Multicultural Action Plan - Whittlesea Council Web viewThe City of Whittlesea Multicultural Action...

Multicultural Action Plan 2014-2018 Many faces, one community: valuing cultural diversity

Multicultural Action Plan 2014-2018 – Many faces, one community: valuing cultural diversity

Table of Contents

Mayor’s message 4

Introduction 5

City of Whittlesea Multicultural Policy Statement and Principles 7

Cultural diversity in the City of Whittlesea 8

Development and consultation 9

Commonwealth policy context 11

Victorian Government Acts 12

Strategic links to other City of Whittlesea plans 14

Key directions 16

Multicultural Action Plan 2014–2018 17

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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.

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A message from the Mayor Welcome to the City of Whittlesea Multicultural Action Plan 2014–2018.

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 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 Plan 2014–2018 articulates 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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Introduction 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 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

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

Provider: We will do what is needed Advocate: We will work on behalf of our community Facilitator: We will support 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 Principles

Multicultural Policy StatementThe 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.

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Cultural diversity in the City of Whittlesea 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

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 of new arrivals), 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% 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).

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

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 consultationThe 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 goals and actionsFollowing 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

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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.

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Commonwealth policy context A number of Federal Government policies 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 responsivenessThe 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.

Victorian Government Acts

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There is a range of Victorian legislation that supports multiculturalism and protects diversity and equality for all Victorians. The following Acts were influential in the development of this Plan.

Multicultural Victoria Act 2011The 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.

Equal Opportunity Act 2010The 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.

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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.

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

Shaping Our Future: Whittlesea 2030 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 quality and 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 Families in the City of Whittlesea 2013 to 2018Connect 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

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Reconciliation Action Plan 2012–2015The 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 and value Aboriginal people 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 2013-2016The 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 2012–2017The Recreation Strategy 2012–2017 was developed in partnership with the 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) 2009–2013The Multicultural Plan 2014–2018 was also influenced by the Localities Embracing and Accepting Diversity (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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Key Directions The Plan outlines Council’s role in addressing the needs of the community by working in partnership with 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 periods.

The four key directions of the Plan are:

Council’s organisational capacity

Community engagement and resilience

Council, community and service providers working together

Evaluation and monitoring.

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Multicultural Action Plan 2014–2018: Key directions and actions

KEY DIRECTION 1: COUNCIL’S ORGANISATIONAL CAPACITY

Goal: Council will continue to build an organisation that embraces cultural diversity and demonstrates leadership in multiculturalism

Focus areas:

Build Council’s organisational capacity to deliver truly accessible and culturally appropriate programs and services

Continue to create a workplace environment that is fair, welcoming and inclusive for all, and free from race-based discrimination

Actions Deliverables Target completion1.1 Conduct an organisational wide cultural

competency needs assessment.

(New initiative – budget contingent)

Needs assessment completed

A strategy (based on the needs assessments findings) is developed in partnership with Council’s Human Resources Department

Strategy is presented to CMT

2015–2016

1.2 Review, update and deliver the staff cultural competency training package.

Training reviewed and implemented, including:

Cultural awareness training (possibly converting to cultural competency)

Language aides training

Language aides refresher training

Working with interpreters training

Preparing documents for translation guidelines

Training for all levels of the organisation including senior management and Councillors

Refresher training for long term staff and other training as required

2014-2015

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Actions Deliverables Target completion

1.3 Facilitate staff consultation forums to identify emerging needs and issues in relation to working with CALD communities.

Minimum of two staff forums held per annum 2014–2018

1.4 Contribute to the development of a Workforce Planning Strategy to ensure Council workforce accurately reflects the cultural diversity of the municipality.

Workforce Planning Strategy developed and implemented 2016

1.5 Continue to review and refine Human Resources policies, practices and programs.

Council’s recruitment and retention policies and practices are culturally inclusive.

Position descriptions and individual performance plans reference Council’s commitment to cultural diversity

Work Ready Program is delivered and evaluated

2016

1.6 Develop and implement a Multicultural Communications Framework.

Multicultural Communications Framework developed and implemented.

Audit tool developed to measure the impact of the framework

2014

1.7 Develop, promote and deliver CALD community profiles.

CALD community demographic profiles developed, updated and delivered biannually 2014–2018

1.8 Develop a plan to continuously address race-based discrimination within Council’s workplace.

Council workplace specific anti-racism plan developed based on the evaluation of the LEAD pilot project

2014–2018

1.9 Develop a City of Whittlesea policy position and discussion paper regarding settlement, refugees and asylum seekers.

Demographics of asylum seekers living within the City of Whittlesea are known

Discussion paper is presented to CMT and Council

Policy position is endorsed

2014–2015

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1.10 Review language services and policy. Language services reviewed

Language services policy reviewed

Language aides program reviewed

Language aides and working with interpreters training reviewed and updated

2014–2018

1.11 Explore the feasibility of adopting a place-based approach to future multicultural policy and planning processes.

Demographics across the municipality are known

Feasibility study is completed

2016–2018

1.12 Coordinate citizenship ceremonies for new citizens.

Citizenship ceremonies conducted as needed for all new citizens 2014-2018

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KEY DIRECTION 2: COMMUNITY ENGAGEMENT AND RESILIENCEGoal: Council will continue to invest in creating a vibrant City where everyone is welcome, belongs and connected

Focus areas:

Foster active citizenship and leadership through engagement and community capacity building

Provide places that promote a sense of belonging

Promote reconciliation and healing, and strengthen community connectedness


2.1 Develop CALD community engagement guidelines.

CALD community engagement guidelines developed and integrated within the Whittlesea Community Engagement Framework

2014

2.2 Develop an online directory of multicultural community groups and organisations operating in the municipality. The directory will include groups for specific faiths and cultural backgrounds.

Online directory established, updated and promoted 2016

2.3 Deliver and evaluate a Council Welcome Expo for new residents settling in the municipality.

One Welcome Expo held and evaluated per annum 2014–2018

2.4 Conduct events in partnership with community and non-government organisations that celebrate and promote multiculturalism.

Events implemented during Cultural Diversity Week and Refugee Week 2014–2018

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2.5 Conduct an infrastructure needs analysis and develop design principles to ensure Council facilities and open spaces meet the needs of CALD communities. (New initiative – budget contingent)

Infrastructure needs study completed

Design principles identified

2017

2.6 Invest in community capacity building initiatives that strengthen the potential for CALD communities to participate in leadership opportunities.

Whittlesea Community Leadership Project completed

Leadership activities undertaken for newly arrived young people

2015

2.7 Facilitate reconciliation and relationship building between Aboriginal and CALD communities.

CALD communities invited to participate in Sorry Day, Reconciliation Week and other Aboriginal community events

Accessible information on reconciliation distributed to CALD communities

The feasibility of incorporating a greater focus on traditional Aboriginal culture in citizenship ceremonies is explored

2014–2018

2.8 Identify any potential barriers CALD communities experience in accessing Council grants. (New initiative – budget contingent)

Grants programs assessed and recommendations developed 2015

2.9 Facilitate CALD community consultation forums to identify emerging needs and issues.

Minimum of one CALD community forum held annually 2014–2018

2.10 Ensure Council waste information kits and sustainability education programs are accessible to the CALD community.

Information kits and education programs are made available to the CALD community 2014–2018

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KEY DIRECTION 3: COUNCIL, COMMUNITY AND SERVICE PROVIDERS WORKING TOGETHERGoal: Council will develop strategic networks and partnerships with CALD communities, local service providers and community organisations to achieve common goals.

Focus area:

Establish and maintain strategic partnerships with CALD communities and service providers

Contribute to enhancing the economic participation of CALD communities

Demonstrate leadership by addressing race-based discrimination through strategic partnerships and advocating on issues that build resilience within CALD communities.


3.1 Assess and maintain LEAD project partnerships.

LEAD partnerships assessed

Partner organisations consulted in the development of Council’s LEAD 2 ( anti-racism) action plan

Partner organisations supported to create fairer, more welcoming organisations

2015

3.2 Conduct open forums with local service providers to discuss emerging issues and opportunities for collaboration.

One forum conducted per annum 2014–2018

3.3 Facilitate the Whittlesea Community Futures Partnership.

Four to six meetings facilitated per annum 2014–2018

3.4 Review and map interconnections between roles or interests of existing multicultural networks and community groups.

Mapping report disseminated across Council and to established groups or networks 2014-2015

3.5 Maintain and develop partnerships with local community groups and networks.

Partnerships maintained with:a) Whittlesea Multicultural Communities Councilb) Whittlesea Interfaith Networkc) Northern Intercultural Interfaith Networkd) Whittlesea Multicultural Issues Network

2014–2018

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3.6 Facilitate collaboration and engagement between local CALD youth service providers.

Local CALD youth services network established 2016

3.7 Advocate to State and Federal Governments on issues relevant to CALD communities in the municipality.

Government inquiries responded to as required 2014–2018

3.8 Participate in the Victorian Local Government Multicultural Issues Network.

Actively contribute to the agenda, meetings and working sub-committees 2014–2018

3.9 Contribute to the Whittlesea Careers Employment Pathways Network convened by Whittlesea Community Connections.

Bi-monthly meetings attended 2014–2018

3.10 Investigate social enterprise opportunities for CALD communities. (New initiative – budget contingent)

Social enterprise feasibility study completed 2016–2017

3.11 Advocate in partnership with the community and the Cultural Bridges Committee Inc. for the Cultural Bridges Intercultural Centre.

Business case completed 2015

3.12 Monitor migrant arrival statistics as reported by the Department of Immigration and Boarder Protection.

Migrant arrival statistics disseminated to local networks and services providers on a bi-annual basis

2014–2018

3.13 Undertake a benchmarking exercise with Northern Multicultural Local Government Issues Network and the Municipal Association of Victoria to develop a best practice model in organisational cultural competency. (New initiative – budget contingent)

Benchmarking exercise completed and best practice indicators identified 2015

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KEY DIRECTION 4: EVALUATION AND MONITORING

Goal: Council will evaluate and monitor the Plan in collaboration with CALD communities and service providers.

Focus areas:

Assess the Plan’s outputs, impacts and outcomes.

Report the Plan’s progress and findings to Council, the community and service providers.


4.1 Establish an Internal Multicultural Action Plan Reference Group to monitor the progress of the Plan.

Internal Multicultural Reference Group established in 2014 and operational throughout the life of the Plan

2014–2018

4.2 Establish an External Multicultural Action Plan Reference Group to monitor the progress of the Plan.

External Multicultural Reference Group established in 2014 and operational throughout the life of the Plan

2014–2018

4.3 Develop a detailed evaluation strategy. Evaluation plan developed and endorsed by the Internal and External Multicultural Reference Groups

2014

4.4 Develop a set of key performance indicators to measure the impact of the Plan.

Key performance indicators developed and used to measure the impact of each key direction, focus area, action and deliverable.

2014

4.5 All Council departments report on their MAP actions during departmental business plan reporting cycles.

Departmental business plan reporting incorporates progress against MAP actions 2015

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