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Broken hill 2o33 – community strategic plan2
Privacy Statement
The Broken Hill City Council (Council) iscollecting information to inform policy decisionsin relation to the preparation of the Broken Hill2033 Delivery Program 2014-2017 and personalinformation received will be used only for thatpurpose. The Council will receive commentsand submissions, as well as collect and storeinformation, in accordance with the PrivacyAct 1988 (Commonwealth).
Adopted 25 June 2014
This Plan was compiled by Broken Hill CityCouncil.
Images were sourced from Council’s imagelibrary.
Copies of this plan/document can be viewedon-line at www.brokenhill.nsw.gov.au
© Copyright Broken Hill City Council 2014
Broken hill 2o33 – community strategic plan3
ACKNOWLEDGEMENTS
ACKNOWLEDGEMENT OF BROKEN HILL CITY council role
Broken Hill City Council has a custodial role ininitiating, preparing and maintaining the CommunityStrategic Plan on behalf of the community, but is notwholly responsible for its implementation.
Achieving the goals of this Plan for the future BrokenHill will require joint action by the whole community.
Council has attempted to honestly record andfaithfully translate community comments in thisdocument to reflect a balance of the issues raised.
ACKNOWLEDGEMENT OF THE BROKEN HILL
COMMUNITY
A number of community engagement activitieshave contributed to the contents of this Plan.
Thank you to all the inspired and responsivemembers of our community who attendedmeetings, participated in workshops and forums,completed surveys, and/or logged commentsonline – your contributions are highly valued.
Broken hill 2o33 – community strategic plan4
StakeholdersOur Commitment
The following organisations/groups were involved in the development of this plan.
Centrelink CentaCare Edgnett
The Salvation Army NSW Police Force St Vincent De Paul
Far West Local Health District National Trust CBH Resources
Broken Hill AboriginalCommunity Working Party Broken Hill Community Inc Active After-school
Communities
Department of AboriginalAffairs Royal Flying Doctor Service
Broken hill 2o33 – community strategic plan5
Table of contents
ACKNOWLEDGEMENTS ......................................................................................................................................3
Stakeholders..............................................................................................................................................4
COMMUNITY PLANNING.....................................................................................................................................6
THE FRAMEWORK ...........................................................................................................................................7
WHAT YOU SAID IN 2o1o..................................................................................................................................8
WHERE ARE WE AT? .......................................................................................................................................9
THE REVIEW ...............................................................................................................................................10
COMMUNITY & STAKEHOLDER ENGAGEMENT.........................................................................................................11
New priorities ..........................................................................................................................................13
community vision.......................................................................................................................................14
Community values - what we believe in .......................................................................................................15
GUIDING PRINCIPLES......................................................................................................................................20
yOur hill. yOur home. your vision. ...............................................................................................................21
what must be done to achieve our vision .....................................................................................................26
KEY DIRECTION 1: Our community ...............................................................................................................26
KEY DIRECTION 2: Our ECONOMY..................................................................................................................34
KEY DIRECTION 3: Our environment ............................................................................................................41
KEY DIRECTION 4: Our leadership...............................................................................................................47
Broken hill 2o33 – community strategic plan6
COMMUNITYPLANNINGBroken Hill 2033 is a long term planthat identifies where, we as acommunity would like to be 20 yearsfrom now and what areas we shouldfocus on to get us there.
Uniting together as community to plan our future
The Broken Hill 2033 Community Strategic Planis a document for the whole community thatencompasses all aspects of life in the iconicCity of Broken Hill and sets a vision for thefuture.
The Plan acknowledges that not one partyalone can make this happen. It takes apartnership to achieve this vision.Government, business and industry,community groups and individuals all have arole to play.
The Plan outlines the social, economic,environmental, governance and leadershipdirections expressed by the Broken Hillcommunity.
It includes:
Objectives – where do we want to be?Strategies – how do we achieve this?Measures – how do we know we are headingin the right direction?Contributors – who has a role to play?
Taking action:
Our Community Strategic Plan requires anddeserves commitment and action from all ofour community. Therefore residents,government, business and community groupswill all need to work with the Plan and takeresponsibility for key areas.
Broken hill 2o33 – community strategic plan7
THE FRAMEWORKIn 2009, the NSW Government introducednew legislation in the form of the LocalGovernment Amendment (Planning andreporting) Act 2009 to improve strategicplanning in NSW Councils.
The Integrated Planning and ReportingFramework require Councils to develop aCommunity Strategic Plan, which outlines theVision, Goals and Strategies. The plan is notlimited to the responsibilities of any onegovernment or organisation.
Under the Framework, Broken Hill City Councilwill use the Community Strategic Plan todetermine which goals and strategies canbe implemented at a Local Governmentlevel. These goals and strategies are includedin a four year Council Delivery Program.
To ensure that Council has the requiredresources to achieve the goals and strategiesset out in the Delivery Program, a ResourcingStrategy is prepared to address long termasset management, financial managementand workforce planning.
The Operational Plan is a plan which focuseson the short term. It provides a one yeardetailed plan of which activities and projectsfrom the Delivery Program will beimplemented.
Each year, our success in achieving the goalsand strategies set out in these plans will bereported through Council’s Annual Report.
Although considered long term, ourCommunity Strategic Plan and DeliveryProgram will remain current through a fouryearly review in line with Local GovernmentElections.
The first Community Strategic Plan for BrokenHill was endorsed in 2010 and we are proudof the achievements made since this time.The Plan was subsequently reviewed after asignificant community engagement exercisein 2013.
Broken hill 2o33 – community strategic plan8
WHAT YOUSAID IN 2o1o
One of the most confronting aspects was thepotential future exhaustion of miningresources and the need to focusemployment and economic opportunitiesinto other industries.
Our challenge was to actively and seriouslyaddress the issues identified during theconsultation activities so that the future ofour City could be assured.
Some of the issues and challenges were ofimmediate concern and required actionwithin the first few years, while many relatedto significant and complex issues whichrequired longer term planning and resolution.
At a glanceThe City of Broken Hill has a proud history.
The City is in a period of transition – at somestage in the future the mining resources on
which the City has prospered will bedepleted. Broken Hill is acutely aware of the
need to reinvent itself.
At the same time other facilities, attractionsand ventures need to be explored and thisCommunity Strategic Plan identifies future
opportunities to sustain the City as a vibrantplace to live, play, work and invest.
2o1o consultation aspirations
A centre for tertiary education
Clever technology
A transport hub
Integration in the population
Increased population
Increased job opportunities
A cleaner and greener City
Reliable and affordable water & electricity
Increased social investment in environmentand community by the mining sector
Improved recycling programs
Harness existing resources
Brand Broken Hill to attract investment
Investment in education and training foryouth and the elderly
Youth patrol
Heightened cooperation betweenIndigenous and non-Indigenous
Increased Indigenous home ownership
Reduction in vandalism
Encourage volunteering
Financial stability and security
Broken hill 2o33 – community strategic plan9
WHERE ARE WE AT?Since 2010 a number of significant achievements had been made. The Community’sprogress on the plan is set out below:
Key Direction 1: Our Community
Achievements from Broken Hill 2030 Midnight Basketball Program Introduction of Off Leash Dog Areas Completion of Broken Hill
Regional Aquatic Centre Increased visitation to Broken Hill Regional
Art Gallery Annual Community Services Forum Redevelopment of North Family Play
Centre New amenities at Sturt Park
Redevelopment of Gasworks Commencement of City cycleway
Key Direction 2: Our economy
Achievements from Broken Hill 2030 Increased mining exploration New air services between Broken Hill &
Melbourne (via Mildura) Announcement of Broken Hill as a
Federal Government Solar FlagshipProject Site
Development and implementation of ‘ForReal’ Broken Hill Brand Strategy
Key Direction 3: Our environment
Achievements from Broken Hill 2030 Community education campaign on
water sustainability Waste education workshops in Primary
Schools Undertake audit of water quality and
monitor and report status Living Desert link road and consolidated
entry established Free TV Recycling Program Developed community-wide recycling
strategy
Key Direction 4: Our leadership
Achievements from Broken Hill 2030 Continued extensive community
engagement Grant funding submissions for various
projects
Broken hill 2o33 – community strategic plan10
THE REVIEWThis is a long term plan, however as we live ina changing world we must ensure our planstays relevant.
As changes occur in our community we mayhave to adjust our strategies in order to meetour overall vision. This is why we refer to ourCommunity Strategic Plan as a livingdocument. Whilst it is anticipated thedocument will be reviewed every four years,the 2014 revision was deemed necessary tostrengthen the Plan by further developing thegoals and actions of the Key Directions.
The 2014 revision has focused on integratingother important activities and planning thathad previously been undertaken in BrokenHill. This includes the Broken Hill brandingconsultation and development as well otherstrategies and plans currently in place.Extensive information and research wasundertaken to refine, inform and align thePlan.
Overall there has been significant communityconsultation between 2011 and 2013 wherestrong input was provided through a varietyof activities and events. During the process ofthe 2014 review, the results of this consultationhave continued to inform this plan. Given the“freshness” of this consultation, furtherextensive engagement did not occur for the2014 revision.
In reviewing the Plan, one of the mainchanges made to the document was theremoval of the "Our Services" Key Direction. Itwas decided that this was more about whatwe were doing rather than what we weretrying to achieve. As such, the strategieswithin this Key Direction have been moved toone of the four others based upon theunderlying outcomes being Community,Environmental, Economic and Leadership.
Other goals and strategies throughout thedocument may be worded a little differently;however the overall goals and strategieshave remained consistent with the aspirationsof the 2013 review.
The Plan will now be reviewed every fouryears, in line with the Local Governmentelection cycle. A Progress Report will beprepared to make sure we are heading in theright direction. The report will documentprogress against the community,environment, economy and leadership keydirections outlined in this Plan.
At a glanceThe Community Strategic Plan belongs to allBroken Hill community and land owners andrelies on all of us to achieve the outcomes
we seek in the future. At the same timeBroken Hill City Council has a major
responsibility to achieve or facilitate many ofthe outlined strategies.
In order to measure how successful thecommunity has been in addressing the
strategies and achieving the type ofcommunity and lifestyle outlined in the Vision,
two measures – in the form of keyperformance measures and communitysatisfaction with progress - are proposed.
Broken hill 2o33 – community strategic plan11
COMMUNITY &STAKEHOLDERENGAGEMENTA number of community engagement activities havebeen undertaken to inform the contents of this plan.
The consultation activities allowed for the community toidentify a number of significant and important issuesconfronting the City.The most recent significant communityconsultation and engagement undertaken toinform this Plan was in 2013. During thisconsultation a variety of engagementtechniques and activities were held toencourage high participation by the localcommunity.
The following table provides a summary ofthe consultation during April 2013.
Event Date Attend-ance
Summit for CommunityStakeholders
9th 44
Youth Forum 9th 30Outdoor Councilemployees
10th 67
Administration Councilemployees
10th 47
Community SausageSizzle
10th 50
Think Tank ThursdayCivic Centre Open Day
11th 10
Think Tank Thursday city‘Pop-ups’ Airport Hospital Plaza Skate Park HACC Town Square Bells Milk Bar Aquatic Centre
11th 300
Formal correspondence was forwarded to allPrimary School Principals asking for studentsto contribute to the Community StrategicPlan by answering the following questions:
What is your favourite thing to do inBroken Hill? What would you like to see in Broken Hillin the Future?
A total of 233 responses were received anddisplayed at the Civic Centre during ThinkTank Thursday.
Further to the above listed consultationmethods a 10 question survey wasdeveloped considering the issues andpressures that may affect the communityand the level of resources that will realisticallybe available to achieve aims andaspirations. 122 community membersresponded to this survey.
Broken hill 2o33 – community strategic plan12
2o11 community branding engagement
other consultation
A number of specific planning documents forBroken Hill and the Far West have been usedto inform this Plan.
It should be noted that the authors of thoseplans have also undertaken a variety ofcommunity consultative activities prior tofinalisation.
These plans include but are not limited to:
Regional Development Far West NSW –Regional Plan 2012-2022
Broken Hill Strategic Tourism Plan – 2010-2020
Far West Regional Action Plan – NSW2021
Safer Broken Hill - Community Safety andCrime Prevention Plan – 2013-2017
The Community Strategic Planning process in2010 identified the need to understand thetrue identity of the City. The development ofa Brand Strategy became an action inBroken Hill’s first Community Strategic Plan in2010.
The process involved significant andextensive community consultation as well asinterviews with leaders in key drivingsegments of community and economicdevelopment for the city. Consultationincluded Council and community workshops,reference groups and online feedbackopportunities.
Understanding the needs and attitudes ofthe local community and key stakeholderswas an important element in developing theBroken Hill brand.
The branding process was one of discoveryfor many, with a concentration on what wevalue and what we should be recognised foras a community.
In 2011, the FOR REAL branding was launchedand unites the community through itssymbolism of Broken Hill’s history, values andattributes.
Broken hill 2o33 – community strategic plan13
New prioritiesDuring April 2013, the communityconsultation identified additionalpriorities to those in the existingBroken Hill 2030
New priorities included: One community, one plan: Involvement
of Government and Non-GovernmentDepartments in its facilitation andsuccess.
Council to play a greater advocacy/lobbyist role.
Provision and retention of facilities andopportunities for youth.
Management of health impactsassociated with environmental lead.
The strategies to address the outcomes ineach Key Direction have either a short,medium or long term timeframe:
The Plan has been developed based on theissues, challenges, opportunities and prioritiesidentified by the community and relevantplans. All feedback received as a result of theconsultation has been analysed within thecontext of the existing Plan and amended toincorporate the community’s feedback andnew priorities.
Short term - 2013 – 2017Medium term - 2013 – 2021Long Term - 2013 – 2033
Health, Community& Recreation
Facilities
Road Maintenance
Training &Education
highest priority issues for the next 1o years
Broken hill 2o33 – community strategic plan13
New prioritiesDuring April 2013, the communityconsultation identified additionalpriorities to those in the existingBroken Hill 2030
New priorities included: One community, one plan: Involvement
of Government and Non-GovernmentDepartments in its facilitation andsuccess.
Council to play a greater advocacy/lobbyist role.
Provision and retention of facilities andopportunities for youth.
Management of health impactsassociated with environmental lead.
The strategies to address the outcomes ineach Key Direction have either a short,medium or long term timeframe:
The Plan has been developed based on theissues, challenges, opportunities and prioritiesidentified by the community and relevantplans. All feedback received as a result of theconsultation has been analysed within thecontext of the existing Plan and amended toincorporate the community’s feedback andnew priorities.
Short term - 2013 – 2017Medium term - 2013 – 2021Long Term - 2013 – 2033
SustainableEconomy
Health, Community& Recreation
FacilitiesAirport Re-
Development
Training &Education
Population Growth
Trees, Parks & OpenSpace
Arts& Cullture
Transport
highest priority issues for the next 1o years
Broken hill 2o33 – community strategic plan13
New prioritiesDuring April 2013, the communityconsultation identified additionalpriorities to those in the existingBroken Hill 2030
New priorities included: One community, one plan: Involvement
of Government and Non-GovernmentDepartments in its facilitation andsuccess.
Council to play a greater advocacy/lobbyist role.
Provision and retention of facilities andopportunities for youth.
Management of health impactsassociated with environmental lead.
The strategies to address the outcomes ineach Key Direction have either a short,medium or long term timeframe:
The Plan has been developed based on theissues, challenges, opportunities and prioritiesidentified by the community and relevantplans. All feedback received as a result of theconsultation has been analysed within thecontext of the existing Plan and amended toincorporate the community’s feedback andnew priorities.
Short term - 2013 – 2017Medium term - 2013 – 2021Long Term - 2013 – 2033
Sense ofCommunity
Tourism
Population Growth
highest priority issues for the next 1o years
Broken hill 2o33 – community strategic plan14
community vision“Broken Hill will be a self-reliant, strong regionalcommunity with services and facilities to support anactive, vibrant residential population, valuing and sharingthe region’s unique natural and built environment withregional, national and international visitors…..”
KEY DIRECTIONS
Our CommunityWe are a connected community and enjoy
our safety and wellbeing. We keep ourheritage alive and relevant; it is the
foundation for the way we unite to get thingsdone and maintain our inclusive lifestyle.
Our EconomyWe are accustomed to tackling our
problems for real; our willingness to createchange and diversify makes us resilient,
securing our long term economic prosperityand paving the way for other communities to
follow.
Our EnvironmentWe value our wide streetscapes, quality of
life and stunning vistas; we are committed toconservation and preservation of the natural
environment and greater reduction of thehuman impact to ensure a sustainable and
healthy community.
Our LeadershipWe have strong civic and community
leadership. We are inventive, inclusive andinnovative; when we work together there isnothing we can’t do and our achievements
continue to write history.
Broken hill 2o33 – community strategic plan15
Community values -what we believe inAwe-inspiring
“The magnificence of the place is deeply touching –beautiful vistas that seem to last forever, stunningheritage streetscapes, the amazing light and richAboriginal heritage. Then there’s the Line of Lode itself,and the stunning crystals that came out of it. Plusthere’s the people whose stories and ongoing positivitysimply amaze. It inspires you to the core.”
Amazing
Magnificent
Broken hill 2o33 – community strategic plan15
Community values -what we believe inAwe-inspiring
“The magnificence of the place is deeply touching –beautiful vistas that seem to last forever, stunningheritage streetscapes, the amazing light and richAboriginal heritage. Then there’s the Line of Lode itself,and the stunning crystals that came out of it. Plusthere’s the people whose stories and ongoing positivitysimply amaze. It inspires you to the core.”
Awe-inspiring
Beautiful
Impressive
MovingAmazing
Magnificent
Broken hill 2o33 – community strategic plan15
Community values -what we believe inAwe-inspiring
“The magnificence of the place is deeply touching –beautiful vistas that seem to last forever, stunningheritage streetscapes, the amazing light and richAboriginal heritage. Then there’s the Line of Lode itself,and the stunning crystals that came out of it. Plusthere’s the people whose stories and ongoing positivitysimply amaze. It inspires you to the core.”
Broken hill 2o33 – community strategic plan16
Community values -what we believe in
Open
“The openness of our landscape is an invitation to stripaway protective layers and see with clarity. Limitlesslandscapes create a sense of freedom and unrestrictedpotential. The feeling of welcome abounds.”
Accessible
Approachable
Broken hill 2o33 – community strategic plan16
Community values -what we believe in
Open
“The openness of our landscape is an invitation to stripaway protective layers and see with clarity. Limitlesslandscapes create a sense of freedom and unrestrictedpotential. The feeling of welcome abounds.”
Open
Clear
Limitless
FreeAccessible
Broken hill 2o33 – community strategic plan16
Community values -what we believe in
Open
“The openness of our landscape is an invitation to stripaway protective layers and see with clarity. Limitlesslandscapes create a sense of freedom and unrestrictedpotential. The feeling of welcome abounds.”
Broken hill 2o33 – community strategic plan17
Community values -what we believe inOriginal
“Our circumstances of being an isolated placesurrounded by expansive beauty have produced auniqueness that can’t be matched. We are compelled tocreate and express our individuality and eccentricities.We pave the way for others to follow. We honour ourheritage and keep it alive and relevant. Our strong senseof identity is a skill for this century”
Creative
Pioneering
Broken hill 2o33 – community strategic plan17
Community values -what we believe inOriginal
“Our circumstances of being an isolated placesurrounded by expansive beauty have produced auniqueness that can’t be matched. We are compelled tocreate and express our individuality and eccentricities.We pave the way for others to follow. We honour ourheritage and keep it alive and relevant. Our strong senseof identity is a skill for this century”
Original
Eccentric
Nostalgic
UniqueCreative
Pioneering
Broken hill 2o33 – community strategic plan17
Community values -what we believe inOriginal
“Our circumstances of being an isolated placesurrounded by expansive beauty have produced auniqueness that can’t be matched. We are compelled tocreate and express our individuality and eccentricities.We pave the way for others to follow. We honour ourheritage and keep it alive and relevant. Our strong senseof identity is a skill for this century”
Broken hill 2o33 – community strategic plan18
Community values -
what we believe in
Humanity
“Here we are constantly reminded of the very best ofwhat makes us human – caring for others, supportingthose in need and being honest to each other andourselves. We use humour to bring us back down to earthand forge deep bonds of friendship. There is a fire in ourbelly and a twinkle in our eye”
Supportive
Mateship
Broken hill 2o33 – community strategic plan18
Community values -
what we believe in
Humanity
“Here we are constantly reminded of the very best ofwhat makes us human – caring for others, supportingthose in need and being honest to each other andourselves. We use humour to bring us back down to earthand forge deep bonds of friendship. There is a fire in ourbelly and a twinkle in our eye”
Humanity
Caring
Funny
HonestSupportive
Broken hill 2o33 – community strategic plan18
Community values -
what we believe in
Humanity
“Here we are constantly reminded of the very best ofwhat makes us human – caring for others, supportingthose in need and being honest to each other andourselves. We use humour to bring us back down to earthand forge deep bonds of friendship. There is a fire in ourbelly and a twinkle in our eye”
Broken hill 2o33 – community strategic plan19
Community values -what we believe inFEARLESS
“If we need to get something done, we do it – with no BSattached. No-one can tell us what to do or how to do it.We use whatever we can get our hands on to make ithappen. There’s no choice but to get on with it. Weknow exactly who we are, what we want and how to getit. Our bravery and confidence makes those around usfeel safe.”
FEARLESS
Resourceful
Broken hill 2o33 – community strategic plan19
Community values -what we believe inFEARLESS
“If we need to get something done, we do it – with no BSattached. No-one can tell us what to do or how to do it.We use whatever we can get our hands on to make ithappen. There’s no choice but to get on with it. Weknow exactly who we are, what we want and how to getit. Our bravery and confidence makes those around usfeel safe.”
FEARLESS
Fearless
Resilient
Wise
DeterminedBold
Resourceful
Broken hill 2o33 – community strategic plan19
Community values -what we believe inFEARLESS
“If we need to get something done, we do it – with no BSattached. No-one can tell us what to do or how to do it.We use whatever we can get our hands on to make ithappen. There’s no choice but to get on with it. Weknow exactly who we are, what we want and how to getit. Our bravery and confidence makes those around usfeel safe.”
FEARLESS
Broken hill 2o33 – community strategic plan20
GUIDINGPRINCIPLESThe Broken Hill 2033 Community Strategic Plan is underpinned by the following guidingprinciples.
Open and embracing
The Community Strategic Plan is committed to ensuring equitable and inclusive decision-making, actions and opportunities. All residents are provided the opportunity to participatein decisions that affect their lives.
Ethical
The Community Strategic Planning process is committed to ensuring that decision-making isfair and focuses on reaching agreement. It will look to involve the whole community so thatconcerns are understood and considered. Reporting on the Community Strategic Plan willbe accountable and transparent and readily available to all residents.
Collaborative
The Community Strategic Plan is committed to enhancing partnerships and acknowledgingthat everyone has a role to play in achieving the future we desire. We are stronger if wework together to meet our challenges and embrace our opportunities as we work towards acommon and sustainable future.
Enduring
The Community Strategic Planning process will recognise our actions today have an impacton future generations. We will consider the needs of current and future generations and willensure that services are prioritised according to whole of community needs and adequatelyresourced.
Useful
The Community Strategic Plan will clearly outline the direction for all in a user friendly, easy toread format that includes relevant information for the local community and stakeholders.
Informed
The Community Strategic Plan considers a range of information sources such as legislation,industry research, and community and stakeholder issues.
Broken hill 2o33 – community strategic plan21
yOur hill.yOur home.your vision.“At Broken Hill we’re for real. We believe in realexperiences. Real places, real friendships and realvalues.”
Since its birth as a little mining village in the1880s, Broken Hill has gone on to berecognised as the boldest place in theAustralian outback, a reputation pressure-cooked over decades of hardship andheroic survival in the desert.
The ore body discovered in 1883 immediatelymade Broken Hill famous - a frontier outpostpromising great fortune and luring peoplefrom all over the world.
Broken Hill Propriety (BHP) boomed in the1880s and the population reached 20,000 by1891.
There have been periods of boom and bustbut in the 70s and 80s something changed.The dominant workers’ culture gave way to alocal passion for the arts.
Artists like Pro Hart and locally-made filmssuch as Mad Max 2 and Priscilla: Queen ofthe Desert gave birth to tourism.
Soon, Broken Hill began to be seen throughthe eyes of the world as a place of beautyand an iconic travel destination.
No longer content with its 2-speed miningeconomy, Broken Hill begun a new era asmore than an engine of sweat and stone.
People began to regard the City and itspeople as a culture in its own right, a placewith a definite outback soul that might beexported to the rest of the world.
Through the efforts of community leadership,Broken Hill is a living museum, an artefactthat survives in the desert.
Art deco shopfronts petition to customersfrom a bygone age and there are buildingsboth grand and made of tin.
Yet there is also a sense of luxury, comfortand sophistication thanks to decadesaccommodating mining magnates, moviemoguls and visitors from around the world.There literally is no-where quite like it onearth.
Most of all…….there are few places in theworld where one can stand in a street at theurban boundary, some 20,000 people and alltheir dwellings immediately at one’s back,and view nothing but red desert in front, asfar as the eye can see.
This is the essential experience of Broken Hill.
Broken hill 2o33 – community strategic plan22
yOur hill.yOur home.your vision.“We are surrounded by the real things in life, magnificentopen landscapes, connection to the land, the pure nightsky and bona fide characters who aren’t afraid to bethemselves.”
Beyond the Darling River on the edge of thesundown, is where they used to say youwould find Broken Hill, as if there wasnowhere further to travel in Australia. Perhapsit was the feeling of suddenly beingconfronted by such vast space, like an inlandsea rolling into the sunset.
The desolate landscape surrounding BrokenHill is like driving towards a painting of softmauve and sage hues. It is no wonder thatthe City has become known as a mecca forartists.
It is here that the big red roos run 200kilometers in a night chasing a thunderstorm,and the unique Sturt Desert Peas bloom indark red soils.
The City of Broken Hill is the largest regionalcentre in the western half of New SouthWales. It lies in the centre of the sparselysettled New South Wales Outback, close tothe South Australian border and midwaybetween the Queensland and Victorianborders.
The nearest large population centre isMildura in Victoria, 300 kilometers distant tothe south on the Murray River. The nearestcapital city is Adelaide, South Australia,approximately 500 kilometers to thesouthwest.
Because of its location, Broken Hill has strongcultural and historical connections with SouthAustralia and operates on Central AustralianTime, one half hour behind Eastern StandardTime.
Broken Hill is an ideal place to raise a familyin a friendly regional City that embraces truecountry values.
Accessing Broken Hill is easy with a goodnetwork of sealed highways connecting theCity with Sydney, Melbourne and Adelaideand Regional Express Airlines offering regularreturn flights to these three state capitals.
CountryLink provides a rail link betweenBroken Hill and Sydney while Great SouthernRailway’s Indian Pacific services Broken Hillfrom Adelaide and Sydney.
Broken hill 2o33 – community strategic plan23
yOur hill.yOur home.your vision.“We believe in hard work and getting things done. Wesay what we really think and act on what we really feel.Bullshit, fakes, virtual living and superficiality are ourenemies”
Our People
Based upon the 2011 Census, the populationof Broken Hill City was 18,517 of which 48.7%were male and 51.3% female, with 1,398 or7.5% identifying as Aboriginal and Torres StraitIslander.
Our people occupy 8,056 dwellings, whilst afurther 1,558 dwellings are recorded as beingunoccupied. The average household size perdwelling is 2.22 persons.
Broken Hill City has a lower proportion ofhouseholds in the medium to high categorycompared to New South Wales.
Overall, 17.9% of the workforce earned ahigh income, and 18.1% earned a lowincome, compared with 22.1% and 15.8%respectively for New South Wales. Income isan indicator of socio-economic status.
Population projections indicate that thepopulation as a whole will decrease by 20.2%between 2006 and 2026. The population hasalready decreased by 8.0% between 2006and 2011 Census collections. The proportionof people aged 65 years and over isprojected to rise from 19.8% in 2011 to 24.8%by 2021, 28.0% by 2026 and to 31.1% by 2036
Broken hill 2o33 – community strategic plan23
yOur hill.yOur home.your vision.“We believe in hard work and getting things done. Wesay what we really think and act on what we really feel.Bullshit, fakes, virtual living and superficiality are ourenemies”
Our People
Based upon the 2011 Census, the populationof Broken Hill City was 18,517 of which 48.7%were male and 51.3% female, with 1,398 or7.5% identifying as Aboriginal and Torres StraitIslander.
Our people occupy 8,056 dwellings, whilst afurther 1,558 dwellings are recorded as beingunoccupied. The average household size perdwelling is 2.22 persons.
Broken Hill City has a lower proportion ofhouseholds in the medium to high categorycompared to New South Wales.
Overall, 17.9% of the workforce earned ahigh income, and 18.1% earned a lowincome, compared with 22.1% and 15.8%respectively for New South Wales. Income isan indicator of socio-economic status.
Population projections indicate that thepopulation as a whole will decrease by 20.2%between 2006 and 2026. The population hasalready decreased by 8.0% between 2006and 2011 Census collections. The proportionof people aged 65 years and over isprojected to rise from 19.8% in 2011 to 24.8%by 2021, 28.0% by 2026 and to 31.1% by 2036
Broken hill 2o33 – community strategic plan23
yOur hill.yOur home.your vision.“We believe in hard work and getting things done. Wesay what we really think and act on what we really feel.Bullshit, fakes, virtual living and superficiality are ourenemies”
Our People
Based upon the 2011 Census, the populationof Broken Hill City was 18,517 of which 48.7%were male and 51.3% female, with 1,398 or7.5% identifying as Aboriginal and Torres StraitIslander.
Our people occupy 8,056 dwellings, whilst afurther 1,558 dwellings are recorded as beingunoccupied. The average household size perdwelling is 2.22 persons.
Broken Hill City has a lower proportion ofhouseholds in the medium to high categorycompared to New South Wales.
Overall, 17.9% of the workforce earned ahigh income, and 18.1% earned a lowincome, compared with 22.1% and 15.8%respectively for New South Wales. Income isan indicator of socio-economic status.
Population projections indicate that thepopulation as a whole will decrease by 20.2%between 2006 and 2026. The population hasalready decreased by 8.0% between 2006and 2011 Census collections. The proportionof people aged 65 years and over isprojected to rise from 19.8% in 2011 to 24.8%by 2021, 28.0% by 2026 and to 31.1% by 2036
Broken hill 2o33 – community strategic plan24
yOur hill.yOur home.your vision.“When you come here what’s real gets into your pores.Broken Hill delivers a dose of reality that will put you intouch with the real things in you too – so we can all carryon the fight for the things in life that really matter.”Our Economy
Broken Hill City’s Gross Regional Product isestimated at $0.90 billion, which represents0.2% of the State’s GSP (Gross State Product).
Gross Regional Product (GRP) is a measure ofsize or net wealth generated by the localeconomy. Changes from year to year arereflective of changes in employment,productivity or types of industry.
In 2011/2012, the total tourism and hospitalitysales in the City was $74.2m, the total valueadded was $33.9m.
The job to resident ratio for Broken Hill City in2011/2012 was 0.95, meaning that there werefewer jobs than employed residents. In thesame year, 86.2% of the City’s workingresidents were employed locally, decreasingsince 2006.
1,693 people in Broken Hill held a tertiaryqualification in 2011. Overall, 31.0% of thepopulation aged 15 and over heldeducational qualifications and 52.8% had noqualifications, compared with 41.5% and46.8% respectively for regional NSW.
Whilst education levels do not comparefavourably with Regional NSW, the trend ispositive, with 461 more people havingundertaken tertiary education between 2006and 2011.
7,008 people living in the City in 2011 wereemployed, of which 62% worked full time and35% part time. There are more techniciansand trades workers than any otheroccupation.
Broken hill 2o33 – community strategic plan24
yOur hill.yOur home.your vision.“When you come here what’s real gets into your pores.Broken Hill delivers a dose of reality that will put you intouch with the real things in you too – so we can all carryon the fight for the things in life that really matter.”Our Economy
Broken Hill City’s Gross Regional Product isestimated at $0.90 billion, which represents0.2% of the State’s GSP (Gross State Product).
Gross Regional Product (GRP) is a measure ofsize or net wealth generated by the localeconomy. Changes from year to year arereflective of changes in employment,productivity or types of industry.
In 2011/2012, the total tourism and hospitalitysales in the City was $74.2m, the total valueadded was $33.9m.
The job to resident ratio for Broken Hill City in2011/2012 was 0.95, meaning that there werefewer jobs than employed residents. In thesame year, 86.2% of the City’s workingresidents were employed locally, decreasingsince 2006.
1,693 people in Broken Hill held a tertiaryqualification in 2011. Overall, 31.0% of thepopulation aged 15 and over heldeducational qualifications and 52.8% had noqualifications, compared with 41.5% and46.8% respectively for regional NSW.
Whilst education levels do not comparefavourably with Regional NSW, the trend ispositive, with 461 more people havingundertaken tertiary education between 2006and 2011.
7,008 people living in the City in 2011 wereemployed, of which 62% worked full time and35% part time. There are more techniciansand trades workers than any otheroccupation.
Broken hill 2o33 – community strategic plan24
yOur hill.yOur home.your vision.“When you come here what’s real gets into your pores.Broken Hill delivers a dose of reality that will put you intouch with the real things in you too – so we can all carryon the fight for the things in life that really matter.”Our Economy
Broken Hill City’s Gross Regional Product isestimated at $0.90 billion, which represents0.2% of the State’s GSP (Gross State Product).
Gross Regional Product (GRP) is a measure ofsize or net wealth generated by the localeconomy. Changes from year to year arereflective of changes in employment,productivity or types of industry.
In 2011/2012, the total tourism and hospitalitysales in the City was $74.2m, the total valueadded was $33.9m.
The job to resident ratio for Broken Hill City in2011/2012 was 0.95, meaning that there werefewer jobs than employed residents. In thesame year, 86.2% of the City’s workingresidents were employed locally, decreasingsince 2006.
1,693 people in Broken Hill held a tertiaryqualification in 2011. Overall, 31.0% of thepopulation aged 15 and over heldeducational qualifications and 52.8% had noqualifications, compared with 41.5% and46.8% respectively for regional NSW.
Whilst education levels do not comparefavourably with Regional NSW, the trend ispositive, with 461 more people havingundertaken tertiary education between 2006and 2011.
7,008 people living in the City in 2011 wereemployed, of which 62% worked full time and35% part time. There are more techniciansand trades workers than any otheroccupation.
Broken hill 2o33 – community strategic plan25
The unemployment rate was 8.3%, animprovement on 2006 figures with anadditional 129 people employed. Analysis ofthe labour force participation rate of thepopulation in Broken Hill in 2011 shows thatthere was a lower proportion in the labourforce 50.3% compared with Regional NSW at56.4%.
More people in the City work in health careand social assistance than any other industry,with 16.2% of people working in this sector.The 13.2% of people employed within retailtrade and 9.7% in accommodation and foodservices reflects the City’s diversification intoareas such as tourism. Mining now representsonly 10.4% of employment.
Our Environment
Broken Hill is nestled amongst the BarrierRanges in Far West New South Wales, aunique arid environment that includes manyriver systems (many seasonal) and has thelargest and most diverse natural rangelandswithin NSW.
The City prides itself on the establishmentand commitment to the Living Desert. TheLiving Desert Reserve is located 12km fromthe City of Broken Hill and covers 2400ha ofland. Within the reserve is the 180ha LivingDesert Flora and Fauna Sanctuary andprovides for the protection of native floraand fauna for the benefit of our ecosystemand sustainability.
As a community built around mining, the Cityhas long been challenged with theassociated environmental impacts and overthe years has adopted a number of
Initiatives to reduce this impact, including theintroduction of a Lead Reference Group tocontribute to the management ofenvironmental lead in the City. Aconcentrated effort must continue to bemade now and into the future includingmonitoring of current operations andrehabilitation of unused mine sites.
Water security is an important issue for theCity. There are no natural permanent waterbodies in the Broken Hill area and the City’swater supply is piped from the Darling Riverat Menindee and from manmade reservoirsat Stephens Creek, Umberumberka andImperial Lake.
The dry conditions are highlighted by BrokenHill’s average annual rainfall of 243.6mm,with the wettest month being January at anaverage of 26mm.
Broken hill 2o33 – community strategic plan25
The unemployment rate was 8.3%, animprovement on 2006 figures with anadditional 129 people employed. Analysis ofthe labour force participation rate of thepopulation in Broken Hill in 2011 shows thatthere was a lower proportion in the labourforce 50.3% compared with Regional NSW at56.4%.
More people in the City work in health careand social assistance than any other industry,with 16.2% of people working in this sector.The 13.2% of people employed within retailtrade and 9.7% in accommodation and foodservices reflects the City’s diversification intoareas such as tourism. Mining now representsonly 10.4% of employment.
Our Environment
Broken Hill is nestled amongst the BarrierRanges in Far West New South Wales, aunique arid environment that includes manyriver systems (many seasonal) and has thelargest and most diverse natural rangelandswithin NSW.
The City prides itself on the establishmentand commitment to the Living Desert. TheLiving Desert Reserve is located 12km fromthe City of Broken Hill and covers 2400ha ofland. Within the reserve is the 180ha LivingDesert Flora and Fauna Sanctuary andprovides for the protection of native floraand fauna for the benefit of our ecosystemand sustainability.
As a community built around mining, the Cityhas long been challenged with theassociated environmental impacts and overthe years has adopted a number of
Initiatives to reduce this impact, including theintroduction of a Lead Reference Group tocontribute to the management ofenvironmental lead in the City. Aconcentrated effort must continue to bemade now and into the future includingmonitoring of current operations andrehabilitation of unused mine sites.
Water security is an important issue for theCity. There are no natural permanent waterbodies in the Broken Hill area and the City’swater supply is piped from the Darling Riverat Menindee and from manmade reservoirsat Stephens Creek, Umberumberka andImperial Lake.
The dry conditions are highlighted by BrokenHill’s average annual rainfall of 243.6mm,with the wettest month being January at anaverage of 26mm.
Broken hill 2o33 – community strategic plan25
The unemployment rate was 8.3%, animprovement on 2006 figures with anadditional 129 people employed. Analysis ofthe labour force participation rate of thepopulation in Broken Hill in 2011 shows thatthere was a lower proportion in the labourforce 50.3% compared with Regional NSW at56.4%.
More people in the City work in health careand social assistance than any other industry,with 16.2% of people working in this sector.The 13.2% of people employed within retailtrade and 9.7% in accommodation and foodservices reflects the City’s diversification intoareas such as tourism. Mining now representsonly 10.4% of employment.
Our Environment
Broken Hill is nestled amongst the BarrierRanges in Far West New South Wales, aunique arid environment that includes manyriver systems (many seasonal) and has thelargest and most diverse natural rangelandswithin NSW.
The City prides itself on the establishmentand commitment to the Living Desert. TheLiving Desert Reserve is located 12km fromthe City of Broken Hill and covers 2400ha ofland. Within the reserve is the 180ha LivingDesert Flora and Fauna Sanctuary andprovides for the protection of native floraand fauna for the benefit of our ecosystemand sustainability.
As a community built around mining, the Cityhas long been challenged with theassociated environmental impacts and overthe years has adopted a number of
Initiatives to reduce this impact, including theintroduction of a Lead Reference Group tocontribute to the management ofenvironmental lead in the City. Aconcentrated effort must continue to bemade now and into the future includingmonitoring of current operations andrehabilitation of unused mine sites.
Water security is an important issue for theCity. There are no natural permanent waterbodies in the Broken Hill area and the City’swater supply is piped from the Darling Riverat Menindee and from manmade reservoirsat Stephens Creek, Umberumberka andImperial Lake.
The dry conditions are highlighted by BrokenHill’s average annual rainfall of 243.6mm,with the wettest month being January at anaverage of 26mm.
Broken hill 2o33 – community strategic plan26
what must bedone to achieveour visionKEY DIRECTION 1: Our community
In Broken Hill ourpeople are ourgreatest asset.We are resilientand believe inhard work,getting thingsdone and unitingto make adifference.
“Sense ofCommunity” wasidentified by ourresidents asbeing amongst
the most important areas of priority forBroken Hill. A sense of community representsa sense of belonging and identity. It requirespersonal investment and shared influence,participation and commitment.
Broken Hill is full of genuine people withgenuine values and this was capturedthrough the adoption of the FOR REALbranding, which is how we represent our City.
The people of Broken Hill are champions ofwhat’s true, right, sincere, solid, tangible,unaffected, genuine, meaningful andauthentic. We are like the Hero – wherethere’s a will there’s a way. We value beingopen, original, fearless, human and awe-inspiring.
We know our isolation is as much a strengthas it is a weakness, but it delivers a dose ofreality - if we need to get something donewe just do it. This creates a real sense of whowe are, in an age where individuality andtechnology is vastly affecting the fabric ofother communities and how they interact tosolve their problems.
Broken Hill has an inclusiveness not easilyfound elsewhere. Our rich mining heritagehas brought people from all over the world,yet together they have combined toinfluence a nation. Their stories are heroic,inventive and bold. There is still a sharedcommitment amongst us to make Broken Hilla place that will continue to survive andthrive in the desert. We warmly welcomepeople from ‘away’ and they take treasuredmemories with them.
The focus of the Key Direction – OurCommunity is our people and how we canwork together to ensure we position ourselvesto retain our sense of identity, our health,wellbeing, social inclusion andconnectedness.
The tables below provide objectives to helpus meet the overall goal for “OurCommunity” which contributes to thecommunities combined vision for the future.Under each objective we show strategies toallow us to meet our goals along withmeasurements to help us ensure we are onthe right path.
Broken hill 2o33 – community strategic plan27
Objectives
OBJECTIVE 1 .1 – PEOPLE IN OUR COMMUNITY ARE IN SAFE HANDS
How do we achieve this?
CSP # Strategy1.1.1 Increase community awareness of safer community initiatives1.1.2 Promote a whole of community approach aimed at reducing preventable crime
and nuisance within the city1.1.3 Strengthen and encourage partnerships that promote a coordinated approach to
community safety1.1.4 Provide protection from natural and technological disasters
How do we know we are heading in the right direction?
Indicator Measures DirectionHow safe do we feel in ourneighbourhood?
Perception of safety in theCitySource: Community Safety Survey
Increase in perception ofsafety in the City
Perception of crime or publicnuisanceSource: Community Safety Survey
Decrease in perception ofproblems with crime andpublic nuisance
Perception ofneighbourhood trustSource: Community Safety Survey
Increase in the number ofresidents who feel safe athome
Is reported crimedecreasing?
Recorded offences for breakand enterSource: NSW Bureau of Crime Statistics
Decrease in recordedoffences for break and enter
Recorded offences forassaultSource: NSW Bureau of Crime Statistics
Decrease in recordedoffences for assault
Recorded offences formalicious damageSource: NSW Bureau of Crime Statistics
Decrease in recordedoffences for maliciousdamage
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Department of Education and Communities
Department of Family and Community Services
Department of Justice and Attorney General
Department of Premier and Cabinet
Non Government Agencies
NSW Police Force (Barrier Command)
Office of Liquor, Gaming and Racing
Broken hill 2o33 – community strategic plan28
ObjectivesOBJECTIVE 1.2 – our community works together
How do we achieve this?
CSP # Strategy1.2.1 Develop and implement initiatives to celebrate the achievements within the
community1.2.2 Encourage volunteering and create initiatives to support the strong volunteer base
currently engaged in Broken Hill1.2.3 Develop relationships to address local issues and create opportunities1.2.4 Openly share information to allow participation and inclusion1.2.5 Promote the coordination of services and facilities where possible to ensure effective
and efficient service delivery1.2.6 Develop, implement and evaluate strategies to address the impact of a changing
population on local facilities and services1.2.7 Provide access to appropriate facilities, services and information based on
community needs
How do we know we are heading in the right direction?
Indicator Measures DirectionAre we celebratingachievements?
Recognition activitiesundertaken
All significant achievementsare recognised
Are we maintaining a strongvolunteer base?
Volunteer numbersSource: ABS Census statistics
Increase or maintainvolunteer numbers
Are we working together onlocal issues?
Involvement fromstakeholders in activitiesaddressing the CommunityStrategic Plan strategies
Increase in the number ofactive stakeholders workingtowards community goals
Are we aware of activities,events, decisions andopportunities to allowparticipation?
Participation in activities andeventsSource: Community Survey
Increase in participation atactivities and events
Participation in decisions-making affecting thecommunitySource: Community Survey
Increase in opportunity forcommunity to have their say
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Mining and Industry
NSW Department of Premier and Cabinet
Federal Government Agencies
Non Government Agencies
NSW Office of Education and Communities
State Government Agencies
Broken hill 2o33 – community strategic plan29
ObjectivesOBJECTIVE 1.3 – OUR HISTORY, CULTURE AND Diversity IS EMBRACED AND CELEBRATED
How do we achieve this?
CSP # Strategy1.3.1 Raise awareness of cultural and community events that celebrate Broken Hill’s
cultural diversity1.3.2 Increase our capacity to plan and conduct public events in Broken Hill1.3.3 Ensure our residents and visitors are aware of the importance of Broken Hill in
Australian History1.3.4 Provide cultural services and facilities that celebrate our rich history
How do we know we are heading in the right direction?
Indicator Measures DirectionDo people know aboutcultural and communityevents?
Number of events listed onevents calendarSource: data collected
Increase in visitation towebsite containing eventscalendar
Are events being held? Number of eventsSource: Data collected
Increase in number of events
Do our residents and visitorsknow about the history ofBroken Hill?
Community knowledge andappreciation of local historySource: Community Survey
Increase in communityknowledge of local history
How often do we attend arts,cultural and creativeactivities?
Attendance to arts andcultural activitiesSource: Community Survey
Increase in attendance toarts related activities
Participation in arts andrelated activitiesSource: Community Survey
Increase in participation inarts and related activities
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Australian Council for the Arts
Broken Hill City Council
Business and business groups
Community members and groups
Department of Education and Communities
Department of Environment (Heritage Branch)
Department of Families and Community Services
Mining and Industry
Non Government Agencies
NSW Department of Environment & Heritage
NSW Office of Communities
Regional Development Australia
West Darling Arts
Broken hill 2o33 – community strategic plan30
ObjectivesOBJECTIVE 1.4 – OUR BUILT ENVIRONMENT SUPPORTS OUR QUALITY OF LIFE
How do we achieve this?
CSP # Strategy1.4.1 Maintain the character of our historic City through good design1.4.2 Social and recreational opportunities are provided for the enjoyment of all1.4.3 Our heritage is maintained and enhanced by initiatives to increase heritage value1.4.4 Improve the quality of roads in and around the City and region1.4.5 Develop, implement and evaluate strategies to address the impact of a changing
population on local facilities and services
How do we know we are heading in the right direction?
Indicator Measures DirectionDo we value the builtheritage of our City?
Number of heritage relatedbuilding projects undertakenSource: data collected
Increase in number ofheritage related buildingprojects
How do we spend our freetime and are we satisfiedwith the facilities provided?
Visitation to leisure venuesSource: Community Survey
Increase in visitation to leisureand sporting events andvenues
Do we feel safe whentravelling around the City?
Satisfaction with transportinfrastructureSource: Community Survey
Increase in satisfaction withlocal transport infrastructure
Do we feel confident that wecan adapt to the changingpopulation?
Perception of impacts onquality of life due topredicted populationchangeSource: Community Survey
Increase in confidence in thesustainability of quality of lifein the City
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Department of Environment (Heritage Branch)
Mining and Industry
NSW Department of Environment & Heritage
NSW Department of Premier and Cabinet
Non Government Agencies
NSW Roads & Maritime
NSW Office of Communities
Broken hill 2o33 – community strategic plan31
ObjectivesOBJECTIVE 1.5 – OUR HEALTH AND WELLBEING ENSURES THAT WE LIVE LIFE TO THE FULL
How do we achieve this?
CSP # Strategy1.5.1 Create opportunities for people to participate in active and healthy recreational
activities1.5.2 Provide quality health, medical and allied services to meet demographic changes,
particularly 24-hour medical services, specialist services and mental health supportservices
1.5.3 Provide a suitable range of disability and aged care services1.5.4 Provide equitable and appropriate access to public transport within Broken Hill City
and regionally1.5.5 Provide and maintain efficient and reliable utilities and services to the Broken Hill
community1.5.6 Provide our children with equitable access to a range of opportunities1.5.7 Encourage cycling and walking, through developing safe tracks and paths
How do we know we are heading in the right direction?
Indicator Measures DirectionIs our community healthy? Regularity of physical activity
of residentsSource: Community Survey
Increase in residentsundertaking daily or weeklyphysical activity, anddecrease in residents that donot do any physical activity
Participation in fitness andsporting activitiesSource: Community Survey
Increase in proportion ofresidents that participate inany fitness or sporting activity
Residents reported healthstatusSource: Community Survey
Increase in residents healthstatus compared with priorreporting period
Are we able to accessappropriate medicaltreatment?
Residents reported access tomedical servicesSource: Community Survey
Increased satisfaction inrelation to accessibility tomedical services
Are there services availableto support the needs of agedand disabled residents?
Availability of aged careaccommodationSource: data collection
Reduced waiting lists foraged accommodation
Satisfaction with aged carepackagesSource: Community Survey
Increased satisfaction withaged care packagessupporting independentaged living
Broken hill 2o33 – community strategic plan32
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Department of Education and Communities
Department of Family and Community Services
NSW Department of Premier and Cabinet
NSW Ministry of Health
Maari Ma Health
Far West Local Health District
Far West Medicare Local
Non Government Agencies
Non Government Education and Care Providers
Broken hill 2o33 – community strategic plan33
IDEAS TOMAKE IT HAPPEN
Get to know your neighbours
Participate in community events
Utilise public spaces
Observe the speed limit especially in local neighbourhood streets
Walk or ride around your local neighbourhood
Promote inclusion
Support local events and festivals
As a community celebrate our successes
Learn about our local history
Join a community group
Become a volunteer
Attend/support cultural venues, events and activities
Develop leadership skills in young people
Keep your neighbourhood tidy
Get involved in sporting and recreational activities
Become an organ donor
Advocate to improve your community
Become a mentor
Share your local memories with others
Embrace creativity
Broken hill 2o33 – community strategic plan34
what must bedone to achieveour visionKEY DIRECTION 2: Our ECONOMY
Broken Hill is a leader in remote communityresilience; where the community unite totackle problems and a global perspective isapplied to deliver broad prospects foreconomic participation.
Our community understands the importanceof economic diversity to guarantee asustainable future for the City. A sustainableeconomy was by far the largest priorityidentified through the 2013 communityconsultative process, further acknowledgingthat diversification is the ‘key’ to addressingchallenges associated with the contractionof the mining industry.
A sustainable economy is inclusive,equitable and diverse. It is an economywhere businesses prosper and everyonestands to benefit. The performance of oureconomy directly impacts on the way wework, live and play and the mining peaksand troughs do provide a challenge.
The emphasis our community has giventowards a sustainable economy recognisesthe imperative to innovate, problem solveand create new opportunity in order toremain relevant in a global environment thatis marked by rapid social and technologicalchange.
It also marks a shift in community appraisal,recognising that, although technology hasreduced the need for labor over the years, ithas also delivered efficiencies and bridgedthe isolation gap. Technology paves the wayto operate on a national and global scaleand delivers far greater opportunities ineducation, tourism and business. Now thelocal community is not the only sourcemarket for our goods and services and we allsee the clear need for high-speed
broadband to connect Broken Hill to theworld and enable us to fully capitalise on theopportunities that this infrastructure creates.
In order to reduce our reliance on the miningindustry, the community identified strategiesthat reflect a commitment anddetermination to expand our thinking andadapt to remain relevant in the world as it istoday. This means building on existingeconomic platforms, like art, culture andtourism, and building on new opportunitiessuch as technology, renewable energiesand education.
Not only must we seek prospects for newbusiness investment, we must alsoencourage and support localentrepreneurialism and innovation as oureconomy transforms to meet newopportunity.
Broken Hill has history of resilience andgetting things done. It is a leader in remotecommunity revitalisation and as end-of-minelife becomes a reality on the horizon, wecollectively recognise the need to work incollaboration, look ‘outside the box’ andbreak new ground in order to assure oursustainable future.
The tables below provide objectives to helpus meet the overall goal for “Our Economy”which contributes to the communitiescombined vision for the future. Under eachobjective we show strategies to allow us tomeet our goals along with measurements tohelp us ensure we are on the right path.
Objectives
OBJECTIVE 2.1 – our economy is strong and diversified and attracts people to work,live and Invest
How do we achieve this?
CSP # Strategy2.1.1 Create greater collaboration and strategic planning capacity with a view to
identifying opportunities and increasing economic activity2.1.2 Develop and implement strategies and partnerships to encourage new investment
opportunities within the region2.1.3 Investigate transport hub options for Broken Hill and surrounds to drive and support
economic activity2.1.4 Increase economic opportunities by activating public spaces2.1.5 Manage and develop public infrastructure to enhance economic opportunities2.1.6 Secure high-speed broadband for the City2.1.7 Pursue new ideas and approaches for business and industry investment including
creative industries, renewable energy and technology related projects2.1.8 Both new and existing businesses are developed, supported and promoted
How do we know we are heading in the right direction?
Indicator Measures DirectionAre we attracting newinvestment?
Number of jobs by industry inBroken HillSource: ABS data
Increase in localemployment and greaterdiversification of industrysectors
How is our populationchanging and are weminimising projecteddecline?
Net change and growth inestimated residentpopulationSource: ABS data
Greater resident populationcompared to projections
Do we have access totechnology that providesbusiness opportunity
Satisfaction with internetavailability and speedSource: Community Survey
Increased satisfaction withinternet quality and speed
How many unoccupieddwellings do we have?
Number of unoccupieddwellingsSource: ABS data
Decrease in number ofunoccupied dwellings
What is the value of our localeconomy?
Gross regional productBroken Hill
Local GDP maintained orincreased
Value and percentagecontribution of industrysectors
Increase in diversification
How do the workers andresidents contribute to localeconomic productivity?
Worker productivity byindustry sector
To be developed
Broken hill 2o33 – community strategic plan36
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Broken Hill Community Foundation
Broken Hill Chamber of Commerce
Business and business groups
Community members and groups
NSW Department of Environment and Heritage
NSW Department of Trade & Investment
NSW Department of Planning and Infrastructure
NSW Department of Premier and Cabinet
NSW Office of Communities
Non Government Agencies
Regional Development Australia
Politicians
Broken hill 2o33 – community strategic plan37
ObjectivesOBJECTIVE 2.2 – we are a destination of choice and provide a real experience that
encourages increased visitation
How do we achieve this?
CSP # Strategy2.2.1 Cooperatively engage government, business and community stakeholders in
developing a strategic approach to the management of tourism2.2.2 Institute a destination-based research program to better inform decision-making2.2.3 Investigate the development of industry led tourism to drive a robust tourism sector2.2.4 Ensure service excellence in the tourism, hospitality and retail sectors to enhance
visitor experience and maximise yield from tourism2.2.5 Enhance the provision and delivery of authentic visitor products and experiences2.2.6 Improve accessibility for visitors to and from Broken Hill2.2.7 Establish and deliver a consistent destination brand and image that positions Broken
Hill as a significant outback destination in Australia2.2.8 Develop a strategic and proactive approach to the development, management
and marketing of conferences, events and filming activities
How do we know we are heading in the right direction?
Indicator Measures DirectionHow many tourists havevisited and how long did theystay?
Number of overnight visitorsSource: Tourism Research Australia
Increase in overnight visitors
Number of visitor nightsSource: Tourism Research Australia
Increase in visitor nights
How much did our visitorsspend?
$ per night spend Increase in estimated $ pernight spend
How many conferences wereheld in the City?
Number of conferenceeventsSource: data collected
Increase in number ofconferences held in the City
Are our target audiencesaware of us?
Number of visits/hits tomarketing promotionsSource: data collected
Targets of marketingcampaigns met
How is tourism contributing toour local economy?
Value added to theeconomy through tourismSource: Economic Online data
Increase in value addedthrough tourism
Broken hill 2o33 – community strategic plan38
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Broken Hill Community Foundation
Broken Hill Chamber of Commerce
Business and business groups
Destination NSW
Community members and groups
Inland Tourism
NSW Department of Environment and Heritage
NSW Department of Trade & Investment
NSW Department of Planning and Infrastructure
NSW Department of Premier and Cabinet
NSW Office of Communities
Non Government Agencies
Regional Development Australia
Politicians
Broken hill 2o33 – community strategic plan39
ObjectivesOBJECTIVE 2.3 – a supported and skilled workforce provides strength and opportunity
How do we achieve this?
CSP # Strategy2.3.1 Gain a greater understanding about skills gaps in Broken Hill that are important to
both social inclusion as well as industry needs2.3.2 Identify and develop partnership opportunities with education and training service
providers to increase participation2.3.3 Target skills development amongst Indigenous and non-Indigenous disadvantaged
people to increase employment potential and participation2.3.4 Consider strategies and opportunities to overcome issues relating to accessing
education and training providers and facilities locally
How do we know we are heading in the right direction?
Indicator Measures DirectionWhat are the levels of highschool completion at BrokenHill?
Full time high schoolretention rate for years 10–12Source: NSW Department Education andCommunities
Year 12 high school retentionrate above state average
Year 9 NAPLAN resultsSource: Australian Curriculum, Assessment andReporting Authority
Improve Yr 9 NAPLAN resultsfor reading and numeracy
How many of our residentsare participating in highereducation, traineeships andapprenticeships?
Participation in highereducationSource: ABS stats
Increase in higher educationparticipation
Participation in traineeshipsand apprenticeshipsSource: NSW Department Education andCommunities
Increase in new entranttrainees and apprentices
Are our minority groupsprovided employmentopportunities?
% employment for minoritygroups
% employment increase
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Broken Hill Community Foundation
Broken Hill Chamber of Commerce
Business and business groups
Community members and groups
NSW Department of Education and Communities
NSW Department of Premier and Cabinet
NSW Office of Communities
Non Government Agencies
Regional Development Australia
Politicians
Broken hill 2o33 – community strategic plan40
IDEAS TOMAKE IT HAPPEN
Buy Local
Promote local business and industry
Encourage others to support local business and industry
Tell others how great Broken Hill is and encourage them to visit or work
Employ local people
Join local business groups
Set up new business
Undertake further education
Broken hill 2o33 – community strategic plan41
what must bedone to achieveour vision
KEY DIRECTION 3: Our environment
We all depend upon our naturalenvironment. It provides the essentials of life;the air we breathe, the water we drink. It iscentral to our health and wellbeing andinspires us through the personal andeconomic benefits derived from itsexistence.
At the same time we value the naturalenvironment, using it for our social andeconomic gain but human activity leaves afootprint. Our consumption of resources andraw materials and our subsequent disposalimpacts not only our local environment butthe greater global environment.
As custodians of this land for futuregenerations, we have an obligation to treatthe natural environment with care andminimise the impact we have today. Manyof the environmental challenges for ourcommunity are similar to those of peopleacross the world as sustainability is givengreater focus and importance for our futuregenerations.
This Key Direction relates to the conservationand preservation of the natural environmentand greater reduction of the human impacton the surrounding environment to ensure asustainable and healthy community. Itcontains a number of strategies to bettermanage and use the natural resourceswithin the Broken Hill region.
Participants in Broken Hill 2033 consultationactivities expressed a number of significantaspirations for the future which have beenincorporated in the tables below.
The tables below provide objectives to helpus meet the overall goal for “OurEnvironment” which contributes to theCommunity’s combined vision for the future.Under each objective we show strategies toallow us to meet our goals along withmeasurements to help us ensure we are onthe right path.
Objectives
OBJECTIVE 3.1 – our environmental footprint is minimised
How do we achieve this?
CSP # Strategy3.1.1 Reduce resource consumption and minimise waste3.1.2 Increase use of renewable resources and decrease the use of non-renewable
resources3.1.3 Change consumer behaviour to reduce impacts on the environment without
affecting quality of life3.1.4 Reuse and recycling of resources is embraced by the community3.1.5 Secure a clean, reliable and sustainable water supply for the area3.1.6 Investigate and plan for the minimisation of environmental impacts associated with
mining activity on the City
How do we know we are heading in the right direction?
Indicator Measures DirectionWhat is the water quality ofour water supply
Quality of waterSource: Essential Water
Water quality meets qualitycontrol standards
What is our energyconsumption?
Electricity and natural gasconsumptionSource: Energy suppliers
Decrease in electricity andgas consumption
How much waste andrecycled material do weproduce?
Waste collected by Counciland taken to landfillSource: Broken Hill City Council data
Decrease tonnes of landfillwaste
Residential recycling andgreen wasteSource: Broken Hill City Council data
Increase tonnes per personof recycling and green waste
Are we managing bloodlead levels?
Blood lead monitoring No increase in blood leadlevels
Are disused mining sitesbeing remediated?
Disused mining landremediatedSource: Broken Hill City Council data
% area remediated inproportion to total area
Area of disused mine sitesthat have remediation plansSource: Broken Hill City Council data
% area disused mine sitesthat have remediation plans
Broken hill 2o33 – community strategic plan43
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Department of Planning and Infrastructure
Department of Premier and Cabinet
Environmental Protection Authority
Essential Water
Local Land Services - Western
Mining and Industry
Non Government Agencies
Office of Environment and Heritage
Broken hill 2o33 – community strategic plan44
ObjectivesOBJECTIVE 3.2 – natural flora and fauna environments are enhanced and protected
How do we achieve this?
CSP # Strategy3.2.1 Protect and enhance regeneration areas for the benefit of the City3.2.2 Increase awareness and understanding of the natural environment3.2.3 Increase involvement in actively protecting the natural environment3.2.4 Manage the impact of pests and weeds on Broken Hill’s natural environment
How do we know we are heading in the right direction?
Indicator Measures DirectionHow often do we participatein environmental activities?
Participation inenvironmental activitiesSource: Community Survey
Increase residentinvolvement in environmentalactivities
Volunteering inenvironmental activitiesSource: Data collected
Increase in participation ofvolunteers in environmentalactivity
How is the local communityimpacted by localenvironmental issues?
Community perception ofthe impact of localenvironmental issuesSource: Community Survey
Decrease the impact of localenvironmental issues onquality of life
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Department of Planning and Infrastructure
Department of Premier and Cabinet
Environmental Protection Authority
Local Land Services - Western
Mining and Industry
Non Government Agencies
Office of Environment and Heritage
Broken hill 2o33 – community strategic plan45
ObjectivesOBJECTIVE 3.3 – proactive and responsible planning supports the community and the
environment
How do we achieve this?
CSP # Strategy3.3.1 Encourage environmentally sustainable building and subdivision design3.3.2 Preserve the heritage and streetscapes of the City3.3.3 Reuse and repurposing of the existing built environment is managed in a sustainable
manner
How do we know we are heading in the right direction?
Indicator Measures DirectionAre we preserving andenhancing our heritage?
Number of building projectsundertaken enhancingheritageSource: Broken Hill City Council data
Increase in number ofheritage buildingenhancements
Number of enquiries andadvice provision fromHeritage AdvisorSource: Broken Hill City Council data
Increase in enquiries toHeritage Advisor
Are we reusing existingbuildings?
Number of modificationscompared to new buildingsSource: Broken Hill City Council data
%modifications compared tonew buildings
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Department of Planning and Infrastructure
Department of Premier and Cabinet
Environmental Protection Authority
Mining and Industry
Non Government Agencies
Office of Environment and Heritage
Broken hill 2o33 – community strategic plan46
IDEAS TOMAKE IT HAPPEN
Recycle and reuse resources
Use alternate energy
Consider your impact on others and the environment
Become a volunteer
Donate to a worthy cause
Buy local
Join a community environment group
Participate in clean up days
Get pets desexed
Pick up rubbish if you see it
Eradicate weeds
Broken hill 2o33 – community strategic plan47
what must bedone to achieveour visionKEY DIRECTION 4: Our leadership
Community leadership is essential to ensurethe goals and objectives of this long termplan are achieved. The creation andstrengthening of social capital within acommunity is extremely important to localcommunities, particularly those undergoingchange.
Social capital can be defined as “therelationships and networks within a socialstructure where individuals contribute to thecommon good” (Flora, 1998).
Over the history of Broken Hill, there havebeen a number of organisations that haveheld key leadership positions within the City.Most notable, the mining industry and theunions have held strong influence over thesocial, economic and environmentalwellbeing of our community in years goneby.
As the mining industry has contracted andthe economy has become less local andmore global, the community has increasinglylooked to Council for leadership.
Local Government is the level ofgovernment closest to the people, the voiceof the community and its strength ofleadership directly impacts upon thewellbeing of our people in Broken Hill.
Participants in Broken Hill 2033 consultationactivities expressed the need for strong civicleadership using a consultative approach to
engaging with the community on decisionsimpacting the City.
In addition to Broken Hill City Council, thereare a number of groups and associationsthat hold leadership positions within thecommunity. Participants in Broken Hill 2033believe everyone needs to work togetheracross the various interest groups to achievean integrated and coordinated approachand better outcomes for the City.
One of the key actions within this keydirection is the establishment andimplementation of a CommunityRoundtable. This Community Roundtable willbe made up of key contributors of this Planincluding community members.
It is believed that this co-ordinatedapproach will add value and ownership ofthe Community Strategic Plan.
Objectives
OBJECTIVE 4.1 – openness and transparency in decision making
How do we achieve this?
CSP # Strategy4.1.1 Communication and engagement with the community increases confidence in
decision-making4.1.2 Social, environmental and economic sustainability is considered when making
decisions4.1.3 Decision-makers provide accountability through planning and reporting frameworks
How do we know we are heading in the right direction?
Indicator Measures DirectionAre we confident in thedecisions made by ourleaders?
Confidence in decisionsmade by Broken Hill CityCouncilSource: Community survey
Increase in confidence indecision-making by BrokenHill City Council
Are we confident that ourdecisions today will ensure asustainable future?
Confidence that the longterm sustainability of the Cityis considered when makingdecisionsSource: Community survey
Increase in confidence indecision-making by BrokenHill City Council
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Federal Government Agencies
Non Government Agencies
Media
Office of Local Government
Politicians
State Government Agencies
Broken hill 2o33 – community strategic plan49
ObjectivesOBJECTIVE 4.2 – our leaders make SMART decisions
How do we achieve this?
CSP # Strategy4.2.1 Support leaders through the process of making difficult decisions4.2.2 Our leaders are well informed on external decisions and information that may
impact local decisions4.2.3 Our leaders are aware of emerging issues and new information in order to respond
appropriately4.2.4 Our local Council is strong and sustainable
How do we know we are heading in the right direction?
Indicator Measures DirectionDo we understand thechallenges and opportunitiesfaced by Broken Hill CityCouncil?
Perceived understanding oflocal challenges andopportunitiesSource: Community Survey
Increase in reportedunderstanding of localgovernment issues in BrokenHill
Are we confident that BrokenHill City Council will besustainable into the future?
Confidence in Broken Hill CityCouncil’s sustainabilitySource: Community Survey
Increase in confidence
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Federal Government Agencies
Non Government Agencies
Media
Office of Local Government
Politicians
State Government Agencies
Broken hill 2o33 – community strategic plan50
ObjectivesOBJECTIVE 4.3 – we unite to succeed
How do we achieve this?
CSP # Strategy4.3.1 Opportunities to work together are identified and relationships are developed and
maintained for the benefit of the community4.3.2 A community round table is established to drive the implementation of the
Community Strategic Plan and report on progress to the community4.3.3 The leadership capacity within our community is increased4.3.4 Partnerships, role models and joint success is celebrated and promoted
How do we know we are heading in the right direction?
Indicator Measures DirectionHow collaborative is ourleadership?
Joint initiatives undertakenthat provide value
Number/value ofachievements throughcollaborative approaches
Is our Community RoundTable successful?
Group satisfaction withoutcome of CommunityRound Table
High satisfaction
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Federal Government Agencies
Non Government Agencies
Media
Office of Local Government
Politicians
State Government Agencies
Broken hill 2o33 – community strategic plan51
ObjectivesOBJECTIVE 4.4 – our community is engaged and informed
How do we achieve this?
CSP # Strategy4.4.1 Increase community involvement in decision-making4.4.2 Engage the community through information and activities aimed at increased
participation4.4.3 Increase knowledge and awareness of challenges and opportunities facing the City
How do we know we are heading in the right direction?
Indicator Measures DirectionHow are we involved incommunity decision making?
Opportunities to have a sayon important issuesSource: Community survey
Increase in sense of beingable to contribute toimportant decisions
Membership on communitydecision making committeeSource: Community Survey
Increase in involvement incommunity committees
Does Broken Hill City Councileffectively communicatewith residents?
Resident satisfaction withCouncil communicationSource: Community Survey
Increased satisfaction withcommunication from BrokenHill City Council
Who is going to work together to make it happen?
Key Contributor Informationprovision &or serviceprovider
Advocate Partner
Broken Hill City Council
Business and business groups
Community members and groups
Federal Government Agencies
Non Government Agencies
Media
Office of Local Government
Politicians
State Government Agencies
Broken hill 2o33 – community strategic plan52
IDEAS TOMAKE IT HAPPEN
Vote at elections
Provide feedback to government on policies and plans
Try to consider others needs as well as your own when decisions are being made
Recognise that some tough decisions made today may be for the benefit of futuregenerations
Accept that sometimes things have to change
Attend a Council meeting
Advocate to elected representatives and government
Broken hill 2o33 – community strategic plan53
Quality control table
Key Direction: 4 Our Leadership
Objective: 4.1 Openness and transparency in decision making
Function: Leadership & Governance
Strategy: 4.1.3 Decision-makers provide accountability through planning andreporting frameworks
File Reference No: 11/89 TRIM No: D14/6317
Responsible Officer: General Manager
Review Date: 2017
Date Action Minute No.
8 May 2013 Place on Public Exhibition 44318
19 June 2013 Adopted 44349
April 2014 Document Revised
30 April 2014 Place on Public Exhibition 44628
25 June 2014 Adopted 44687
This Plan outlines the changes members of the Broken Hill community would like to see by theyear 2033 and, just as importantly, what they do NOT want to see occur over the next 20years. Key responsibilities are also outlined in the Plan.
In developing this Plan, consideration has also been given to the following:
Broken Hill Bike Plan 2013 Broken Hill Pedestrian Access Mobility Plan 2013 Cultural Plan 2005/2010 Social Plan 2005/2010 State of the City Report 2011/2012 Three Year Heritage Strategy 2014/2017 City of Broken Hill Ageing Strategy 2009/2014 Broken Hill Airport Master Plan 2008 Community Safety and Crime Prevention Plan 2013/2017 Broken Hill Urban Stormwater Master Plan – Feb 2006 Strategic Companion Animal Management Plan – June 2007 Integrated Waste and Resource Recovery Strategy 2010/2030 RDA Far West Regional Plan 2012/2022 Far West NSW Regional Action Plan 2021 (NSW Government)
The Federal Government, the State Government, Broken Hill City Council, businesses andother organisations are committed to working with the community to implement this Planand to ensure the Vision for Broken Hill in 2033 becomes a reality. A demonstration of thiscommitment is provided at Appendix A.
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