adopted by council 27 june 2012 - dungog shire...dungog shire council community strategic plan...

Adopted by Council 27 June 2012

Dungog Shire Council Community Strategic Plan 2012-2030 Page

Vision Statement:

“A vibrant united community, with a sustainable economy. An area where rural character, community safety and lifestyle are preserved”.

Mission Statement:

“To manage, enhance, and protect, the resources of the Shire, in consultation with the community.”

COUNCIL’S CORE VALUES Community Consultation Council will be responsive to community needs, and work with them to

enhance community life, and achieve the common good.

Customer Service To provide our community and other customers with excellent service.

Team Work For the Elected Members, Management, and staff to work together as a team to achieve our defined Community Outcomes.

Efficiency That services to our community be provided as efficiently and effectively as possible.

Integrity That the organisation displays integrity, professionalism, and a businesslike manner in all it does, and that work is carried out to the highest ethical standards.

Equity That Council be a fair and equitable employer, and is consistent in its dealings with members of the community.

Access Requirements In consideration of our ageing population and other disadvantaged sections of our community, Council will work with the community to improve public access to transport, buildings and other facilities wherever possible.

Achievement That Elected Members, Management, and staff work together to develop a culture of high achievement of our goals, and that this results in a well trained, motivated, and focussed Council staff.

Value for Money That Elected Members, Management, and staff work at all times to provide “value for money” for our community, and develop a culture of frugality in the expenditure of Council funds.

Governance That Elected Members and Management provide stable, sensible governance, remembering at all times that we are the custodians of the Shire for present and future generations.

Dungog Shire Council Community Strategic Plan 2012-2030 Page 1

It is my pleasure to present the Dungog Shire Community Strategic Plan 2012-2030. This plan has been developed after extensive consultation across the Shire. The consultation forums that were conducted could best be described as amazing, the enthusiasm and energy of our community was very much on show and the staff of the Council supported the process in such a dedicated manner. To actually walk around the tables and to listen to what people had to say provided myself with an opportunity to witness the level of pride and passion that people have for their local area. The Shire has experienced our fair share of challenges in recent years but the positives far out-weighed the negatives at these forums. At the end of the day for this Council to have face to face contact with one in every twenty members of our community at these forums was outstanding. The follow-up Q & A Forums were also well attended. The high level of participation in this process reflects the willingness of the community to be involved and reinforces “Our Shire – Our Heritage – Our Future” which was the theme upon which the promotion for the Community Strategic Plan was developed. The Dungog Shire Community Strategic Plan 2012-2030 captures the visions of where our community would like to be eighteen years from now. It will help ensure that what we value in our community remains as well as providing a framework to move into the future. The Plan will provide a clear expression of the vision, objectives and wishes of the community and will ensure long term planning underpins the decision making of Council. Achieving our vision for the future is dependant on working together. The work that will go into achieving the strategies and goals in the plan will be extensive and will require the co-operation and commitment of many sectors including government, business and the general community. This plan belongs to the people of the Dungog Shire. Accordingly we encourage you to help us achieve your vision. Harold Johnston Mayor

MAYORAL MESSAGE


TABLE OF CONTENTS SECTION 1 ....................................................................4 BACKGROUND AND GENERAL INFORMATION................................4 1. Comments by the General Manager ......................................................................................5

2. What is the Dungog Shire Community Strategic Plan and why do we need it? ..........5

3. The Dungog Shire Council Snapshot .....................................................................................8

4. Issues/Challenges ....................................................................................................................9

SECTION 2.......................................................... 13

COMMUNITY STRATEGIC PLAN ............................................. 13

1. Natural Environment .............................................................................................................. 14

2. Local Economy .......................................................................................................................... 16

3. Community and Culture .......................................................................................................... 18

4. Rural and Urban Development ............................................................................................. 20

5. Recreation and Open Space ................................................................................................ 22

6. Public Infrastructure and Transport ............................................................................... 24

7. Council Governance and Finance ........................................................................................ 26

SECTION 3 ......................................................... 28

COMMUNITY ENGAGEMENT STRATEGY ..................................... 28

1. Introduction ........................................................................................................................... 29

2. Guiding Principles .................................................................................................................. 29

3. Stakeholders .......................................................................................................................... 30

4. Engagement Tools ................................................................................................................. 30

5. Publicity and Community Information ................................................................................ 31

6. Objectives of Community Engagement............................................................................... 31

7. Community Engagement Process ........................................................................................ 32


SECTION 4 ......................................................... 34

LINKS TO STATE AND REGIONAL PLANS .................................. 34

1. Natural Environment ............................................................................................................. 35

2. Local Economy ........................................................................................................................ 36

3. Community and Culture ......................................................................................................... 37

4. Rural and Urban Development ............................................................................................. 38

5. Recreation and Open Space ................................................................................................ 39

6. Public Infrastructure and Services .................................................................................. 40

7. Council Governance and Finance ........................................................................................ 42

DUNGOG SHIRE MAP .......................................................... 43


SECTION 1.

BACKGROUND & GENERAL INFORMATION


1. Comments by the General Manager The introduction of an increased focus on strategic and forward planning via the Community Strategic Plan and associated processes was welcomed by the local government industry within NSW. For many years Council’s focus has been from one year to the next without significant foresight as regards the future and what footprint we would leave behind within our communities for the generations to come. To cut away from the rhetoric and finally develop meaningful planning documents in consultation with our communities is a forward step. The changed emphasis and relevant requirements can have benefits for the Council organisation and the community. It encourages more ongoing liaison and communication between Council and the community and also fosters a new era of transparency. For this Council with our limited resources the development of the Community Strategic Plan has been a major task. I am appreciative of the time and energy that members of our community have contributed to this process, to play a role in the future development of our Shire is a reflection of people who are proud about their community and I trust that that the community strategic plan is reflective of what the community has indicated.

2. What is the Dungog Shire Community Strategic Plan and why do we need it?

As part of the NSW Government’s commitment to a strong and sustainable local government system, legislation was enacted in October 2009 that introduced a framework for local government known as the Integrated Planning and Reporting (IP&R) framework. The specific aims of that framework are to:

- improve integration of various statutory planning and reporting processes undertaken by Councils

- strengthen Council’s strategic focus

- streamline reporting processes

- ensure that legislation supports a strategic and integrated approach to planning and reporting by local Councils.

The purpose of the community strategic plan is to identify the community’s main priorities and aspirations for the future and to plan strategies for achieving outcomes related to those priorities and aspirations. In doing this, the planning process needs to consider the issues and pressures that may affect the community and the level of resources that will realistically be available to achieve the aims and aspirations.


It has to be recognised that Council has the custodial role in initiating, preparing and maintaining the Community Strategic Plan on behalf of our local government area, it is not wholly responsible for its implementation. Other partners such as State agencies and community groups may also be involved in delivering the long term objectives of the plan. Councils Charter under the Local Government Act 1993 clearly highlights a set of principles that are to guide the Council in the carrying out of its functions. The following diagram identifies the various components of the integrated planning and reporting framework and how they are linked to each other.

Operational Plan Annual

Annual Report

Resourcing Strategy

Community Strategic Plan

10 years +

Delivery Program 4 years Perpetual monitoring &

review framework


The Councils Community Strategic Plan has to consider the State Plan and any relevant State or Regional draft plans and strategies. The focus areas of the Councils community strategic plan were established as a consequence of the initial engagement process with the community. The focus areas are:

Natural Environment

Local Economy

Community and Culture

Rural and urban development

Recreation and Open Space

Public Infrastructure and Services

Council Governance and Finance


3. The Dungog Shire Council Snapshot – Demographics / Future Projections Dungog Shire Council sits on the doorstep of the lower Hunter region and in fact could best be described as the heart and lungs of the Hunter Valley. Proximity to the labour markets of the lower Hunter and also the resources industries based in the upper Hunter provides for greater employment opportunities outside of the Shire than within. The 2006 census data reflects such and it is expected that when the recent Census information is released that the figures will reflect a much higher increase. The Shires population is growing and NSW Planning projects that our population will continue to grow into the future. Table 72.1: The past and projected population of Dungog Local Government Area, 1996-2036

Source: Past data – Australian Bureau of Statistics;

Projections – Department of Planning

a Population numbers are for 30th June of the year shown.

b Annual average growth rate over the five year period ending 30th June of the year shown

Year Total Populationa

Growth Rateb (%)

Growth Index

(2006=100) Past

1996

2001

2006

7,900

8,400

8,400

n/a

1.31

0.00

94

100

100

Projected

2011

2016

2021

2026

2031

2036

8,600

8,900

9,200

9,400

9,700

9,900

0.51

0.59

0.61

0.59

0.55

0.51

103

106

109

112

115

118


Table 72.2: The past and projected population of Dungog LGA by broad age group, 1996-2036

Source: Past data – Australian Bureau of Statistics;

Projections – Department of Planning

a Population numbers are for 30th June of the year shown.

The above tables which have been extracted from NSW Planning statistics also reflects that we have an ageing population and like many rural communities once our children leave school there is a tendency for them to move away from home for further education or for employment opportunities. Without major employment markets within the Shire the continued trend of youth migration will not be overcome. Interestingly through the consultation process with Dungog High School students they want the opportunity to move away and experience other places and at the same time many of them also want to come back to the Shire when they grow older.

4. Issues/Challenges In developing a Community Strategic Plan we will create a greater certainty about our future and the wellbeing of our community. The right programs and services for our community is not an easy balance and as our community continues to evolve we need to ensure that our planning and service provision are appropriate and meet community needs and expectations. Service provision needs to be targeted and responsive to community need rather than relying on what has always been done in the past.

Populationa in age group Year

0-14 15-39 40-64 65+

Past

1996

2001

2006

1,900

1,900

1,800

2,600

2,500

2,300

2,400

2,900

3,100

1,100

1,100

1,300

Projected

2011

2016

2021

2026

2031

2036

1,700

1,700

1,800

1,800

1,900

1,900

2,300

2,300

2,300

2,300

2,300

2,300

3,200

3,200

3,200

3,200

3,200

3,200

1,400

1,600

1,800

2,100

2,300

2,500


Making the most of what we have is one of the major challenges that this Council will have to deal with. That is the balance in terms of real enhancements and improvements for local communities with the need to undertake essential maintenance and renewal works on local infrastructure and to undertake such with limited resources. This Councils’ only guaranteed source of income is from rates. Our rates income is low and we have a significant amount of infrastructure to maintain across our area and in many instances we have a number of facilities that are duplicated or more, all of which at times are under-utilised. Also some of our infrastructure is approaching the end of its life and will need major capital investment to ensure that it remains in a satisfactory condition. A Community Strategic Plan supported by long term financial plans and asset management strategy will help the Council find the best balance between competing pressures with the limited resources that we have. The snapshot as presented to the community in the lead up to the community forums placed a number of elements into perspective these are outlined below: Our Community Our Shire is fortunate to enjoy a rich cultural heritage which has shaped our community in many ways, influencing our way of life, economy and demographics. Local identity is a key feature of our towns and villages who are very proud of their history. Current Situation

- The Australian Bureau of Statistics advises that the estimated residential population of our Shire at 30 June 2010 is 8,673 people.

- NSW Planning predicts that the population of Dungog Shire in 2031 will be 9,700

- The populations in some of our villages are at best static and possibly declining.

- The Shire has many active community groups and volunteers contributing to our way of life.

- Most government and social services are delivered regionally

- The Shires demographic make-up is changing. Our Shire has an ageing population, in 2011 it is estimated that 23% of the population is aged 60 years plus, by 2031 this will increase to 31% of the Shires population.

- Council works closely with the community to seek thoughtful solutions to address identified needs, and takes a leadership role in bringing partners together including State and Federal Government.

Challenges

- Community safety is a major concern for many of our residents

- Our community wants a greater range of services


- We experience a loss of young people due to the narrow range of local jobs and educational opportunities

- There are limited public transport services available in our Shire.

- One major challenge is ensuring that appropriate and affordable housing is available for young families and older residents.

- The provision of lifelong learning opportunities will continue to be important Our Economy Our primary economic drivers are agriculture and tourism. Our greatest economic assets are also our natural assets. These include our agricultural lands, our forests and national parks and our rivers. The National Parks and State Forests attract more than 100,000 visitors annually.

- Jobs data from the 2006 census shows that there were 3466 employed residents in our Shire of which some 1400 were employed outside of the local government area.

- An attraction for prospective residents is our proximity to the lower Hunter employment markets and the Newcastle airport

Challenges

- Economic leakage to other regional centres is a major concern for local businesses

- We need to diversify our local economy and provide opportunities for business investment.

- The loss of locally delivered government services is impacting on jobs growth. Our Environment Critical to the success of the Shire is the natural environment and the rivers that flow from the Barrington Tops to the unique flora and fauna found in our area, the picturesque landscapes that change with the seasons highlight the beauty of our Shire.

- Our Shire consists of 224,800 ha of which 37,453 ha 16% is protected conservation area which comprises national parks, state conservation areas and nature reserves. A further 13,000 ha or 6% is State Forests.

- Weed infestation poses a constant threat to agricultural production and bio-diversity.

- 1,131 tonnes of waste was diverted from landfill in the year ending June 2010

- 25% of all on site sewerage management systems inspected by Council have required works to bring them up to Councils required standard.


Challenges

- The impact of climate change on our bio-diversity, agriculture, water supplies etc. - The threat of major bushfire risk to public and private assets and impact upon

bio-diversity as a consequence. - Threats to the ecology of our rivers from human habitation and agricultural

practices - The balance between development and the environment - Securing funding for sewerage systems to our villages

Infrastructure Dungog Shire’s infrastructure is extensive, Council maintains roads, drainage, waste infrastructure, as well as parks, ovals sporting grounds and community halls. Other community infrastructure is provided by a range of government providers, water, sewer, energy, rail etc. as well as some dedicated community organisations like Dungog & District Retirement Living Inc., Wallarobba Hall Committee.

- There are 318 Km’s of sealed roads, 273 Km’s unsealed roads and 123 Km’s of regional roads in our Shire, all of which are maintained by Council.

Challenges

- There is still 46 timber bridges within our Shire that are Councils’ responsibility, the replacement cost is in the vicinity of $30Mil.

- 40% of Councils budget is derived from rates, as contributed by approximately 4,500 landholders. General rate income of $4.566Mil

- Grant income is not guaranteed. Changes in government priorities and programs can impact on the funding Council receives.

- Addressing the disparity in relation to the funding of Regional roads. Many of these elements were discussed at the community forums and are reflected in the following chapters.


SECTION 2.

COMMUNITY STRATEGIC PLAN


COMMUNITY PERCEPTIONS OF DUNGOG SHIRE What we value

We are surrounded by areas of natural beauty and scenic landscapes.

We enjoy a pristine natural environment which is characterised by unpolluted waterways and clean air.

Our shire is home to diverse flora and fauna which supports a rich biodiversity.

We value our healthy rivers.

Priorities for our future

The potential impacts of climate change on our natural environment need to be monitored and addressed.

Weeds and feral animals need to be carefully managed and their impacts on our local area minimised.

Natural assets in our region need careful management to protect them from degradation arising from human activity.

Appropriate access to our local national parks, forests and waterways needs to be maintained.

Communities across the Shire need to reduce their carbon footprint and water and energy usage.

1. Natural Environment


Our goal Strategies to achieve this goal

The health of our natural environment and biodiversity is preserved and enhanced

Ensure that appropriate agencies at all levels are

involved in addressing issues surrounding climate change

Raise public awareness of the responsibilities of landholders regarding management of land

Involve the community in maintaining and enhancing environmental health

Ensure that council’s policies and processes adequately protect and enhance our natural environment and biodiversity

Ensure that local waterways and riparian areas are clean and healthy

Manage and reduce the impact of weeds and pest animals on the natural environment

Ensure that appropriate regulatory and enforcement agencies are proactive in addressing environmental issues

Maintain a regional approach to the management of our natural environment

Indicators of success

National Parks and State Forests in our region are accessible and well managed

We enjoy our natural environment for its clean air, healthy rivers and waterways and large tracts of bushland

Waste is minimised and effectively managed across the Shire

Local land holders and appropriate agencies co-operate in effectively managing weeds and pests across the Shire

There is a reduction in the Shire’s carbon footprint and measured energy and water usage

Communities across the Shire are well educated in practical measures to achieve sustainable living.


2. Local Economy

COMMUNITY PERCEPTIONS OF DUNGOG SHIRE What we value

Agriculture has a valued role in our local economy.

We have a range of local retail and business activities that are easily accessible.

Our economy is supported by a range of local events and tourism activities.


The movement of local consumers away from local retail and business to larger surrounding centres needs to be minimised.

Economic and agricultural diversity across our shire needs to be expanded.

Local employment opportunities need to be expanded.

Our shire needs more tourist accommodation and facilities.

Land needs to be identified and appropriately zoned for industrial growth.

The negative impacts of the regional resources boom on our local economy need to be identified and addressed.

Local business confidence needs to grow in the face of uncertainty around major regional infrastructure projects.


Our goal Strategies to achieve this goal Our economy is strong, innovative and sustainable providing diverse employment opportunities and ease of access to goods and services.

Ensure that economic growth and expansion across

the shire is supported by improvement of local public and private infrastructure

Ensure that appropriate public and private sector

agencies and business work co-operatively to strengthen and expand the shire’s economic base

Promote the shire as a good location for the

establishment of innovative, small scale, sustainable businesses

Develop a unique brand and identity for the shire

to promote local economic growth and development Identify and develop local tourism opportunities Encourage a ‘buy local – sell local’ approach to goods

and services


Our local commercial and retail areas are diverse and well patronised

There is a wide range of goods and services available locally

The Shire has a well recognised identity and brand

Our local agricultural sector is innovative, healthy and well supported

Tourism is a significant contributor to our local economy

There are increased local employment opportunities


Community perceptions of Dungog Shire What we value

We have access to local Aged care facilities.

We enjoy a peaceful, relaxed country atmosphere whilst having easy access to a range of services, facilities and regional attractions.

Our community is close-knit and caring and creates a safe environment for families.

We have a range of local events and activities which contribute to a strong community identity and spirit.

We have access to a range of local community services and facilities.

We are proud of our local heritage and history.


Public involvement in community activities including volunteerism needs to be increased.

Planning and provision of local community services and facilities need to reflect population growth, change and diversity.

There needs to be greater community awareness of local aboriginal heritage and culture.

Young people in our community would benefit from an improved range of age-appropriate facilities and events.

Our service provision and planning needs to account for the geographic separation of our towns and villages.

Local European heritage and history need to be preserved and promoted.

3. Community and Culture



There is a high level of public participation in community activities and events

Communities across the Shire have access to a range of communication formats for receipt and exchange of information

Communities within the Shire are well connected through social, sporting and

cultural activities and a unifying Shire identity

There is strong community awareness of local heritage, history and culture

Community needs are addressed through local availability of appropriate facilities and services

Young people form an integral part of community life across the Shire

Our goal Strategies to achieve this goal We enjoy a safe supportive community characterised by vibrant cultural life and a strong sense of local heritage

To develop programs/initiatives to welcome and

integrate new residents into the Shire.

Create options for community participation through volunteerism.

Raise public awareness of local activities and events that provide a foundation for community building

Develop and initiate opportunities for greater participation of young people in local community activities.

Foster the cohesiveness of local community groups.

Foster and support the cultural life of the Shire.

Ensure that there are locally available services and facilities to cater for people of all ages.

Ensure that community health and safety issues are identified and addressed.

Assist community organisations to secure funding and other resources.



Our population centres have a village atmosphere characterised by wide streetscapes and low density development.

We value our rural landscapes, scenic qualities and abundant space.

We enjoy a clean environment with low levels of traffic and an absence of heavy industry.

We value the diversity that comes with a mix of land uses and allotment sizes. Priorities for our future

Our local area would benefit from market driven allocation of more industrial /

employment land. Sufficient local land holdings need to be preserved to sustain viable agricultural

activities.

Local land use planning needs to ensure the retention of the rural character of the area whilst encouraging ecologically sustainable development.

A range of housing options across the shire, including aged and affordable housing, need to be encouraged and supported.

4. Rural and Urban Development


Our goal Strategies to achieve this goal Growth is achieved through a balanced mix of development which acknowledges our unique scenic qualities, rural amenity and country lifestyle.

Ensure that there is adequate land supply to

accommodate future expected population growth. Maintain a long term planning approach that caters

for diversity and choice in rural and village living. Ensure the availability of land to facilitate

commercial and industrial growth. Ensure that our land use planning for the Shire

acknowledges the importance of our rural character and agricultural activities.

Ensure the heritage and streetscapes of our villages

are preserved and enhanced.


Our rural amenity and lifestyle is retained

We have sustainable population growth across the Shire

Population growth and diversity is consolidated around our existing urban centres

The Shire is host to a range of successful commercial enterprises

There are a range of housing options available across the shire

Our main streets and town entrances are attractive and well maintained

The importance of local agricultural activity is recognised in Council’s strategic planning documents and decision-making



We have easy access to a range of outdoor recreation areas ie national parks, state forests, rivers and beaches.

Our area benefits from provision of good sporting facilities and active community involvement in organised sporting groups and activities.

Our area provides a good lifestyle setting for active recreational pursuits including canoeing, bushwalking, trail and mountain biking, camping and fishing.


Planning and management of local parklands and recreational facilities need to reflect community growth and change across the shire.

Access to and within areas of our local national parks and forests needs to be expanded.

We need to ensure that our local parks and sporting and recreation facilities are safe and well maintained.

5. Recreation and Open Space


Our goal Strategies to achieve this goal We have access to a range of places, activities and facilities which cater for diverse sporting and recreational interests.

Ensure that local recreational and sporting

facilities reflect the needs and interests of a growing community

Encourage and support a diversity of sporting and

recreational activities throughout the Shire Ensure that appropriate access to public lands is

maintained Liaise with appropriate agencies to ensure that

recreational areas including national parks, forests and waterways are accessible and well cared for.


Community sporting and recreation needs are addressed through provision of appropriate local facilities and services

Community health is enhanced through high levels of participation in local sporting

and recreational activities

Local sporting and recreational facilities and areas are safe and widely accessible


6. Public Infrastructure & Services


We have access to local aged care facilities.

We have access to good local rail services linking us with other centres.

We have access to local medical & health services.

We have good local educational facilities.

We have a range of community and public facilities.

We enjoy low traffic volumes and ease of parking.


The long term retention of local services provided by Governments at all levels needs to be ensured (eg. Health, rail, education, policing).

Our road network needs to be safe and appropriately maintained.

Public facilities across the shire need to be provided and maintained to an appropriate standard.

The ongoing provision of local health and medical facilities needs to reflect the requirements of our community including our ageing population.

Our community needs to be supported by comprehensive telecommunications infrastructure including mobile and internet services.

Appropriate public transport options are needed to connect us locally and regionally.

Our community would benefit from easier access to post-secondary education and training opportunities.


Our goal Strategies to achieve this goal Our community is supported by safe, functional, accessible and well maintained infrastructure and effective local and regional transport networks.

Improve the safety and functionality of our

road network.

Ensure a local police presence throughout the Shire.

Ensure that our communities have local access to quality educational and health & social services and facilities.

Improve the provision of transport services to communities within the Shire.

Ensure that community assets and facilities and public infrastructure are maintained and improved to a reasonable standard.

Ensure that the provision of public infrastructure and services reflect the needs of a growing and changing population.

Improve the availability of telecommunications infrastructure to our communities.


The road network across the Shire is safe and well maintained

The Shire experiences low crime rates and local residents and visitors feel safe

Local public facilities and infrastructure caters for the needs of the Shire and is appropriately maintained and improved

Communities across the Shire enjoy access to good quality telecommunications

infrastructure

Local services provided by Governments at all levels are retained and reflect the needs of a growing and changing community.


7. Council Governance & Finance

Community perceptions of Dungog Shire What we value Council promotes community awareness through local provision and distribution of

information and broader promotion of the Shire. Council provides good support for local community events. Council provides a range of community services and facilities. Council processes are open and transparent and staff are accessible to the

community. Priorities for our future Council needs to initiate more comprehensive communication and community

engagement across the Shire. Council shall continue to conduct its activities and decision-making in an open,

accountable and inclusive manner. Council needs to plan and manage its resourcing and expenditure to ensure its long

term financial sustainability. Council needs to exercise a strong leadership role and promote shire-wide unity

guided by a long term vision and plan. The character of the shire needs to be maintained and the needs of our local

community addressed regardless of changes in local government structures and boundaries.


Our goal Strategies to achieve this goal Council is recognised for strong community leadership, financial sustainability and ethical, accountable and responsive governance.

Councillors are responsive, accessible and

actively involved within local communities

Decision-making processes are open, transparent and inclusive

Council undertakes broad and effective communication and engagement with the communities across the Shire

Council’s governance and organisational structure reflects the vision, priorities and directions outlined in the Community Strategic Plan

Council undertakes prudent financial management to ensure its long-term viability

Appropriate staff are attracted, retained and supported within a safe, caring and productive workplace

Council maintains a regional outlook and seeks opportunities for regional co-operation

Council will advocate for the communities by actively pursuing constructive relationships with other spheres of government


Council undertakes all its activities and decision-making to ensure equity in provision of community services, facilities and other resources

Percentage of the community who consider that Council is showing leadership on matters important to them.

Increased numbers of candidates at Local Government Election

Improved level of satisfaction with Council services as expressed by the community.

Council secures adequate funding from external sources to enhance our service provision to the community.

Low staff turnover rates.

Percentage of the local population who feel that they have had the opportunity to have their say when they want to on regional matters under the control of Local Government.


SECTION 3.

COMMUNITY ENGAGEMENT STRATEGY


1. INTRODUCTION

The community engagement strategy identified localities, population groups and organisations within the Dungog Shire Local Government Area that have been targeted to be involved in the development of the Councils’ Community Strategic Plan. The strategy also describes the methodologies used for engagement and identified the principles that guided the processes.

2. GUIDING PRINCIPLES

Community strategic planning process and service delivery in the Dungog Shire are guided by principles applying to social justice and sustainability. These principles are as follows:

i. Social Justice Principles:

Equity – there is fairness in the distribution of resources

Rights – peoples rights are recognised and promoted

Access – people have fair access to the economic resources and services essential to meet their basic needs and to improve their quality of life

Participation – people have opportunities for genuine participation and consultation about decisions affecting their lives.

ii. Sustainability Principles:

Social enhancement –

Council’s decision making processes lead to greater physical, cultural and financial access and equity in the provision of services and facilities

Environmental quality –

resources are used prudently in the delivery of services and facilities, improving overall environmental amenity, while reducing the effect on natural assets

Economic prosperity –

sustainable local development of jobs, business prosperity and market growth is promoted and supported

Governance – the Council business and activities are managed and undertaken in a manner that is transparent and accountable and achieve the long term goals of the organisation.

iii. Community Vision Statement: “A vibrant united community, with a sustainable economy. An area where rural character, community safety and lifestyle are preserved”.


iv. Councils Mission Statement:

“To manage, enhance, and protect, the resources of the Shire, in consultation with the community.” 3. STAKEHOLDERS In endeavouring to ensure that the Council maximised the opportunities to engage with the broader community of the Dungog LGA it was important to identify the various target areas for community engagement. Council’s community and social plan was a starting point in relation to key contacts and organisations with whom the Council had previously engaged with. In terms of the general population the Councils stakeholders are identified as the residents of the Shire within their various localities, the business community of the Shire including the owner operator, investor, resident business owners operating their business outside of the Shire, Government agencies that service the LGA, non government organisations, community associations, sporting clubs, public and private schools, the elderly population, young families and the local indigenous population. 4. ENGAGEMENT TOOLS Appreciative Inquiry Dungog Shires’ community engagement process adopted an ‘Appreciative Inquiry’ approach as an effective tool for community visioning. This approach used a series of questions applied consistently across the forums and surveys to determine the participant’s ideas and opinions according to the following themes:

◄ Where are we now? (What we value about the local community and area at present)

◄ Where are we going? (What are the significant local issues that need to be addressed)

◄ Where do we want to be? (Long term goals that we would like to achieve for the local area)

◄ How do we get there? (What strategies do we need to put in place to achieve our goals)

◄ How will we know when we’ve arrived? (Indicators of achievement of goals) A total of 3830 comments were collated into the Councils database from the appreciative inquiry process.


5. PUBLICITY AND COMMUNITY INFORMATION The development of the Community Strategic Plan was of such high importance to the Council it was imperative that community had an understanding of what this process was all about. To create a document that could raise awareness and make people think about where they live and what role Council plays the Dungog Shire snapshot condensed to a couple of pages was one of the main initiators of bringing to light within the community the current position of Council and what challenges the Council and the community would face into the future. The Community Strategic Planning process resulted in the development of a specific name and logo to ensure that the future document would have an identity of its own as opposed to being viewed as another corporate document of Council. To promote the development of the community strategic plan, articles were prepared for the media outlets which resulted in numerous radio interviews for the Mayor and general manager with radio stations ABC Newcastle and KO-FM Newcastle. The print media namely The Maitland Mercury, Newcastle Herald and the Dungog Chronicle all running articles in regards to the community strategic planning process. The General Manager also conducted a television interview with NBN Newcastle on another subject matter (Doctor shortages) but cross-referencing to forthcoming CSP meetings. Other approaches to raise awareness of forthcoming meetings included posters on various community noticeboards across the Shire, website promotion, mail outs, discussions with business leaders and advertising. 6. OBJECTIVES OF COMMUNITY ENGAGEMENT In working towards the development and completion of the Integrated Planning and Reporting framework, community engagement processes that were to be conducted across the Dungog Shire were designed and managed to deliver the following community (external) and organisational (internal) outcomes: Objectives for the Community

Identify community priorities and expectations for the future of the local area

Build positive relationships between Council and local communities

Foster a greater community understanding of the roles and responsibilities of Council

Build community ownership of and connectedness with the Councils Community Strategic Planning process

Provide opportunities for all community members to participate in the development of a vision and long term goals for the local area


Foster common understandings and productive relationships with other service delivery agencies within the public and private sector

Determine community expectations regarding Council service levels Objectives for Council

Develop clear long term goals for the Dungog Shire and its communities

Build Councils capacities in working with local community groups

Development of a cross-Council understanding of and familiarity with local communities

Create opportunities to examine how staff roles and activities relate to the broader community

Facilitate greater organisational understanding of and participation in the Integrated Planning and Reporting process

Provide Councillors with opportunities for frontline involvement in community engagement activities

Build Councillor awareness of the importance of their role in community leadership

7. COMMUNITY ENGAGEMENT PROCESS Prior to the integrated planning and reporting process being legislated Councils’ Community Project Officer was undertaking consultative sessions across the Shire with key target groups in relation to Councils Community and Social Plan. In 2010 the University of Technology Sydney Centre for Local Government Excellence was engaged by Council to support the Council through the integrated planning and reporting process. This enabled the Council to enhance the capacity of staff that participated in the community engagement process in essence 10 staff received guidance and instruction in facilitation skills and working with stakeholders. On one night 18 staff had direct involvement in the community engagement process coupled with 2 support staff, 32% of the Councils entire workforce were involved on that particular night in Dungog. Councillors attended numerous workshops and all community forums and the Q&A sessions providing them with the opportunity to directly hear from the broader community and enabling them to show leadership in the process. Visioning Forums Commencing in May 2011 six major community forums were conducted across the Shire, one high school forum, two primary school leaders forums (East & West), one business and government forum and one staff forum were conducted utilising the ‘Appreciative Inquiry’ process.


In Dungog an additional night session had to be quickly organised as the initial forum became over-subscribed with 110 people registering for the first Dungog session. Councils staffing levels simply could not accommodate the facilitation of any additional tables. In excess of 400 people attended the major community forums, over 80 students attended the school sessions and 90 people attended the business and government forum. Survey A survey was developed along the lines of the appreciative inquiry questions and was circulated to 850 residences within the Shire and was also placed on the Councils website, approximately 60 surveys were returned to Council. Social Media As a means of tapping into the youth a Facebook page was established late in the engagement process as there was a concern that Council had not connected with the young school leavers. Whilst only a small number of comments were submitted to the page this will be an area where the Council will need a stronger focus on into the future for engagement purposes. Q & A Forums A preliminary draft Community Strategic Plan was presented to Council at the November Councillor workshop. The draft framework was then taken back to the community in late November/ early December 2011 at a second series of community forums in Dungog, Clarence Town and Vacy. The Q&A Forums enabled the community to witness how the framework was developed from the initial questions asked at the visioning forums and how the community strategic plan evolved as a consequence of that initial input. Positive comments were received from the members of the community who attended these follow-up forums. All the data captured from the visioning forums was placed on the Councils website as well as the framework behind the Community Strategic Plan.


SECTION 4.

LINKS TO STATE AND REGIONAL PLANS


Links to NSW State Plan and Hunter Regional Plans One of the key elements of the integrated planning and reporting framework is the recognition that Councils and communities do not exist in isolation. There is a requirement for Councils to ensure that there are appropriate linkages to the NSW State Plan to reflect that we are all working towards achieving outcomes that better the quality of life for all residents of NSW. The corporate goals and objectives of each NSW Government department have to reflect the aspirations of the people of New South Wales.

Focus Area Priorities for the Future NSW State Plan 2021 Goals

Hunter Regional Plan. “Key Regional Priorities” & Priority Actions

1. Natural Environment

The potential impacts of climate change on our natural environment need to be monitored and addressed.

Weeds and feral animals need to be carefully managed and their impacts on our local area minimised.

Need for the careful management of natural resources to minimise the impacts on our environment.

Appropriate access to our local national parks, forests and waterways needs to be maintained.

22. Protect our natural environment 23. Increase the opportunities for people to look after their own neighbourhoods and environments 21. Secure potable water supplies

32. Involve the community in decision making on government policy, services and projects

Local Environment & Communities. “Improve the liveability of our community”. Manage natural resources effectively and

protect the local environment Economy “Drive economic growth and address skill shortages in the Hunter”. Foster economic diversity


Focus Area Priorities for the Future NSW State Plan

2021 Goals Hunter Regional Plan. “Key Regional

Priorities” & Priority Actions

2. Local Economy

The movement of local consumers away from local retail and business to larger surrounding centres needs to be minimised.

Economic and agricultural diversity across our shire needs to be expanded.

Local employment opportunities need to be expanded.

Our shire needs more tourist accommodation and facilities.

Land needs to be identified and appropriately zoned for industrial growth.

The negative impacts of the regional resources boom on our local economy need to be identified and addressed.

Local business confidence needs to grow in the face of uncertainty around major regional infrastructure projects.

4. Increase the competitiveness of doing business in NSW 3. Drive economic growth in regional NSW 6. Strengthen the NSW skills base 19. Improve the performance of the NSW economy 29. Restore confidence and integrity into the planning system

Economy. “Drive economic growth and address skill shortages in the Hunter”. - Foster economic diversity. - Provide more opportunities for education and

training





3. Community and Culture

- Public involvement in community activities including volunteerism needs to be increased.

- Planning and provision of local community services and facilities need to reflect population growth, change and diversity.

- There needs to be greater community awareness of local aboriginal heritage and culture.

- Young people in our community would benefit from an improved range of age-appropriate facilities and events.

- Our service provision and planning needs to account for the geographic separation of our towns and villages.

- Local European heritage and history need to be preserved and promoted.

24. Make it easier for people to be involved in the local communities 27. Enhance cultural, creative, sporting and recreation opportunities 26. Fostering opportunity and partnership with Aboriginal people 27. Enhance cultural, creative, sporting and recreation opportunities

Quality Services – Health, Families & Community. “better protect the most vulnerable members of our community”. - Improve access to services for vulnerable and

disadvantaged people Economy. “Drive economic growth and address skill shortages in the Hunter”. - Provide opportunities for education and

training





4. Rural and Urban Development

- Our local area would benefit from market driven allocation of more industrial / employment land.

- Sufficient local land holdings need to

be preserved to sustain viable agricultural activities.

- Local land use planning needs to ensure the retention of the rural character of the area whilst encouraging ecologically sustainable development.

- A range of housing options across

the shire, including aged and affordable housing, need to be encouraged and supported.

4. Increase the competitiveness of doing business in NSW. 29. Restore confidence and integrity in the NSW planning system 20. Build liveable centres 32. Involve the community on decision making on government policy, services and projects 5. Place downward pressure on the cost of living

Local Environment & Communities. “Improve the liveability of our community”. - Deliver effective strategic land use.

Economy. “Drive economic growth and address skill shortages in the Hunter”. - Foster economic diversity.





5. Recreation and Open Space

- Planning and management of local parklands and recreational facilities need to reflect community growth and change across the shire.

- Access to and within areas of our

local national parks and forests needs to be expanded.

- We need to ensure that our local parks and sporting and recreation facilities are safe and well maintained.

27. Enhance cultural, creative sporting and recreation opportunities 24. Make it easier for people to be involved in their communities 27. Enhance cultural, creative sporting and recreation opportunities 3. Drive economic growth in regional NSW 23. Increase opportunities for people to look after their own neighbourhoods and environments.

Local environment & communities. “Improve the liveability of our community” - Deliver effective strategic land use





6. Public Infrastructure and Services

- The long term retention of local services provided by Governments at all levels needs to be ensured (eg. Health, rail, education, policing).

- Our road network needs to be safe and appropriately maintained.

- Public facilities across the shire

need to be provided and maintained to an appropriate standard.

- The ongoing provision of local health and medical facilities needs to reflect the requirements of our community including our ageing population.

- Our community needs to be supported by comprehensive telecommunications infrastructure including mobile and internet services.

12. Provide world class clinical services with timely access and effective infrastructure 15. Improve education and learning outcomes for students. 16. Prevent and reduce the level of crime 10. Improve road safety 19. Invest in critical infrastructure 19. Invest in critical infrastructure 12. Provide world class clinical services with timely access and effective infrastructure 19. Invest in critical infrastructure 28. Ensure NSW is ready to deal with major emergencies and natural disasters

Infrastructure.

“Invest in new and support critical infrastructure that will drive the Hunter’s economy”. - Encourage regional investment. - Revitalise key regional centres

Quality Services- Transport.

“Integrate transport planning and improve transport connectivity”. - Improve regional transport planning. - Deliver road infrastructure upgrades

Quality Services – Health, families & community. “Better protect the most vulnerable members of our community” - Quality Health Services - Improve access to services for vulnerable and

disadvantaged people - Support people with disability, their families &

carers Local Environment & Communities. “Improve the liveability of our community” - Improve community safety


Focus Area Priorities for the Future NSW State Plan 2021 Goals

Hunter Regional Plan. “Key Regional Priorities” & Priority Actions

6. Public Infrastructure and Services Cont’d

- Appropriate public transport options are needed to connect us locally and regionally.

- Our community would benefit from easier access to post-secondary education and training opportunities.

8. Grow patronage on public transport by making it a more attractive choice 9. Improve customer experience with transport services 7. Reduce travel times 15. Improve education and learning outcomes for students





7. Council Governance and Finance

- Council needs to initiate more

comprehensive communication and community engagement across the Shire.

- Council shall continue to conduct its

activities and decision-making in an open, accountable and inclusive manner.

- Council needs to plan and manage its

resourcing and expenditure to ensure its long term financial sustainability.

- Council needs to exercise a strong

leadership role and promote shire-wide unity guided by a long term vision and plan.

- The character of the shire needs to

be maintained and the needs of our local community addressed regardless of changes in local government structures and boundaries.

32. Involve the community in decision making on government policy, services and projects 31. Improve government transparency by increasing access to government information 1. Improve the performance of the NSW economy 2. Rebuild the State finances


DUNGOG SHIRE

adopted by council 27 june 2012 - dungog shire...dungog shire council community strategic plan...

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