging for all staff on contracts of three months or longer.

Our Mary Danckert Internship has continued into its second year, giving young people an opportunity to gain new skills through work experience, along with other work placement opportunities.

7A N N U A L R E P O R T 2 014 - 2 015

• Significant humanitarian intake of refugees from Cambodia, Laos and Vietnam

• First National Inquiry into Youth Homelessness in 1989

• National Inquiry into Racist Violence initiated by the Human Rights and Equal Opportunity Commission following apparent increase in incidence of racially motivated violence in 1991

• Mandatory detention of asylum seekers introduced in 1992

• Growth in settlement services and funding to ethnic communities

• Approximately 70% of Australia’s refugee intake from the Middle East and former Yugoslavia - significant numbers from Africa also start to arrive

• HIV/AIDS national awareness campaigns rolled out and grassroot action initiated

• Economic recession - high youth unemployment • Significant youth suicide rate• Equal Opportunity Act (Victoria) introduced in

1995• Australian Parliament endorsed Parliamentary

Statement on Racial Tolerance in 1996• Offshore and onshore components of Australia’s

humanitarian program linked in 1996• Federal Government recognised specific

resettlement needs of refugee young people• Notions of “ethnic youth gangs” featured

prominently in media marking a low point in police-youth relationships

• Young people from Middle East and Horn of Africa arrive in greater numbers in Victoria

• Increase in Sudanese young people settling in Victoria

• Temporary Protection Visas introduced in 1999

• Events of 11 September 2001 gave rise to young Australians of Arab and/or Muslim backgrounds feeling unsafe and targets of racial and religious vilification

• Racial and Religious Tolerance Act introduced in 2001

• Tampa crisis led to Border Protection Bill and introduction of ‘Pacific Solution’ in 2001

1993-1998• Initiated HIV/AIDS peer education project with

ethnic communities and young people• Published Understanding the Victorian Education

and Training System - a resource guide for newly arrived young people

• Initiated Job Placement and Employment Training program specific to refugee young people

• First refugee youth drug and alcohol project• First ever funded position for Refugee Youth

Policy Officer• Appointed to Federal Government Settlement

Advisory Committee• Appointed to Victorian Government Youth

Suicide Prevention Task Force and Ministerial Multicultural Health Advisory Committee

• Ethnic Minority Youth report launched• Published resources on working with young

people from former Yugoslavia, Horn of Africa and Spanish speaking communities

• Co-authored national report Ethnic Youth Gangs: Do They Exist?

• Ran ‘Culture Jump’ - a rural urban youth exchange program

• Launched Taking a Step Towards Employment - a report on young women’s experiences of unemployment

1998-2003• Moved auspicing arrangements

from YACVic to Australian Multicultural Foundation

• EYIN re-launched as Centre for Multicultural Youth Issues (CMYI)

• CMYI photo exhibition at Immigration Museum to promote respect and understanding of cultural diversity

• Reconnect Young Refugees casework program commenced

• All I ask for is Protection: Young Asylum Seekers in Australia published

• ‘Living in Harmony’ anti-racism project launched

• Media used to speak out against racism and stereotyping of CaLD young people

• Presented paper on refugee youth settlement at UNHCR International Conference

• Youth participation programs initiated to give young people a voice in the broader community

25 years of working with young people from migrant and refugee backgrounds

AU

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8 C M Y. N E T. A U

1988-1993• Victorian Government funding

to establish Ethnic Youth Issues Network (EYIN) under auspice of the Youth Affairs Council of Victoria

• Established services for Cambodian Lao and Vietnamese homeless young people

• Published landmark report on ethnic youth homelessness - I Just Move Around and Around

• EYIN becomes contact point for Australian Human Rights Commission’s ‘Different Colours One People’ campaign

• Published landmark report - Young people, social justice and multiculturalism which was shared nationally

• Published Creating a Level Playing Field - a report into access to sports for refugee young people

A N N U A L R E P O R T 2 014 - 2 015

• New and emerging refugee communities include those from West Africa (Liberian, Burundian, Congolese) and Southeast Asia (Karen, Chin, Burmese)

• ‘Multicultural Australia: United in Diversity’ Federal Policy Statement launched in 2003

• Multicultural Victoria Act introduced in 2004• Cronulla riots - Australia’s first experience

of race-related riots occurs around Cronulla beach in Sydney in 2005

• Charter of Human Rights and Responsibilities Act introduced in 2006

• Citizenship Test introduced in 2007• Political debates around ‘Australian values’

and citizenship give voice to anxieties as to whether certain community members are committed to the ‘core values’ of Australia

2003-2008• Youth Referral and Independent Person

Program established• Wealth of All Nations - refugee young people’s

transition to independence report launched• Published Adrift or Afloat? Young People who

Settle Without Parents• Published Late Arrivals: needs of young

refugees who resettle in later adolescence• Appointed to Ministerial Advisory Committee

on Victorian Communities• ‘Multicultural Youth Pledge’ campaign to

counter myths, provide information and aimed for balance in public discussions

• CMYI becomes national lead provider for newly arrived youth support services

• Growth of CMYI’s youth participation programs give young people a voice and leadership skills

• UCan2 program for newly arrived young refugees established

• Established the national Multicultural Youth Advocacy Network (MYAN)

• Published Settling In: Exploring Good Settlement for Refugee Young People

25 years of working with young people from migrant and refugee backgrounds

• Young people from Afghanistan, Burma (Myanmar), Iran and Iraq continue to represent largest groups arriving under Humanitarian Program

• Significant rise in numbers of unaccompanied humanitarian minors • The People of Australia - Australia’s multicultural policy revised• Victorian Multicultural Act - Victoria’s multicultural policy revised 2011• Young people arriving onshore after 13 August 2012 no longer able to

sponsor family through humanitarian program • Report on the Expert Panel of Asylum Seekers (Houston Report) released

2012• First CaLD Youth Census Report released by the MYAN and University of

Adelaide 2014• The Forgotten Children - National Enquiry into Children in Immigration

Detention released 2014• Increased public policy and media attention on social cohesion and

countering violent extremism • Youth unemployment for 15-19 year olds reaches 20% - a figure not seen

since the 1990s

2008-PRESENT• CMYI becomes an independent organisation and changes its name to CMY • ‘Out of School Hours Learning Support Program’ commences and expands

to ‘MY Education’ statewide program • CMY funded as lead agency to facilitate diversity and inclusion in the sports

and recreation sector • Co-hosted a multifaith youth workshop with UNESCO as part of World

Parliament of Religions conference • Established CMY Youth Advisory Group • The MYAN secures funding and grows as Commonwealth Government

recognises need for building capacity of services around the country to meet the needs of young refugees and migrants

• Partnership projects on social cohesion commenced • CMY’s first Australian Research Council (ARC) linkage research project:

Social networks belonging and citizenship completed and a further four linkage projects commenced

• Appointed to Australian Multicultural Council • Piloted and then established programs to assist Unaccompanied

Humanitarian Minors • CMY expands into Gippsland and Ballarat • CMY’s Mary Danckert Youth Internship program commences • Published Facilitating the Transition to Employment report in partnership

with the University of Melbourne • Re-emphasis on youth transition and employment issues • Increased focus on giving young people a voice including media training,

leadership development and creation of a multicultural youth public speakers bureau

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C M Y. N E T. A U10

Youth Advisory Group (YAG)CMY is dedicated to ensuring that the work we do is youth influenced.

Our YAG makes certain that CMY’s strategic direction and implementation is informed by the expertise of young people, whose views and ideas are valued during the decision making process of CMY’s Management and Board. The YAG also contributes to CMY’s project development, helping CMY to address young people’s needs, and ensure that youth participation practice is embedded in organisational delivery.

This year, the group provided 18 young people from migrant and refugee backgrounds with the opportunity to develop their leadership skills and experience. Among a host of other achievements, members hosted a roundtable consultation with Australian Race Discrimination Commissioner, Dr Tim Soutphommasane, consulted with Victorian Minister for Multicultural Affairs, the Hon. Robin Scott MP and contributed to social media campaigns that broadcasted their voices to the world.

22LANGUAGES SPOKEN

BY YAG MEMBERS

This year’s Youth Advisory Group represented a diverse range of communities including Hazara, Pakistani, Eritrean, Somali, Sierra Leonean, Zimbabwean, Sri-Lankan, Nepali, Chinese, Singaporean-Indian, Fijian-Indian, Indian and Afghani.

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VolunteersCMY engaged with over 1,000 volunteers to provide a range of services. CMY volunteers supported young people in particularly vulnerable circumstances through the Youth Referral and Independent Person Program (YRIPP) which supports young people in police custody, and the Ucan2 program which facilitates the social inclusion of newly arrived young people.

Both programs have rigorous selection and training processes for recruiting volunteers. Once selected, volunteers are then required to attend extensive and ongoing training providing them with the key skills and knowledge required to support the young people they work with.

More than 400 YRIPP volunteers attended over 3,000 police interviews this year, supporting young people in police custody when their parents or guardians were unavailable. YRIPP volunteers received more than 20 hours of training and committed to at least one 12 hour shift a week.

The Ucan2 program recruited 160 volunteers this year who supported young people on a weekly basis for 18 weeks. CMY delivered 10 training sessions for new volunteers and four refresher training sessions for returning volunteers.

CMY’s MY Education team also trained and referred volunteers who were provided with insights into culturally responsive tutoring and English as a second language tutor strategies. This year we trained 496 tutors and referred 192 volunteers to homework clubs across Victoria.

400+YRIPP VOLUNTEERS

160UCAN2 VOLUNTEERS

496HOMEWORK CLUBTUTORS TRAINED

C M Y. N E T. A U12

Working with Young People: LeadershipWe are committed to ensuring young people have every opportunity to have their voices heard, develop skills and lead change in their communities. We use a range of engagement tactics including advisory groups, forums, arts, sports, leadership training and mentoring to build the capacity of young people to become influential in Australian society.

100% INCREASE IN CONFIDENCE

EXPERIENCED BY YOUNG PEOPLE

A N N U A L R E P O R T 2 014 - 2 01513

I SPEAK FOOTBALL

I Speak Football is a youth-led project that uses football to tackle social inclusion issues by creating a shared sense of unity and community amongst young people from different cultural backgrounds. I Speak Football is part of Cityzens Giving, a global community initiative that improves the lives of young people through football.

Funded by Cityzens Giving - City Football Foundation

SHORT BURST TRAINING

Short Burst Training offers fun and interactive workshops on a range of topics for young people (12–25 years) from refugee and migrant backgrounds.

“I will communicate with the community and give new ideas about leadership.” Participant

Funded by the Department of Social Services and the Office for Youth

YOUTH INFORMATION SESSIONS

The Youth Information Sessions provide newly arrived young people with an introduction to life in Australia, providing information on basic rights, opportunities and support options. Topics included employment rights, mental health and wellbeing, education pathways, volunteering, racism and discrimination, and getting involved in sport.

Funded by the Department of Social Services

OUTPUTS

• Recruited 20 Young Leaders (18-25 years)• Delivered three Induction and Planning Sessions for Young Leaders• Hosted three-day Manchester City Training for Young Leaders • Delivered 16 weekly football sessions in Dandenong and Sunshine• Engaged 66 local players (14-17 years) in weekly football sessions• Supported four Young Leaders to attend the Cityzens Giving Global Young Leaders

Summit in Manchester, United Kingdom• Young Leaders delivered a football clinic in Brimbank as part of Refugee Week.

OUTPUTS

• All training modules were reviewed and redeveloped, with an additional module introduced to offer Leadership, Team Building, Project Management, Introduction to Media, Finding Funding, and Advocacy

• Nine training sessions were delivered to seven groups• A total of 69 young people participated.

OUTPUTS

• Eight information sessions were held in Noble Park, Dandenong and Hampton Park• Topics included Volunteering, Employment Rights, and Racism and Discrimination• Over 70 newly-arrived young people participated in one or more sessions.

OUTCOMES

• 100% of Young Leaders reported an increased understanding of other cultures• 100% of Young Leaders reported an increase in their culturally diverse peer networks • 100% of Young Leaders reported an increase in connections with their local communities • 100% of Young Leaders reported increased confidence to get involved in

community life.

OUTCOMES

• 93% of participants reported satisfaction with the training• Participants reported the training as very effective, particularly in building confidence

to practice leadership and other skills.

OUTCOMES

• Between 80-100% of participants were satisfied with the session• 90% found the information useful or helpful for their settlement in Australia• 100% of participants in the Racism and Discrimination sessions reported feeling more

confident to report an incident if it occurred.

C M Y. N E T. A U14

SHOUT OUT

The Shout Out project was developed to combat the marginalisation of migrant and refugee young people by giving them a voice in the community. As part of the program, CMY established a public speakers bureau where young people were trained and nurtured to share their experiences and views with a wide audience.

“It was powerful and really gave us an understanding of what it is like to be a refugee migrating to Australia.” Shout Out client

Funded by Gandel Philanthropy

OUTPUTS

• 18 young adults completed the program• Nine training and development program sessions delivered• Website launched featuring profiles and speaker request system• 35 speaking engagements delivered to over 2,000 people• Speakers featured across 10 media outlets.

OUTCOMES

• Participants reported the program had improved their: » Confidence in public speaking » Understanding of how to deal with media » Knowledge of presentation styles and audience engagement » Leadership skills and self-care practices » Opportunities to network with industry professionals, guest speakers and other

inspiring young people• 85% of those who made a booking recommended using the Shout Out website.

YOUTH ADVISORY GROUP

The Youth Advisory Group (YAG) provides young people with the opportunity to actively participate in and inform CMY’s work.

“I am being exposed to different perspectives on important topics and this has improved my critical thinking skills greatly.” YAG member

“I enjoyed knowing that my voice can be heard not just by those close to me but by society.” YAG member

Funded by the Office for Youth

OUTPUTS

• 10 meetings were held with an average of 11 members present• 18 young people (15–25 years) participated throughout the year• Developed and delivered a CMY 25th Anniversary Celebration for young people and

their families• Contributed to an online National Youth Week campaign #ItStartsWithUs to broadcast

members’ voices• Hosted a roundtable consultation on racism with Australian Race Discrimination

Commissioner Dr Tim Soutphommasane• Participated in a Youth Roundtable with the Victorian Minister for Multicultural Affairs,

the Hon. Robin Scott MP• Created a video highlighting the experiences of young refugees for National Refugee

Week.

OUTCOMES

• 87.5% of YAG members reported feeling satisfied with their overall involvement• 100% of YAG members reported feeling supported and valued by CMY• 75% of YAG members felt they had developed leadership skills through their

involvement• 75% of YAG members reported an expansion of their social and professional networks.

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C M Y. N E T. A U16

A N N U A L R E P O R T 2 014 - 2 01517

This year CMY delivered ‘Shout Out’, a new project which aimed to promote the voices of multicultural young people.

Young people from migrant and refugee backgrounds have a wealth of unique perspectives and fresh ideas to contribute to Australia’s rich diversity. However, their voices are often stereotyped, marginalised or invisible in mainstream culture and this can damage their ability to feel like they belong.

Shout Out gave these young people an opportunity to redress the balance and present their stories and experiences to audiences who may not have had the chance to hear them otherwise.

Eighteen inspired individuals participated in weekly development workshops and excursions, where they practiced media interview skills and enjoyed studio tours around SBS and Open Channel. These skills were then used to assist the young people to share their stories with organisations, media and the broader Australian community.

One of these participants was Elgaili Mangati, who came to Australia in March 2004 as a 16-year-old refugee from Sudan.

After studying at Collingwood English Language School, 17-year-old Elgaili transitioned into mainstream education and was placed in Year 8. Being significantly older than his classmates, and feeling like he didn’t belong, Elgaili left school and has since found alternative pathways to completing his education. This, amongst a myriad of other challenges faced during settlement, motivated Elgaili to speak up and share his story, so others may be inspired and learn from his experiences.

“I was looking for a way to get involved in Australian life,” he said.

“Shout Out was the perfect opportunity to boost my confidence, to speak out and to tell my story.”

“I’ve always wanted to share my story but couldn’t really find the right platform to do so. Shout Out gave me that release, it empowered me to speak up.”

Since completing the workshops, Elgaili has presented to over 1,200 people including English Language teachers, young people detained in custody, Rotary Club members, cultural competency trainees, professionals at Victoria Legal Aid, Vicsport and YSAS, and secondary school classes and assemblies.

“Speaking to youth in detention was really rewarding,” Elgaili said.

“I’ve been through some hard times myself, and being able to directly connect with young people who have had challenging experiences was mind-blowing.”

As a result of his presentations, Elgaili was offered additional opportunities to connect with young people in detention, including through his love for music and hip-hop. He also secured a spot in Rotary International’s Leadership Course.

“(Shout Out) has opened a lot of doors for me,” he said.

“My English has also improved a lot from practicing and presenting in the program.”

A highlight of the program was presenting to 800 high school students.

“Connecting with those students and talking to them took me back to my childhood days where I’d get really excited to hear from guest speakers who visited our school.”

“It’s pretty cool that I’m now in that position.”

Shout Out audience members have found Elgaili to be “a charismatic speaker, extremely engaging, interesting and with insightful comments on the topic”.

“Young people (of refugee and migrant backgrounds) always have great stories to share, but most of the time, you’re afraid how people will receive you and react to what you have to say,” Egaili said.

“People are often surprised to hear my story.”

“Having an audience pay attention and ask questions makes me feel like I’m an important person and that I have a voice.”

“It makes me feel like anything is possible because I’m not afraid anymore. Now I always look forward to what’s next.”

“I’ve always wanted to share my story but couldn’t find the right platform to do so.”

A Leader in the Making – Elgaili Mangati Shout Out - Funded by Gandel Philanthropy

C M Y. N E T. A U18

680+YOUNG PEOPLE

SUPPORTED

4,000+ HOURS SPENT ON

CASE MANAGEMENT

Working with Young People: SupportOur direct support work takes place in a number of settings including schools, sport and recreation centres, TAFEs and community hubs. We use a combination of outreach, one-to-one specialist case management and group work to support and empower young people at risk to overcome issues, connect with the community and settle well in Australia. We offer them tools, linkages and pathways that support them to overcome a range of barriers.

A N N U A L R E P O R T 2 014 - 2 01519

UNACCOMPANIED HUMANITARIAN MINORS

The Unaccompanied Humanitarian Minors (UHM) programme provides housing and support for unaccompanied minors who have arrived, for the most part, through Australia’s onshore refugee program and have been assessed as capable of living independently.

Funded by the Department of Immigration and Border Protection

OUTPUTS

• Supported 14 young people, of which nine have successfully exited the program and six remain

• One UHM client accepted into Sport, Education and Development Academy (SEDA)• Ensured all clients engaged in education programs and activities• Consulted with delegates from the International Organisation of Migration on best

practice when working with humanitarian minors.

OUTCOMES

• Established a relationship with Centrelink to enhance understanding of complexity of issues and barriers facing UHMs

• Established a relationship with Victoria Police’s Multicultural Liaison Unit to improve clients’ understanding of Australian laws.

RECONNECT

The Reconnect program works with newly arrived (in Australia for less than five years) young people from refugee backgrounds, who are at risk of homelessness. The program is delivered across some of the most diverse and fastest growing areas of metropolitan Melbourne.

Funded by the Department of Social Services

OUTPUTS

• Provided one-to-one case work for 152 young people (99 young men and 53 young women)

• Consulted with researchers from International Social Services on post settlement outcomes of young people specifically on ‘Remaining Relative’ and ‘Orphan Relative’ visas

• Engaged clients in four group programs: » Nine young people attended workshops at Youth Now Employment » Three young people engaged with a headspace youth worker » Nine young men engaged in a therapeutic program ‘Rock and Water Group’ for nine

weeks, aimed to help control their emotions and manage behaviour » 10 young women engaged in a ‘Girls Friendship Group’, to facilitate friendships,

increase connections to school and increase their knowledge of support services at school.

OUTCOMES

Clients and their families reported:

• Increased engagement with school and other education facilities• Better family relationships and improved support for families• Increased awareness of the service system and options for support• Increased knowledge of the housing system and improved access to housing• Increased links to counselling or other therapeutic support• A growing awareness of self, both mentally and physically, which has led to self-control,

assertive communication and conflict management• Increased access to sport and recreation activities• Better management of health issues and resolution of legal issues such as fines.

C M Y. N E T. A U20

UCAN2

The Ucan2 program facilitates and supports the social inclusion of newly arrived young people from refugee backgrounds (16–26 years) in all aspects of community life.

“I love being in Ucan2. It helped me to make new friends. My English became much better. It makes my day very good. My self-confidence got much better than before. Got lots of ideas about almost everything and loved being with volunteers.” Participant

In partnership with Foundation House and AMES

OUTPUTS

• Recruited over 150 volunteers who gave their time on a weekly basis• Conducted 10 training sessions for new volunteers and four refresher training sessions

for returning volunteers• Engaged with 286 students• Hosted four school holiday programs.

OUTCOMES

• Students felt supported in expressing their goals and dreams and/or identified pathways post-Ucan2

• Students reported a high level of appreciation for the Ucan2 program, the volunteers, staff and the activities

• Supported referrals to CMY’s Reconnect team and Foundation House’s Counsellor Advocates

• Of the students who were surveyed, a majority revealed: » Increased confidence in speaking English » Better knowledge about work and study » Increase in friendships and peer groups » They felt more positive about life.

COMPLEX CASE SUPPORT

Complex Case Support (CCS) provides intensive case management to refugees and humanitarian entrants with complex needs that cannot be met by other settlement services. CCS in some instances can also be provided to those who arrive as orphans and are sponsored by family.

Funded by the Department of Social Services

OUTPUTS

• Six clients supported• Approximately nine and a half weeks (367 hours) spent on intensive case management• 66% of referrals involved intensive case management to a primary adolescent client,

parents and siblings• 33% of case management was provided to an adolescent only.

OUTCOMES

Clients reported:

• A positive experience and improvement in circumstances• Better connections to other services• Improved levels of independence, wellbeing and connectedness.

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YOUNG AFRICAN MEN’S PROGRAM

The Young African Men’s Program (YAMP) is a post-settlement program (within five years) that supports young men of African background (16–25 years) to overcome barriers, increase their confidence and develop their talents. This year the project focused on drugs, alcohol and mental health, to better improve the young men’s understanding and engagement with treatment available.

Funded by the Department of Social Services

Program ended December 2014

OUTPUTS

• Engaged with 25 participants • Engaged with 10 mental health service providers• Employed two peer facilitators• Supported two young men to attend Alcoholics Anonymous (AA) meetings• Delivered over 20 community barbeque sessions with service providers that included

informal information sessions• Provided input into the Victorian Alcohol and Drug Association’s CaLD AOD Project,

aimed at supporting Victorian drug treatment services to improve outcomes for individuals and families in culturally and linguistically diverse communities who are affected by harmful alcohol and other drug use.

OUTCOMES

• Better awareness of and participation in detox programs• Increased connections to primary mental health service providers• Increased confidence in talking about issues and seeking support• Increased cross cultural learning at front line drug and alcohol services• Peer facilitators reported better understanding of treatment options.

BOYSPACE

The BoySpace project uses sport and recreation as tools to assist newly arrived young men settle in Australia.

Funded by Portland House Foundation

OUTPUTS

• Engaged with over 200 young men (90% of refugee background) through various events including:

» 90 weekly soccer sessions » Youth day event that included a soccer tournament » Basketball sessions » Social events such as breakdancing competition and barbeques » Club membership

• Eight successful referrals made to mental health services• Engaged with over 10 local community service providers.

OUTCOMES

Participants reported:

• A sense of belonging in the community• Stronger connections and friendships with other young men• Improved mental health and wellbeing• Increased knowledge and better connections with available support services• Greater ability to manage stress, sleep better and feel more positive about the future.

CLIENTS BY VISA TYPE 2014-2015

VISA

TYPE

NO. OF CLIENTS

Youth Support Data SnapshotThe following graphs detail ethnicity by process of self-identification alongside age and visa types for the 197* young people that accessed support through the Reconnect, Unaccompanied Humanitarian Minors Programme, Complex Case Support and Young African Men’s Program.

*Age and visa data is unavailable for some clients.

10 20 30 40 50

PERMANENT PROTECTION VISA

ORPHAN RELATIVE VISA

REFUGEE VISA

UNKNOWN

GLOBAL SPECIAL HUMANITARIAN VISA

WOMAN AT RISK VISA

PARTNER (MIGRANT) VISA

CHILD VISA

TEMPORARY HUMANITARIAN CONCERN VISA

EMPLOYER NOMINATION SCHEME VISA

w

C M Y. N E T. A U22

w

CLIENTS BY ORIGIN 2014-2015

CLIENTS BY AGE 2014-2015

CLIENTS BY AGE 2013-2014

NO. O

F CLIE

NTS

NO. O

F CLIE

NTS

COUNTRY

AGE OF CLIENTS

242322212019181716151413121105

101520253035

0

10

20

30

40

50

60

AFGH

ANIS

TAN

ETHI

OPIA

SOUT

H SU

DAN

SUDA

N

IRAN

SOM

ALIA

LIBER

IA

IRAQ

MYA

NMAR

(BUR

MA)

CONG

O

SIER

RA LE

ONE

NIGE

RIA

BURU

NDI

SRI L

ANKA

KENY

A

CHAD

TURK

EY

A N N U A L R E P O R T 2 014 - 2 01523

C M Y. N E T. A U24

A N N U A L R E P O R T 2 014 - 2 01525

CMY’s Reconnect program helps young people at risk of homelessness to access practical support.

Muhammad (16 years) and his family left their life in Afghanistan to make a new start in Australia in 2011. A few years into their re-settlement, the relationship between his father and step-mother broke down and his father and siblings moved interstate. After some time Muhammad’s relationship with his step-mother deteriorated too and he left home to distance himself from her.

For 12 months Muhammad lived independently. As a studious young man, he was committed to his education but struggled to survive financially. He was referred to CMY’s Reconnect program through Centrelink.

Muhammad required support in a number of areas but was initially reluctant to trust youth and social workers. He was frustrated at having to share his traumatic story multiple times.

He was also uncomfortable talking to counsellors about his family breakdown and continued to feel extremely angry at his father for abandoning him. CMY’s Multicultural Youth Worker recognised this discomfort and invested significant time and energy to support Muhammad, building their relationship and gaining his trust.

In the beginning, the Multicultural Youth Worker helped with his immediate needs, providing information about material aid in the local area, access to this aid and sharing tips on how to manage living on a small income. As their rapport developed, the worker and Muhammad discussed a whole range of other issues and areas of Muhammad’s life.

“The case plan and interventions provided were driven by Muhammad’s goals and what he felt was important,” the Multicultural Youth Worker said.

“I was mindful of building on Muhammad’s strengths and providing the appropriate support to increase his access to resources and connections.”

The Multicultural Youth Worker focused on looking after his physical and emotional needs, including:

• assistance in obtaining a new school uniform• supporting him to find a student placement as part

of his VCAL TAFE course • providing information about his rights as an

independent young person • therapeutic work including discussing his past, how

he has overcome challenges, his faith, his religion and sense of self and identity, friendships and family matters (at the end of his casework support, Muhammad had some positive contact with his step-

mother, however remained estranged from his father)• supporting his ongoing

involvement in soccer• assistance in the successful

application for a Caroline Chisholm scholarship (enabling him to purchase an iPad for his school work)

• providing financial assistance for a public transport pass (preventing him from missing school due to lack of funds for transport)

• assistance with application for Youth Off The Streets scholarship (Muhammad was short-listed but was not successful)

• assistance with accessing a uniform for his VCAL TAFE course

• assistance with purchasing school books • assistance in gaining his Learner Permit• assistance with citizenship application.

At the end of his eight month case work period, Muhammad felt better equipped to manage his finances, particularly with the extra educational support provided, and was very thankful for the support of the Multicultural Youth Worker.

“(The Multicultural Youth Worker) was the only person who has ever helped me. Before her, I was completely on my own,” he said.

Finding Home - Reconnect Funded by the Department of Social Services

“I was mindful of building on Muhammad’s strengths and providing the appropriate support to increase his access to resources and connections.”

C M Y. N E T. A U26

Equipping ServicesCMY fosters sector and community partnerships across local government, sports, health, education, employment, justice and settlement sectors to drive the development of more inclusive services for young people.

1,100+PRACTITIONERS

TRAINED

520+

CALLS RECEIVED FOR EXPERT ADVICE

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SECTOR DEVELOPMENT

CMY’s Sector Development Program empowers services, organisations and communities to respond better to the needs and issues of young people. Through partnerships, events, training, secondary consultations and publications, we facilitate change at individual, organisational, regional and systemic levels.

“As a result of today’s session I will now take time to check and self reflect on cultural competency.” Training participant

Funded by Department of Social Services and the Office for Youth

OUTPUTS

Information sharing and strategy development

• Provided advice and support to over 60 organisations on improving engagement with migrant and refugee young people

• Provided expert advice to service providers and community organisations across metropolitan Melbourne, Gippsland and Ballarat.

Service coordination and support

• Convened and facilitated the ‘Victorian Settlement Youth Network‘ which met four times to share issues and strategies to improve settlement experiences of newly arrived migrant and refugee young people

• Developed a partnership with Hume Central Secondary College, Badminton Victoria and Volleyball Victoria to use sport as a tool to improve students’ sense of connection to school and the wider community

• Developed a partnership with Melton City Council and the Melton Youth Advisory Network to deliver training and increase the capability of local service providers to work with young people from refugee and migrant backgrounds.

Workshops and training

• Delivered 31 sessions on culturally competent youth work, multicultural youth and family case work, and cross cultural conflict management

• Trained over 200 practitioners (39% from regional Victoria) from these sectors: youth, mental health, alcohol and other drugs, justice and corrections, youth and family, mentoring, media, education, settlement, sport and recreation, arts, and Local and State Government.

OUTCOMES

Service providers in Victoria reported:

• Better understanding of the needs of refugee and migrant young people• Greater capacity to be youth friendly and culturally accessible• Greater capability to work with newly arrived and refugee young people• Increased rates of participation in programs by young people from refugee and

migrant backgrounds• Participants who undertook training reported a significant increase in understanding

of culture and culturally inclusive strategies as a result of the training.

0

20

40

60

80

100

Post Training

Pre Training

Understand culture and

identity

Identify pre settlement

experiences

Identify and apply culturally

inclusive strategies

C M Y. N E T. A U28

SPORTS CAPACITY BUILDING

CMY’s Sports Program aims to create a more inclusive and responsive sports sector that is attuned to the needs of refugee and migrant young people, as well as increase their access and participation in sport and recreation.

Funded by VicHealth and Sport and Recreation Victoria

OUTPUTS

Service coordination and support

• Fulfilled the role of support agency for the State Sporting Association Participation Program (SSAPP) for nine State Sporting Associations (SSAs)

• Provided one-to-one support for nine SSAs to develop meaningful engagement with migrant and refugee communities

• Provided expert advice to members of the sports sector and youth and settlement sector, on engaging multicultural young people in sport.

Information sharing and strategy development

• Developed the ‘Cultural Diversity Audit Tool for State Sporting Associations’ in consultation with SSAs, VicHealth and VicSport

• Developed the Game Plan Online Resource - a resource to increase cultural diversity in sports clubs

• Consulted with 20 representatives from the sports sector to develop resources for sports clubs.

Workshops and training

• Delivered five ‘Cultural Awareness Workshops’ and training sessions to 47 participants from sports clubs, umpires, schools, and local services

• Delivered four presentations to the sports sector and university students on engaging multicultural young people in sport

• Delivered five learning circles to over 58 participants from nine SSAs on a range of capacity building topics.

OUTCOMES

Participants reported:

• Increased knowledge, skills and confidence to implement culturally inclusive practice in their sport

• Increased focus on culturally and linguistically diverse (CaLD) engagement following CMY’s support

• Increased confidence in engaging CaLD communities following CMY’s support• Increased awareness of the benefits of engaging CaLD communities• Increased number of people from CaLD backgrounds participating in sport following

CMY’s support.

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YOUTH HUBS

Youth Hubs pilot provided support to disengaged young people from migrant and refugee backgrounds (with a focus on those newly arrived) to prepare for employment (through training, education etc.) and to establish themselves in the labour market.

Funded by Scanlon Foundation and Migration Council of Australia

OUTPUTS

• Supported nine youth hubs across New South Wales, Queensland and Victoria• Held two national forums for youth hub providers• Delivered training across New South Wales and Queensland• Conducted a national evaluation of the youth hubs• Provided a range of resources and information for the hubs.

OUTCOMES

Young people reported:

• Increased level of confidence in accessing employment and training pathways• Better understanding of the employment and training system• Greater hope for the future• Increased aspirations for higher skilled and paid jobs• Feeling more included within Australian society• Increased connections between themselves and employers.

MY EDUCATION

MY Education provides resources and support crucial to the success of primary and secondary students’ learning. MY Education delivers two key programs that support schools and community organisations to improve out-of-school-hours learning throughout Victoria: Learning Beyond the Bell (LBB) and Refugee Education Support Program (RESP).

“In the past, no refugee families have attended, however at this open day, all the refugee families attended, and many felt confident to approach teachers for the first time.” Teacher

Funded by the Department of Education and Training

OUTPUTS

Learning Beyond the Bell (LBB)

• Referred 192 volunteers to homework clubs• Provided face-to-face training to 496 tutors• Delivered 18 tutor training sessions at clubs and locations across Victoria• Developed peer tutor training module• Provided tailored and responsive advice to 67 homework clubs• Held a rural forum for program coordinators and tutors.

Resources

• Developed 11 new fact sheets for tutors and coordinators, and a new resource for philanthropy

• Published six sector newsletters that were distributed to over 200 subscribers• Developed a NSW version and updated the Victorian edition of Opening the School

Gate - Engaging Migrant and Refugee Families - A Resource for Schools• Created a guide to the Victorian Education System for students and families.

Refugee Education Support Program (RESP)

• Established 34 RESP partnerships and projects involving 47 schools and 27 community organisations

• Over 400 young people participated in weekly RESP activities• Co-facilitated 18 RESP Professional Development Workshops• Over 100 parents participated in RESP activities.

C M Y. N E T. A U30

OUTCOMES

Children and young people• Increased confidence in speaking and understanding English• Increased confidence in ability to succeed at school and make career choices• Increased capacity to engage with peers and teachers, and in social and academic

aspects of school.

Families• Increased understanding of school system, education pathways and education

philosophy in Australia and greater confidence in supporting their children’s learning• Greater knowledge of ways to be involved in their child’s school community and

increased engagement with schools• Greater knowledge of ways to seek support from and contribute to the wider

community.

Schools• Increased knowledge of issues facing disadvantaged students• Greater family engagement with school and successful implementation of strategies to

support family engagement in learning• Increased confidence in developing partnerships with community organisations.

Homework club coordinators• Greater confidence in providing out-of-school-hours learning support and improved

quality of homework clubs.

Homework club tutors• Increased confidence in supporting refugee and migrant young people at homework

clubs and successful application of support strategies.

MY EDUCATIONFunded by the Department of Education and Training

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The Refugee Education Support Program (RESP) builds the capacity of schools and community organisations to meet the education and wellbeing needs of students from refugee backgrounds.

Funded by the Department of Education and Training, RESP provides holistic and targeted support to selected schools and works with them to strengthen student achievement and wellbeing. The partnerships developed also help strengthen connections between schools, families and the wider community.

RESP currently operates in five clusters of selected schools for 18 months. In the Northern region of Victoria, the RESP cluster focused around the Hume region in northern metropolitan Melbourne. RESP ran workshops and professional development sessions for schools and community agencies on partnership development, family engagement and the refugee experience.

In addition, MY Education staff supported 15 school and community partnerships at 12 different schools to improve educational and wellbeing outcomes for refugee and migrant students and their families. Some highlights of this partnership development are:

Family Learning Clubs Over 40 students and parents attended Family Learning Clubs at three primary schools in Hume. Banksia Gardens and school staff co-facilitated the weekly sessions and volunteer tutors worked with students and their families to improve students’ English language skills. Parents also learnt practical strategies to help their children’s literacy and numeracy at home.

“I feel more confident now about how to help my children. Even though I work at the school, at the Learning Club I am learning even more about education here in Australia,” Family Learning Club parent and Multicultural Education Aid, Ahod Wisam said.

In-school mentoring Sixteen young people at Hume Central Secondary College participated in a school mentoring program run by Raise Foundation. Trained volunteers from the local community spent one afternoon a

week with their mentee, helping them use their strengths and skills to navigate life as a newly-arrived young person in Australia and increase their connection to school.

“The students are amazing and really willing and able to engage,” Program Counsellor Carol Sandiford said.

Strengthening school and family connections Arabic Welfare delivered fortnightly group work sessions for newly-arrived Assyrian and Chaldean families at Our Lady’s Primary School in Craigieburn. After an

initial consultation with parents, a bicultural facilitator delivered a series of group work sessions to promote social cohesion, restore families’ sense of safety in Australia and helped them feel more connected to school and the wider community.

“There’s now a closer connection between the school and the parents – they have learnt so much about the school and we have learnt so much more about them too. The program has helped us to learn more about what the parents need, in a comfortable, friendly way,” Deputy Principal Louise Alviano said.

Refugee Education Support Program Funded by the Department of Education and Training

“The students are amazing and really willing and able to engage,” Program Counsellor, Carol Sandiford said.

C M Y. N E T. A U32

BALLARAT

HIGHLIGHTS

• Worked in four Local Government Areas

• 361 young people reached through events and projects

• Worked with 44 local organisations

Funded by the Office for Youth

OUTPUTS

• Directly engaged with 120 young people through program activities and events• Delivered the Grampians Youth Leadership and Participation project, which included a

two-day ‘Unconference Ballarat’ event, attended by 100 participants• Implemented five youth-led projects – Ballarat Happy Place, Pop Up Tea House ‘Chai

Khana’, Horsham Young G, Ballarat Get Job Ready Forum and Nhill Employment workshops – attended by 160 participants

• Delivered three cultural diversity workshops and seven information sessions, attended by 142 professionals and 255 school students

• Delivered 22 in-school support sessions• Consulted with the CMY Ballarat Youth Advisory Group at 10 sessions• Supported 14 young people to explore career pathways as part of the Flightpaths

employment project• Provided 72 episodes of expert advice and information support to young people,

service providers and community members• Piloted a new sports mentoring program with secondary school students to encourage

sports participation.

OUTCOMES

• Increased levels of participation and engagement in school• Increased participation in local communities• Improved social cohesion and greater sense of belonging among young people• Young people reported increased levels of confidence and expansion of social

networks• 92% of ‘Cultural Diversity’ workshop participants reported high satisfaction with the

training provided• Attitudinal and behavioural change amongst the broader community – with young

people identifying feeling more valued and welcomed.

Regional Presence ProjectEstablished in 2012, the Regional Presence Project supports young people in regional and rural Victoria. Based in Gippsland and Ballarat, the project focuses on providing programs and activities that support young people in engaging with work, school, family and community life, and that promote their sense of wellbeing and community. CMY’s regional arms also work closely with community and support services, and volunteers, in their efforts to work more effectively with migrant and refugee young people in regional areas.

700+YOUNG PEOPLE

REACHED

67

LOCAL ORGANISATIONS SUPPORTED

33

GIPPSLAND

HIGHLIGHTS

• Worked in three Local Government Areas

• 352 young people reached through events and projects

• Worked with 23 local organisations

Funded by the Office for Youth

OUTPUTS

• Directly engaged with 132 young people through program activities and events• Supported 50 young people to participate in sport and recreation activities• Seven young women supported to join local sporting clubs• Engaged 100 young people in an employment pathways program ‘Journey to Work’,

which operated in four schools and over five campuses• Consulted with the CMY Gippsland Youth Advisory Group at eight sessions• Launched an art exhibition called ‘Our World’ which was attended by over 700 people• Delivered two cultural diversity workshops to over 110 community sector professionals• Developed a Regional Business Cultural Audit tool for local employers to better engage

with young people from refugee and migrant backgrounds.

OUTCOMES

• Young people reported: » Increased skills and participation in sport activities » Increased participation of girls in sporting activities, with one young woman

selected to undergo training to become a coach at Netball Victoria » Increased knowledge of employment pathways as well as volunteering and

networking opportunities » Increased abilities in preparing for the job application process » Increased confidence in public speaking

• Service providers reported increased awareness in making the workplace more culturally inclusive

• 100% of cultural competency training participants reported being “satisfied” or “very satisfied” with the training.

C M Y. N E T. A U34

Working with Researchers and Decision Makers

Decision-makers are individuals in both government and non-government spheres, networks and committees who can affect change or improvements in the lives of young people. Accordingly, we work with young people, service providers and government to influence policies or individual decisions that can impact on outcomes for young people. At times, this influence may simply consist of providing accurate information or evidence. At other times, it may be working with an individual, committee or a network to strategically advocate for change. Our fact sheets, policy papers and research outputs, together with the voices of young people are critical elements in our work with decision makers. This year, our policy papers have included Fair and Accurate? Migrant and Refugee Young People, Crime and the Media and Everyday Reality - Racism and Young People.

Working with Decision MakersWe have provided briefing papers to the Victorian Government on areas of concern, prepared written submissions to government inquires and advocated for issues on a number of state and national committees and networks across Victoria.

Policy and/or briefing papers submitted to the Victorian Government included:

• Fair and Accurate? Migrant and Refugee Young People, Crime and the Media

The public perception of young people from migrant and refugee backgrounds can often be associated with crime or offending behaviour. Unbalanced media stories sometimes reinforce these stereotypes.

This paper aims to gain a more accurate picture of migrant and refugee youth offending, by comparing media portrayals with available police, census and Youth Justice (Department of Human Services) data. To set the context, it briefly explores risk and protective factors, with specific regard to the migrant and refugee experience. It also examines the negative impact that misinformed public perception can have upon the lives of young people from migrant and refugee backgrounds.

• Everyday Reality: Racism and Young People

Despite the diversity of the Victorian community, racism is an everyday reality for young people from migrant and refugee

backgrounds. Against this backdrop, debate about our cultural diversity has in recent years become increasingly politicised and conflicted nationally. While research on racism and youth wellbeing in Australia remains limited, it is clear that young people experience racism as a significant issue in a range of contexts.

Submissions to government inquiries and other government consultations include:

• The Royal Commission into Family Violence• Victorian Government VET Funding Review

Our staff attend nearly 50 committees and networks across Victoria, including:

National:

• Australian Multicultural Council• Centrelink National and State Multicultural Reference

Committee• Migration Council of Australia• One Netball Advisory Group• Refugee Resettlement Advisory Council

State:

• CaLD Strategic Partnership Advisory Committee• Kinship Research Advisory Group• Office of the Public Advocate Volunteer Program Independent

Third Person Program Advisory Committee• Orygen Youth Health Research• Refugee Minor Program Advisory Committee• Ripple Out of Home Care Research• Royal Children’s Hospital CaLD Reference Group• Smart Justice for Young People• Victorian Auditor General’s Office - Independent Advisory

Group• Victorian Children’s Council• Victorian Multicultural Commission’s Regional Advisory Council

– Gippsland and Grampians• YACVic Policy Advisory Group• Youth Parole Board and Youth Residential Board

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Working with Researchers

We endeavour to collate evidence as well as form partnerships to develop new evidence for emerging issues. The knowledge we gather is shared with the sector to assist with program design and interventions that address contemporary challenges, create opportunities and build stronger communities. Most of our work with researchers has been via the Australian Research Council’s (ARC) Linkage Projects. Since 2009, we have successfully partnered in five Linkage Projects. Each project is approximately three to four years in duration.

The Linkage projects we were involved in this financial year were:

SMALL MERCIES, BIG FUTURES

This ARC Linkage project focused on developing an integrated, cross-sectoral and multi-disciplinary evidence base for good practice in protecting and respecting refugee children and young people. In the last 12 months the project was successful in publishing the book Creating New Futures: Settling children and youth from refugee backgrounds. The book captures the legal and social context for this cohort of young people in the re-settlement and settlement phases.

PARTICIPATION VERSUS PERFORMANCE: MANAGING DIVERSITY IN JUNIOR SPORT

Now in its second year, this project investigates how sports clubs manage the tension between encouraging diversity and the pursuit of excellence in sport. Sport participation socialises young people to understand social norms around ethnicity, gender, ability and other aspects of diversity. It affects how

young people are included and react to diversity throughout their lives. The project is a partnership with Victoria University, Swinburne University, Curtin University, VicHealth and the AFL. The data collection is well underway with ten selected clubs across metropolitan and regional/rural Victoria.

THE STATUS OF CULTURALLY AND LINGUISTICALLY DIVERSE YOUNG PEOPLE

The lack of consistent and coherent data on issues affecting young people from migrant and refugee backgrounds is a perennial challenge in compiling a strong empirical evidence base for program design and advocacy. Our work with the University of Melbourne has resulted in a successful three year ARC Linkage project investigating the status of culturally and linguistically diverse young people. The long term aim is to build a knowledge hub on the status of young people from migrant and refugee backgrounds. It is anticipated to commence in early 2016.

C M Y. N E T. A U36

Funded by the Department of Justice and Regulation

OUTPUTS

• 416 volunteers active in the program• 366 people applied to become volunteers with the program and 118 completed

training to become new volunteers• Volunteers attended over 3,300 interviews• 3,487 young people (aged 10-18 years) were supported at one of 150 police stations

throughout Victoria• 927 young people (27%) were referred to support agencies• 159 young people were provided with legal advice at the police station through YRIPP.

OUTCOMES

• Police who had contact with the program reported the following in a survey: » 98% of respondents reported volunteers are easy to access » 98% of respondents reported volunteers attended in a timely manner » 98% of respondents reported volunteers performance as “good”, “very good” or

“excellent”• 90% of volunteers reported being “extremely” or “very” satisfied with the program• 100% of volunteers reported feeling valued as a YRIPP volunteer.

17,435

HOURS OF VOLUNTEER TIME

$523,050

WORTH OF VOLUNTEER TIME

Youth Referral and Independent Person Program (YRIPP) The Youth Referral and Independent Person Program (YRIPP) delivers a high quality system of adult volunteers or ‘Independent Persons’ who attend police interviews with young people in police custody when a parent or guardian is not available. YRIPP also seeks to divert young people from future offending through early intervention at the point of police contact. YRIPP had 416 active volunteers this financial year.

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National Connections

Policy and Advocacy

The MYAN plays a unique role in promoting the needs and issues of young people from refugee and migrant backgrounds across the youth and settlement sector through its national policy and advocacy work.

This year it hosted the first-ever national multicultural youth summit ‘FUSE’ in October 2014. Held in Sydney over three days, FUSE brought together 40 of the brightest multicultural young leaders from across Australia to put a multicultural lens on national youth issues. FUSE was designed to support young people to develop leadership and advocacy skills and provided opportunities to apply these skills through dialogue with MPs and other decision makers.

It also completed the ‘Youth Settlement Framework’ - Australia’s first national framework for understanding and responding to the needs of young people in the settlement context. The Youth Settlement Framework will be released in September 2015, with national training to support its implementation.

This year the MYAN collaborated with the University of Adelaide to release the landmark ‘CALD Youth Census Report’ - Australia’s first-ever analysis of culturally diverse young people.

It also delivered training to the Youth Hubs in NSW and QLD on supporting young people from refugee backgrounds in the employment context. This training was attended by over 45 participants.

This policy development and advocacy work has positioned the MYAN as the first point of contact on multicultural youth issues and we regularly advise government and non-government sectors across Australia and beyond. This year we were the lead agency in a consortium of organisations who worked together to produce a suite of training materials to respectfully engage with young people from refugee backgrounds.

Capacity Building

The MYAN offers a collaborative and supportive environment for the development of multicultural youth advocacy networks in each of Australia’s states and territories.

The capacity building work at the state level included funding Project Officers to coordinate the work of MYAN QLD, MYAN NSW, MYAN WA and MYAN TAS.

Highlights of this work included regular network meetings, forums and new sector resources in NSW, WA, QLD and TAS. MYAN TAS launched its report on state-wide youth consultations Our Voice Matters and has engaged in a range of advocacy work with young people to progress the recommendations.

MYAN WA continues to attract large numbers to its regular network meetings, with a new professional development focus, and has supported a MYAN WA Youth Action Group in planning for a WA multicultural youth leadership summit.

This year also saw the launch of MYAN NSW as the first independent multicultural youth specialist organisation in NSW. MYAN NSW continued its policy and sector development work, providing training for the youth and multicultural sectors on working with young people from multicultural backgrounds and training for young people to build their advocacy and leadership skills.

This work reinforces our strong multicultural youth networks across Australia and will bring together the youth and settlement sectors to promote the needs and issues of young people from multicultural backgrounds and support improved service delivery for this group of young people.

CMY is the convenor and auspice of the Multicultural Youth Advocacy Network (Australia). As the only national voice on multicultural youth issues, the MYAN continues to pursue two distinct strategies; national policy and advocacy, and state-wide capacity building.

w

Positive Representation of Young PeopleOur people, infrastructure and systems are set up to ensure effective communication and knowledge sharing. CMY aims to be the recognised leader and preferred partner in working with young people.

FACEBOOK

This year CMY reached 177, 679 Facebook users. Through Facebook CMY was able to connect young people, build their social networks, share information and provide a platform to comment on key issues.

TWITTER

Through Twitter CMY was able to extend our networks, contribute expertise to national conversations and ensure exposure to issues that young people of migrant and refugee backgrounds face.

1,043TWITTER FOLLOWERS

Tim Soutphommasane @timsout Great to meet young leaders at @TalkToCMY last night - thanks for sharing your views on discrimination and education

GevaMentor @GevaMentor

Great to have Elgaili share his story with us @netballvic as part of @TalkToCMY #ShoutOut #CMY #CulturalCompentency

Celia Bich Tran - @celerwee

Loved speaking @ the Library Unconference ytrday hosted by @melblibrary! Thx @TalkToCMY 4 the opportunity #CMYShoutOut

177KTOTAL REACH

20+NETWORKING GROUPS

13KPAGE INTERACTIONS

365STORIES SHARED

38 C M Y. N E T. A U

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MEDIA

CMY works to ensure that young people are understood, accurately represented and influential in Australian society. To do so we increased positive media representation of young people and their issues.

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40

Strategic Plan Report CardEach of the four overarching themes in our five-year Strategic Plan come with a set of objectives that guide our work. In turn, a number of actions are derived from each set of objectives. These actions are reviewed each year for their currency and new actions are added where needed. The actions span from ongoing flagship programs e.g. Reconnect, to short-term one off projects. These projects and programs

MY COMMUNITY Young people are connected, belong and contribute to their families and communities

MY JOURNEY Young people are empowered to access opportunities and actively shape their own futures

MY VOICE Young people are understood, accurately represented and influential in Australian society

OGANISATIONAL CAPACITY CMY is seen as the recognised leader and preferred partner in working with young people and shares it knowledge for the benefit of all Australians

5 OBJECTIVES 4 OBJECTIVES 4 OBJECTIVES 4 OBJECTIVES

Increase the connectedness of young people to their communities.

Increase the capacity of communities and families to deal with intergenerational conflict.

Improve practice and support for disengaged and disadvantaged young people.

Increase community awareness of young people’s public safety issues.

Engage young people in community action to tackle racism.

Improve education outcomes for young people.

Improve employment outcomes for young people.

Increase young people’s access to useful connections and diverse social networks.

Increase the capability of mainstream agencies and settlement services to respond to the needs of young people.

Increase the opportunities for young people to develop leadership skills and contribute to civic activities.

Increase positive media representation of young people and coverage of their issues.

Increase the safe engagement and contribution of young people in digital communities.

Increase the prominence and awareness of the social and economic issues facing young people.

Enhance our governance, management and workforce capacity and improve our business services.

Strengthen CMY’s brand.

Strengthen CMY’s role as knowledge leader and expert in working with young people.

Strengthen CMY’s financial position to ensure the best outcomes for young people.

14 ACTIONS IDENTIFIED 10 ACTIONS IDENTIFIED 9 ACTIONS IDENTIFIED 18 ACTIONS IDENTIFIED

Highlights 2014-15• Reconnect, Complex Case Support, UHM and Young Afican Men’s

Program - case managed over 190 young people. Through our casework, we worked with other services to connect young people and to build service capacity.

• Ballarat and Inner Gippsland offices – worked with over 200 young people to build opportunities to participate, grow a sense of belonging and contribute to communities.

• Sports capacity building – worked with eight State Sporting Associations to embed good practice in connecting with young people.

• Supported 14 unaccompanied minors through to independent living by skilling them up and connecting them to support services.

• Delivered a high quality Independent Person program across 155 police stations.

• Delivered a social cohesion project in two metropolitan growth corridors to strengthen young people’s sense of belonging and connectedness.

• The BoySpace project engaged over 200 young men in weekly soccer sessions that fostered stronger connections and friendships with other young people, and increased their knowledge and connections with local services.

Highlights 2014-15• Supported 67 homework clubs across Victoria to deliver

high quality homework support for refugee young people to enable them to make the most of their education opportunities.

• Worked across 34 RESP partnerships and projects involving 47 schools and 27 community organisations to facilitate appropriate opportunities for young people to make the most of their participation in education.

• Worked closely with philanthropy to shape better employment pathways for newly arrived young people.

• New partnerships with universities to grow our evidence base for advocacy and program design.

• Supported and coordinated the piloting of nine community youth hubs in three states that accessed opportunities for young people into employment pathways.

• Worked in partnership with LGAs to strengthen and link opportunities for refugee young people to settle well and be empowered to shape their own futures.

Highlights 2014-15• 69 young people participated in Short Burst youth

leadership training to build their skills and confidence in taking action to create change and be influential in their peer group, local community or on a broader level.

• Increased positive representation of young people’s stories in mainstream and online media.

• Increased our Twitter and Facebook users to connect young people, build their connections and share a platform to comment on issues affecting their everyday lives.

• 18 young adults completed the Shout Out program and went on to deliver 35 speaking engagements to over 2,000 people.

• Over 70 newly arrived young refugees participated in information sessions designed to introduce them to life in Australia and give them the confidence to take control of their lives.

• The I Speak Football project trained 20 young Leaders and engaged 66 young people in football sessions to strengthen social inclusion and a shared sense of belonging.

• Supported three Youth Advisory Groups in Ballarat, Gippsland and Melbourne metro-central as a conduit of young people’s voices and ideas to inform the work of CMY.

Highlights 2014-15• Reviewed and refined our governance policy and practice.

• Reviewed and realigned our organisational structure to accommodate change and improve linkages across programs.

• Continued a training program for the leadership group.

• Commenced a longer term facilities and infrastructure plan to support organisational capacity and better business systems.

• Successfully negotiated an EBA with CMY staff.

• Re-developed the website to include a clearer access to our knowledge hub and a stronger online media presence.

build on the achievements of the preceding years and form our annual work plan against the Strategic Plan. In this financial year 51 actions stemmed from our objectives. Of these 51 actions, 46 have been completed or are on track and five will roll over into the next financial year.

C M Y. N E T. A U

41

MY COMMUNITY Young people are connected, belong and contribute to their families and communities

MY JOURNEY Young people are empowered to access opportunities and actively shape their own futures

MY VOICE Young people are understood, accurately represented and influential in Australian society

OGANISATIONAL CAPACITY CMY is seen as the recognised leader and preferred partner in working with young people and shares it knowledge for the benefit of all Australians

5 OBJECTIVES 4 OBJECTIVES 4 OBJECTIVES 4 OBJECTIVES

Increase the connectedness of young people to their communities.

Increase the capacity of communities and families to deal with intergenerational conflict.

Improve practice and support for disengaged and disadvantaged young people.

Increase community awareness of young people’s public safety issues.

Engage young people in community action to tackle racism.

Improve education outcomes for young people.

Improve employment outcomes for young people.

Increase young people’s access to useful connections and diverse social networks.

Increase the capability of mainstream agencies and settlement services to respond to the needs of young people.

Increase the opportunities for young people to develop leadership skills and contribute to civic activities.

Increase positive media representation of young people and coverage of their issues.

Increase the safe engagement and contribution of young people in digital communities.

Increase the prominence and awareness of the social and economic issues facing young people.

Enhance our governance, management and workforce capacity and improve our business services.

Strengthen CMY’s brand.

Strengthen CMY’s role as knowledge leader and expert in working with young people.

Strengthen CMY’s financial position to ensure the best outcomes for young people.

14 ACTIONS IDENTIFIED 10 ACTIONS IDENTIFIED 9 ACTIONS IDENTIFIED 18 ACTIONS IDENTIFIED

Highlights 2014-15• Reconnect, Complex Case Support, UHM and Young Afican Men’s

Program - case managed over 190 young people. Through our casework, we worked with other services to connect young people and to build service capacity.

• Ballarat and Inner Gippsland offices – worked with over 200 young people to build opportunities to participate, grow a sense of belonging and contribute to communities.

• Sports capacity building – worked with eight State Sporting Associations to embed good practice in connecting with young people.

• Supported 14 unaccompanied minors through to independent living by skilling them up and connecting them to support services.

• Delivered a high quality Independent Person program across 155 police stations.

• Delivered a social cohesion project in two metropolitan growth corridors to strengthen young people’s sense of belonging and connectedness.

• The BoySpace project engaged over 200 young men in weekly soccer sessions that fostered stronger connections and friendships with other young people, and increased their knowledge and connections with local services.

Highlights 2014-15• Supported 67 homework clubs across Victoria to deliver

high quality homework support for refugee young people to enable them to make the most of their education opportunities.

• Worked across 34 RESP partnerships and projects involving 47 schools and 27 community organisations to facilitate appropriate opportunities for young people to make the most of their participation in education.

• Worked closely with philanthropy to shape better employment pathways for newly arrived young people.

• New partnerships with universities to grow our evidence base for advocacy and program design.

• Supported and coordinated the piloting of nine community youth hubs in three states that accessed opportunities for young people into employment pathways.

• Worked in partnership with LGAs to strengthen and link opportunities for refugee young people to settle well and be empowered to shape their own futures.

Highlights 2014-15• 69 young people participated in Short Burst youth

leadership training to build their skills and confidence in taking action to create change and be influential in their peer group, local community or on a broader level.

• Increased positive representation of young people’s stories in mainstream and online media.

• Increased our Twitter and Facebook users to connect young people, build their connections and share a platform to comment on issues affecting their everyday lives.

• 18 young adults completed the Shout Out program and went on to deliver 35 speaking engagements to over 2,000 people.

• Over 70 newly arrived young refugees participated in information sessions designed to introduce them to life in Australia and give them the confidence to take control of their lives.

• The I Speak Football project trained 20 young Leaders and engaged 66 young people in football sessions to strengthen social inclusion and a shared sense of belonging.

• Supported three Youth Advisory Groups in Ballarat, Gippsland and Melbourne metro-central as a conduit of young people’s voices and ideas to inform the work of CMY.

Highlights 2014-15• Reviewed and refined our governance policy and practice.

• Reviewed and realigned our organisational structure to accommodate change and improve linkages across programs.

• Continued a training program for the leadership group.

• Commenced a longer term facilities and infrastructure plan to support organisational capacity and better business systems.

• Successfully negotiated an EBA with CMY staff.

• Re-developed the website to include a clearer access to our knowledge hub and a stronger online media presence.

A N N U A L R E P O R T 2 014 - 2 015

C M Y. N E T. A U42

CENTRE FOR MULTICULTURAL YOUTH ABN: 82 127 444 713

CMY is a public company limited by guarantee with a Constitution setting out legal requirements and the rules under which it must be governed. CMY is also a Tax Concession Charity (TCC) or Public Benevolent Institution (PBI) endorsed as a Deductible Gift Recipient (DGR) under the Income Tax Assessment Act. CMY’s accounts are audited externally each year and a copy of the audited accounts is provided to stakeholders within an Annual Report.

CMY currently manages a budget of $6 million from diverse funding sources, including federal, state and local government and philanthropic foundations. With a team of over 60 staff, CMY delivers programs across metropolitan Melbourne and Victoria through our offices in Ballarat, Carlton, Dandenong, Gippsland and Sunshine.

CMY’s Board consists of directors who are responsible for setting the strategic direction of CMY, reviewing the organisation’s strategic process and performance, appointing an auditor, monitoring the organisation’s financial position, monitoring its framework for managing risks, appointing the CEO and ensuring compliance with all relevant State and Commonwealth laws.

A mix of board members and senior staff are also members of finance, human resources and communications sub-committees. These committees report to the board on a regular basis.

The board has formally delegated responsibility for day-to-day operations to the Chief Executive Officer and executive management team.

RISK MANAGEMENT

CMY’s attitude to risk is guided by robust and consistently applied risk criteria, which are reviewed alongside an organisational risk register at least annually. CMY’s risk register is sub-divided into the following sections: people, property and systems, finance, legal, information and partnerships, and knowledge and partnerships. All major programs and projects are subject to a risk assessment based on the approach advocated in AS/NZS ISO 31000:2009.

ETHICAL STANDARDS AND CODE OF CONDUCT

Board members, management and staff are expected to comply with relevant laws and the codes of conduct of relevant professional bodies. All staff are made aware of the Code of Ethical Practice which guides CMY’s approach to dealing with colleagues, clients and other stakeholders.

COMPLAINTS HANDLING

CMY’s Internal and External Complaints Policies outline the steps towards internal grievance resolution and provides the process for external resolution of grievances should it be required. Young people receive CMY’s Client Charter which clearly outlines what they can expect from CMY staff and how to share feedback and complaints.

INDEPENDENT ADVICE

CMY receives pro bono legal support and has access to material and intellectual resources from numerous suppliers, partners, supporters and critical friends.

Governance Statement

A N N U A L R E P O R T 2 014 - 2 01543

C M Y. N E T. A U

Your directors present their report on the company for the financial year ended 30 June 2015.

DIRECTORS

The names of the directors in office at anytime during or since the end of the year are:

Maree Lynn Davidson (retired 1 December 2014) Bulent (Hass) Dellal Sally James Kirsten Rae Pilatti (retired 14 August 2014) Donato Smarrelli Jeanette Ward (retired 3 June 2015) Demetrio Zema

Directors have been in office since the start of the financial year to the date of this report unless otherwise stated.

REVIEW OF OPERATIONS

The profit of the company for the financial year amounted to $199,553 (2014: $381,114).

A review of the operations of the company during the financial year and the results of those operations are as follows:

CMY’s financial and operating discipline enabled the organisation to deliver higher than expected surplus during a challenging year.

Continued efforts to reduce operating costs combined with a prudent and responsible approach to providing services have realised a reduction in operational expenses by 6.3% and contributed to the surplus. This result will strengthen CMY’s balance sheet and will assist it in implementing its strategic plan.

SIGNIFICANT CHANGES IN THE STATE OF AFFAIRS

No significant changes in the company's state of affairs occurred during the financial year.

PRINCIPAL ACTIVITIES

The principal activities of the company during the financial year were the provision of support services to disadvantaged young people from migrant and refugee backgrounds with a view to relieve the poverty, distress or helplessness suffered by them.

No significant change in the nature of these activities occurred during the financial year.

EVENTS SUBSEQUENT TO THE END OF THE REPORTING PERIOD

No matters or circumstances have arisen since the end of the financial year which significantly affected or may significantly affect the operations of the company, the results of those operations, or the state of affairs of the company in future financial years.

LIKELY DEVELOPMENTS AND EXPECTED RESULTS OF OPERATIONS

Likely developments in the operations of the company and the expected results of those operations in future financial years have not

Director’s Report

been included in this report as the inclusion of such information is likely to result in unreasonable prejudice to the company.

ENVIRONMENTAL REGULATION

The company's operations are not regulated by any significant environmental regulation under a law of the Commonwealth or of a state or territory.

DIVIDENDS

No dividends have been paid or declared since the start of the financial year.

OPTIONS

No options over issued shares or interests in the company were granted during or since the end of the financial year and there were no options outstanding at the date of this report.

INFORMATION ON DIRECTORS

Sally James Senior Manager, Youth Transitions, Brotherhood of St Laurence

Maree Lynn Davidson AM Principal, Davidson Consulting Pty Ltd Chair and Founding Member of the Advisory Committee of the Fellowship for Indigenous Leadership Executive Member, National Centre Against Bullying National Board Member of the YMCA Director of the YMCA Youth Community Fund Board Member, Fitted for Work Board Member, Consumer Utilities Advocacy Centre

Donato (Don) Smarrelli OAM Director/Principal, Lawcorp Lawyers Pty Ltd President of the Board, Assisi Centre Incorporated

Dr Bulent (Hass) Dellal OAM Chair, Centre for Multicultural Youth Company Secretary, Australian Multicultural Foundation Ltd Member of the Board of Trustees, European Multicultural Foundation Director, Special Broadcasting Service (SBS) Board of Directors, Scanlon Foundation Trust

Kirsten Rae Pilatti National Marketing and Communications Manager, Breast Cancer Network Australia

Jeanette Ward BA, GAICD Treasurer, Centre for Multicultural Youth Director, Te Anau Consulting President, Board of Management, Melbourne Youth Music

Demetrio Zema Solicitor, Logie-Smith Lanyon Lawyers

COMPANY SECRETARY

The following person held the position of company secretary during the 2014/15 financial year.

Carmel Guerra Founder and Chief Executive Officer of the Centre for Multicultural Youth (CMY), since the organisation’s inception in 1988.

Appointed company secretary at incorporation of CMY in 2007

C M Y. N E T. A U44

A N N U A L R E P O R T 2 014 - 2 01545

SALLY JAMES MAREE LYNN DAVIDSON

DON SMARRELLI KIRSTEN RAE PILATTI

JEANETTE WARD DEMETRIO ZEMA

CARMEL GUERRA BULENT (HASS) DELLAL

MEETINGS OF DIRECTORS

Directors Name # Eligible to Attend # Attended

Sally James 6 5

Maree Lynn Davidson 4 4

Don Smarrelli 6 6

Bulent (Hass) Dellal 6 6

Kirsten Pilatti 1 1

Jeanette Ward 6 6

Demetrio Zema 6 6

Company Secretary

Carmel Guerra 6 6

No director has received, or become entitled to receive, during or since the beginning of the financial year, a benefit because of a contract made by the company, or a related body corporate with a director, a firm of which the director is a member or an entity in which a director has a substantial financial interest.

This statement excludes a benefit included in the aggregate amount of emoluments received or due and receivable by directors and shown in the company's financial statements.

INDEMNIFICATION OF OFFICERS

No indemnities have been given or insurance premiums paid, during or since the end of the financial year, for any person who is or has been an officer or auditor of the company.

PROCEEDINGS ON BEHALF OF COMPANY

No person has applied for leave of court to bring proceedings on behalf of the company or intervene in any proceedings to which the company is a party for the purpose of taking responsibility on behalf of the company for all or part of those proceedings.

The company was not a party to any such proceedings during the year.

AUDITOR'S INDEPENDENCE DECLARATION

A copy of the auditor’s independence declaration as required under Section 307C of the Corporations Act 2001 is attached to this financial report.

This director’s report is signed in accordance with a resolution of the board of directors:

BULENT (HASS) DELLAL Director Dated this 14th day of October 2015

C M Y. N E T. A U46

Concise Financial ReportDiscussion and Analysis of the Financial Statements

INFORMATION ON THE CENTRE FOR MULTICULTURAL YOUTH CONCISE FINANCIAL REPORT

The Concise Financial Report is an extract from the full financial report for the year ended 30 June 2015. The Concise Financial Report has been prepared in accordance with Accounting Standard AASB 1039: Concise Financial Reports, and the Corporations Act 2001.

The financial statements and other information included in the Concise Financial Report are derived from, and are consistent with, the full financial report of Centre for Multicultural Youth. The Concise Financial Report cannot be expected to provide as detailed an understanding of the financial performance, financial position and financing and investing activities of Centre for Multicultural Youth as the full financial report. A copy of the full financial report and auditor’s report is available, free of charge, from our website, www.cmy.net.au.

The presentation currency used in this Concise Financial Report is Australian dollars.

The discussion and analysis is provided to assist members in understanding the Concise Financial Report. The discussion and analysis is based on the Centre for Multicultural Youth’s financial statements and the information contained in the Concise Financial Report has been derived from the full 2015 financial report of the Centre for Multicultural Youth.

STATEMENT OF COMPREHENSIVE INCOME

CMY reported an operating surplus of $199,553 for the year ended 30 June 2015 (2014: $381,114).

The higher than expected surplus reflected CMY’s financial and operating discipline, a responsible approach to providing services and its continued effort to reduce operating costs.

There have been no significant economic or other events that have impacted operations.

STATEMENT OF FINANCIAL POSITION

Total assets decreased by $465,318 to $2,930,237, representing a decrease of 13.70%. This decrease was mainly attributable to the following:

• Both Cash and cash equivalents and Held ‐to‐maturity financial assets decreased by $124,270 and $471,316 respectively due mainly to higher payments made to suppliers and employees during the period.

Total liabilities decreased by $664,871 to $1,473,744, representing a decrease of 31.08%. This decrease was mainly attributable to the following:

• Income in advance decreased by $608,211;• Trade and other payables decreased by $118,202; and• Employee provisions increased by $54,676.

STATEMENT OF CHANGES IN EQUITY

As the Centre for Multicultural Youth is a company limited by guarantee, its equity comprises only retained earnings, which increased by $199,553 to $1,456,493.

STATEMENT OF CASH FLOWS

Cash and cash equivalents decreased by $602,452 in 2015 compared to previous year due to the company made higher payments to suppliers and employees during the period.

47

Statement of Comprehensive IncomeFor the Year Ended 30 June 2015

$ 2015 $ 2014

Revenue 5,751,531 5,395,766

Other income 459,458 771,505

Employee entitlements (4,126,597) (3,769,772)

Depreciation (9,721) (11,892)

Repairs and maintenance expense (6,379) (6,644)

Utilities expense (11,013) (11,681)

Rental expense (124,872) (144,835)

Training and welfare expense (44,484) (54,737)

Audit, legal and consultancy expense (138,912) (173,913)

Other expenses (1,549,458) (1,612,683)

Surplus (Loss) for the year 199,553 381,114

Other comprehensive income - -

TOTAL COMPREHENSIVE INCOME

FOR THE YEAR 199,553 381,114Statement of Financial PositionAs at 30 June 2015

ASSETS

Current Assets $ 2015 $ 2014

Cash and cash equivalents 234,827 359,097

Trade and other receivables 234,434 106,210

Financial assets 2,322,873 2,794,189

Other current assets 97,917 103,053

TOTAL CURRENT ASSETS 2,890,051 3,362,550

Non-Current Assets

Plant and equipment 40,186 33,005

TOTAL NON-CURRENT ASSETS 40,186 33,005

TOTAL ASSETS 2,930,237 3,395,555

LIABILITIES

Current Liabilities $ 2015 $ 2014

Trade and other payables 365,700 483,902

Borrowings 19,794 12,928

Short-term provisions 292,476 298,831

Grants in advance 586,149 1,194,360

TOTAL CURRENT LIABILITIES 1,264,119 1,990,021

Non-Current Liabilities

Long-term provisions 209,625 148,594

TOTAL NON-CURRENT LIABILITIES 209,625 148,594

TOTAL LIABILITIES 1,473,744 2,138,615

NET ASSETS 1,456,493 1,256,940

EQUITY

Retained earnings 1,456,493 1,256,940

TOTAL EQUITY 1,456,493 1,256,940

Statement of Changes in EquityFor the Year Ended 30 June 2015

$ RETAINED

EARNINGS$ TOTAL

BALANCE AT 1 JULY 2013 875,826 875,826

Earnings attributable to the entity 381,114 381,114

BALANCE AT 30 JUNE 2014 1,256,940 1,256,940

BALANCE AT 1 JULY 2014 1,256,940 1,256,940

Earnings attributable to the entity 199,553 199,553

BALANCE AT 30 JUNE 2015 1,456,493 1,456,493

DIRECTORS’ DECLARATION

In accordance with a resolution of the directors of the Centre for Multicultural Youth, the directors of the company declare that the concise financial report of the Centre for Multicultural Youth for the financial year ended 30 June 2015:

A. complies with Accounting Standard AASB 1039: Concise Financial Reports; and

B. is an extract from the full financial report for the year ended 30 June 2015 and has been derived from and is consistent with the full financial report of the Centre for Multicultural Youth.

BULENT (HASS) DELLAL Director Dated in Carlton on this 14th day of October 2015.

Statement of Cash FlowsFor the Year Ended 30 June 2015

Cash flows from operating activities $ 2015 $ 2014

Grants, donations and other income received 5,968,083 6,124,862

Interest received 119,819 95,778

Payments to suppliers and employees (6,673,452) (5,978,170)

NET CASH PROVIDED BY OPERATING ACTIVITIES (585,550) 242,470

Cash flows from investing activities

Purchase of property, plant and equipment (16,902) (4,286)

NET CASH USED IN INVESTING ACTIVITIES (16,902) (4,286)

Net increase in cash held (602,452) 238,184

Cash at beginning of year 3,140,358 2,902,174

CASH AT END OF YEAR 2,537,906 3,140,358

A N N U A L R E P O R T 2 014 - 2 015

C M Y. N E T. A U48

UNDER SECTION 307C OF THE CORPORATIONS ACT 2001 TO THE DIRECTORS OF CENTRE FOR MULTICULTURAL YOUTH

I declare that, to the best of my knowledge and belief, during the year ended 30 June 2015 there has been:

i. no contraventions of the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit; and

ii. no contraventions of any applicable code of professional conduct in relation to the audit.

HAINES MUIR HILL ALAN J MUIR Chartered Accountants Partner Level 1, 888 Doncaster Road DONCASTER EAST VIC 3109

Dated in Doncaster on this 14th day of October 2015

Auditor’s Independence Declaration

NEED DATA

49

To the Members of the Centre for Multicultural Youth

REPORT ON THE CONCISE FINANCIAL REPORT

We have audited the accompanying Concise Financial Report of the Centre for Multicultural Youth, which comprises the Statement of Financial Position as at 30 June 2015, the Statement of Comprehensive Income, Statement of Cash Flows and the Statement of Changes in Equity for the year then ended, derived from the audited financial report of the Centre for Multicultural Youth for the year ended 30 June 2015. The Concise Financial Report does not contain all the disclosures required by Australian Accounting Standards and accordingly, reading the Concise Financial Report is not a substitute for reading the audited financial report.

DIRECTORS RESPONSIBILITY FOR THE CONCISE FINANCIAL REPORT

The directors are responsible for the preparation of the Concise Financial Report in accordance with Accounting Standard AASB 1039: Concise Financial Reports, and the Corporations Act 2001, and for such internal control as the directors determine is necessary to enable the preparation of the Concise Financial Report.

AUDITOR’S RESPONSIBILITY

Our responsibility is to express an opinion on the Concise Financial Report based on our audit procedures which were conducted in accordance with Auditing Standard ASA 810: Engagements to Report on Summary Financial Statements. We have conducted an independent audit, in accordance with Australian Auditing Standards, of the financial report of the Centre for Multicultural Youth for the year ended 30 June 2015. We expressed an unmodified audit opinion on that financial report in our report dated 14 October 2015. The Australian Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report for the year is free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the Concise Financial Report. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the Concise Financial Report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation of the Concise Financial Report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. Our procedures included testing that the information in the Concise Financial Report is derived from, and is consistent with, the financial report for the year, and examination on a test basis, of evidence supporting the amounts and other disclosures which were not directly derived from the financial report for the year.

These procedures have been undertaken to form an opinion on whether, in all material respects, the Concise Financial Report complies with Accounting Standard AASB 1039: Concise Financial Reports.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion

INDEPENDENCE

In conducting our audit, we have complied with the independence requirements of the Corporations Act 2001. We confirm that the independence declaration required by the Corporations Act 2001, which has been given to the directors of the Centre for Multicultural Youth, would be in the same terms if provided to the directors as at the date of this auditor’s report.

AUDITOR’S OPINION

In our opinion, the Concise Financial Report of the Centre for Multicultural Youth for the year ended 30 June 2015 complies with Accounting Standard AASB 1039: Concise Financial Reports.

HAINES MUIR HILL ALAN J MUIR Chartered Accountants Partner 888 Doncaster Road DONCASTER EAST VIC 3109 Dated in Carlton on this 14th day of October 2015

Independent Auditor’s Report

A N N U A L R E P O R T 2 014 - 2 015

C M Y. N E T. A U50

FUNDERS

CMY has long-standing partnerships with many state and federal government departments. In recent years we have begun to forge important relationships with key philanthropic foundations. We would like to thank all our funding partners for their continued commitment to improving the lives of young people.

Victorian GovernmentCMY has received state government funding for more than 20 years.•Department of Education and Training •Department of Justice and Regulation•Office for Multicultural Affairs•Office for Youth•Sport and Recreation Victoria

Australian Government•Department of Immigration and Border Protection•Department of Social Services

Philanthropic Foundations CMY has been working closely with a range of philanthropic partners to address areas identified in the Strategic Plan as organisational priorities.•AMF Research Trust•Charities Aid Foundation (CAF) Australia•City Football Foundation•Gandel Philanthropy•Lord Mayor’s Charitable Foundation•Portland House Foundation

Other•Migration Council Australia•Victorian Health Promotion Foundation•Youth Support and Advocacy Service

PARTNERS AND SUPPORTERS

Our success is built on an ability to forge excellent partnerships. Our supporters and partners are as diverse as the young people we work with and we would not achieve what we do without their commitment and openness.

Multicultural and Community Sectors

Adult Multicultural Education Service (AMES)

Amnesty International

Australian Multicultural Foundation

Australian Red Cross

Ballarat Regional Multicultural Council

Banksia Gardens Community Services

Brotherhood of St Laurence

CO.AS.IT

DASWest

Diversitat

Ethnic Communities Council of Victoria

Foundation House

Gippsland Multicultural Services

Jesuit Social Services

Kildonan UnitingCare

MacKillop Family Services

Quantum Support Services

Refugee Council of Australia

Royal Children’s Hospital - Immigrant Health Service

Settlement Council of Australia

Southern Migrant and Refugee Centre

Spectrum Migrant Resource Centre

The Salvation Army

Travancore

Victorian Alcohol and Drug Association

Victorian Immigrant and Refugee Women’s Coalition

Wimmera Development Association

Youth

The Commission for Children and Young People

Orygen Youth Services

Youth Affairs Council of Victoria

Youth Junction INC

Youth Support and Advocacy Service

Education and Employment

AFL SportsReady

Ainslie Parklands Primary School

Albion Primary School

Baw Baw and Latrobe LLEN

Braybrook College

Brunswick Secondary College

Caroline Chisholm Catholic College

Catholic Education Office Melbourne

Chaffey Secondary School

Clayton North Primary School

Collingwood College

Collingwood English Language School

Copperfield College

Craigieburn South Primary School

Dallas Brooks Community Primary School

Dandenong High School

Dandenong Primary School

Dandenong South Primary School

Dandenong West Primary School

Deakin University

Doncaster Primary School

Doncaster Secondary College

Doveton College

Eastwood Primary School

Federation University

A N N U A L R E P O R T 2 014 - 2 01551

Gleneagles Secondary College

Golden Square Primary School

Hallam Senior College

Highlands LLEN

Hume Central Secondary College

Independent Schools Victoria

Kangaroo Flat Primary School

Kolbe College

Kurnai College

La Trobe University

Lavalla Catholic College

Marian College

Meadows Primary School

Melba College

Mildura Primary School

Mildura Senior College

Monash University

Mossgiel Park Primary School

Mount Clear Secondary College

Narre Warren South P-12 College

Noble Park English Language School

Noble Park Primary School

Our Lady’s Primary School - Craigeburn

Our Lady of Perpetual Help Primary School

Phoenix P-12 Community College

Preston North East Primary School

Roxburgh Rise Primary School

Roxburgh Homestead Primary School

Ruskin Park Primary School

Santa Maria College

South East Local Learning and Employment Network

St Peter Julian Eymard Primary School

Sunshine Harvester Primary School

University of Adelaide

University of Melbourne

University of Sydney

Victoria University

Western English Language School

Yarra Hills Secondary College

Justice and Policing

Australian Federal Police

Children’s Court of Victoria

Eastern Community Legal Centre

Magistrates Court of Victoria

Office of the Public Advocate

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Justine Coleman - Performance Culture Consulting

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C M Y. N E T. A U52

304 Drummond Street, Carlton, VIC 3053 info@cmy.net.au (03) 9340 3700 ABN: 82 127 444 713

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