TABLE 1 - Scope of Facilities/Spaces Category Facilities/spaces Level Responsibility for Delivery of Facility/ Space Cultural Facility Regional Performing Arts/Theatre/Cultural Space Regional State Government Art Gallery Regional Local/State Government Convention/Exhibition Space Regional Local/State Government Museums Local/State Government Civic Space Regional Local Government Central Library Regional Local Government Branch Library District Local Government Arts, Cultural & Heritage Space District Local Government Neighbourhood/Community Library Local Local Government Education and Training University Regional Federal Government TAFE State Government Secondary Schools (Public and Private) District State sector Primary Schools (Public and Private) Local State sector P12 (Public and Private) District Non-Government sector Health, Safety and Emergency Services Police District State Government SES District State Government Country Fire Authority (CFA) District State Government Ambulance District State Government Hospital (Public and Private) Regional State sector Community Health District State Government/ NonGovernment sector Leisure and Recreation Regional Sports Facility Regional Local/State Government Aquatic Space District Local sector Indoor Sport and Recreation Space District Local sector Sporting Clubs/Pavilions Local Local Government Category Facilities/spaces Level Responsibility for Delivery of Facility/ Space Early Years Maternal and Child Health (Public and Private) Local Local sector Kindergarten/Preschool (Public and Private) Local Local sector Outside of School Hours Care (OSHC) Local State Government Occasional Care Local Local sector Long day care/Childcare (Public and Private) Local Local sector Integrated Children's Centre (also known as Early Years Centre/ Early Childhood Centres) District Local sector Targeted Support Seniors Space District Local sector Youth Space District Local Government/ NonGovernment sector Men's Shed District Local Government/ NonGovernment sector Day Respite Space (Planned Activity Groups) District Non Government Sector Aboriginal Service Space District Non Government Sector Migrant Service Space District Non Government Sector Community Centres and Spaces Multipurpose Community Space District Local Government/ NonGovernment sector Neighbourhood House/Community Space Local Local Government/ NonGovernment sector Community Meeting Rooms/Halls Local Local Government/ NonGovernment sector Community Gardens Local Non-Government sector/ Local Government Tourism Facilities Tourist Information Space District Local Government
Social Infrastructure Principles General Principles P1 Build social capital The development of social capital is both a determinant and outcome of community capacity. Social capital refers to the collective value of all ‘social networks' and the inclinations that arise from these networks for people to do things for each other. Community activities and events provide important opportunities for residents to meet, interact socially and create new friendships and support networks. The development of community infrastructure in its own right will enable the programming of activities and events such as arts, cultural & heritage activity and dance classes held in a community centre or an outdoor concert held at a local park. Building social capital will in turn create a desirable environment where people want to live, visit and work. P2 Actively engage in partnerships with the private and public sector and the community to deliver affordable and accessible community facilities. The development of innovative pathways for the delivery of community facilities should consider a range of public and private mechanisms. For example, partnerships with other spheres of government, the private sector and community organisations to achieve an integrated service system and facility network. P3 Child-friendly and age-friendly communities The need to develop child-friendly and aged friendly communities where children and the elderly have access to the full range of opportunities to participate in community life and reach their potential is well recognised. P4 Culturally appropriate facilities/ spaces Recognising the needs of cultural groups in the planning and design of community facilities to ensure that they are appropriate for the use they are being designed for. P5 Place-based funding models Community facilities/spaces and services should reflect the needs of the place rather than the needs of particular programs. P6 Adequately resourced and managed Community facilities/spaces are more than just buildings. The planning of new facilities must also involve the implementation of sustainable management frameworks to ensure that the use and life of the facilities/spaces is maximised.
planning issues & considerations Rising land values are contributing to the displacement of community service agencies and other community groups. Community organisations are also affected by rising rents and in some cases the loss of community office space due to the commercial reality of leasing space in a CBD location. Holistic solutions to affordable office space problems will be required, for example use of ground floor in commercial building to activate space. The proximity of Planning Area 10 to Planning Area 8 may explain the limited availability of social infrastructure in this area. For example the proximity to the 3 hospitals in Planning Area 8 negates the need for local level community health centres. Similarly, the presence of regional level cultural facilities/spaces in Planning Area 8 can explain the lack of local and district level facilities/spaces in Planning Area 10. Future provision in Planning Area 10 and Planning Area 8 should be cognisant of shared facilities/spaces and access. identified needs, provision strategies & recommendations
MONITORING AND REVIEW In order to ensure the desired outcomes and actions proposed in the City of Greater Geelong Social Infrastructure Plan are met, evaluation and monitoring will need to be undertaken. This will allow CoGG to continually monitor progress, be responsive to legislative change, incorporate any new potential partners and/or opportunities as they arise and generally remain contemporary. Ideally, monitoring will be undertaken within an ongoing delivering, monitoring, review or evaluation, and renewed planning. The challenge is to ensure that common objectives, information protocols and processes are established to ensure that monitoring is an integral part of delivery and facility management. Regular monitoring of the strategy will enable the Project Partners and stakeholders to: Keep track of progress towards achieving overall outcomes of the SIP; Respond to any changes to policy or legislative environment in line with Federal and State Governments' objectives, which may include new funding opportunities; Maintain alignment with contemporary leading practice; Monitor success/effectiveness and relevance to the community; and Where partnerships are developed to deliver community infrastructure, effectiveness in terms of both shared and individual (agency) goals. The major review (five years after plan adoption) would involve an extensive review based on the following: To what extent are appropriate plans and resources in place to support the SIP e.g. operational plan, capital expenditure plan, asset management plan etc To what extent is implementation happening as planned e.g. review the SIP Implementation Plans and provide status update report To what extent has strategic goals and objectives been met e.g. review of SIP in relation to City Plan objectives, G21 Growth Plan objectives etc To what extent has the community being impacted e.g. community feedback survey It is recommended that a minor review be undertaken in the first two years of the SIP'S adoption, with a major review within 5 years of adoption. Thereafter the report should be updated on a five yearly cycle to coincide with the release of census data. The minor review (two years after plan adoption) would involve: Reviewing impacts (if any) on pending changes to catchment boundaries and population projections. Review and update SIP with regard to new development fronts at Lovely Banks (Northern Further Investigation Area) and Fyansford (Western FIA). Reviewing the Implementation Plans and provide status report for actions that have been earmarked as ‘Immediate and Short Term.