Facility and Service Planning

Facility and Service PlanningIn a context of rapid growth in Population & Diversity in the City of Wyndham

Population Growth

Growth in Population

108795

123778

143405

166699

187788

2005

2007

2009

2011

2013

Population

Growth in organisation

0 500 1000 1500

2005/6

2007/8

2009/10

2011/12

2012/13

Total HeadcountTotal EFT

People Higher proportions of residents aged under 18, and 25

to 49 years old 68 babies born each week in 2011/12 English or Australian ancestries: 49% Other significant ancestries:

Indian, Maltese and Filipino 1503 migrants to Wyndham in 2012

49% as skilled migrants About 200 humanitarian visa

Mandarin, Karen and Italian most common non-English languages spoken

Unemployment 2006 - 5.4% 2011 – 6.3%

Reported incidents of family violence for the 2010-2011 period:

810 recorded incidents per 100,000 population

People

Wyndham in 2013:Time pressured families (2hrs commuting; 25% experience mortgage stress)

Almost 79,000 or 58% of the population arrived in the last 8 years – 42% of the population experienced dramatic change

Over half of Wyndham residents work outside of the municipality

Traffic congestion dramatically increased

Social media influence growing

Interest based groups multiplying – cultures, faiths, sport

People

Community Supports/Development Insufficient infrastructure at

affordable rates Emerging communities – not one

‘average’ Seifa index average 1013.4, with

lowest 874.6 and highest 1092.8 (9 above and 9 below Aus av of 1002)

Governance Time poor individuals and families

Wyndham municipality

Infrastructure Provision Established agriculture and vegetable growing; RAAF; Treatment Plant;

Melbourne Water; ocean boundary Established industrial (Laverton) Freight, Vline and Regional Rail Strong developer influence on housing stock

Planning and Regulation State Govt growth boundary extensions and population targets Fast growth, developers and state government strong stakeholders

Services Council is largest provider of services Small not for profit and community service organisation presence

Characteristics of Wyndham municipality

Facility Planning

1. Wyndham Social Infrastructure Planning Framework 2040 (WSIP)

2. Precinct Planning Process

3. Capital Works Planning (10 year plan) and Construction

4. Design and Service Models for Individual Projects

Also: Strategic Land Purchases (historically)

Elements of Facility Planning

WSIP 2040 Good for overall planning and equity Guide for Developer Contributions Baseline for Precinct Planning

Challenges Assumes standard roll out in every area Doesn’t build in local service planning to inform

infrastructure Assumes ongoing Council service provision for all

services in the plan

Approach and Challenges

Facility Planning

WSIP 2040 – Revised Approach Review and update approach to social infrastructure

planning to incorporate Neighbourhood Planning and Common Data Set to underpin planning

Community Service Organisation Strategy – To attract CSO’s Attract services with identified gaps in provision Potentially reduce proportion of Council service delivery over time

Identify alternative partnership infrastructure projects

Facility Planning

Facility Planning

Facility Design and Service Models

Facility Design Led by a project control group with representatives of

services to be included in new centres MCH, kinders, recreation ovals, connective paths, Arts,

Urban Design etc. Regulation influences – changes without notice – e.g. 15hrs

kindersChallenges

Maintaining an appropriate context: inside the walls; inside the co-located building footprint (typically

school, recreation, community centre); Across a neighbourhood

Accommodating needs of all services and programs Expertise in project management, design and sign off

processes

Approach and Challenges – Facility Design


Service Model (how services work together in centres) Been developed to support WSIP model – one centre at a time Centres designed as three levels with prescribed services, sizes and

populationsChallenges

Colocation or integrated service provision? Municipal wide service access processes (centralised MCH, Kinder) Negotiating space allocations in context of continuous demand

Prioritise expanding Council services, community use, or community service organisations?

Competitive environment for community groups (EOI to access)

Approach and Challenges - Service Model


ChallengesAnnual infrastructure provision – restricts access for community service organisations and secure tenure for groupsHigh activity utilisation, some groups book rooms in multiple centres Policy dilemmas:

Policy for access – who to prioritise? Short term flexibility versus long term security and sustainability Facilitate individual cultural identities or broader community identity?

Challenges in the Community

Community Access

Across Community Centres:

Different management models across Council and Committee managed

Policy gap to guide decision making on access to centres

Community Centre design – spaces for foyers and shared spaces not

welcoming or “activated”

Co-location rather than integrated services

Community Centre Review 2013

Community Access

Activate the Space

A Community Development Directorate initiative

Start with Council managed centres

Commit resources to activate these spaces – a neighbourhood hub model

A welcoming space for developing community wellbeing, local connection

and the building of social capital

Community Access

Wyndham Organisation

Neighbourhood Based Planning

Activation of Community Centres

Infrastructure Planning and Design collaboratively across departments

Service Reviews and Reporting – Excellence at Wyndham

Also: Broker position in partnership with DPTLI Healthy Communities Initiative – Planning and Design for Health

Concurrent Initiatives to Develop Integrated Planning and Service Models

Excellence @ Wyndham

• The framework will integrate best value services reviews, LEAN thinking, continuous improvement and innovation to deliver value for money and maintain a community focus.

• Excellence @ Wyndham is an organisation wide program – commencing 2014

• Rolling program of Service Reviews.


Local Government Challenges

Local Government OrganisationsMultiple ServicesMultiple Professions and SkillsTraditionally arranged hierarchically

ALGA, quoted by Frank Hornby (2012): … various council departments still continued a singular and specialised

approach to policy and services planning and in a manner that had only a basic relationship to other council departments

In any locality, there are a myriad of services and programs being delivered by the three spheres of government, their agencies and the wider community. Often these services are poorly coordinated and integrated, resulting in gaps and overlaps in service delivery and the inappropriate or untimely provision of facilities (p353)

Organisational Processes

City Of Wyndham

Initiatives to address Organisational Barriers

Leadership Development Program Encouraging cross-organisational collaboration

Integrated Planning Group/ Review of Social Infrastructure Planning

Developing integrated service model for community centres

Community Engagement Skill Development Encourage decision making based on community involvement, rather than ‘for

the community’

Local Area Planning Plan new infrastructure based on local profile and engagement


City Of Wyndham

Context of: Local Government Role and Function Rapid Growth in Population, Diversity and OrganisationPressures on community both societal and arising from the changesCity of Wyndham is:Planning physical and social infrastructure with key stakeholders Seeking stronger engagement with local community groups and organisations to influence the community buildingAddressing its own organisational processes to break down barriers and achieve more integrated planningStriving to build diverse, thriving communities which deliver the benefits community life and strengthen local democracy

[email protected] [email protected]:Frank Hornby, Australian Local Government and Community Development, Australian Scholarly Publishing Pty Ltd, 2012

Documents

Facility and Service Planning