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Facility and Service Planning In a context of rapid growth in Population & Diversity in the City of Wyndham.

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Presentation on theme: "Facility and Service Planning In a context of rapid growth in Population & Diversity in the City of Wyndham."— Presentation transcript:

1 Facility and Service Planning In a context of rapid growth in Population & Diversity in the City of Wyndham

2 Population Growth

3 Growth in Population

4 Growth in organisation

5 Peop le  Higher proportions of residents aged under 18, and 25 to 49 years old  68 babies born each week in 2011/12  English or Australian ancestries: 49%  Other significant ancestries:  Indian, Maltese and Filipino  1503 migrants to Wyndham in 2012  49% as skilled migrants  About 200 humanitarian visa  Mandarin, Karen and Italian most common non-English languages spoken  Unemployment  2006 - 5.4%  2011 – 6.3%  Reported incidents of family violence for the 2010-2011 period:  810 recorded incidents per 100,000 population

6 People Wyndham in 2013:  Time pressured families (2hrs commuting; 25% experience mortgage stress)  Almost 79,000 or 58% of the population arrived in the last 8 years – 42% of the population experienced dramatic change  Over half of Wyndham residents work outside of the municipality  Traffic congestion dramatically increased  Social media influence growing  Interest based groups multiplying – cultures, faiths, sport

7 People  Community Supports/Development  Insufficient infrastructure at affordable rates  Emerging communities – not one ‘average’  Seifa index average 1013.4, with lowest 874.6 and highest 1092.8 (9 above and 9 below Aus av of 1002)  Governance  Time poor individuals and families

8 Wyndham municipality  Infrastructure Provision  Established agriculture and vegetable growing; RAAF; Treatment Plant; Melbourne Water; ocean boundary  Established industrial (Laverton)  Freight, Vline and Regional Rail  Strong developer influence on housing stock  Planning and Regulation  State Govt growth boundary extensions and population targets  Fast growth, developers and state government strong stakeholders  Services  Council is largest provider of services  Small not for profit and community service organisation presence Characteristics of Wyndham municipality

9 Facility Planning 1.Wyndham Social Infrastructure Planning Framework 2040 (WSIP) 2.Precinct Planning Process 3.Capital Works Planning (10 year plan) and Construction 4.Design and Service Models for Individual Projects Also: Strategic Land Purchases (historically) Elements of Facility Planning

10 WSIP 2040  Good for overall planning and equity  Guide for Developer Contributions  Baseline for Precinct Planning Challenges  Assumes standard roll out in every area  Doesn’t build in local service planning to inform infrastructure  Assumes ongoing Council service provision for all services in the plan Approach and Challenges Facility Planning

11 WSIP 2040 – Revised Approach  Review and update approach to social infrastructure planning to incorporate Neighbourhood Planning and Common Data Set to underpin planning  Community Service Organisation Strategy –  To attract CSO’s  Attract services with identified gaps in provision  Potentially reduce proportion of Council service delivery over time  Identify alternative partnership infrastructure projects Facility Planning

12 Facility Design and Service Models Facility Design  Led by a project control group with representatives of services to be included in new centres  MCH, kinders, recreation ovals, connective paths, Arts, Urban Design etc.  Regulation influences – changes without notice – e.g. 15hrs kinders Challenges  Maintaining an appropriate context:  inside the walls;  inside the co-located building footprint (typically school, recreation, community centre);  Across a neighbourhood  Accommodating needs of all services and programs  Expertise in project management, design and sign off processes Approach and Challenges – Facility Design

13 Facility Design and Service Models Service Model (how services work together in centres)  Been developed to support WSIP model – one centre at a time  Centres designed as three levels with prescribed services, sizes and populations Challenges  Colocation or integrated service provision?  Municipal wide service access processes (centralised MCH, Kinder)  Negotiating space allocations in context of continuous demand  Prioritise expanding Council services, community use, or community service organisations?  Competitive environment for community groups (EOI to access) Approach and Challenges - Service Model

14 Facility Design and Service Models Challenges  Annual infrastructure provision – restricts access for community service organisations and secure tenure for groups  High activity utilisation, some groups book rooms in multiple centres  Policy dilemmas:  Policy for access – who to prioritise?  Short term flexibility versus long term security and sustainability  Facilitate individual cultural identities or broader community identity? Challenges in the Community Community Access

15 Across Community Centres:  Different management models across Council and Committee managed  Policy gap to guide decision making on access to centres  Community Centre design – spaces for foyers and shared spaces not welcoming or “activated”  Co-location rather than integrated services Community Centre Review 2013 Community Access

16 Activate the Space  A Community Development Directorate initiative  Start with Council managed centres  Commit resources to activate these spaces – a neighbourhood hub model  A welcoming space for developing community wellbeing, local connection and the building of social capital Community Access

17 Wyndham Organisation  Neighbourhood Based Planning  Activation of Community Centres  Infrastructure Planning and Design collaboratively across departments  Service Reviews and Reporting – Excellence at Wyndham  Also:  Broker position in partnership with DPTLI  Healthy Communities Initiative – Planning and Design for Health Concurrent Initiatives to Develop Integrated Planning and Service Models

18 Excellence @ Wyndham The framework will integrate best value services reviews, LEAN thinking, continuous improvement and innovation to deliver value for money and maintain a community focus. Excellence @ Wyndham is an organisation wide program – commencing 2014 Rolling program of Service Reviews. Wyndham Organisation

19 Local Government Challenges Local Government Organisations  Multiple Services  Multiple Professions and Skills  Traditionally arranged hierarchically  ALGA, quoted by Frank Hornby (2012):  … various council departments still continued a singular and specialised approach to policy and services planning and in a manner that had only a basic relationship to other council departments  In any locality, there are a myriad of services and programs being delivered by the three spheres of government, their agencies and the wider community. Often these services are poorly coordinated and integrated, resulting in gaps and overlaps in service delivery and the inappropriate or untimely provision of facilities (p353) Organisational Processes

20 City Of Wyndham Initiatives to address Organisational Barriers  Leadership Development Program  Encouraging cross-organisational collaboration  Integrated Planning Group/ Review of Social Infrastructure Planning  Developing integrated service model for community centres  Community Engagement Skill Development  Encourage decision making based on community involvement, rather than ‘for the community’  Local Area Planning  Plan new infrastructure based on local profile and engagement Wyndham Organisation

21 City Of Wyndham Context of:  Local Government Role and Function  Rapid Growth in Population, Diversity and Organisation  Pressures on community both societal and arising from the changes City of Wyndham is:  Planning physical and social infrastructure with key stakeholders  Seeking stronger engagement with local community groups and organisations to influence the community building  Addressing its own organisational processes to break down barriers and achieve more integrated planning  Striving to build diverse, thriving communities which deliver the benefits community life and strengthen local democracy References: Frank Hornby, Australian Local Government and Community Development, Australian Scholarly Publishing Pty Ltd, 2012

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