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CONTENTS Introduction 3 Our Vision Summary 4 Our Strategic Theme 5 Key Outcomes from Vision 6-7 Our Mission Statement 8 STRATEGIC PLAN – INFRASTRUCTURE 9 (a) Land 9 (b) Water 10 (c) Roads 11 (d) Telecommunications 12 (e) Power 13 (f) Health 14 STRATEGIC PLAN IN DETAIL 15 (1) Regenerated Waterways 15-16 (2) Regenerated Agriculture 17 (3) Regenerated Forests & Parklands 18 (4) Urban design 19 (5)Arts, Culture & the Roxy 20 (6) Education 21 (7) Tourism 22-23 (8) Conferencing 24 (9) Sport and Recreation 25 (10) Industry 26 (11) Population Growth and Characteristics 27 (12) Indigenous Understanding and Reconciliation 28

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(1) BINGARA & DISTRICT STRATEGIC PLAN 2006/11 (1) INTRODUCTION During 2005 the Bingara & District community engaged in an exciting process to develop a 15 year VISION for their community. This process was facilitated by a community association, Bingara and District VISION 20/20, working closely with Gwydir Shire Council. An important part of the process has been the guidance provided by the Department of State & Regional Development, and the Planning workshops (conducted throughout the Shire) with DSRD funding. In addition, there was widespread community consultation through a questionnaire (sent to every household), meetings with all community groups, extensive publicity and community debate. The VISION document was launched in February 2006 at a dinner attended by 240 people. The VISION document is widely available to the community, and is very briefly summarised in the following section. The Strategic Plan now moves from the Vision to the Doing, and sets a framework for achievement over the next 5 years. In addition to incorporating all the input which went into developing the Vision Document (including the DSRD funded workshops), the Strategic Plan recognises additional opportunities (and constraints) from the following documents:

• Gwydir Shire Council 2005 Management Plan • Gwydir Shire Tourism Plan 2006 – 2011 • Gwydir Shire Sustainability Strategy

The Strategic Plan is to form the overarching planning document for both the Community and the Council. It will be reviewed on at least an annual basis.

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(2) OUR VISION SUMMARY��

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�(3) OUR STRATEGIC THEME The Bingara & District community has recognised the need for a strong and unifying theme to give a common focus to our development. We have chosen to REGENERATE all of our resources – our people, our environment, our community infrastructure and our buildings.

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�(4) KEY TANGIBLE OUTCOMES FROM VISION Population

“A POSITIVE COMMUNITY which ACCOMPLISHES AMAZING THINGS” • Population growth 2.5% pa urban, 1% pa rural – 2865 people in town & district • Population mix balanced across age groups as far as possible • Low crime

Tourism

“A comprehensive tourist destination with a “wow” factor” • Bingara has retained its “oasis” appearance • It is known as a “happening” place with exciting festivals and events • There is a focus on the river, the Roxy and a number of regenerative endeavours. • Bingara becomes the base from which to explore the area • There are 25000 + visitors a year (a fourfold increase from 2005)

Regional Conferencing

“The centre for regional meetings and conferences” • Renowned as a “centre of excellence” for “regeneration”, Bingara attracts a wide range of meetings, seminars and conferences

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• Bingara has taken full advantage of its central location in New England and the North West

Education “Bingara has reversed its 2005 position, from a community of low average education level, to one of the best educated in the country”

• Bingara Central School is renowned for the excellence of its education and has in excess of 300 pupils • BSC offers year 11 & 12 options in an innovative fashion, campus sharing with Warialda (and/or with other towns), and Distance

Education where appropriate, so that each campus teaches the subjects it does best. • BSC remains part of the Gwydir Learning Region, which continues to focus on the individual pupil rather than fixed curricula. • There is a focus on adult learning, particularly in the town & districts acknowledged areas of expertise – including regenerative

urban & rural living, aquatic management, the arts, technology, tourism & hospitality, nursing and aged care. • Bingara works hard to offer employment opportunities to the young, and its success in tourism & hospitality, conferencing,

education, health and in following its “regeneration” theme, has a broad range of opportunities to offer. • Retirees are actively involved in education, both as pupils and as mentors

Industry Focus initially on the areas where we have a natural advantage. Growth in these areas will lead to:

• A strong demand for service industries • A flourishing designated industrial area • A healthy building industry • A variety of entrepreneurial businesses • A strong “shop locally” culture

Local Government

• GSC a model for successful local government • The Vision is integral to all Council decisions

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• Rolling 5 year Strategic Plans �

�(5) OUR MISSION STATEMENT To make as much progress as possible towards achieving our Vision, working collaboratively with all stakeholders. To ensure that the Vision theme of “REGENERATION” becomes a fundamental platform of our decision- making. We are open to new ideas, we optimise all resources available to us, and we remain aware of the changing world around us.

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(6) STRATEGIC PLAN – ESSENTIAL INFRASTRUCTURE The time framework referred to below is: Short – less than 2 years Medium – 2-5 years Long – more than 5 years (a) LAND – Vision: 2006 Urban Plan sets the framework for Bingara to be recognised as a model small town in NSW. Planning follows the regeneration theme, with the townscape being attractive, innovative & unique. There is a designated industrial park which includes the re-located Council Depot. Alternative design for the existing Council Depot includes parkland and medium density accommodation.

Issue - LAND Strategy Time Priority Responsibility Need for Urban Plan Perceived shortage of land

Regenerative Urban Plan LEP to facilitate optimum use of existing land Defined zoning areas Submission to Minister to seek exclusion of defined land

Short Short Short Short

High High High High

GSC/Community input GSC – Urban planning process As above GSC with support 2020

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(b) WATER – Vision: Water is one of Bingara’s unique assets and we have taken advantage of it. We have preserved the “oasis” nature of the town, have an equitable pricing mechanism and community support for “best” practise environmental management, have filtration and energising systems to produce clean, healthy and sparkling water. We have a second reservoir. We recycle all treated sewage, all grey water and capture most storm runoff. Issue - WATER Strategy Time Priority Responsibility Urban water quality Better utilisation of urban water supply and grey water Bingara losing “oasis” appearance Community disquiet

Upgrade filtration system, increase reservoir capacity Water Management Plan Review Pricing mechanism Education & communication

Medium Short Short Short

High High High Very high

GSC/ matched State Govt funding GSC to draft stage, then Water Forum and community input (2020 assistance). GSC/2020 GSC/2020 to assist – culminating in Water Forum

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(c) ROADS – Vision: Easy access to Bingara from all directions. Upgrade Warialda to Yetman road to provide alternative “North – South” route, seal Bingara/Narrabri Road, rename, develop tourist facilities, seal Gravesend road, sealed road to Armidale. Issue Strategy Time Priority Responsibility Tourism/economic potential from Narrabri Road Access from other directions B Double Access

Seal balance of Road Rename Road Develop Glacial Area Market the Road/links Seal Road to Gravesend Upgrade Yetman road Secure B Double Access for roads of required standard

Short/medium Short Short Short/medium Reseal to Elcombe short, balance medium/long Ongoing Short

Very high High High Medium – step with improvements Medium/high Medium/high High

GSC/Narrabri Shire/ Federal funding – GSC & 2020 to input final consultants report GSC/2020 in collaboration with Narrabri 2020 to facilitate - local Landcare, fishing club, RLPB, National Parks & GSC GSC Tourism Development/ 2020 to develop GPS interactive technology GSC GSC GSC/Double B Beef/2020

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(d) TELECOMMUNICATIONS – Vision: As part of the vision to transfer Bingara from a community of low average education, to one of the best educated in the country, Bingara has state of the art technology & communications. Issue Strategy Time Priority Responsibility

Internal & external perception that we are falling behind larger centres Internal electronic communication Technology & communications resources Poor mobile phone reception outside town Poor TV reception e.g. at caravan park

Technology workshop Include technological update in website & marketing material. Resources audit. Regular email “blasts” or “blog” Interactive website Short term – maximise utilisation of school tech. Centre by wider community Build new library/technology/ resource centre Lobby Telstra, particularly for G3 rollout Lobby Austar for extension of free to air service

Medium/short Short Short Short Short Short Medium Short/medium Short

Medium Medium High Medium Medium High Medium High Medium

GSC/Adult learning 2020 GSC/BCS GSC General Manager 2020 (Don Capel) Gwydir Learning Region/BCS GSC GSC & 2020 GSC & 2020

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(e) POWER. Vision: Bingara has taken advantage of improved efficiency in solar power to generate a substantial proportion of its electricity requirements. Bingara is small enough to be used as a test case for regenerative power. Issue Strategy Time Priority Responsibility Unreliable power supply Alternative energy to fit regeneration theme Energy efficient design Bingara as “non fossil fuel” community

Lobby Country Energy to solve inconsistent power supply Feasibility study on solar power Build “project” home to demonstrate Take the lead in electric vehicles

Short Medium Medium Medium

High Medium Medium Medium

GSC 2020 GSC/Private developers GSC with service and hire vehicles.

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(f) HEALTH. Vision: MPC completed 2010 including visiting dentist & mobile surgery, Touriani to expand in line with aged population. Medical Centre growth keeps pace with population, training in aged care integral to Gwydir Learning Region. Hydrotherapy pool. Culture of preventative health. Issue Strategy Time Priority Responsibility Building MPC Retain Building & related dollars in local community Expansion of Touriandi Lack of hydrotherapy pool Education for aged-care Culture of preventative health

Fine tune to meet community requirements Work with builders & consultants to meet their requirements Complete planned expansion Determine requirement, explore options Incorporate in GLR curricula Address fitness of the young (see sporting facilities) Incorporate health and fitness training into GLR curricula

To be completed 2008 Immediately Short/medium Short for investigation & feasibility to explore options for tying in with MPC construction Medium Short Short

High High High Medium Medium High High

Hospital Board & Hunter New England Health GSC Touriandi Board GSC & Hospital Board GSC & GLR GSC & community GLR with GSC input

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(7) STRATEGIC PLAN IN DETAIL

(1) REGENERATED WATERWAYS

(a) Fishing & the Hatchery– Vision: Bingara & District is recognised as one of the most important freshwater fishing centres in Australia

Issue Strategy Time Priority Responsibility Convince State/Fed Depts of the potential Develop hatchery to optimise function & tourist potential Degraded Halls Creek

Develop strategy in detail & meet with relevant parties Incorporate into design of Bingara Farm Gardens – the Common site Catchment Plan to demonstrate “regeneration” in a manageable catchment Restore catchment

Short/medium Design phase short term Short Medium/long

High High High High

Bingara Anglers Club & Hatcheries committee with support from GSC & 2020 2020/GSC & Hatcheries Committee Bingara Urban Landcare with support from GSC and 2020 Urban Landcare & Landholders

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(b)Riverbank Environment - Vision: Bingara maximises the tourism and urban living potential from its river environment

Issue Strategy Time Priority Responsibility Degraded land between end Maitland St & the river Landscaping & flooding issues in Halls Creek Access to East of Halls Creek Improve River walkways Riverside camping

Low key landscaping which “flows” from Maitland St, & facilities above flood level Incorporate in Halls Creek Catchment Plan Pedestrian/gopher bridge to link town to hospital/Touriandi Plan utilising existing roads/tracks as far as possible. Improve signage & promotion. Exclude motor bikes. Expand caravan/camping park to area to east of pumping station, toilets & cooking facilities. Facilities on public lands upriver

Planning by end 2006, implementation 2007 Short Medium Short/medium Consider as part of urban plan Medium/long

High High Medium Medium Medium Medium

2020 in consultation with GSC & other community groups Urban Landcare, GSC, 2020 GSC GSC, Urban landcare, Lions, other community groups GSC GSC in consultation with RLPB

© River Events

Issue Strategy Timing Priority Responsibility Blues on the Riverbank Bingara Descent Easterfish

Expand to become Regional Festival Summer Weekend Event Continue/promote

Short/medium Medium Ongoing

High Medium High

Community committee with GSC representatives 2020 Anglers Club

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(2) REGENERATED AGRICULTURE

(a) Bingara Farm Gardens – Vision: The Common has been converted into a luxurious and productive garden, utilises both plants and animals, is designed for maximum water use efficiency, incorporates an expansion of the hatchery and is a major tourism and educational facility.

Issue Strategy Timing Priority Responsibility Land evaluation for base data. Parameters Design Implementation

Land plan covering area, existing vegetation, topography, soil, water options, plan onto computer model. Also to cover existing users. Define limitations plus ideas to date Competition aimed at securing input from a variety of levels – the community, educational entities, farming advisory, CMA & Landcare. Should cover how the project can be staged Staged to optimise enthusiasm & resources

Short Short 6 months from Jan 2007, then award prizes & assimilate ideas into detailed design. Cost by stages Medium/long

High High High Medium

2020, GSC, CMA GSC (including Water Management Plan) & 2020, Hatchery committee Administered by 2020, GSC & CMA (funding) Mixture of urban & rural community, mixture of ages, educational involvement

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(3) REGENERATED FORESTS & PARKLANDS – Vision: The District Forest & Parklands are a major tourist attraction. The community has strong “ownership of this resource, and heavily utilise the parks themselves for recreation.

Issue Strategy Timing Priority Responsibility Understanding the resource Need to work together on a project to develop understanding Education Development Plan

Combine resources of National Parks, Educational establishments, bird watchers, local communities Identify high profile project, plan & implement – could be outside National Parks e.g. Glacial Area. Incorporate National Parks information with a high profile in tourist promotion Start with higher profile parks. 2020 to facilitate discussions with concerned landholders

Short/medium Short/medium Short/medium Medium

High High High High

2020 & National Parks 2020 & National Parks GSC, 2020 & Nat. Parks Nat Parks, 2020 & GSC

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(4) URBAN DESIGN – Vision: Main St building refurbishment, car parking, relocation of Council Depot & redevelopment, redevelopment of Adams Garage site, child care facility, heavy vehicle by-pass, landscaping & development All Nations Hill, tree corridor down Maitland St to river. Issue Strategy Timing Priority Responsibility Main St awnings, repainting, refurbishment, outdoor eating areas Car Parking including long vehicles Sewage Dump(s) Industrial park Adams Garage Site Child care facility Heavy vehicle by-pass All Nations Hill & Maitland St tree corridor

Main St walk, publicity, design, sponsorship, consultation with affected businesses Incorporate in urban plan Incorporate in urban plan Incorporate in urban plan Representations to Minister Relocation Plan Redevelopment plan Redevelopment Plan including library & tech centre to be known as the Bingara Learning Centre Establish demand, sustainable cost to parent(s), feasibility Incorporate in urban plan Planning to include landscaping, facilities & open- air museum including avenue towards cemetery/ start with students & community.

Short/medium 2006 for plan, medium for implementation Short Short Short Medium Medium Short for planning, short/medium for development Short Short for planning, medium/long for implementation Short for planning & planting, medium for facilities & museum

Medium Medium/high for long vehicles High High High Medium Medium Medium High Medium Medium

GSC & 2020, main street businesses GSC GSC GSC GSC GSC GSC GSC/students in consultation with relevant community groups. Link with riverbank work

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(5) ARTS, CULTURE AND “THE ROXY” – Vision: The jewel in Bingara’s cultural crown, includes restaurant (commercial kitchen)

& break-out rooms enabling larger functions and conferencing. Fully utilised and profitable. A major tourist attraction. Has provided the focus for dynamic cultural change.

Issue Strategy Timing Priority Responsibility Utilisation & profitability Balance of events to ensure attendance from high proportion of the community Lack of commercial kitchen and break-out rooms for conferencing Coffee shop in Roxy Inadequate Tourist Information Centre Role of the Arts Centre Museum attendance

Strategic plan to clarify “community value” and then the deficiency which must be funded Strategic Plan to define balance of usage Acquire option on Chinese restaurant Feasibility study including funding Implement On hold pending above & roof/air conditioning Incorporate in feasibility to relocate to Vet area Evaluate – can users of this centre be relocated and the building sold? Key exhibit in town centre (e.g. Adams Garage) to encourage visit

Immediate Ongoing Immediate Within option period (4 months?) Medium After plans finalised for Chinese restaurant site Part of planning process – site already owned Short – possible part funding for Chinese restaurant Medium

High High Very high Very high High Medium/low High High Medium

GSC, Principal “customers” of Roxy, 2020 and community groups. Roxy Manager GSC/2020 vocal support GSC & 2020 GSC and/or private investors GSC/then lessee of Restaurant GSC GSC Museum committee, GSC, 2020

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(6) EDUCATION – Vision: Education is a major focus of the Vision and, alongside Tourism & Conferencing (which can be education related), forms a third pillar for growth and employment opportunities. Mainstream school education is focussed on flexibility and individual requirements rather than rigid curricula. The Vision envisages a flexible campus, with schools catering for those subjects in which they have the most strength. Location of education will also extend to the strengths of the area – for example, Bingara could become the centre for drama, for natural agriculture, for aquaculture, for aged care, for regeneration studies. Education extends to all age groups.

Issue Strategy Timing Priority Responsibility Years 11 & 12 for BSC Building Educational role around Economic Development Employment opportunities for the young Exchange students Focus on retirees Technology & communications

Focus on flexible campus – identify strengths Involve various levels of education from grass roots planning on. Clear goal to develop curricula in line with development Build youth employment into projects Tailor education to job opportunities Develop a programme based on Gwydir Region strengths. Utilise existing accommodation. View as an industry Consultation, develop educational programmes with “depth”. Involve retirees in all projects where possible. Continue to ensure BSC at “cutting edge”.

Short/Medium From the beginning of projects Short/medium Short/medium Short/medium Short/medium Happening – keep momentum going

High High High High High High High

Gwydir Learning Region & Dept of Education, BSC P & C Gwydir Learning Region, GSC & 2020 GLR, GSC, 2020 GLR, GSC, 2020 GLR, GSC , P & C, 2020 Adult Education BCS

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Develop upgraded urban centre with focus on tuition. Seek sponsorship

Plan into Garage site Medium –see Urban Design

GSC & 2020

TOURISM– Vision: Visiting population to increase 400% to approx. 25000 people per year. Bingara becomes the base from which to explore a wider area. Results from the “Regeneration” theme are major tourist drawcards. There is a “wow” factor upon entering Bingara. We remain innovative with Festivals & Events. Accommodation has kept ahead of planned increases in visiting population. There is active promotion.

Issue Strategy Timing Priority Responsibility Target for next 5 years Tourist feedback Accommodation

• Utilise existing backpacker, camping & showground accommodation

• Expand camping options

50% increase from base to 9000 visitors measured by tourist office walk ins and accommodation surveys. Design feedback forms for tourism office & all accommodation, plus website feedback Education, school exchanges, events, reactivate backpackers, focused strategy & promotion Use MPC building phase to underwrite expansion of caravan park. Relocate permanent residents & focus as a tourist park. Expand using river area to east of pump station. Develop showground

5 years Short Short Short/medium

High High High Medium

All Tourist officer & 2020 (website) GSC & Private operators GSC/showground committee

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• Conference grade accommodation

Promotion

• Bingara brochure

• Bingara Website

• Television

• Shoot the Shire &

photo bank

• Improve signage

facilities for use by campers/caravaners (including landscaping) Define requirements over next 5 years, liase with existing providers to explore plans, GSC to support & encourage expansion. Urban plan to identify site possibilities. Proactive push for development. Finalise Brochure – 2 year life then review Committee formed, define opportunities & parameters, employ consultant, employ ongoing maintenance Determine interplay with Gwydir sites. Review success of last promotion Quarterly competition with grand annual prize. Determine format & location of bank Integrate tourism material with signage including interactve

Short/medium Immediate Short – 6 months to develop, then ongoing and expanding as required Short – may be superceded by interactive media 12 months starting end August Short/medium

Very high Very high Very high Medium High High

GSC, existing providers, 2020 2020 2020 & Tourist information officer 2020 2020 , Warialda Chamber & Works, GSC – joint funding GSC, Economic Development, 2020

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(8) CONFERENCING – Vision: Bingara is the place to hold regional meetings and conferences. A single call to the conferencing centre means the conference will be packaged, drawing on Bingara total resources. Bingara also hosts conferences drawing from further afield, particularly on topics related to its acknowledged areas of expertise.

Issue Strategy Timing Priority Responsibility Research the Market Conference facilities Conference coordinator

Combination of promotion & questionnaire Inventory of facilities & requirements to bring up to mark and/or make available Initially Tourist Information Officer, later specialist position funded by conference “Business”

Short Short Short/medium

High High High

2020/GSC GSC GSC

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(9) SPORT & RECREATION – Vision: Bingara continues to have excellent, well- maintained and affordable sporting facilities. The volunteer ethic continues. There is an emphasis on sport for the young and for both sexes. Sporting facilities become part of the “package” for conferencing. There is a continued focus on hosting major sporting events, particularly horse sports. There are farm trail rides. The River becomes better used. There are designated areas for bikes and skateboards.

Issue Strategy Timing Priority Responsibility Future plans for each sport & sporting facility not communicated. Lack of sport for girls and for the young GSC support for sporting facilities/acknowledge success & role for the community, for businesses and for visitors Sporting facilities to become part of conference package Skateboard facility

Encourage strategic planning for each sport, coordinate through yet to be formed Sports Council Investigate turning Civic Centre into an indoor basketball, cricket and gymnasium centre Commence tip football (for all ages) GSC to clearly spell out its attitude (is it different from the BSC approach) Meet with committees of key sporting facilities – identify opportunities Rotate Warialda facility with Bingara

Short Short Short Short Medium Short

Medium Medium Medium High Medium Medium

Identify sports administration ready to lead. GSC, 2020, Basketball committee 2020 in conjunction with BCS, Minor league GSC Conference coordinator with support from 2020 GSC

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(10) INDUSTRY – Vision: Focus on areas where have competitive advantage, create strong growth in those and there will be growth in demand for service industries. Exciting town dynamics and support have lead to population growth with newcomers utilising business skills to create new businesses in Bingara. “Shop locally” culture is very strong. Issue Strategy Timing Priority Responsibility Opportunities created by construction of MPC, Touriandi and other “once off” building works Plan to encompass balance of industry between Warialda & Bingara Designated industrial area

Identify support required e.g. concrete batching plant, lobby contractors for commitment to purchase locally, identify potential operators and attract Communities to work together to identify relative strengths & weaknesses Incorporate in urban plan, approach Minister for release from Aboriginal Land claim

Immediate Short/medium. 6 monthly combined meetings to be held, the first in June 2006. Short

Very high High High

GSC & 2020 GSC, 2020, Warialda Chamber & Warialda Works. GSC

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(11) POPULATION GROWTH & CHARACTERISTICS – Vision: 2.5% pa urban population growth to 2020, 1% pa for rural population. Balanced age mix . Low crime & high safety. Strong sense of community and volunteer ethic alive & well. Community encourages people of other nationalities. Community is overwhelmingly positive and celebrates achievement.

Issue Strategy Timing Priority Responsibility Population decline Need to market Bingara and the Gwydir Shire Preserve a balance of age groups Multiculturalism Low crime

2006 census needs to show at least stable population to stop declining trend and provide a base for growth. Population to be made aware of importance. Establish most likely areas from which people may re-locate e.g. coastal areas and target promotion Country Week Strategic Plan is designed to attract a balance of age groups Sponsor several immigrant market gardener families for Bingara Farm Gardens Police to be made aware of and supported with zero tolerance for drugs in Bingara community

Leading up to 2006 census Short & then ongoing Annual Ongoing but to be closely monitored Medium High

High High Is Sydney the target market? High Medium High

2020 & GSC/ Bingara Advocate First joint meeting 2020/Warialder C of C, Warialda Works identified need for greater community (rather than Shire) participation in face to face marketing. 2020 and GSC to organise/ strong community involvement GSC & community groups.

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(12) INDIGENOUS CULTURE – Vision: Myall Creek Memorial developed into a centre to celebrate Aboriginal heritage and to support a spirit of reconciliation.

Issue Strategy Timing Priority Responsibility Reconciliation, education and understanding Tourism opportunity Myall Creek is a focus for reconciliation, we have the opportunity to build on this focus.

Develop the memorial into a “must visit” site to gain an understanding of aboriginal history and culture School and community education

Planning short term, development medium/long Short term to develop strategy, then ongoing

High High

GSC, communities of the Shire, Aboriginal Elders GSC, 2020, BCS, GLR