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Many faces, one community: valuing cultural diversity
Table of Contents
2
Many faces, one community: valuing cultural diversity
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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Many faces, one community: valuing cultural diversity
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.
5Multicultural Action Plan 2014-2018
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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Many faces, one community: valuing cultural diversity
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.
7Multicultural Action Plan 2014-2018
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
8
Many faces, one community: valuing cultural diversity
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.
9Multicultural Action Plan 2014-2018
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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Many faces, one community: valuing cultural diversity
11Multicultural Action Plan 2014-2018
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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Many faces, one community: valuing cultural diversity
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.
13Multicultural Action Plan 2014-2018
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
14
Many faces, one community: valuing cultural diversity
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.
15Multicultural Action Plan 2014-2018
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Many faces, one community: valuing cultural diversity
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.
17Multicultural Action Plan 2014-2018
Key
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on
17Man
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: va
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Many faces, one community: valuing cultural diversity
Mul
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6
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2014
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5
Key
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19Multicultural Action Plan 2014-2018
Key
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14
Key
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and
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ns
Mul
ticul
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ion
Plan
201
4-20
1819
Mul
ticul
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Plan
201
4-20
1820
Key
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Cou
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1.9
Deve
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are
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Disc
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T an
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Polic
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ndor
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2014
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5
1.10
Rev
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lang
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Lang
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Lang
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2014
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8
1.11
Expl
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2014
–201
8
1.12
Coor
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Citi
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nee
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for a
ll ne
w c
itize
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20
14-2
018
Key
dire
ctio
ns
and
actio
ns
Key
DIr
eCTI
on
21Man
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
1822
Key
DIr
eCTI
on
2:
Co
MM
Un
ITy
enG
AGeM
enT
An
D r
eSIL
Ien
Ce
Goa
l: Co
unci
l will
con
tinue
to in
vest
in c
reati
ng a
vib
rant
City
whe
re e
very
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
Many faces, one community: valuing cultural diversity
31Multicultural Action Plan 2014-2018
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Formoreinformation,pleasecontactthe Multicultural Planning and Policy Coordinator on 03 9217 2174.
Contact usTelephone: 03 9217 2170
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Council offices25 Ferres Boulevard South Morang VIC 3752
Multicultural Action Plan2014-2018
www.whittlesea.vic.gov.au