2019-2040

OBERON COUNCILCommunity Strategic Plan

photo courtesy of Samuel Gaiser

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ContentsMessage from the Mayor

Our Councillors

Our Region - Our Community

What is a Community Strategic Plan?

Integrated Planning & Reporting flowchart

Partners in our Community

Engaging with the Community

Summary of Ideas

Some Big Ideas

Theme 1: Community Well Being

Theme 2: A Growing Economy

Theme 3: Caring for the Environment

Theme 4: Infrastructure & Services

Theme 5: Leadership & Engagement

Social Justice

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Message from the Mayor

The Peoples Plan

“Oberon 2040 – Roadmap to the Future” is our community’s long term plan for capturing the priorities, expectations and ideas to create a bright dynamic future for our town. The plan is significant in many ways, it defines and represents a clear path of action towards what you the community have identified as your priorities – a roadmap for the future of Oberon and the instrument to unleash our potential.

We live in a special place, one in which we want all members of our community to feel safe and valued, have access to a range of opportunities and the option to participate in the richness of community life whether in the town, villages or outlying rural areas.

The plan is the result of “a conversation” in various forms that we have had with all of our community ranging from our young people to our more senior residents. By listening to our people we have uncovered a number of important strategic themes that represent both the opportunities and the challenges that our community will face over the next two decades. I offer thanks to all who contributed and showed a commitment to our future direction.

Oberon, as do all other councils, confronts complex challenges and opportunities at both a local and regional level. Broad reaching issues such as the ability to attract and retain sustainable economic development to the area, ensuring services and programs for our youth, development of tourism, connectivity and good health and supporting allied services are coupled with more localised priorities such as the growth and support of our villages.

Strategic regionalised partnerships will continue to be important as we position ourselves to take advantage of opportunities in the future through the various State and Federal partnerships and infrastructure funding programs that are becoming available and ensuring we have input into decisions that will affect us all.

In order to realise the aspirations of the “Oberon 2040 – Roadmap to the Future” plan, we will need the coordinated effort of our local residents, industry and various agencies along with representatives of all levels of government. Council itself has an important role to play and has adopted this plan as the foundation of our future strategy to create an enduring, independent, strong and vibrant community. This is the ‘people’s plan’ it will guide and inform Council’s decisions when dealing with competing priorities and balancing budgets over the coming twenty years.

Contents

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Our Councillors

From left to right: Clr Mick McKechnie, Clr Don Capel, Clr Andrew McKibbin,Deputy Mayor Kerry Gibbons, Mayor Kathy Sajowitz, Clr Ian Doney,Clr Brenda Lyon, Clr Mark Kellam, Clr Clive McCarthy

Our Vision:Oberon - more than you imagine!

Our Mission:A PROSPEROUS TOWN, VILLAGES AND RURAL COMMUNITIES SET AMONGST THE ROLLING

HILLS, RIVERS, FORESTS, MOUNTAINS AND CAVES OF THE GREAT DIVIDE.A BREATH OF FRESH AIR IN A LANDSCAPE OF LIGHT, COLOUR AND SEASONAL BEAUTY.

LIFE AS IT SHOULD BE!

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Our Region - Our Community

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The beautiful Oberon region is located adjacent to the Blue Mountains of New South Wales on the Great Dividing Range, 196 km west (two-hour drive) of Sydney. Much of the area is considered to be sub-alpine with the Oberon township 1,113 metres above sea level.

Our neighbouring Councils are Bathurst Regional, Blue Mountains City, Upper Lachlan Shire, Lithgow City and Wollondilly Shire. The historic township of Oberon is the largest town with a number of villages including Black Springs, Burraga, Edith, Mount David, O’Connell, and Shooters Hill.

The total land area of the LGA is 3660 square km. This area includes the Kanangra-Boyd National Park, which is approximately 180,000 hectares, and the Jenolan Caves Reserve which is World Heritage listed and a major attraction for visitors to the area.

The 2016 census predicts the growth of Oberon with the population growing, ageing and becoming wealthier. In the years 2011-2016 population growth was 5%.

“It takes a community to raise a family – Oberon is that community”

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Access the internet from dwelling

72.2%

People attending an educational institution

32.1%

Median weekly household income

$1239 (up 25% since 2011

Median age 45

Male 52% Female 48%

People aged 65 years & over made up to 22.1% of the population

Population

5,301

Families 1,345

Children aged 0-14 yearsmade up to 17.5% of the population

Number of private dwellings

2599

59.5% 1419 people work full time

29.1% 694 people work part time

4.9% Log sawmilling

4.2% Beef cattle farming (specialised)

3.7% Sheep - beef cattle farming

3.4% Local government administration

20.1% of people do voluntary work

Employment & Industry

Council Profile

Works

Community

$14,678,000 Expenditure 2017/2018

84 - Total FTE

3660sq km - LGA size

Library18088 Visits

10087 Items borrowed

2690 Members

938 Total km’s roads

25 Number of bridges

22 Number of parks

2 Number of community halls

1320 Number of garage bins

16,005 Number of entries into pool

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Library18088 Visits

10087 Items borrowed

2690 Members

What is a Community Strategic Plan

The Community Strategic Plan is an aspirational future plan. Council uses this to plan for short, medium and long term works and service provision as detailed in:

Delivery ProgramA 4 year program of activities undertaken during the 4 year term of a Council. All projects and activities are directly linked to the CSP. A new Delivery Program is developed at the beginning of each new Council term

Operational PlanThis is an annual plan listing the key activities or projects for that period and is used internally by Council staff to guide their annual planning.

The RESOURCING STRATEGY consists of three components:

Long Term Financial PlanA 10 year financial plan to identify Councils ability to resource future needs.

Workforce Management PlanA 4 year plan identifying the capability and capacity of the Council workforce to deliver the services and infrastructure needs in the plans.

Asset Management PlanA 10 year plan projecting the future maintenance requirements of Councils assets.

The Oberon 2019-2040 Community Strategic Plan outlines the vision and aspirations of the residents of the Oberon. The plan is part of a long term planning framework which guides decisions about the community’s future vision.

The plan is developed in consultation with the community, business and other government agencies providing services in Oberon. The Council has a lead role in driving the development of the plan but this is the COMMUNITY’S plan – it is not just about what Council provides to the community – it’s about all the things that a vibrant healthy viable community needs to sustain and grow.

Council has a role in delivering this future along with a range of other providers, government agencies, business and community groups. The Oberon plan will be achieved through collaboration and partnerships.

Why do we need a Community Plan?

The Local Government Act 1993 requires councils to facilitate the development of

a Community Strategic Plan as part of a broader framework called Integrated

Planning and Reporting.

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Integrated Planning andReporting Flowchart

The Community Plan is a high level strategic document which sets the strategic vision and themes which were developed during the community engagement program. The detail of how, when and who will deliver on these visions is outlined in more detail in the Delivery Program and Operational Plans which Council develops and which guide their decision making.

Community Strategic Plan

Perpetual monitoring & review framework

Resourcing Strategies

Operational Plan

AnnualReport

DeliveryProgram

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Integrated Planning andReporting Flowchart

Partners in our CommunityThe Community Strategic Plan covers a range of strategies and actions across 5 themes of:

• Community Wellbeing• Caring for the Environment• Infrastructure and Services• A growing economy• Leadership and Engagement

These themes were developed as a direct result of the input from the community engagement process – the feedback through forums, events, phone survey and online survey. All the information Council received from community was analysed and grouped into these 5 themes.

Council plays three roles in the delivery of this plan.

• Provider - Council does the work. • Facilitator- Council will help out or work with others to get things done. • Advocate -Council will speak up for and support a community initiative or issue.

Links to Regional and State Plans.A number of the Oberon Community Strategic Plan themes and actions align to regional and state plans including:• NSW Regional Development Framework• Central West and Orana Regional Plan• NSW Premiers Priorities• NSW Government – A 20 Year Economic Vision for Regional NSW• NSW Government – Future Transport Strategy 2056• Regional Growth Fund• Central Joint Organisation Charter and future Statement of Regional Strategic Priorities

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Engaging with the CommunityOberon Council embarked on a significant community consultation and engagement program during September to November 2018. This included a range of ways for community to be involved in designing the future they want.

online survey

237 RESPONSES

communityforum

29 ATTENDEES

phone survey

239 NUMBERS CALLED;

30 COMPLETED SURVEYS

businesses & groups contacted

44 BUSINESSES, ALL SPORTING GROUPS

HEALTH COUNCIL,

VILLAGE ASSOCIATIONS

engagementevents

contacts8 HELD

FARMERS MARKETS, MAIN STREET,

YOUTH COUNCIL, RELAY FOR LIFE

youth forum

28 ATTENDEES REPRESENTING ALL SCHOOLS

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Engaging with the Community

Summary of IdeasAs part of the engagement with community an online survey was made available. The key questions that were asked of community centred on:

• What did they love about where they live?• What would make Oberon a better place to live and what big ideas did they have for the future?• What services and infrastructure were important and how could they be improved?

With over 230 surveys completed this resulted in in excess of 1100 ideas, suggestions and comments. All of this information has been summarised and will help Council in future decision making.

There were some key themes that now form the 5 Strategic Themes for the Community strategic plan.

Community Well beingHeathy lifestyle

Health & aged care facilitiesYouth - activities, jobs, mental health

Culture & socialEducation

EnvironmentWater SecurityWaste managementWeeds managementNatural environment

LeadershipFiscal managementAn engaged councilCapability & capacityCollaboration

InfrastructureTransport of people & freight, roads/rail

Open spacesPublic facilities

Digital connectivity

Growth Planning for development & growth

Land use planningIndustry & business-attracting & supporting

TourismFestivals, events, attractions

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Some Big Ideas

bigger hospital

community garden

robot factory

water park at Oberon Dam

larger library connected to communitycentre and better meeting spaces

fluoridation

better WiFi and free WiFi in main street

better use of Malachi Hall tourist precinct

train to Tarana and Lithgow

timber museum

painting the town workshops equine centre and tourism

village plans and development

outdoors adventure centre of the CentralWest, promote high altitude training

enclose the pool

foster a hub for engineeringand innovation

timber industry as a focus for a timber arts and craft hub in Oberon

pipeline installed betweenDuckmaloi weir & Lake Oberon

more shops

gymnasium

more jobs

helipad bike tracks

activities for youth

a more colourful main street

some major events bus for aged art gallery up-market restaurants

electric car recharge station improved Oberon show uber

ice rink

As part of the survey and as part of engagement with community we asked people to suggest some “big ideas”. The following is some of the ideas suggested by people. All data and input from residents has been summarised and will be held by Council to help inform future planning and identification of projects.

photo courtesy of Sancia Moran

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photo courtesy of Sancia Moran

The feedback from community identified some common themes and ideas relating to community wellbeing and health. People wanted to acknowledge the strong sense of pride and community spirit of the Oberon town and villages – that people are friendly and supportive of each other and that overall the community was safe and thriving. Having services which support community such as health, education, transport, aged care and childcare, were critical to the liveability of the Oberon region. Celebrating creativity, the arts and culture were important, with suggestions for major events or opportunities to come together as a community and dedicated spaces for art. Facilities such as walking and cycling tracks, gymnasium, fully enclosed pool and equine facilities were all ideas put forward that would support a healthy lifestyle for residents. Services and activities for young people and children, particularly outside of school hours, were listed by a number of people as being important.

WE WILL (ACTIONS) COUNCIL ROLE PARTNERS

1.1 Meet the transport needs for all community members within the area and to the region and cities

Provider, PartnerRMS

Community TransportState Rail

1.2 Meet the social, cultural and physicalactivity needs of the community

Provider, Partner and Advocate

Government agencies, community groups

1.3 Meet the health, educational and social service needs of the community Partner/Advocate Government agencies, private

providers

1.4 Work with our partners to provide a safe community Partner Police, SES,

Emergency services

Theme 1: Community Well Being

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WE WILL (ACTIONS) COUNCIL ROLE PARTNERS

2.1 Develop strong relationships with local industry, organisations and government to ensure a sustainable local economy

Provider, Partner and Advocate

Business and industryGovernment agencies

2.2 Encourage sustainable tourism initiatives which create employment and boost the local economy

Provider and Partner Destination NSWLocal tourism operators

2.3 Explore new and innovative approaches to economic development to enhance skills and provide broader employment opportunities for future generations

Partner and Advocate

Government agencies including education and TAFE

Industry and business

2.4 Promote, support and attract local businesses and industry

Partner and Advocate OBTA

2.5 Lobby for better telecommunications services Partner, Advocate Telecommunication Providers,

NBN

photo courtesy of Sancia Moran

Theme 2: A Growing Economy

Economic growth, increasing the population and tourist visitor numbers, diversification in industries and business and growth in employment were common themes in the feedback.Increased tourism was a way of improving the economy of the area, with a range of suggestions on how to do this provided through the “big ideas” questions. Major events, capatilising on the beautiful landscape and climate of the region, and dedicated and improved tourism facilities were some ideas generated through engagement. At the same time a number of people raised concerns about getting “too big” and that one of the strongest benefits of living in Oberon or the region currently is the smaller population and the closeness of community which could be compromised by getting too big or having too many visitors. Improved digital connectivity was described as being critically important – not only for growth, industries and businesses but for health, education, tourism and communication. Working with current industries to identify ways to increase or diversify employment along with ways to attract new industries and business to the area were suggested strategies. Land use planning is important to residents and development of village plans to enhance the infrastructure and liveability of the villages was raised by a number of respondents.

1515photo courtesy of Sancia Moran photo courtesy of Graham Fletcher

Theme 3: Caring for the Environment

“Open up walking and bike

tracks and trails”

WE WILL (ACTIONS) COUNCIL ROLE PARTNERS

3.1 Protect and manage local air quality, waterways, rivers and streams Partner

Government agencies, local land owners, Water NSW

3.2 Work with other agencies to protect localfauna and biodiversity Partner LLS, forestries, government agencies

3.3 Ensure sustainable waste managementservices and programs, with acommitment to resource recovery

Provider and Partner

Government Agencies, EPA

3.4 Recognise the valuable contribution of the agriculture sector to the local economy

Partner and Advocate Farmers Federation, local providers

3.5 Reduce the impact of Councils carbon footprint through energy saving innovations

Provider Government agencies, private enterprise

The Oberon area was described in such positive tones – spectacular, beautiful, pristine, “almost like heaven”. In that context a theme emerged about balancing the care of the natural environment with strategies that could have a direct impact on environment.

Water security strategies need to include mitigation actions to ensure the care of the natural waterways, rivers and streams. Likewise, waste and weeds management must be equally balanced and ensure the long term sustainability of the beautiful natural environment. Ideas on how to capatilise on this unique natural environment were discussed and offered – promoting the region to visitors as a must see destination and identifying ways to make use of the natural environment for sustainable recreation activities. The climate and the distinct four seasons were seen as a positive of the region.

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“Oberon is a beautiful town where living is easy - a community minded town”

Theme 4: Infrastructure & Services

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Rural communities such as Oberon and the surrounding villages rely heavily on key infrastructure such as roads, bridges, footpaths, water and sewerage. Significant number of responses centred on quality infrastructure and service provision. Open spaces, walking and cycling tracks were also raised. The ongoing discussion around fully enclosing the pool and additional facilities such as a gymnasium and walking tracks was prominent in feedback. The community want transparency and timely communications from council on the funding allocations and service levels for roads maintenance and improvements and capital projects. Water fluoridation remains a strongly debated issue with a number of responses either for or against. The history of the railway and train services is a topic many people raised and a number of ideas around reinstating train access to Tarana and the larger centres was suggested.

WE WILL (ACTIONS) COUNCIL ROLE PARTNERS

4.1 Provide a program to improve local roads and work with partners on state road infrastructure

Provider Government agencies

4.2 Provide accessible, safe and well maintained community spaces and facilities Provider Government agencies

4.3 Provide infrastructure which encourages the use of sustainable transport such as cycleways and walking tracks

Provider Government agencies

4.4 Plan for infrastructure and land use needs ready for future growth Provider Government agencies

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Theme 5: Leadership & Engagement

“We live in a truly picturesque and

stunning part of the world”

photo courtesy of Sancia Moran

WE WILL (ACTIONS) COUNCIL ROLE PARTNERS

5.1 Partner with local communities to create an ongoing culture of engagement to aid Council decision making

Provider community

5.2 Council has sound organisational health with strong leadership and governance frameworks Provider LGNSW

5.3 Council builds strong relationships with other Councils and organisations in support of the Oberon Plan and the wider region.

PartnerCentral JO, Government

agencies, community groups and associations.

5.4 Council has a focus on providing excellence in service delivery Provider Council and Government

Agencies

5.5 Ensure financial stability and support efficient council operations Provider LG NSW Auditor Generals Office

This theme emerged during engagement and focussed on the leadership of elected members, the desire of community for meaningful and transparent engagement and an ability for residents views to be heard. Regular and timely communication from Council is important and valued. The capability and capacity of the council to deliver on strategies and actions was noted. Positive feedback on service provision was included alongside concerns about ability to deliver from time to time due to staff shortages or lack of particular expertise.Opportunities for residents to be involved in committees which provide advice to council on local issues was suggested by a number of people.

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Social Justice

The Community Strategic Plan has been

developed in accordance with the NSW Government’s Social

Justice Strategy, which is based on the following interrelated principles:

EquityThere should be fairness in decision making,

prioritising and allocation of resources, particularly for those in need. Everyone should

have a fair opportunity to participate in the future of the community. The planning process should take particular care to

involve and protect the interests of the people in vulnerable

circumstances.

AccessAll people should have fair access to services, resources and opportunities

to improve their quality of life.

ParticipationEveryone should have the maximum

opportunity to genuinely participate in decisions which affect their lives.

RightsEqual rights should be established and promoted with opportunities provided

for people from diverse linguistic, cultural and religious backgrounds to

participate in community life.

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137-139 Oberon St, OBERON NSW 2787

Postal Address: PO BOX 84, OBERON NSW 2787

P: (02) 6329 8100

E: council@oberon.nsw.gov.au

www.oberon.nsw.gov.au

Social Justice

This plan was developed with the assistance of Donna Galvin Consultancy

Ph: 0419 611 204 Email: galvinassoc@outlook.com