CALD Worker Mentoring Project

Transcription

1 CALD Worker Mentoring Project This report summarises the process of a two-year pilot community worker mentoring project implemented by Western Sydney Community Forum in Greater Western Sydney.

2 Contents Origins of the CALD Worker Mentoring Project... 2 Objectives and Outcomes... 3 Project Partners... 5 Project Design... 6 Mentoring Research and Service Managers Interviews... 6 A Cross Cultural and Peer Mentoring model... 7 Project Branding, Promotion and Launch... 7 CALD Mentoring Advisory Group... 8 Host Mentoring Organisations... 9 Project Coordination Mentor and Mentee Recruitment Mentor and Mentee Attributes and Qualities Establishment of Mentoring Groups Participant Training and Group Activities The Mentoring Process Supporting and resourcing mentoring groups Project Evaluation Baseline measures Process and Outcome measures

3 Section 1 Origins of the CALD Worker Mentoring Project Western Sydney Community Forum (WSCF) is a peak organisation representing community service agencies in Greater Western Sydney (GWS). WSCF has a cross-regional membership of over 200 community-based organisations providing service and resources to the residents of Greater Western Sydney. WSCF works with community based services across 15 Local Government Areas (LGAs): Auburn, Bankstown, Baulkham Hills, Blacktown, Blue Mountains, Camden, Campbelltown, Fairfield, Hawesbury, Holroyd, Liverpool, Parramatta, Penrith, Wingecarribee and Wollondilly. Through WSCF s work with community service organisations, interagencies and culturally and linguistically diverse (CALD) workers a number of issues were identified in relation to skill development of CALD workers in the sector. These included: Workers are often employed for their bi-lingual, bi-cultural skills, experience, or for having worked with refugees overseas and often have limited experience in community services work. There is a high proportion of part-time work and/or shortterm projects and therefore staff may have limited time for skill development outside of work hours. CALD workers face challenges in keeping a balance between professional and personal/ community life. CALD workers are often the only link an organisation may have with a particular CALD community. CALD workers are often the go to person for advice and support in a number of complex issues high risk of burn out. Mentoring as a professional development tool Workplace mentoring has been increasingly recognised as a valuable form of career development for employees. Information shared in mentoring relationships can range from technical to non-technical skills. Organisations engaged in mentoring programs contribute to continual learning and benefit from employee s increased confidence, focus and exposure to broader networks and perspective. 2

4 CALD workers are often asked to assist with legal issues and interpreting when they are not qualified to do so. In response to these concerns, Western Sydney Community Forum began exploring the feasibility of developing a pilot mentoring program as a professional development strategy for CALD workers in the community services sector. In its simplest definition, mentoring is a relationship where one or more experienced persons assist others to learn and grow. For the purposes of the this pilot, mentoring was also seen as a reciprocal partnership where both mentors and mentees create a space for dialogue and knowledge sharing that leads to reflection, action and learning. The value of this professional mentoring relationship is that it provides an opportunity to focus on developing specific skills and capabilities, which are of mutual benefit to both mentors and mentees. Mentoring relationships provide a confidential, non-threatening environment for ideas, questions and concerns. It is an opportunity to give and receive information, personal insight, support and guidance. With this understanding of the functions of mentoring and the likely benefits for mentors, mentees and organisations, WSCF sought to develop a mentoring pilot project specifically targeting the skill development of CALD workers in the community services sector. Towards the end of 2010, WSCF submitted an application to the NSW Department Human and Community Services- Community Builders 2010/2011 grants for a two-year pilot -CALD Workers Mentoring Project- Meaningful Participation in Work life. WSCF was successful in its application. The project targets community based organisations across eight local government areas (LGAs): Auburn, Holroyd, Parramatta, Blacktown, The Hills, Hawkesbury, Penrith and the Blue Mountains. Objectives and Outcomes The objectives of the CALD Worker Mentoring Project are to enhance skill and professional development and contribution of CALD workers in community service organisations by: Improving work practices with diverse communities through direct cross-cultural contact mentoring relationships. Building knowledge of community services culture and sector directions. Enhancing level of potential worker contributions within organisations. Tapping into unused talent, wisdom, skills and opportunities for professional growth and revitalisation. 3

5 The establishment of a facilitated and semi-structured mentoring project would: Provide a unique opportunity for CALD staff to gain knowledge about employer expectations within the Australian workplace. Allow organisations to enhance workplace support in the development of employability skills. Provide organisations with a means of articulating and clarifying expectations of what is appropriate and/or required at different stages of a career development. Introduce a more structured knowledge sharing culture within organisations. Help individuals to recognise the skills they possess and be better prepared for work challenges. Allow individuals to understand the context in which they are working and to apply their existing skills. The outcomes of the CALD Worker Mentoring Project were to develop a model for sharing service know how between practicing experienced and less experienced staff in the Community Services Sector, in particular, workplace expectations in Australia. The CALD Worker Mentoring Project aimed to produce a new worker resource for community service organisations to further support less experience CALD and or new staff entering the community services Sector. Appendix 1 provides a logic model for the CALD Worker Mentoring Project. To ensure an orderly sequence of events in the pilot, a developmental timetable was developed. Appendix 2. Shows the project activity schedule. 4

6 Project Partners A number of stakeholders were part of the development of the CALD Worker Mentoring Project. Table one, provides a list of stakeholders and the benefits associated with their involvement. Table 1 Project Partners Stakeholder Western Sydney Community Forum Community Service Managers in Greater Western Sydney Mentors and Mentees Host Mentoring Organisations (endorsing mentor/mentee participation) Mentoring Advisory Group (MAG) members Department of Community Services Other Community Service Organisations in Greater Western Sydney. Reasons for inclusion & likely benefits Host organisation. Facilitating the development of a knowledge sharing model within community service organisations in Greater Western Sydney. WSCF able to document and disseminate outcomes to the Community Services Sector. WSCF could replicate project model in other areas. Provide supporting evidence and information into the skill development needs of CALD workers in community service organisations. Opportunity to have input into innovative professional development strategies for new community workers. Main beneficiaries who are likely to experience direct outcomes/impacts of the project. Expansion of professional networks, increased understanding of workplace expectations, development of specific knowledge and skills, increased participation in the workplace. Provide organisations with a means of articulating and clarifying expectations of what is appropriate/ required at different stages of career development. Enhanced the knowledge base of organisations. Allow organisations to enhance workplace support in the development of employability skills for new staff. A platform for diverse knowledge sharing across organisations. Contributing sector knowledge and expertise to project implementation. MAG members able to promote mentoring as a professional development tool within their organisation and in the wider community services sector. Cross sector collaboration. Funding body. Investment in a cost-effective strategy for professional development would be available for other community services in GWS. A new worker resource available to support new workers entering the community services sector. 5

7 Section 2 Project Design Mentoring Research and Service Managers Interviews Western Sydney Community Forum appointed a Project Coordinator to facilitate the development and implementation of the CALD Worker Mentoring Project. The project coordinator was engaged for a two-year period from June The first stage of project design, involved the project coordinator carrying out qualitative research/consultations into the skill and professional development needs of CALD workers. Face to face interviews were conducted through a structured questionnaire with managers from a range of community service organisations across Greater Western Sydney. Discussion at the interviews addressed the following questions: What are the skill and knowledge areas that CALD workers need in order to improve their effectiveness and participation in your organisation/workplace? What do you think could be some of the barriers that affect CALD workers abilities to develop and demonstrate the above-mentioned skills? In order to gain a broad perspective across the sector, interviews were conducted with representatives from both small and large community services organisation including Barnardos (Children & Family Centre) Wesley Mission (Brighter Futures-Blacktown), Anglicare (-Parramatta migrant services), Mission Australia (migrant and refugee services), Penrith Council (Multicultural Access Officer) Migrant Resource Centres (Parramatta and Blacktown), Granville Multicultural Community Centre, Boronia Multicultural Service Inc., St Anthony s Family Centre, Multicultural Disability Access Association and Tri Community Exchange Inc. Findings from the interviews were used to inform the development of the mentoring recruitment process and areas of skill development focus. In addition to service manager interviews, a review of mentoring programs was also conducted. The review provided insight into the different types mentoring models, the various functions that mentoring could play in the workplace, the community, and the reported benefits of engaging and 6

8 promoting a mentoring culture within business and community organisations. This review informed the decision on the mentoring model appropriate for the CALD Worker Mentoring Project. A Cross Cultural and Peer Mentoring model Prior to the official commencement of the project, research was conducted into the different models and functions of mentoring in the literature. Discussions were held with organisations undertaking mentoring as a professional development strategy to gather evidence of which mentoring model would be most suitable for the CALD Worker Mentoring Pilot. Given the changing composition of the Australian workforce, (particularly in Greater Western Sydney) it s become increasingly important for workers to further develop awareness and knowledge of working in cross-cultural environments. Understanding workplace culture, as well as the culture of peers (and how this plays a role in practice) is of critical importance for the professional development and workplace participation particularly for newly appointed CALD staff. Mentoring under a cross cultural model meant that both mentors and mentees from diverse cultural backgrounds had the opportunity to learn about the values, expectations and working styles of different workers and gain cultural and gender perspectives often not part of traditional working relationships. In addition it provided opportunities for clarification of workplace expectations. The rationale behind the use of a cross-cultural peer mentoring model is that many of an organisation s unwritten rules or service know how are not self evident to new employees and may even be less obvious to people of different cultural backgrounds. Learning the ins and outs of working in the community services sector is a long term process and can be made easier for newer workers, when provided with practical and concrete opportunities for professional interactions in this case, through direct mentoring relationships. Project Branding, Promotion and Launch The second stage of implementation was project branding and promotion. The project coordinator set out to develop an image (branding) to raise the profile of the project amongst community service organisations in the target LGAs. 7

9 The rationale behind a logo was to create a visual interpretation of the meaning and purpose of the mentoring experience. Figure 1: Project Logo Following consultation with WSCF staff, the phrase Share Knowledge, Build Skills became the tagline for the CALD Worker Mentoring Project. A graphic designer (internal) was engaged to assist in developing the final image used. Figure one, shows the final logo and branding used in all promotional material and resources developed through the life of the project. The use of multicoloured figures represents the crosscultural aspects of the mentoring relationships. The intertwined puzzle pieces represent the knowledge being shared and skills that workers bring to the community services sector. A promotional strategy was also developed to raise the profile of the project in the target LGAs. This involved visiting a number of sector interagencies and regional networks to present on the aims, objectives, expected outcomes and benefits of getting involved in the project. In addition, WSCF was approached to be part of the Communities Relation Commission Symposium in 2013 and conducted an interactive workshop on the expected outcomes of mentoring in the community services sector. A descriptive project summary was also developed and distributed via to WSCF member organisations. A project page was also developed on WSCF s website and project development updates included in WSCF s electronic newsletter (E-Flash). The project coordinator also participated in CALD worker community forums in Greater Western Sydney. Following the development of a logo and branding, the project was launched in November The launch served as a platform to disseminate findings from the initial research and service manager interviews as well as to recruit potential members for the CALD Mentoring Advisory Group who in collaboration with WSCF staff would guide the development of the project. CALD Mentoring Advisory Group A number of community service representatives expressed interest in joining the advisory group to support the development of the CALD Worker Mentoring Project. 8

10 The objective of the CALD Mentoring Advisory Group (MAG) was to provide a consultative forum to effectively guide the implementation, monitoring and evaluation of the CALD Worker Mentoring Project from January 2013 to May Terms of Reference (TOR) were drafted to guide the work of the advisory group and were endorsed by MAG members in December The TOR provided details of the expectations and functions of the CALD Mentoring Advisory Group, these included: Assist in the development of the structure of the CALD Worker Mentoring Project. Collaborate in the selection of an appropriate model to be implemented based on research and information provided by WSCF s CALD Mentoring Project Coordinator. Clarify, comment, make recommendations and endorse guidelines, policies & procedures and project resources developed. These include selection criteria for mentors and mentees and training material for participants. Act as a problem-solving forum to address issues that arise at either policy or operational level. Provide advice on issues arising from the implementation, monitoring and evaluation of the CALD Worker Mentoring Project. Representatives from the following organisations formed part of the CALD MAG: Western Sydney Community Forum (Project Coordinator & Strategic Development Manager), Macquarie University (Head, Department of Marketing & Management), Ethnic Communities Council of NSW, Penrith City Council (Multicultural Access Officer), Wesley Mission-Brighter Futures (for the first year of the project), Cassia Community Centre, Community Migrant Resource Centre and Western Sydney Information & Research Service (WESTIR). Host Mentoring Organisations Community service organisations endorsing workers as mentor and/or mentees in the project became known as Host Mentoring Organisations. A memorandum of understanding (MOU) was established to provide guidelines for collaboration between Western Sydney Community Forum and Host Mentoring Organisations. Under the MOU, Host Mentoring Organisations agreed to: 9

11 Approve their staff member s participation in the CALD Worker Mentoring Project (as mentors or mentees) In collaboration with staff member, identify key professional development areas and complete application form (Expression of Interest) to the CALD Worker Mentoring Project. Sign the MOU as a commitment to supporting staff members Agree to allow staff members to attend all mentoring meetings, related training sessions and activities (during work hours) Participate in the project s formative evaluation (i.e. interviews and feedback sessions) at key project development stages. Project Coordination The role of the Mentoring Project Coordinator included initial research into the skill development needs of CALD workers and a review of the mentoring literature to inform project design. Responsibilities also included subsequent communication, implementation and coordination of all activities associated with the project. The coordinator was also tasked to provide support and assistance to all project participants, respond to inquiries, monitor progress, develop and provide resources for mentoring relationships and collect data for project evaluation. Western Sydney Community Forum covered the costs of training provided to participants, catering during attendance at training/workshop sessions and supplied all other materials and resources required during the implementation. Costs associated with getting to and from training sessions and mentoring meetings was the responsibility of project participants. Figure 2 shows the interrelationships and levels of communication maintained during the project. 10

12 Host Mentoring Organisations Figure 2: Interrelationships and levels of communication in the CALD Worker Mentoring Project Mentoring Advisory Group Host Mentoring Organisations Mentors Project Coordinator Western Sydney Community Forum Mentees Frequent communication ( & face to face) Consistent and regular communication (Monitoring, resourcing, supporting) Occasional communication (on a needs basis, project direction and updates) 11

13 Section 3 Mentor and Mentee Recruitment To ensure a clear understanding of project expectations, a participant information package was developed and made available to workers expressing an interest to participate as mentors and/or mentees. This package included an Expression of Interest form (EOI) and a copy of the participant guidelines, which contained the following information: The background, aims and expected outcomes of the project Roles, responsibilities, attributes and expectations of mentors and mentees Target participants (and locations) The selection and matching process Schedule of project activities over the two-year period. Invitations to submit an EOI for mentor and mentee roles were promoted via WSCF s website, at interagency and network meetings, through direct contact with service providers engaged in the research stage of the project, as well as the project coordinator making contact with potential participants informally. The CALD Mentoring Advisory Group also promoted the project within their organisations and encouraged staff to participate. Western Sydney Community Forum staff also promoted the project via direct s to their contacts and networks. Mentor and Mentee Attributes and Qualities The CALD Worker Mentoring Program developed selection criteria to meet specified requirements for participation in the pilot. This list also included a number of attributes and qualities which research shows contributes to the success of mentoring relationships if participants posses these qualities. Table 2 shows the list of attributes for participants in the project. 12

14 Table 2: Participant Attributes- Selection Criteria for the CALD Worker Mentoring Project Mentors Minimum 5+ years paid work experience in non for profit sector (Community Services). Currently working in one of the following LGAs: Auburn, Holroyd, Parramatta, Blacktown, The Hills, Hawkesbury, Penrith and the Blue Mountains. Willing to mentor one or more staff. Willing to participate in all scheduled mentoring sessions, training and evaluation for the duration of the project. Support mentees in discovering and defining Mentees New to community service sector (non for profit sector) and/or wanting to learn about expectations of the Australian workplace. Currently working in one of the following LGAs: Auburn, Holroyd, Parramatta, Blacktown, The Hills, Hawkesbury, Penrith and the Blue Mountains. Willing to participate in all scheduled mentoring sessions, training and evaluation for the duration of the project. Come from a culturally and linguistically diverse (CALD) background. their own development needs Foster independent learning. Give and receive constructive and honest feedback Willing to participate in all scheduled mentoring sessions, training and evaluation for the duration of the project. Provide a safe space for mentees to raise and Set out to achieve new skills and knowledge talk about their workplace issues. to apply to your career Help mentees reflect on their beliefs/ Seek guidance and advice in your professional thoughts/ values feeling and behaviours and development to view issues from a variety of perspectives. Accept responsibility for your own decisions Have the ability to demonstrate appreciation and actions and maintain confidentiality of cultural influences in a worker s approach Spend time with your mentor and peer to work. mentees and attend all scheduled mentoring Enable mentees to gain confidence in meetings. analysing and solving problems and become Be open to and appreciate different effective decision-makers. perspectives. Maintain confidentiality, mutual trust and Reflect on and act on expert and objective respect. advice. Willing to learn about different cultures and Maintain mutual trust and respect. the diversity within them Willing to learn about different cultures and Have a teachable spirit. the diversity within them. 13

15 Establishment of Mentoring Groups Expression of Interest (EOIs) to take part in the project was opened for a period of five weeks from February A total of 20 applications were received with equal numbers of mentors and mentee. Applications were reviewed and face-to-face interviews conducted. The interviews assisted the matching process by providing detailed information about participant s expectations, work experiences and goals. The following considerations were used to match mentoring groups: Relevant experience, knowledge and skills identified Mutually desired mentoring outcomes Workplace location/proximity Cross-cultural differences Similar non-work interest Discussions with individual participants during interviews To ensure members of each mentoring group had clear expectations of roles and responsibilities, a Mentoring Relationship Agreement was signed by all members of mentoring groups prior to commencing mentoring meetings. This agreement allowed each group to come up with their own ground rules. Key issues in the agreement included: Roles and expectations of mentors and mentees Treatment of confidentiality Frequency, location and time of meetings Goals of the mentoring relationship Communication Rematching options Appendix 3 shows the recruitment process followed prior to the commencement of mentoring relationships. Participant Training and Group Activities Participating mentors and mentees were provided with a series of training session before and throughout the mentoring relationship. Training content was developed from identified needs of mentoring groups. An external consultant was contracted to work in collaboration with the project coordinator to develop training material. The duration of each training session was four hours. A total of four training sessions were held. The topics included: Introduction to mentoring- (mentoring goals and participant expectations) Theory of Change (organisational change) Organisational Change (responding to change in the workplace) The value of mentoring in community service organisations 14

16 Mentor and mentee specific group activities were also organised as a way to provide peer support and further networking opportunities. Section 4 The Mentoring Process Throughout the CALD Worker Mentoring Project, the project coordinator was responsible for providing assistance, support, resources and information and for maintaining open communication between all stakeholders in the project. To monitor progress and levels of support required, meetings were attended by the project coordinator, as well as follow up s and telephone calls. Supporting and resourcing mentoring groups A number of resources and activities were developed and undertaken to support each mentoring group. Table 3 shows a list of the resources developed and activities participants were engaged in during the CALD Worker Mentoring Project Table 3: CALD Worker Mentoring Project Resources Resource/Activity Purpose/objective Participant Information Package Documentation on project implementation processes, times frames and participant expectations and project activities. Mentoring Relationship Agreement Tool for mentors and mentees to set out their own group rules, responsibilities and expectations. Mentoring Meeting Journal Documenting discussions during mentoring sessions Setting SMART goals template Template for documenting goals in mentoring program Tip Sheet 1: First Mentoring Meeting Overview of key issues to be covered at the first mentoring meeting Mentoring Quick Guide Set of 20 questions to ask during mentoring meetings Tip Sheet 2: Mentoring Communication Tips Suggestions/ideas for starting mentoring conversations 7 Steps to Successful Mentoring Meetings A guided schedule of best use of mentoring meeting time The mentoring conversation Model to support decision making process mentoring meetings- taking action towards goals Mentoring Skills Inventory Assessment tool-participant skill development Mentors Spring Breakfast Mentor only support and networking activity Mentee High tea Mentee only support and networking activity Training Folder Training material and references from all sessions End of year one Reflections/ Celebrations Reflections from mentoring experiences. 15

17 Project Evaluation A formative evaluation was undertaken to monitor and review progress, process and outcomes of the CALD Worker Mentoring Project. Data was collected using the following: Baseline measures Expression of Interest forms Through the use of the Expression of Interest to participate in the project, baseline measures were collected. These provided personal (demographic) information, data on professional work experience and skills and career development opportunities for which participants were seeking mentoring. Faces to face to interviews Participant interviews were conducted prior to commencement of project. The interviews provided detailed information about expectations of the mentoring experience, their professional development goals and additional personal information that assisted the matching process. Mentoring Group Goals Each mentoring group developed a mentoring agreement containing the aims of the group including group expectations of the mentoring experience. Group members also developed mentoring goals and these where used to assess the extent to which original goals were achieved or changed throughout the development of mentoring relationships. Process and Outcome measures Project process and outcome level data was collected at various stages of the implementation and was gathered using the following: First Mentoring Meeting Follow up (telephone interview) Mentoring meeting notes (coordinator notes) Training session discussion notes and participant feedback 3 month and 9 month Evaluation questionnaire Final end of project participant interview A separate evaluation report has been prepared where project outcomes and future recommendations are documented. 16

18 Appendix 1: Logic Model for the CALD Worker Mentoring Project Needs (What needs does the project address) CALD Community Service Workers- Skill Development Limited understanding of community services sector and workplace expectations Difficulties in keeping professional boundaries Lack strong (cross-cultural) communication skills (verbal and written) Limited organizational and planning skills (project management) Inexperienced in collaborative practice Limited computer internet and social media skills Professional Development High cost- limited training budgets within organisations Limited time to attend training outside working hours Lack of hands on/ tailored approaches to skill development Financial Project Inputs (What goes into the project) Two year funding Community Services. Community Builders Program Personnel 1 part-time Project Coordinator WSCF Manager (project supervision & support) Host Mentoring Organisations /Agency representation (Mentoring Advisory Group) Host Mentoring Organisations: o Volunteer Mentors o Volunteer Mentees Training Consultant aterials Facilities Literature/research documentation Project Guidelines Participant supplies (Training Material, Mentoring Pack including: Mentoring Journal, Mentoring Action Plan Template, etc) Evaluation material Space for participant training/workshops MAG meeting space Mentoring meeting space Project Activities (What goes on in the project) Service Mentoring Advisory Group meetings (project support and direction- resource development) Establishment of Mentors and Mentees groups (based on skills development need and shared professional development goals) Goal setting for mentor/mentee matches Regular meetings between mentors and mentees for a minimum of 9 months and up to 12 months Continued feedback and support and resourcing of mentoring relationships Structured & tailored training sessions at the start, 3 month and 6 month mark of implementation. Development of Worker resource ( CALD) & skill development model Resource Launch-End of program celebration Monitoring & Evaluation Ongoing participant feedback, and program review Ongoing progressive evaluation activities Project Outputs (what happens as a result of the project) Establishment of 5-10 mentoring groups (1:2-3- Mentor to Mentee ratios) Implementation of participant induction session and scheduled training sessions Mentoring objectives set in line common goals for mentors, mentees and organisations Mentoring relationships sustained for a minimum of 9 months Project participants satisfied with training, resources, mentoring relationship and support provided Host Mentoring Organisations satisfied with set goals and achievements Model of workplace skill development documented New worker resource developed and distributed to community services Metrics % of mentoring meetings attended by mentoring groups # of feedback and support contact made with Mentoring Groups Attendance at training sessions Hours of Mentoring Relationship interactions (face to face, , phone) # of training session # of resources/material provided Project Outcomes (what are the benefits of participating in the project) Short term Increased professional networks Increased support from mentors and peer mentees. Learn new perspectives and approaches to work (cross cultural perspectives) Mentoring training Increased capacity to contribute and participate in workplace Increased understanding of community services sector Increased knowledge of workplace culture and workplace expectations Intermediate Increased level of worker contributions within organisations Improved work practices in particular with new and CALD workers.- Use of new resource Increase organisational cross- cultural knowledge base Long Term Structured knowledge sharing culture (Mentoring mindset) within community service organisations. 0

19 Appendix 2: Schedule of Project Activities Community Workers apply to be mentors & mentees (Late February - March 2013) Training Session 3 Self care in times of change December 2013 End of Year Celebration Training Session 4 April 2014 Moving forward with mentoring Mentoring Matches Established CALD Mentoring Advisory Group conducts applicant interviews, selects successfull paticipants and esablishes mentoring matches. (mid March- mid April 2013) 3 month follow up Training Sesion 2 Dealing with organisational change Evaluation & Monitoring (August 2013) Final Evaluation Mentoring Meetings Cease Participant Interviews July 2014 Orientation for Mentors & Mentees Mentors and mentees invited for a meet and greet and induction/information session Training session 1 (April 2013) Mentoring Relationships begin May 2013 Mentoring goals identified Meeting times & place arranged Mentoring relationship agreement signed. Project Completed New Worker Resource Launched Celebrate Achievements August/September

20 Appendix 3: Participant Recruitment Process CALD Worker Mentoring Project Launch (Share Knowledge Build Skills) Research on skill development needs of CALD workers conducted prior to project launch. Findings presented at the launch. Targeted and open invitations distributed to WSCF members in target LGAs and to services involved in initial project research. Expression of Interest (EOI) developed and distributed Community workers invited to apply for mentor and metee roles by submitting an Expression of Interest. Applications opened for a period of six weeks. EOI are endorsed by applicant's manager/supervisor. Mentoring EOIs assessed Applicant interviews conducted Members of the Mentoring Advisory Group (MAG) and project coordinator conduct face to face interviews to meet applicants and assist with the mentor/mentee matching process. Mentor/Mentee Matching Mentoring Groups Established Mentors and mentees are matched based, on skill development needs, shared professional development goals and locality. Total of five mentoring groups established comprising of two mentors and two mentees in each group. MOU between WSCF and Host Mentoring Organisation Community service organisations endorsing worker participation in the project become known as 'Host Mentoring Organisations' A Memorandum of Understaing is signed between Host Mentoring Organisations and WSCF. Project Induction and Mentoring Training Session Mentors and mentees participate in a meet and greet session and are introduced to other members of thier mentoring groups. A project induction and mentoring trainning session conducted by project coordinator and mentoring training consultant. Establishment of Mentoring Relationship Agreement Members of mentoring groups jointly complete and determine the ground rules of the mentoring relationships prior to starting mentoring sessions. All members of the mentoring group sign the Mentoring Agreement. Mentoring Sessions Begin Mentoring relationship goals identified by each group Mentoring action plans developed (templates provided) Mentoring groups continually resourced, monitored,supported and evaluated by project coordinator. 0