About the Plan

The DCJ Multicultural Plan 2026–2029 (the Plan) reflects our ongoing commitment to strengthening equitable access, participation and outcomes for people from culturally diverse backgrounds across DCJ and the NSW community. The Plan also builds on the outcomes and achievements of the DCJ Multicultural Plan 2022-2025.

As a NSW Government agency, DCJ recognises the importance of its role in serving a diverse population and workforce. The Plan supports our goal of creating fair and inclusive communities and a justice system where the cultural and linguistic needs of people are understood and addressed in how we design policies, plan services and deliver outcomes.

The Plan also ensures DCJ meets its obligations under the NSW Multicultural Act 2000 and aligns with the NSW Multicultural Outcomes Reporting Framework, supporting consistent reporting of multicultural outcomes across government to Multicultural NSW.

Through this Plan, DCJ aims to ensure that our programs, services, workforce and partnerships reflect and respond to the rich diversity of the communities we serve. It outlines practical, measurable actions across four key priorities and 18 sub-priorities to embed cultural responsiveness in everything we do.

The four key priorities in the Plan align with the four focus areas of the Multicultural Outcomes Reporting Framework: Accessible services, tailored planning, effective engagement and communication, and active leadership:

1. Enable multicultural communities to equitably access DCJ programs and services. 
2. Embed cultural values and perspectives in the development and continuous improvement of services and programs.
3. Deliver effective engagement and communication with multicultural communities.
4. Foster leadership that reflects and supports culturally inclusive workplace programs and service delivery, in alignment with the DCJ Inclusion Strategy.

Guidance on terminology used throughout this Plan is available at Appendix 1.

How we developed the Plan

DCJ undertook an inclusive and collaborative process to gather feedback and shape the Plan’s four key priorities and 18 sub-priorities, with detailed consultation feedback shared across all DCJ divisions to guide actions under the priorities and inform targeted initiatives or programs.

• Research and review: A desktop review of evidence, government strategies and previous DCJ initiatives identified strengths, gaps and opportunities to improve multicultural outcomes. Draft priorities for the Plan were developed through this review.
• Extensive consultation: The Plan was developed through a comprehensive, consultation process to ensure it reflects evidence, expert advice and lived experience. Inputs were collected and analysed from DCJ staff, community organisations and partner agencies.
  • The DCJ Multicultural Plan Working Group – made up of staff from across all DCJ divisions – reviewed and refined the draft priorities and guided the external engagement process.
  • External stakeholder workshop: In June 2025, DCJ together with an external multiculturalism expert hosted an online workshop which brought together participants from not-for-profit organisations, migrant resource centres, peak bodies, advocacy groups, faith-based services, and community organisations from across NSW that work with or alongside DCJ. The session sought feedback on the draft priorities to ensure they reflect the real needs and experiences of multicultural communities. Additional input was received through written survey responses.
  • Internal stakeholder workshops: In July 2025, two online sessions engaged DCJ staff from across divisions to refine actions and ensure the Plan reflects operational realities and service delivery needs.
  • Consultation and endorsement from key DCJ executives including all Deputy Secretaries, Executive Director Transforming Aboriginal Outcomes and the NSW Anti-Slavery Commissioner.

Feedback from these stages was analysed thematically to identify shared priorities, challenges and opportunities for improvement. The final Plan reflects the needs and priorities of both the NSW community and DCJ staff. A list of consultation participants is provided in Appendix 3.

What we heard

Across all groups, there was strong support for the priorities and recognition of DCJ’s ongoing commitment to equitable, culturally responsive service delivery. Refinements were made to the priorities to incorporate key feedback, with key consultation themes that included the following:

• Accessible services: Expand interpreter options (including Auslan, Deaf interpreters, Easy Read) and improve digital literacy and inclusion.
• Responsive delivery: Enhance regional service responsiveness and build trust through culturally safe engagement.
• Community partnership: Formalise co-design processes, fund community partnerships, and provide targeted support for seniors, people with disabilities, and emerging communities.
• Evidence-based design: Strengthen research, data, and feedback loops to enable adaptive services.
• Inclusive engagement: Deliver multichannel, intergenerational, and intersectional engagement strategies.
• Workforce capability: Expand cultural competence training, strengthen partnerships, and ensure leadership accountability.
• Diverse leadership: Advance inclusive recruitment pathways, embed anti-racism and cultural safety, and use data-informed strategies for recruitment, retention, and progression.

What this means

This consultation process ensured the DCJ Multicultural Plan is:

• Grounded in evidence and lived experience,
• Shaped by the voices of communities and staff, and
• Supported by those delivering services every day.

Actions under the Plan were developed and are assigned to DCJ divisions, the Office for Youth and the Office of the Anti-Slavery Commissioner for implementation over the next four years. The actions are grouped under the priorities and sub-priorities of the Plan and align with the four focus areas of the Multicultural Outcomes Reporting Framework: 

1. Accessible services
2. Tailored planning
3. Effective engagement and communication
4. Active leadership.