Many faces, one community: valuing cultural diversity · Many faces, one community: valuing cultural diversity City of Whittlesea Multicultural Policy Statement and Principles Multicultural

www.whittlesea.vic.gov.au

Many faces, one community: valuing cultural diversity

Table of Contents

2


Mayor’s message 3

Introduction and background 5

City of Whittlesea Multicultural Policy Statement and Principles 6

Cultural diversity in the City of Whittlesea 7

Development of consultation 8

Commonwealth policy context 9

Victorian Government Acts 11

Strategic links to other City of Whittlesea plans 13

Key directions and actions 16

Multicultural Action Plan 2014–2018 17

3Multicultural Action Plan 2014-2018

Welcome to the City of Whittlesea Multicultural Action Plan 2014–2018

Mayor’s message

It’s an exciting time to be living, learning and working in the City of Whittlesea. We are one of the fastest growing municipalities in Australia and as our population continues to grow, it’s essential that each and every one of our residents can access the services they need, connect with each other and celebrate who they are and their history.

Our City is one of the most culturally diverse municipalities in Victoria. Our residents come from over 140 countries, and almost half of our community speaks a language other than English at home. This cultural diversity is an important part of our community identity, and provides a range of invaluable economic and social contributions.

The Multicultural Action Plan 2014–2018 builds on the significant achievements of the inaugural Multicultural Plan 2007–2011. It continues to create a shared understanding between Council, local service providers and our culturally diverse communities while

providing opportunities for inclusion, access to services, expression, social harmony and cultural celebration.

The Multicultural Action Plan 2014–2018 features a number of actions that will be delivered over the next four years to continue Council’s strong track record of inclusivity and equity. These actions have been developed as a direct result of consultation with the local community, key agencies, Council staff and service providers.

I would like to thank everyone who has been involved in the development of the Plan. I look forward to seeing Council further expand our knowledge and skills in the area of multiculturalism while best serving our diverse communities into the future.

Cr Mary Lalios Mayor

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The City of Whittlesea recognises the rich Indigenous heritage of this country and acknowledges the Wurundjeri Willum Clan as the traditional custodians of this place.

Diversity has been a part of the Australian landscape since before colonisation, when distinct Aboriginal and Torres Strait Islander nations spoke around 700 different languages.

The histories, cultures, values, beliefs, languages, lifestyles and roles of Aboriginal and Torres Strait Islander people both past and present provide a central tenet to diversity.

It is vital that this is acknowledged and that full recognition is given to the fact that modern cultural diversity and multiculturalism operates within the context of Aboriginal and Torres Strait Islander history.


Introduction and background The City of Whittlesea Multicultural Action Plan 2014–2018 (the Plan) is Council’s third iteration of its formal commitment to valuing cultural diversity.

It builds on Council’s history of achievements in multicultural affairs and will guide Council’s program and service delivery, advocacy, engagement and collaboration with our culturally and linguistically diverse (CALD) communities over the next four years.

In 2001 Council adopted the Access and Equity (A&E) Strategy, which advocated ‘that those residents who are entitled to use Council services and facilities be treated fairly to enable effective access in relation to other users’. Council developed the A&E Strategy to improve the participation of people who experience difficulties accessing local services and programs, and to also incorporate specific actions in relation to multiculturalism, disability and discrimination. Building on the strengths of the A&E Strategy, in 2007 Council adopted its inaugural Multicultural Plan, Many faces, one community: Valuing diversity. It focused on the needs and aspirations of the multicultural community and in particular the strength and value CALD communities bring to the whole municipality.

Much was achieved through the inaugural plan. It primarily focused on supporting local culturally diverse communities by strengthening local service providers and community networks. It also placed a strong emphasis on community leadership, providing assistance to refugees, migrants, and interfaith communities.

Through the establishment of partnerships, numerous strategies were delivered that increased Council’s capacity to respond to community needs. Initiatives included cultural awareness training for new employees, working with interpreters training, development of a staff language scheme, delivery of community profiles, and an annual Welcome EXPO which welcomes new residents to the City, especially refugees and migrants.

Council’s Multicultural Action Plan 2014–2018 builds on these early achievements through the application of four key directions that were developed in consultation with the community and are grounded in evidence-based practice:

Key DIreCTIon 1: Council’s organisational capacity

Key DIreCTIon 2: Community engagement and resilience

Key DIreCTIon 3: Council, community and service providers working together

Key DIreCTIon 4: evaluation and monitoring

Council will have the following three roles in delivering the Plan:

• Provider:Wewilldowhat is needed

• Advocate:Wewillworkon behalf of our community

• Facilitator:Wewillsupport the actions of others

The following sections of the Plan provide information on community demographics and the process for developing the Plan, an overview of Federal Government policies, State Government legislation and Council plans, and a detailed account of all actions proposed as part of implementation.

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City of Whittlesea Multicultural Policy Statement and PrinciplesMulticultural Policy Statement

The Multicultural Policy Statement is an affirmation of Council’s ongoing commitment to the multicultural community it serves.

The City of Whittlesea will provide leadership in local multicultural issues and is committed to inclusiveness and engagement with culturally and linguistically diverse communities.

Multicultural Policy Principles

The Multicultural Policy Principles are designed to guide and underpin the Plan.

1. Council advocates for and actively fosters a harmonious, connected community that recognises its residents’ values and celebrates similarities and differences through mutual respect and understanding.

2. Council supports equitable access to programs, services and facilities for people from CALD backgrounds.

3. Council facilitates relationships and networks to achieve positive outcomes for the community.

4. Council recognises and respects the rights of people to maintain their cultural heritage and identity (such as religion, language and customs) within the context of the law.

5. Council seeks to address the needs of the whole community through its services and programs and recognises that equality of participation contributes to the social, environmental, cultural, economic and political life of the municipality.

6. Council demonstrates leadership by advocating on behalf of and with the community to the State and Federal Government to promote our diversity as an asset and valuable resource.


The City of Whittlesea is a culturally diverse community located approximately 20 kilometres north of the CBD on Melbourne’s metropolitan fringe.

Covering 490 square kilometres, it is a large municipality containing established urban, growth and rural areas.

The City of Whittlesea is one of the fastest growing municipalities in Australia. In 2013 the City’s population was approximately 176,000 and this is expected to grow by 41 per cent over the next ten years.

overview of the City of Whittlesea’s cultural diversity

• The City of Whittlesea is home to migrants from more than 140 countries.

• In 2013 the top five birthplaces of migrants newly arrived to the municipality were India (22 per cent), China (12 per cent), Iran (10 per cent), Iraq (7 per cent) and Sri Lanka (6 per cent).

• Between late 2008 and mid-2013, a total of 11,048 new arrivals settled in the City of Whittlesea:

- 6,077 (55 per cent) were skilled migrants - 4,061 (37 per cent) were family

reunion entrants - 908 (8 per cent) were humanitarian

entrants.

• Over 40 per cent of residents speak a language other than English at home

• 30 per cent of residents speak English ‘not well’ or ‘not at all’

• The most common languages spoken are Macedonian, Italian, Greek, Arabic and Vietnamese

• Thomastown, Lalor and Epping contain a greater proportion of people from non-English speaking backgrounds than other parts of the municipality

• In 2013 it was estimated by Council and local service providers that over 700 asylum seekers reside within the municipality (accurate statistics on asylum seekers are very difficult to obtain as they are not released by the Department of Immigration and Border Protection).

Cultural diversity in the City of Whittlesea

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The Plan was developed following a comprehensive review of the current policy context and a series of stakeholder consultations.

Development and consultation

Stage 1: Policy review

This involved identifying and reviewing:

• Federal, state and local government policies related to multicultural affairs

• Existing Council and community service providers, activities, commitments and strategies related to CALD communities

• Demographic data related to rapid population growth and increasing cultural diversity in a geographic area.

Stage 2: Stakeholder consultation

The consultations sought to elicit responses in relation to issues impacting CALD communities as well as issues affecting the multicultural services sector within the municipality and Council staff. This approach was informed by the key future directions set out in Shaping Our Future: Whittlesea 2030 Strategic Community Plan.

Consultations were undertaken using a community participatory approach that fostered commitment through collaboration, consultation and participation. The consultations were conducted in an open, inclusive and culturally appropriate manner, involving people in meaningful and productive ways. Particular effort was made to remove the barriers to involvement and participation for women and young people by providing access to transport, childcare and interpreter services.

Consultations were conducted with a diverse range of stakeholders including local community groups such as community networks, seniors groups, young people, new and emerging communities, interfaith groups, faith based groups, service providers and Council staff.

Stage 3: Identification of priority areas and development of actions

Following the policy review and consultation process an analysis of all data was undertaken to identify a series of key themes that guided the development of goals and actions, therefore ensuring all goals and actions are truly representative of the wider policy environment and community’s needs.

Following this process a draft plan was developed and a series of one on one meetings were held with Council staff to ensure linkages with current services and programs. Community groups involved throughout the consultation process were also given an opportunity to comment on the draft plan to ensure it was aligned with the CALD community’s vision and current issues. The resulting plan provides Council with direction on how to best meet the needs of our local communities in partnership with local service providers and the community, whilst building on Council’s previous achievements and current priorities.


Commonwealth policy context A number of FederalGovernmentpolicies have guided the development of the Plan. While issues such as supporting multiculturalism and universal access to services sit across a broad range of policy areas, the following policies were identified as being specifically relevant.

The People of Australia: Australia’s Multicultural Policy

The People of Australia demonstrates the Federal Government’s commitment to a multicultural Australia. The policy acknowledges that government services and programs must be responsive to the needs of our CALD communities. It commits to an access and equity framework to ensure that the onus is on government to provide equitable services to Australians from all backgrounds.

national Anti-racism Strategy

The goal of the Australian Human Rights Commissions (AHRC) National Anti-Racism Strategy is to create awareness of racism and how it affects individuals and the broader community. It also aims to identify, promote and build on good practice initiatives, and empower communities and individuals to take action to prevent and reduce racism and to seek redress when it occurs.

Multicultural Access and equity Policy: respecting diversity, improving responsiveness

The Multicultural Access and Equity Policy is based on the core principle that government services and programs should be accessible to all eligible Australians, responsive to their needs, and deliver equitable outcomes for them, regardless of their cultural and linguistic background. The six dimensions of the Access and Equity Policy are leadership, engagement, performance, capability, responsiveness and openness.

Australia’s Human rights Framework

Australia’s Human Rights Framework outlines a range of key measures to further protect and promote human rights in Australia. The framework is based on five key principles:

• Reaffirming a commitment to our human rights obligations.

• The importance of human rights education.

• Enhancing our domestic and international engagement on human rights issues.

• Improving human rights protections including greater parliamentary scrutiny.

• Achieving greater respect for human rights principles within the community.

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Victorian Government Acts

The following Acts were influential in the development of this plan.

Multicultural Victoria Act 2011

The Multicultural Victoria Act 2011 fosters mutual understanding and respect for all Victorians regardless of their cultural, linguistic or religious background to ensure full social, economic, civic and cultural participation.

Core principles enshrined in the Act are:

• Valuing cultural, religious and linguistic diversity

• That a central tenet of multiculturalism is citizenship as an expression of the rights and responsibilities of all people in a multicultural society

• Ensuring the freedom and opportunity for all Victorians to preserve and express their cultural heritage and to participate in the social, cultural, economic and political life of Victoria

• Equal rights and responsibilities under the laws of Victoria.

There is a range of Victorian legislation that supports multiculturalism and protects diversity and equality for all Victorians.

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Victorian Government Acts

equal opportunity Act 2010

The 2010 Act replaced the Equal Opportunity Act 1995 and further strengthened discrimination laws in Victoria. The Act aims to encourage the identification and elimination of discrimination, sexual harassment, victimisation and their causes, and to promote and facilitate the progressive realisation of equality.

The objectives of the Act include:

• Promoting everyone’s right to equal opportunity

• Eliminating as far as possible discrimination and sexual harassment

• Providing redress for people whose rights have been breached

• Empowering the Victorian Equal Opportunity and Human Rights Commission to enter into enforceable undertakings where systemic discrimination exists within organisations.

Charter of Human rights and responsibilities Act 2006

This Act came into effect in 2007 and establishes a framework for promoting and protecting human rights in Victoria. It defines 20 human rights that reflect the four basic principles of freedom, respect, equality and dignity. It should be noted that Victoria is the only Australian state or territory to have a human rights act.

racial and religious Tolerance Act 2001

The Racial and Religious Tolerance Act 2001 promotes racial and religious freedom and the right of all people to be treated with dignity and respect. The Act acknowledges that the people of Victoria come from a diversity of ethnic and Indigenous backgrounds and observe many different religious beliefs and practices, which all deserve full and equal participation in an open and multicultural democracy.

Victoria’s Advantage: Unity, Diversity, opportunity

The Victorian Government’s Multicultural Affairs and Citizenship Policy recognises that each and every Victorian plays a part in contributing to and shaping the future of the State, by valuing and embracing our diversity, Victoria can continue to realise the benefits of a cohesive and multicultural society.

The Victorian Government’s Multicultural Affairs and Citizenship Policy:

• Reaffirms the Victorian Government’s support for Victoria’s cultural, linguistic and religious diversity as a strength that provides benefits for all Victorians

• Builds upon the principles and values of multiculturalism and citizenship enshrined in the Multicultural Victoria Act 2011

• Recognises the importance of Victoria’s whole-of-Government approach to multicultural affairs and settlement as critical to achieve effective service delivery and outcomes

• Identifies the demographic changes, opportunities and challenges that Victoria needs to respond to continue to shape a positive future for our multicultural society

• Contains a set of indicators to better understand how Victoria is faring in multicultural affairs, citizenship and social cohesion, and to identify emerging trends and issues.


ShapingOurFuture:Whittlesea2030 Strategic Community Plan

The Plan is primarily linked to Shaping Our Future, which details our community’s vision for the City of Whittlesea to the year 2030. It provides direction for the provision of key projects and services which enable us to meet the needs of our community and deliver high quality, culturally appropriate services and facilities. It identifies seven future directions:

• Inclusive and engaged community• Accessibility in, out and around our City• Growing our economy• Places and spaces to connect people• Health and wellbeing• Living sustainably• Good governance.

Connect: A Municipal Plan for Children, young People and their FamiliesintheCityofWhittlesea 2013 to 2018

Connect is Council’s five year plan to support the whole community with particular attention to children, young people and their families and carers. It is informed by demographic data, research evidence and community feedback, and has an emphasis on prevention, early intervention and creating resilient and cohesive communities. The plan focuses on the following five strategic directions:

• Partnerships and continuous dialogue with children, young people, parents and the community

• Family strengthening

• Resilient and robust children and young people

• Social and physical infrastructure for diversity, all ages and abilities

• Opportunities to connect.

The Multicultural Action Plan 2014–2018 is strategically linked to a range of existing Council plans and strategies: Strategic

links to other City of Whittlesea plans

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Strategic links to other City of Whittlesea plans

reconciliation Action Plan 2012–2015

The City of Whittlesea’s Reconciliation Action Plan sets the direction for Council to make a meaningful contribution to reconciliation with local Aboriginal communities. The Plan builds on Council’s past reconciliation achievements and establishes actions that acknowledge, value and provide Aboriginal people in the City of Whittlesea with enhanced and new opportunities. The three pillars of the plan are Relationships, Respect and Opportunities.

Municipal Lifelong Learning Strategy and Action Plan 2013-2016

The Municipal Lifelong Learning Strategy and Action Plan 2013-2016 aims to guide Council in the development of a strong and positive learning culture within the City of Whittlesea and improve learning outcomes for its community members. The lifelong learning specific vision is: In the City of Whittlesea I can learn throughout my life, I have access to local opportunities to learn for life and for work, I can share my knowledge with others and I can participate in collective learning and community governance.

recreation Strategy 2012–2017

The Recreation Strategy 2012–2017 was developed in partnership with local residents to provide Council with a clear direction on how to meet our community’s leisure needs. This strategy identifies that leisure facility developments, resource allocation and operational decisions need to be evidence based, and that recreation information should be provided in a variety of languages and information sources, consistent with the demographic profile of our community.

Localities embracing and Accepting Diversity (LeAD) 2009–2013

The Multicultural Action Plan 2014–2018 was also influenced by the LEAD Project. Between 2009 and 2013 LEAD was a major project that trialed a range of approaches to supporting cultural diversity and preventing race-based discrimination across the municipality. This was achieved by building positive attitudes towards cultural diversity in local organisations such as Council, schools and workplaces. LEAD was developed in partnership with VicHealth in response to research that shows that despite widespread support for diversity in Victoria, people from Aboriginal, migrant and refugee backgrounds continue to experience unacceptably high rates of race-based discrimination.


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The Multicultural Action Plan 2014 - 2018 outlines Council’s role in addressing the needs of the community and service providers and also has a focus on Council’s organisational capacity. The key directions, goals and focus areas of the Plan will guide Council’s work throughout the 2014–2018 period.

TheFOurkeydireCTiOnSOFThePlAnAre:

1. Council’s organisational capacity

2. Community engagement and resilience

3. Council, community and service providers working together

4. evaluation and monitoring.


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one

is w

elco

me,

bel

ongs

and

is c

onne

cted

.Fo

cusareas:

• F

oste

r acti

ve c

itize

nshi

p an

d le

ader

ship

thro

ugh

enga

gem

ent a

nd c

omm

unity

cap

acity

bui

ldin

g.•

Pro

vide

pla

ces t

hat p

rom

ote

a se

nse

of b

elon

ging

.•

Pro

mot

e re

conc

iliati

on a

nd h

ealin

g, a

nd st

reng

then

com

mun

ity c

onne

cted

ness

.

Actio

nsD

eliv

erab

les

Targ

et c

ompl

etio

n da

te

2.1

Deve

lop

CALD

com

mun

ity e

ngag

emen

t

g

uide

lines

.CA

LD c

omm

unity

eng

agem

ent g

uide

lines

dev

elop

ed a

nd in

tegr

ated

w

ithin

the

Whi

ttle

sea

Com

mun

ity E

ngag

emen

t Fra

mew

ork.

2014

2.2

Deve

lop

an o

nlin

e di

rect

ory

of m

ultic

ultu

ral

com

mun

ity g

roup

s and

org

anisa

tions

o

pera

ting

in th

e m

unic

ipal

ity. T

he d

irect

ory

w

ill in

clud

e gr

oups

for s

peci

fic fa

iths a

nd

cul

tura

l bac

kgro

unds

.

Onl

ine

dire

ctor

y es

tabl

ished

, upd

ated

and

pro

mot

ed.

2016

2.3

Deliv

er a

nd e

valu

ate

a Co

unci

l Wel

com

e Ex

po

for

new

resid

ents

sett

ling

in th

e m

unic

ipal

ity.

One

Wel

com

e Ex

po h

eld

and

eval

uate

d pe

r ann

um.

2014

–201

8

2.4

Cond

uct e

vent

s in

part

ners

hip

with

c

omm

unity

and

non

-gov

ernm

ent o

rgan

isatio

ns

t

hat c

eleb

rate

and

pro

mot

e m

ultic

ultu

ralis

m.

Even

ts im

plem

ente

d du

ring

Cultu

ral D

iver

sity

Wee

k an

d Re

fuge

e W

eek.

2014

–201

8

Key

dire

ctio

ns

and

actio

ns

Actio

nsD

eliv

erab

les

Targ

et c

ompl

etio

n da

te

2.5

Cond

uct a

n in

fras

truc

ture

nee

ds a

naly

sis

and

dev

elop

des

ign

prin

cipl

es to

ens

ure

C

ounc

il fa

ciliti

es a

nd o

pen

spac

es m

eet t

he

nee

ds o

f CAL

D co

mm

uniti

es.

(N

ew in

itiati

ve –

bud

get c

ontin

gent

)

Infr

astr

uctu

re n

eeds

stud

y co

mpl

eted

.

Desig

n pr

inci

ples

iden

tified

.

2017

2.6

Inve

st in

com

mun

ity c

apac

ity b

uild

ing

i

nitia

tives

that

stre

ngth

en th

e po

tenti

al

for

CAL

D co

mm

uniti

es to

par

ticip

ate

in

lea

ders

hip

oppo

rtun

ities

.

Whi

ttle

sea

Com

mun

ity L

eade

rshi

p Pr

ojec

t com

plet

ed.

Lead

ersh

ip a

ctivi

ties u

nder

take

n fo

r new

ly a

rriv

ed y

oung

peo

ple.

2015

2.7

Faci

litat

e re

conc

iliati

on a

nd re

latio

nshi

p

bui

ldin

g be

twee

n Ab

orig

inal

and

CAL

D

com

mun

ities

.

CALD

com

mun

ities

invi

ted

to p

artic

ipat

e in

Sor

ry D

ay, R

econ

cilia

tion

Wee

k

and

othe

r Abo

rigin

al c

omm

unity

eve

nts.

Acce

ssib

le in

form

ation

on

reco

ncili

ation

dist

ribut

ed to

CAL

D co

mm

uniti

es.

The

feas

ibili

ty o

f inc

orpo

ratin

g a

grea

ter f

ocus

on

trad

ition

al A

borig

inal

cul

ture

in

the

citiz

ensh

ip c

erem

onie

s exp

lore

d.

2014

–201

8

2.8

Iden

tify

any

pote

ntial

bar

riers

CAL

D

com

mun

ities

exp

erie

nce

in a

cces

sing

C

ounc

il gr

ants

.

(

New

initi

ative

– b

udge

t con

tinge

nt)

Gran

ts p

rogr

ams a

sses

sed

and

reco

mm

enda

tions

ado

pted

.20

15

2.9

Faci

litat

e CA

LD c

omm

unity

con

sulta

tion

f

orum

s to

iden

tify

emer

ging

nee

ds

and

issu

es.

Min

imum

of o

ne C

ALD

com

mun

ity fo

rum

hel

d an

nual

ly.

2014

–201

8

2.10

Ensu

re C

ounc

il w

aste

info

rmati

on k

its

and

sust

aina

bilit

y ed

ucati

on p

rogr

ams

a

re a

cces

sible

to th

e CA

LD c

omm

unity

.

Info

rmati

on k

its a

nd e

duca

tion

prog

ram

s are

mad

e av

aila

ble

to th

e CA

LD c

omm

unity

. 20

14–2

018

Mul

ticul

tura

l Act

ion

Plan

201

4-20

1823

Key

DIr

eCTI

on

2:

Co

MM

Un

ITy

enG

AGeM

enT

An

D r

eSIL

Ien

Ce

Key

dire

ctio

ns

and

actio

ns

Key

DIr

eCTI

on

24Man

y fa

ces,

on

e co

mm

unity

: va

luin

g cu

ltura

l di

vers

ity

Mul

ticul

tura

l Act

ion

Plan

201

4-20

1825

Key

DIr

eCTI

on

3:

Co

UnCI

L, Co

MM

UnIT

y An

D S

erVI

Ce P

roVI

Der

S Wo

rKIn

G To

GeTH

er

Goa

l: Co

unci

l will

dev

elop

stra

tegi

c ne

twor

ks a

nd p

artn

ersh

ips w

ith C

ALD

com

mun

ities

, loc

al se

rvic

e pr

ovid

ers a

nd c

omm

unity

org

anisa

tions

to

ach

ieve

com

mon

goa

ls.Fo

cusareas:

• E

stab

lish

and

mai

ntai

n st

rate

gic

part

ners

hips

with

CAL

D co

mm

uniti

es a

nd se

rvic

e pr

ovid

ers.

•

Con

trib

ute

to e

nhan

cing

the

econ

omic

par

ticip

ation

of C

ALD

com

mun

ities

.•

Dem

onst

rate

lead

ersh

ip b

y add

ress

ing

race

-bas

ed d

iscrim

inati

on th

roug

h st

rate

gic p

artn

ersh

ips a

nd a

dvoc

ating

on

issue

s tha

t bui

ld re

silie

nce

with

in C

ALD

com

mun

ities

.

Actio

nsD

eliv

erab

les

Targ

et c

ompl

etio

n da

te

3.1

Asse

ss a

nd m

aint

ain

LEAD

pro

ject

par

tner

ship

s.LE

AD p

artn

ersh

ips a

sses

sed.

Part

ner o

rgan

isatio

ns c

onsu

lted

in th

e de

velo

pmen

t of C

ounc

il’s L

EAD

2

(anti

-rac

ism) a

ction

pla

n.

Part

ner o

rgan

isatio

ns su

ppor

ted

to c

reat

e fa

irer,

mor

e w

elco

min

g or

gani

satio

ns.

2015

3.2

Cond

uct o

pen

foru

ms w

ith lo

cal s

ervi

ce

pro

vide

rs to

disc

uss e

mer

ging

issu

es a

nd

opp

ortu

nitie

s for

col

labo

ratio

n.

One

foru

m c

ondu

cted

per

ann

um.

2014

–201

8

3.3

Faci

litat

e th

e W

hitt

lese

a Co

mm

unity

Fut

ures

P

artn

ersh

ip (a

nd C

ultu

ral B

ridge

s wor

king

gro

up).

Four

to si

x m

eetin

gs fa

cilit

ated

per

ann

um.

2014

–201

8

3.4

Revi

ew a

nd m

ap in

terc

onne

ction

s bet

wee

n

rol

es o

r int

eres

ts o

f exi

sting

mul

ticul

tura

l

n

etw

orks

and

com

mun

ity g

roup

s.

Map

ping

repo

rt d

issem

inat

ed a

cros

s Cou

ncil

and

to e

stab

lishe

d gr

oups

or n

etw

orks

. 20

14–2

018

3.5

Mai

ntai

n an

d de

velo

p pa

rtne

rshi

ps w

ith lo

cal

com

mun

ity g

roup

s and

net

wor

ks.

Part

ners

hips

mai

ntai

ned

with

:a)

W

hitt

lese

a M

ultic

ultu

ral C

omm

uniti

es C

ounc

il b)

W

hitt

lese

a In

terf

aith

Net

wor

k c)

N

orth

ern

Inte

rcul

tura

l Int

erfa

ith N

etw

ork

d)

Whi

ttle

sea

Mul

ticul

tura

l Iss

ues N

etw

ork.

2014

–201

8

Key

dire

ctio

ns

and

actio

ns

26Man

y fa

ces,

on

e co

mm

unity

: va

luin

g cu

ltura

l di

vers

ity

Mul

ticul

tura

l Act

ion

Plan

201

4-20

1827

Key

DIr

eCTI

on

3:

Co

UnCI

L, Co

MM

UnIT

y An

D S

erVI

Ce P

roVI

Der

S Wo

rKIn

G To

GeTH

er

Actio

nsD

eliv

erab

les

Targ

et c

ompl

etio

n da

te

3.6

Faci

litat

e co

llabo

ratio

n an

d en

gage

men

t

b

etw

een

loca

l CAL

D yo

uth

serv

ice

prov

ider

s.Lo

cal C

ALD

yout

h se

rvic

es n

etw

ork

esta

blish

ed.

2016

3.7

Advo

cate

to S

tate

and

Fed

eral

Gov

ernm

ents

o

n iss

ues r

elev

ant t

o CA

LD c

omm

uniti

es in

t

he m

unic

ipal

ity.

Gove

rnm

ent i

nqui

ries r

espo

nded

to a

s req

uire

d.20

14–2

018

3.8

Parti

cipa

te in

the

Vict

oria

n Lo

cal G

over

nmen

t

M

ultic

ultu

ral I

ssue

s Net

wor

k.Ac

tivel

y co

ntrib

ute

to th

e ag

enda

, mee

tings

and

wor

king

sub-

com

mitt

ees.

2014

–201

8

3.9

Cont

ribut

e to

the

Whi

ttle

sea

Care

ers

Em

ploy

men

t Pat

hway

s Net

wor

k co

nven

ed

by

Whi

ttle

sea

Com

mun

ity C

onne

ction

s.

Bi-m

onth

ly m

eetin

gs a

ttend

ed.

2014

–201

8

3.10

Inve

stiga

te so

cial

ent

erpr

ise o

ppor

tuni

ties

for

CAL

D co

mm

uniti

es.

(N

ew in

itiati

ve –

bud

get c

ontin

gent

)

Soci

al e

nter

prise

feas

ibili

ty st

udy

com

plet

ed.

2016

–201

7

3.11

Adv

ocat

e in

par

tner

ship

with

the

com

mun

ity

fo

r the

Cul

tura

l Brid

ges I

nter

cultu

ral C

entr

e.Bu

sines

s cas

e co

mpl

eted

.20

15

3.12

Mon

itor m

igra

nt a

rriv

al st

atisti

cs a

s rep

orte

d

by

the

Depa

rtm

ent o

f Im

mig

ratio

n an

d

Bo

rder

Pro

tecti

on.

Mig

rant

arr

ival

stati

stics

diss

emin

ated

to lo

cal n

etw

orks

and

serv

ices

pro

vide

rs

on a

bi-a

nnua

l bas

is.20

14–2

018

3.13

Und

erta

ke a

ben

chm

arki

ng e

xerc

ise w

ith

Nor

ther

n M

ultic

ultu

ral L

ocal

Gov

ernm

ent I

ssue

s

N

etw

ork

and

the

Mun

icip

al A

ssoc

iatio

n of

V

icto

ria to

dev

elop

a b

est p

racti

ce m

odel

i

n or

gani

satio

nal c

ultu

ral c

ompe

tenc

y.

(N

ew in

itiati

ve –

bud

get c

ontin

gent

)

Benc

hmar

king

exe

rcise

com

plet

ed a

nd b

est p

racti

ce in

dica

tors

iden

tified

.20

15

Key

dire

ctio

ns

and

actio

ns

Key

DIr

eCTI

on

28Man

y fa

ces,

on

e co

mm

unity

: va

luin

g cu

ltura

l di

vers

ity

Mul

ticul

tura

l Act

ion

Plan

201

4-20

1829

Key

DIr

eCTI

on

4:

eV

ALU

ATIo

n A

nD

Mo

nIT

orI

nG

Goa

l: Co

unci

l will

eva

luat

e an

d m

onito

r the

Pla

n in

col

labo

ratio

n w

ith C

ALD

com

mun

ities

and

serv

ice

prov

ider

s.Fo

cusareas:

• A

sses

s the

Pla

n’s o

utpu

ts, i

mpa

cts a

nd o

utco

mes

. •

Rep

ort t

he P

lan’

s pro

gres

s and

find

ings

to C

ounc

il, th

e co

mm

unity

and

serv

ice

prov

ider

s.

Actio

nsD

eliv

erab

les

Targ

et c

ompl

etio

n da

te

4.1

Esta

blish

an

Inte

rnal

Mul

ticul

tura

l Acti

on P

lan

R

efer

ence

Gro

up to

mon

itor t

he p

rogr

ess o

f

t

he P

lan.

Inte

rnal

Mul

ticul

tura

l Ref

eren

ce G

roup

est

ablis

hed

in 2

014

and

oper

ation

al

thro

ugho

ut th

e lif

e of

the

Plan

.20

14–2

018

4.2

Esta

blish

an

Exte

rnal

Mul

ticul

tura

l Acti

on P

lan

R

efer

ence

Gro

up to

mon

itor t

he p

rogr

ess o

f

t

he P

lan.

Exte

rnal

Mul

ticul

tura

l Ref

eren

ce G

roup

est

ablis

hed

in 2

014

and

oper

ation

al

thro

ugho

ut th

e lif

e of

the

Plan

.20

14–2

018

4.3

Deve

lop

a de

taile

d ev

alua

tion

stra

tegy

.Ev

alua

tion

plan

dev

elop

ed a

nd e

ndor

sed

by th

e In

tern

al a

nd E

xter

nal M

ultic

ultu

ral

Refe

renc

e Gr

oups

. 20

14

4.4

Deve

lop

a se

t of k

ey p

erfo

rman

ce in

dica

tors

t

o m

easu

re th

e im

pact

of t

he P

lan.

Key

perf

orm

ance

indi

cato

rs d

evel

oped

and

use

d to

mea

sure

the

impa

ct o

f eac

h

key

dire

ction

, foc

us a

rea,

acti

on a

nd d

eliv

erab

le.

2014

4.5

All C

ounc

il de

part

men

ts re

port

on

thei

r

M

AP a

ction

s dur

ing

depa

rtm

enta

l bus

ines

s pla

n

repo

rting

cyc

les.

Depa

rtm

enta

l bus

ines

s pla

n re

porti

ng in

corp

orat

es p

rogr

ess a

gain

st M

AP a

ction

s.

2015

Key

dire

ctio

ns

and

actio

ns

30



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