Diversity Research Forum and the Diversity Action Plan

1
Diversity Research Forum and the Diversity Action
Plan

• Assoc Prof. James H. Liu
• Acting Director
• Centre for Applied Cross Cultural Research
• Victoria University of Wellington

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Human Rights Commission and Diversity Research

• 3rd Diversity Research Forum as part of the
  National Diversity Forum. Previous meetings
  identified research priorities from academics.
• This meeting signals a move from an
  inventory-based approach to a more
  action-oriented approach.
• Knowledge is power, but effective action on
  diversity flows through relationships that cross
  category boundaries.

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Interconnectedness as a Basic Principle for
Action Research

• Academic social sciences good at producing
  knowledge, but not good at disseminating it
  beyond their own sector.
• Action Research is aimed at addressing social
  issues as well as providing new knowledge.
• New Zealand can be a world leader in AR because
  of its small size, and the relatively small
  distances between social groups.

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Coordinating Govt, the Academy, and Community
Groups

• The Three Sectors serve different Masters and
  have different Roles
• Government sets policy and funding frames that
  are driven by a political process.
• Academics produce knowledge driven by the
  peer-review system of the knowledge production
  industry.
• Community Groups create social capital and
  societal change driven by the desire for
  acknowledgment and respect.

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Facilitating a process of feedback and adjustment

• CACR is committed to coordinating an Annual
  Diversity Research Forum with a goal of
  articulating a Diversity Action Plan over time.
• Formal organizational links (like memoranda of
  understanding) are one way to facilitate the
  process of on-going feedback.
• BRCSS (Building Research Capacity in the Social
  Sciences) has an ACCESS grid at all universities
  to allows teleconferencing. In the coming year,
  these seminars can be proposed by govt,
  academics, or community groups.
• Being accountable to long-term relationships is
  central to ensuring the success of action
  research.

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CACR Community-Based Action Research Projects

• Memorandum of Understanding (MOU) with the NZ
  Federation of Ethnic Councils to engage in
  mutually beneficial research, provide policy
  advice, seek joint funding, provide referrals,
  and share information.
• MOU with Office of Ethnic Affairs on similar
  terms, sans policy advice and funding clauses,
  but adding an intern from CACR to OEA and OEA
  teaching at CACR.

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CACR-NZFEC Research Projects

• Community Driven Agenda from NZFEC leaders
• Information seeking behaviour of NZ immigrants
  (2007)
• Facilitating migrant entry and integration into
  the NZ workforce (2007)
• When do I become a kiwi? (2007)
• Social networking consistently identified as an
  area of crucial importance for acculturation
  where resources are lacking

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CACR-NZCA (New Zealand Chinese Assn) Research
Projects

• No formal MOU, rather interpersonal connections
• Steven Young, President of NZCA, now sits on the
  CACR board
• Emergent research agenda based on
  community-based activity, from the Bananas
  conferences to the NZCA Leadership Development
  Conference
• FRST grant to do interviews and create short
  films about how NZ Chinese view leadership within
  and between ethnic communities.
• Community-based agenda to strengthen the LDC by
  documenting its creation, providing resources for
  continued storytelling, and building a website
  for networking. Funding for the 2009-2010
  conferences.

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CACR-Wellington Pilipino Communities

• Very informal, based on interpersonal contacts
• Pilipino groups in Wellington are smaller and
  have had less organizational history than NZFEC
  or NZCA
• Facilitating access to information on funding
  (e.g. Lottery grants)
• Community survey to identify organizational needs

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The Role of the Academic in Action Research

• Problems of Limited Capacity Responding to
  multiple considerations can put you at risk in a
  publish or perish environment. Being part of a
  team is helpful. Clear articulation of
  expectations useful. Multiple research streams
  important. Networking and referrals helpful.
• Providing expert information (teaching)
• Accessing funding (development, but university
  overheads are high)
• Build on committed long-term relationships.
• Lots of face-to-face or phone communication
  rather than email.
• Acknowledging your partners in publications.