In early 1989, the Chinese Youth League, the Sydney Chinese School and our Society, entered into an agreement to provide interest-free loans to EACH to allow the completion of purchase of the Croydon properties. The Society would also take over responsibility for developing the project.

While the finances for the purchase of the Croydon properties were resolved by having government funding and the loans, the two buildings were poorly maintained and required renovation immediately before services could be provided. The directors of the Society did not realize the scale of the project and the immensity of the difficulties lying ahead until the Society took over the project.

The Society had limited resources at the time. It would be necessary to gather funds to renovate the buildings to improve its condition to a level suitable for use as an elderly hostel while at the same time repaying the loans. All these would require unceasing efforts to fundraise continuously for a considerable period of time. To complete the elderly home project would require the all-out commitment of our Society, and thus the development plan of the Society adopted earlier had to be modified to accommodate the situation.

Members of the Board and all our volunteers were directed to contribute their efforts to fundraising events for the elderly home.

In March 1989, the Society organized a charity dinner to raise funds for the elderly home, but the result was unsatisfactory. Earlier in June 1988, a charity walk titled ‘Eighty Thousand March’ was organized by the Chinese Youth League but only $6,500 was raised. Reviewing and reflecting on the situation, it was discovered that there were considerable community misconceptions about the work, viewpoints and direction of both our Society and EACH. This was caused by certain people in the community who deliberately spread rumours, connecting our Society and EACH to certain aspects of motherland politics. There was a strong need to refute the rumours and reestablish the image of the Society and regain the trust of the community.

In May 1989, when the community was paying close attention to the student movement overseas, Henry arranged for the Society to issue a press release pleading for the country to show restrain and listen to the requests of its citizens, seeking peaceful dialogue to resolve the conflict. With this open appeal, the media and many community members were surprised.

As the situation escalated, in June 1989, Henry and several Directors of the Boards of our Society and EACH, placed an advertisement in the newspapers, together but on an individual basis, to condemn the actions of the country concerned. This action was followed by many people in the community. While these statements were made in the name of the individuals, people naturally connected them to the Society and EACH.

These open, rational statements which were in line with the Australian values became a turning point. People began to review their impressions of the Society and EACH. Misunderstandings gradually faded away and community attitudes began to change.

The subsequent fundraising activities organized by the Society brought significant changes in outcomes. The Cultural Concert held in April 1990 raised $26,000; the charity dinner in August 1990 raised $22,000; the Cantonese opera performance titled ‘Lion Roaring’ in March 1991 raised $10,000; the children’s drama performance titled ‘Ma-lan-hua’ held in October 1991 raised $16,000 and the ‘Dragon Charity Walk’ held in September 1992 raised $52,000.

🤔 The Elderly Home Project finally reached a turning point. How would its future evolve? There is more to share in the next article.

In early 1988, Henry prepared a submission to the federal government applying funding for the purchase of the Croydon elderly hostel. Funding was approved within a short period, and it was exciting news for all. Unfortunately, Henry was diagnosed with Meniere’s disease at the time.

With Henry’s sickness, the liaising work with the government regarding the project was stalled. While Chinese Youth League was supposed to be playing the leading role had organized a charity walk titled “Eighty Thousand March” in April 1988 to raise funds, their main efforts were on the “Dragon Down Under” concert to celebrate the Bicentenary Anniversary of Australia. There was thus nobody following up with the government regarding the funding.

By October 1988, the Department asked if EACH was still interested in purchasing the elderly hostel. The EACH Board held an urgent meeting to discuss the matter. However, there were differences in opinions regarding the development of the service. Some felt that the two buildings were too old and preferred to build a new facility. Others felt that without experience, it would be better to operate an existing facility and pursue other plans after accumulating experience.

After learning that the organisation’s attitude was diverging from its founding aims, the Department was not happy and gave an ultimatum. If there was no resolution on the project soon, the funding would be withdrawn.

Some board members felt it was difficult to continue with the project but at the same time did not want to give up the funding. It dragged on for some time without any decision.

Facing the dilemma, some board members felt the only way out was to ask our Society to take over the project. In January 1989, Henry’s medical condition had improved. He was still the Chairperson of our Society at the time. Certain longstanding friends visited him at his home to persuade the Society to take over the elderly hostel project and not losing the huge amount of funding.

Henry called an emergency Board meeting of our Society. Board members considered the situation thoroughly and agreed to take over the project in order to keep the government funding.

Board members unanimously agreed that the government funding of $300,000 was a precious opportunity. However, the Society had to find $150,000 immediately to purchase the property. This was a huge obstacle. How could this problem be solved?

Henry suggested that the 3 organizations were to share the responsibility by lending money to EACH for the elderly project. $50,000 was lent by Chinese Youth League, $50,000 by our Society and $40,000 by Sydney Chinese School. With this agreement, our Society took over the project.

Following our Society taking over the project, there were changes to the composition of the Board of EACH. From the original ratio of 3:2:2 of Chinese Youth League: Sydney Chinese School: the Society, it became 2:1:4. The Society had the greatest number of representatives on the Board. Apart from Henry and Dr. Cecilia Fong, there were another 2 representatives of our Society.

At the time, the goal was focused purely on the provision of elderly services for the community. There were no other thoughts. Everything was kept in its original arrangement. The project was promoted as an initiative of the “Elderly Australian Chinese Homes Co-operative Ltd” (EACH).

🤔 Could the EACH project proceed smoothly? Stay tuned for the next article!

In 1987, during a conversation with friends in the Chinese Youth League and the Sydney Chinese School, Henry heard comments that some people were getting old, but they had difficulties finding appropriate care services. While the remarks were casually made, Henry realized that apart from child care services, there was an urgent need in providing elderly services which were lacking at the time.

There was suggestion to do something together for elderly services, but where should they start?

They obtained inspiration from a piece of exciting news. A well-known Chinese in Melbourne, Mr. Wah Yeo, together with a group of enthusiastic community members had successfully started the Victorian Elderly Chinese Hostel in 1985. They opined that ‘If Melbourne could start the action, people in Sydney should also try’!

On 17 May 1987, in conjunction with Chinese Youth League and Sydney Chinese School, the Elderly Australian Chinese Homes Co-operative Ltd (EACH) was formed to cater for the welfare of Chinese elderly people.

The 3 organisations had clear division of responsibilities. With its long history and recognition by people in the community, the Chinese Youth League would play the leading role. The Sydney Chinese School had a strong community base with over 500 students and would be responsible for community promotion. Utilising its experience in dealing with Federal and State government departments, our Society would play the role of liaising with government departments and writing funding submissions.

Henry and Dr. Cecilia Fong represented our Society on the Board of EACH. They immediately liaised with respective government departments to express the intention of the newly established service organization to set up elderly residential projects and they were exploring opportunities for government funding.

Government officials who had worked with our Society were pleased to hear of the new venture. They told Henry and the group a piece of good news:  an elderly hostel run by a German Group in Croydon was up for sale. As the current owners were building a new facility in other area, they decided to sell the hostel, which included 2 buildings on a large piece of land. The facilities were well equipped, and the new owners could start operations immediately.

To ensure the continual running of the much-needed community elderly hostel, the government would be willing to provide a grant of $300,000 for the purchase of the Hostel. The new owner only needed to put in about $150,000 for the purchase of the property. This meant that the community organization taking over the hostel would contribute one-third of the purchase price while the government would fund the remaining two-third.

Given the opportunity so soon after the establishment of EACH, obviously the Board was not willing to let it slip away. As Henry had experience of writing submissions, he took up the task of preparing the funding submission and liaising with government department. After a series of back-and-forth communications and discussions, a draft submission was prepared by late 1987. Henry felt that the application had a high chance of success.

Unfortunately, Henry was diagnosed with Meniere’s disease in early January the following year. He struggled to complete and formally submitted the funding application but he did not have the energy to get involved further in the work.

🤔 Would the EACH project be successful? There’s more to share in the next article.

A ray of sunshine shone on CASS in 1986. The Board was focused on the development of child care services. With funding support from the Federal government, Campsie Child Care Centre had a total facelift and regulatory requirements were met.

On the evening of 29 March 1987, Campsie Child Care Centre was filled with drumrolls and laughter. An official opening ceremony was held to mark the significant milestone.

The occasion was attended by members of the Board, Society members, parents and staff of the Child Care Centre, neighbours, federal and state politicians as well as councilors. Over 200 people participated in the celebrations.

The Opening Ceremony was conducted by the Hon. Tom Uren, Federal Minister for Territories and Local Government at the time, representing the Minister for Children and Families.

Lion dance was performed by 2 big and 2 small lions from the Chinese Youth League. They leapt and danced to the joyous rhythm of the drums. This was a scene never witnessed before by the local community, especially the neighbours.

This was the first grand celebration event organized by the Society. The solemn yet joyous spectacle created huge excitement in the community.

Childcare is an important service widely needed by families. The founding aim of our Society was to provide such service to the community. When there is a will, there is a way! The fete held on 7 December 1985 at Campsie Child Care Centre was a huge success. It managed to raise enough funds for the 10% deposit and legal fees for the purchase of the No 48 property.

There was another exciting news at the same time: The then Treasurer, Dr Leng Tan, managed to find a bank who was willing to provide a loan. However, using the excuse that our Society ‘lacked experience in child care business” and ‘unstable business’ the bank raised the interest rate to 21%, which was 4% above the market rate!

The enrolment at the Centre improved strongly and became stable. The purchase of the property was also complete. The Board of Directors of our Society could finally settle down and focus on the development of the child Care Centre.

When the kindergarten was handed over by the private owner, the facilities were worn out and did not meet regulatory requirements. After receiving government funding in late 1985, the Board used half a year to renovate the Centre while it was still in operation. The ceilings of the classrooms were thickened; the normal glass window panels in the rooms were replaced by safety glass; new children’s toilets were installed; the administration office was refurbished; new floorings were installed; worn out car tyres in the children’s playground were cleared and the sandpit was fixed.

Many volunteers came to help after work. They helped to move the furniture around and took up the painting work. Their involvement helped to lower the cost of the renovation.

Realizing the high demand for child care services, the Society considered expanding its services to include care for children from birth to 2 years. In mid-1986, the Centre received government funding to build an additional room to provide care for children under 2.

To implement multiculturalism, the Centre added Chinese and Korean in its teaching activities. They celebrated cultural festivals and taught children traditional craft such as lantern making and dragon dance during cultural celebrations. Excursions were also organized for children to visit community facilities such as fire stations.

There was also a high demand for Before and After School care. Around 40 school aged children from the two nearby schools, Campsie Public School and Harcourt Public School, used the service. Schools at that time seldom provided the service. As the Centre did not have the financial resources to purchase a bus, the children and their educators had to walk together to and from school, rain or shine. It was certainly trying for all, but the service was in high demand.

In the early morning when most of the Centre’s children had not come, the students and the young children could share the playground. However, in the afternoon, when both the afterschool care children and child care children were around, they could not share the playground. Activities for the afterschool care children were held in two rooms upstairs.

With the joint effort of the Directors and volunteers, renovations were carried out at a minimum cost. They gradually transformed the worn-out facility into a child Care Centre trusted by families in the community.

🤔There was finally a glimmer of hope for our Society! What would be the next development? Stay tuned for the next article!

With the abolition of the White Australia Policy in the early 1970s, Australia began to implement the Multiculturalism Policy. The founding of CASS was made possible by a group of passionate people contributing their efforts to meet the social needs of the community. They raised concerns about issues affecting the rights and benefits of the community. As such, they had close ties and constant communication with the community.

Multiculturalism was often met with resistance. In March 1984, a famous Australian historian Professor Geoffrey Blainey had repeatedly expressed his opposition to multicultural policy at important meetings, voicing his concerns that it would damage the country and affect the benefits of majority Australians. John Howard, who was a federal member of parliament at the time and later became Prime Minister, openly supported the views of Professor Blainey and fortified anti-Asian remarks.

Facing political development that would affect the rights and equity of the Asian communities, the Board of our Society believed there was a need to raise awareness and concerns in the community and respond. In March 1985, the Board held a seminar at the Campsie Child Care Centre to discuss the viewpoints of Professor Blainey and Mr. Howard and explore the reasons of their concerns and impacts. Over 20 community members attended the seminar, and a record of the discussion was submitted to relevant government departments.

On the other hand, things began to settle down after the Union visit in August 1985. The Board of our Society began its work to solve the financial target of raising $40,000 for the purchase of No. 48 property.

There was suggestion to hold a fete to raise funds. Board members leapt into action. They started promoting the activity in earnest: printing flyers, placing advertisements in newspapers, promoting them on 2EA radio, and volunteers distributing flyers in the streets.

The community responded well in donating goods for garage sale. After learning that the fete was to raise funds for the child care centre, community members and members of the Society showed their interest in the future of the next generation. They were enthusiastic about donating toys, clothes and reusable household items. Some even donated whole boxes of goods. Many others joined as volunteers to help in the work of organising the fete.

On Saturday 7 December, the fete was held at the child care centre. Life was simple and frugal at the time. When people heard there were goods to be sold cheaply, residents from the neighborhood came to have a look.