Advocacy Framework 2013-14 Theme One – Managing our Growth Strategic Outcome 1 – A clear vision to connect and develop a sustainable City Objective Strategy Focus - Year 1 Focus - Year 2 Focus - Year 3 Focus – Year 4 Advocacy Level Status Comments Strategically plan for a well designed and built City 1.1.5 Improve growth in housing diversity and provision of affordable housing options including public, transitional and social for vulnerable residents Examine and develop a funding model for Social Housing businesses Social Housing partnerships and Social housing building. Distil and implement funding model(s) Facilitate social housing building model within the Melton LGA from external Housing Associations based on Housing diversity strategy. Continue development of Melton Housing social housing build model and via partnerships. Facilitate proposed social housing No additional resources have been allocated currently. Permission being sought from on model investigation. Proposed Build a sense of place through an engaging range of community facilities and shared open spaces 1.2.1 Provide community access to services and opportunities for all to recreate, learn and socialise through the provision and maintenance on integrated and co-located assets and open space Identify key open space assets that have the to have facilities co-located. Develop a set of to encourage Contribution and in Interface Campaign – “Creating Liveable Communities in the Interface” Supporting development of local evidence through creation of Community Infrastructure for City of Melton Implementation of open space program at key reserves to meet the objective community Consult with the community to if ‘place making’ program is valued. Continue implementation program Continue Development funding within 2014/15 Consultation program may require resources Yet to Generate an innovative economy that stimulates opportunities for business and training 1.3.1 Provide support and opportunities for new and emerging business development, investment and diversity of jobs Develop business prospective and resources for attracting businesses. Development of an Investment Strategy and action plan for Recruitment of an Industry Attraction Officer. of strategy priorities Ongoing and monitoring. BAU - EDA Not yet commenced Proposed
Value and protect the environment for future generations 1.4.1 Lead by example through innovative and environmentally sensitive design and construction of Council assets 1.4.2 Promote environmental outcomes in Council assets through innovative programs and management practices to reduce consumption including water, energy and non-renewable resources 1.4.3 Minimise waste through reduction, and recycling of waste products 1.4.4 Educate the community about the value of our natural environment and the benefits in adopting sustainable practices in their daily lives 1.4.5 Support community involvement in area conservation and environmental projects 1.4.6 Engage land owners to improve the productivity and appearance of our rural landscape and waterways to enhance local pride and the reputation of our City Establishment of Grassland Reserve, Regional Park and reserves within the Biodiversity Strategy Through the Local Government Waste Forum and via approach to the State, advocate for greater reinvestment of the Landfill Levy by the State towards waste management practices and development that aims to reduce the of waste materials being disposed at landfill. Ensuring other specifically Jemena mandate LED lights as standard for street lights Pursue funding for light pole for lights with LED fittings Advocate to State Government to meet their of of weed on private Pursue funding for construction of shared paths e.g. Werribee River Trail BAU – Support a transport system that connects and moves our community 1.5.5 Advocate for the duplication and of the Melbourne line to Melton and greater frequency of train services the city with other destinations MPHWP Objective 1.5.1 - Advocate for the early delivery of Principal Public Transport Networks and associated to increase accessibility and safety in partnership with other levels of government Develop feasibility study for delivery of Toolern Train Station incl. & duplication options Development of business case and GAIC WIK proposal Advocate to for electrification and Toolern Train station Grant $125,000 Cash/In-kind $125,000 Year 1 Further works on stabling and timetabling occurring GAIC WIK underway
2.5.3 Build on a coordinated approach to other government sources of funding that will support Council’s capacity to deliver community infrastructure, planning and opportunities and programs. 2.5.4 Engage government to obtain a timely share of funding to resource the complex and growing need for growth services and new infrastructure. Leverage from NGAA pipeline funding to develop at State Government level Work with key Departments incl. MPA, DTPLI, DEECD & DSDBI to plan and for growth funding support 2.6 Ensure timely compliance with statutory and regulatory obligations Theme Three – Diverse, confident and inclusive communities Strategic Outcome 3 – A culturally rich, active, safe and connected City Objective Strategy Focus - Year 1 Focus - Year 2 Focus - Year 3 Focus – Year 4 Advocacy Level Status Comments 3.1 Provide an accessible range of services for all including young people, families and older adults 3.1.1 Plan and coordinate appropriate and services for our growing population 3.1.3 Support the attraction of required service organisations to our City and pursue stakeholder partnerships to ensure an integrated approach to quality community services Advocate to Federal Government to ensure continuation of support for Universal Access of 15 hours pre-school for 4 year olds Undertake research and develop CSO Attraction Strategy Implement strategy, focussing on priority areas of community need and provider opportunity. Also link into Community Infrastructure work to services with facilities. Reflect and review Strategy and against stated objectives and outcomes. Strategy and areas of focus Ongoing Initially via CSO Attraction Strategy. Work to April 2014. Led by Boyle’s team. 3.2 Build resilient people and communities through
to participate in life 3.3 Develop an environment that supports imagination, expression and engagement in cultural experiences 3.4 Provide lifelong learning opportunities to build social connections and 3.4.1 Facilitate flexible learning opportunities through Neighbourhood Houses, community facilities, library services and the attraction of training providers Preparation of the Community Learning Plan to set the roadmap for lifelong learning for the coming four years Implement the Community Learning Plan Action Plan, on identified priority areas for Year one Ongoing focussing on priority areas Ongoing and commencement of the evaluation in anticipation of the next of the Plan As identified in the Community Learning Plan, but will include topics such as School and presence of Higher and within the City. Current Plan with new Plan to be by Council Dec 2014 Led by Learning Board 3.5 Build an inclusive that embraces and values diversity and celebrates our collective heritage 3.5.2 Advocate to attract community service organisations that can coordinate service for resident settlement and integration support Develop evidence base through the of the 2014-2018 Intercultural Strategy (which will have a priority area on settlement servicing) Advocacy platform to be determined as an outcome of the CSO Attraction Strategy. Ongoing Ongoing Potentially a prospectus, focussed individual CSO engagement. Not yet defined. Advocacy likely to occur from Year 2. Led by Boyle’s team. 3.6 Create a safer community through building a sense of and community pride 3.6.4 Collaborate to plan and advocate for the required increase in enforcement services and the provision of greater Police and Protective Service Officers Review of Police and Protective Service numbers via Safety and local VicPol. Letter sent to minister in May 2014 on need for increased police Maintain annual of Police and Protective Service Officers numbers via Community Safety Committee. 3.7 Ensure our established and new communities are well and supported
Theme Four – Community health and wellbeing Strategic Outcome 4 – A City of people leading healthy and happy lives Objective Strategy Focus - Year 1 Focus - Year 2 Focus - Year 3 Focus – Year 4 Advocacy Level Status Comments 4.1 Collaborate for an integrated and aligned health service 4.1.3 Plan, attract and advocate for primary health care and allied health service providers, aligned with evidence of need MPHWP Objective 2.1.1 - Plan, attract and advocate for health services that respond to the growing needs of the community, especially those who are vulnerable> MPHWP Objective 4.4.4 - Advocate on of Alcohol and Drug services and the community for additional funding to meet the growing demand for Alcohol and Drug harm minimisation interventions> [MPHWP ACTION PLAN - Develop a General Hospital and Health Infrastructure Advocacy Plan Engagement)] Long term, wide, health service planning to future areas of need and possible delivery models. Continued with state government to identify solutions to priorities. Also, promoting findings to the private and community sectors. Promotion of planning findings. 4.1.5 Advocate to government for the of a purpose built Community Health Centre, a Day Hospital/Day Procedure facility and 24-hour General Public Hospital and services in the Melton Township. Continued involvement in the Melton Health Working Group. Continued for Civic expansion and redevelopment. Leverage Advisory Committee to identify, recommend and deliver advocacy strategies for delivery of Hospital As directed by Council and Committee Currently, action via the Melton Community Health Working Group. As directed by Council and Committee, in the context of the broader Health & Welfare Report recommendations Identification of short, medium and long term health issues and interventions required, given the expense, and time frames at play in the establishment of a general 24hr hospital 4.2 Address health in our community 4.2.1 Collaborate to deliver targeted health initiatives to address health inequalities. MPHWP Objective 3.3 - Address health inequalities in our community> MPHWP Objective 2.6.2 - Advocate to community service organisations that can coordinate service options for resident settlement and integration support> MPHWP Objective 2.5.3 - Work in Support Aboriginal Men’s Shed project. [MPHWP ACTION PLAN - Advocate to of the need to support increased health services in the City.] Undertake wide services Advocate of need to state and federal Support service planning to inform proposal for Support advocacy for an Aboriginal Services Hub.