Draft Advocacy Strategic Plan

7 destinations

Safe & Strong

A proud inclusive community that unites, celebrates and cares

Safe & Strong documents are guided by the Social Inclusion Lead Strategy. Supporting Plans, Action Plans and Policies cover such themes as being a child friendly City, children’s services, community safety and crime prevention, inclusiveness, community services, universal access, reconciliation,ageing, community harmony and youth.

Clean & Green

A clean and sustainable city with healthy waterways and natural areas

Clean & Green documents are guided by the Environmental Sustainability Lead Strategy. Supporting Plans, Action Plans and Policies cover such themes as managing our catchments and waterways, natural resources, hazards and risks, emergency management, biodiversity and corporate sustainability.

Prosperous & Innovative

A smart and evolving city with exciting opportunities for investment and creativity

Prosperous & Innovative documents are guided by the Prosperity and Innovation Lead Strategy. Supporting Plans, Action Plans and Policies cover such themes as revitalising our centres, employment, investment, being SMART and creative, and providing opportunities for cultural and economic growth.

Moving & Integrated

An accessible city with great local destinations and many options to get there

Moving & Integrated documents are guided by the Transport Lead Strategy. Supporting Plans, Action Plans and Policies cover such themes as accessibility, pedestrian and cycling networks, pedestrian and road safety, transport hubs, and asset management.

Healthy & Active

A motivated city that nurtures healthy minds and bodies

Healthy & Active documents are guided by the Health and Recreation Lead Strategy. Supporting Plans, Action Plans and Policies cover such themes as lifelong learning, active and healthy lifestyles, and providing quality sport and recreation infrastructure.

Liveable & Distinctive

A well designed, attractive city which preserves the identity and character of local villages

Liveable & Distinctive documents are guided by the Liveable City Lead Strategy. Supporting Plans, Action Plans and Policies cover such themes as preserving the character and personality of centres, heritage, affordable housing, and well managed development.

Leading & Engaged

A well- governed city with brave and future focused leaders who listen

Leading & Engaged documents are guided by Council’s Lead Resourcing Strategies. Supporting Plans, Action Plans and Policies cover such themes as open government, managing assets, improving services, long term funding, operational excellence, monitoring performance, being a good employer, civic leadership, and engaging, educating and communicating with our community.

Strategic Planning Framework Summary

The Strategic Planning Framework (SPF) maps out the role of all current and future Council strategies and plans that work to deliver the vision for the City. The framework works from the highest level of strategic direction in the Community Strategic Plan through to more detailed plans that will eventually drive works, projects and programs on the ground. The framework is comprised of the following levels:

The COMMUNITY STRATEGIC PLAN (CSP) is our highest level plan and translates the community’s desired outcomes for the City into key destinations. The CSP includes community suggested actions which can be tested in the development of all other plans.

SUPPORTING PLANS provide high level strategic direction on key challenges facing the City. They are informed by a sound evidence base that considers key trends and an understanding of the implications of key issues and opportunities on the City. SUPPORTING PLANS identify broad works projects and programs required to deliver on these actions. Supporting plans include indicative costing and resourcing requirements and delivery timeframes.

DETAILED ACTION PLANS take actions from SUPPORTING PLANS and identify specific works projects and programs required to deliver on these actions. Detailed action plans include detailed costing and resourcing requirements and delivery timeframes.

GUIDELINES, POLICIES AND CODES provide detailed information, rules for activities or guidance for specific works on Council or other lands.

Advocacy and the need for a Strategy

Advocacy is the process of influencing others to create change.

In the current dynamic landscape of modern society there are many challenging issues that need to be addressed if we are to deliver a City that is Thriving, Dynamic and Real. However, this can’t be achieved by Council alone. It requires businesses, the community and all three tiers of government: local; state; and federal to work together on common goals.

Council is the voice of the community, and therefore plays an important role advocating on behalf of the community. This is particularly evident where there is a need for change, policies, or reforms at a state or federal level.

In a world inundated with information and competing interests, a well-crafted advocacy strategy serves to focus efforts through the alignment of resources, messaging, and actions. Advocacy is not merely about amplifying voices but strategically harnessing and directing them to create an impact.

An Advocacy Strategy is essential in navigating the complexities of policymaking and provides a systematic approach to engage with policymakers, politicians, government agencies and authorities, advocating for reforms or changes that align with Council’s objectives. By employing evidence-based data and persuasive communication, an effective Advocacy Strategy helps in shaping public opinion and influencing policy decisions, ultimately driving meaningful and sustainable change. Lastly, an Advocacy Strategy fosters engagement and empowerment within communities. By offering a clear set of priorities, it encourages active participation from individuals and organisations, and provides confidence that Council is advocating for the things that matter on their behalf.

Due to the size of CBCity we also have a broader responsibility to lead policy debates on behalf of the wider local government sector. It is often reported that cities compete for investment and attention. However, it does not always need to be that way. There are opportunities for Council’s priorities to align and support other Councils complementary agendas.

Our advocacy is complemented and supported by a range of other initiatives including policy and strategy development, strategic planning, community engagement and the ongoing functions of Council elected representatives.

SUCCESSFUL

Summary of our Advocacy Strategy

The Advocacy Strategic Plan and its associated priorities are underpinned by the issues that matter most to the community and their vision as set out in the Community Strategic Plan (CBCity 2036). Below is a summary of how advocacy operates at CBCity.

Community Strategic Plan (CBCity 2036)

LSPC (Connecitve city 2036)

Plans for the city

Community engagement Engagement with the community to inform Council’s strategic priorities

Strategic issues facing the City

A list of issues facing the City of the term of Council

CBCity Planning infrastructure and services delivered to our community

State and Federal Government

Targeted areas to advocate

Strategic partners

Identification of partners to support our advocacy

Delivery Program and Operational Plan

The priorities for Council over the term of Council

Identification of advocacy priorities

A list of key initiatives where support is required to address the key issues

The place of opportunity

The Platform

Canterbury-Bankstown is a thriving community nestled in Sydney’s dynamic south-west. With over 371,000 residents, it stands as one of New South Wales’ most vibrant local government areas.

Strategically positioned within Sydney’s key transport networks, Canterbury-Bankstown boasts accessibility by air, rail, and road, with its prime location spanning approximately 986 hectares, offering a diverse range of opportunities.

Serving as a vital gateway to western and southern Sydney, the City is crisscrossed by major state and regional roads, including the M5 Motorway and Hume Highway. At its western edge lies the Bankstown Airport, a key hub for economic activity and home to various significant entities, including the NSW Police Air Wing and the Royal Flying Doctor Service.

Over the last 5 years the City has undergone a major transformation with significant investment in new community facilities, open space and infrastructure. Notably, the area welcomes the newly established ‘vertical city’ campus of the Western Sydney University establishing the CBD a key education precinct in Sydney. Moreover, the region features two prominent health precincts: Canterbury Memorial Hospital and Bankstown-Lidcombe Hospital, with the NSW Government committing to a new Bankstown Hospital and TAFE campus in the Bankstown CBD. Under the Sydney Metro Project, Canterbury-Bankstown is poised for enhanced connectivity, promising faster and more frequent services.

Canterbury-Bankstown is not just a City; it’s a bustling hub of growth and opportunity, where accessibility, education, and economic vitality converge to create a vibrant community for residents and businesses alike.

This vision has been established as part of Council’s adoption of key planning documents such as CBCity 2036 (Community Strategic Plan), CBCity 2025 (Delivery Program and Operational Plan) Connective City 2036 (Local Strategic Planning Statement), Bankstown and Campsie Masterplans and various strategies.

However, this does not mean we stop here. Canterbury-Bankstown faces a myriad of challenges in the coming decade, stemming from the ever-evolving needs and expectations of the community amidst a rapidly changing global landscape. These issues are set out in the Strategic Issues Papers, prepared at the beginning of each term of Council.

They cover a broad range of topics including the financial sustainability of Local Government, the impact of climate change, supporting the need for housing and associated infrastructure, management of waste and the future transport needs to name a few.

If we are to address these issues, then all tiers of government will need to work together. Now is the time to speak up on behalf of the community and advocate for what the City needs to thrive into the future. Now is the time to take advantage of this change and place Canterbury-Bankstown at the centre of Sydney.

Principles of our Advocacy Agenda

The following principles will guide any advocacy undertaken by or on behalf of Council:

Clarity of Purpose

We will ensure there is a clearly defined advocacy ‘ask’ based on a sound research, evidence and clear need.

Community Centric

We will ensure our advocacy agenda is apolitical with priorities being driven by the needs and aspirations of our community.

Transparent

We will be transparent in our advocacy efforts by providing open, accurate information that is available.

Representative

We will represent diverse perspectives and include a broad range of voices in advocacy initiatives.

Flexible

We will plan and deliver well-thought-out advocacy, while being flexible to adapt the strategy as circumstances change.

Persuasive

We will communicate the advocacy message clearly and persuasively, tailoring our messages to resonate with different audiences, using language that is accessible and relatable.

Collaborative

We will cultivate relationships with key stakeholders, decision-makers, and influencers, building alliances and coalitions to amplify the impact of advocacy efforts.

Ethical

We will uphold ethical standards in all advocacy activities ensuring trust and credibility is maintained at all times.

Awareness

We will educate and inform the community on the advocacy issues building awareness and understanding to create a more informed public discourse.

Empowerment

We will empower individuals and communities affected by the issue to become advocates themselves providing them with the information and knowledge needed to voice their concerns.

Through our unwavering dedication to these principles, we aim to spark conversations, challenge norms, and drive impactful change.

Advocacy Vision

“CBCity is a united voice driving change”

Our vision is to collaborate with others to champion causes that uplift communities, inspire action, and transform our City.

Council Facilities

Strategic Action 1.

Develop a clear set of Advocacy Priorities and the specific ‘asks’ being

expected out of the advocacy.

Council has an ongoing role in advocating for change. This can be:

• Proactive and targeted

• Opportunistic

• Reactive

While Council will always respond to matters where needed, the intention of this Advocacy Strategy is to proactively identify the big interventions as they will make the largest difference to the long-term future of our community and City. This will allow for a more strategic and targeted approach to their delivery.

In order to identify the proactive and targeted initiatives, each year Council will identify a priority list taking into consideration:

• Community Engagement;

• CBCity 2036 (Community Strategic Plan);

• Connective City 2036 (Local Strategic Planning Statement);

• Strategic Issues;

• Delivery Plan and Operational Plan;

• Adopted Strategies; and

• Adopted Positions of Council.

Projects will be filtered and prioritised based on the following criteria:

1. Alignment with strategic documents (see above);

2. Level of community Impact;

3. Geographical area benefiting – e.g. neighbourhood, citywide, regional;

4. Urgency and risk;

5. Current level of support from existing partners/ stakeholders;

6. Existing political alignment.

Future Living

These priority areas will be based on a clearly documented need and include a specific “ask” of State and/or Federal Government as set out in the above infographic.

Although Council has an agreed set of advocacy priorities each year, our advocacy remains nimble to ensure we are responsive to issues of the day that arise and are important to our community.

Strategic Action 2.

For each Advocacy Priority, identify the appropriate mechanisms and tools to promote the issue.

Effective advocacy will involve the following steps:

1. Understand the community sentiment, needs and issues through engagement;

2. Review vision and aspiration of the community through the Community Strategic Plan;

3. Build evidence and data such as the strategic issues facing the City;

4. Align with priorities of Council set in the Delivery Program and Operational Plan;

5. Identify the advocacy priorities;

6. Develop partnerships and alignment with other organisations;

7. Deliver campaigns;

8. Monitor effectiveness of campaigns; and

9. Evaluate the results and outcomes of the advocacy.

As the spokesperson for Council, the Mayor will then formally lead Council’s advocacy efforts, however opportunities for Councillors to support and champion specific priorities is encouraged.

The Mayor and Councillors play a crucial role connecting the Council with the community. They serve as representatives of their constituents, advocating for their needs. Together, the Mayor and Councillors establish Council’s advocacy priorities.

Have Your Say

Council will target those who have a role or influence the issues and needs of our City. Generally, this will be:

• Local Members of Parliament (State and Federal);

• Relevant State and Federal Politicians;

• Relevant Government Ministers; and

• Government Agencies

It is important that Council is apolitical in its advocacy to Government, representing the interests of the Canterbury-Bankstown Community.

Advocacy campaigns will involve a range of actions, tools and tactics depending on the issue and most effective approach.

The following list provides examples that may be used as part of the advocacy agenda:

• Targeted public media campaigns and supporting collateral;

• Delivering media, print and digital communications;

• Developing alliances and partnerships;

• Participating with other partners/ organisations on campaigns;

• Creating a community ‘call to action’;

• Developing formal Council policy positions or resolutions of Council;

• Meetings and correspondence to election candidates, local MPs, Ministers/Shadow Ministers and decision-makers ;

• Engagement between the executive and officer level of Council with government departments;

• Providing submissions and proposals to Government;

• Submitting funding bids; and

• Activating and encouraging the community to support our advocacy efforts.

While much of the advocacy target State and Federal Government, how we work with them will to a certain extent shape how government seeks to engage with us. Working in partnership with other tiers of government, results in greater community benefits.

Examples include identifying opportunities to showcase, pilot or partner such as Council’s successful role in partnering with TfNSW on Asset AI or working with the Department of Planning on improving the planning process.

Strategic Action 3.

Build strong partnerships with those that share our advocacy agenda.

Advocacy is more effective when undertaken with others as part of a larger unified voice. As a result, Council may either utilise existing partnerships to jointly advocate on a shared issue or may form specific relationships to form a stronger voice.

Council may collaborate and connect with local community, industry and business groups, universities, experts, and peak community groups to work together on common goals. Council may also formally join a peak body or association that will enable Council to best position the Council for future challenges and opportunities.

Council already actively participates in several regional bodies such as Southern Regional Organisation of Councils and Local Government NSW, which have clear advocacy agendas which Council supports and contributes to.

Participation and membership of these organisations often provides a range of benefits including:

• Lobbying government on behalf of the group to influence legislative, regulatory and government policy;

• Increased credibility for the Council through joint leadership on issues;

• Contributing to the development of effective policy, regulation and industry standards;

• Network building to connect with other Councils, businesses and industry bodies to share ideas and forge mutually beneficial relationships;

• Assist Council to better understand the diverse views held on important issues;

• Industry advice, resources and information to help Council better understand an issue; and

• Conduct research to identify and explain trends, benchmark existing practices, and identify gaps from an independent perspective.

Criteria for selecting an association/ group to join

While the scope of different associations/ groups varies, in general, we will seek to be part of organisations which:

• Align with the priorities of Council’s adopted position on matters;

• Delivers on the objectives of the Community Strategic Plan and its associates Strategies;

• Create opportunities to better understand issues affecting our industry and City and contribute to the development of effective and efficient policy, regulation and industry standards;

• Exhibit appropriate governance structures and leadership within the association;

• Is not directly aligned to a political party.

In being members of these groups or associations it is important to note that:

• Their position does not represent the position of Council;

• Council’s position on a matter may sometimes differ from theirs.

Review of Memberships

As part of the development of the annual Operational Plan all memberships are considered based on the above criteria. Where appropriate, where existing memberships are renewed, or new memberships deemed valuable to support Council’s advocacy agenda, the fees will be incorporated into the relevant Operational Budget area.

What others can do

The Advocacy Strategy has the potential to foster engagement and empowerment within communities. By offering a clear list of priorities, it encourages active participation from individuals, organisations, and affected parties.

This can include:

• Writing letters of support to Member of Parliaments;

• Encouraging participation and involvement such as starting or signing a petition.

Cooks River

Advocacy evaluation

As part of the annual review of the Advocacy Priorities, a summary of the achievements and campaign effectiveness will be undertaken. This will include:

• Commitments given by State or Federal Government to

- Funding

- Policy, legislation or regulation change

- Infrastructure provision

- Service enhancement;

• Level of partnership and effectiveness with other organisations/groups; and

• Level of community support for the advocacy campaigns.

It is important to remember that the ultimate success is measured not only by policy shifts or legislative victories but by the lasting impact on individuals, communities and the City.

Evaluation will also include an understanding of the challenges and barriers encountered to inform future action and improvements.

Council will report on its various advocacy activities as part of its quarterly and annual reporting.

Ramadan Nights