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Community Strategic Plan 2011/2021
Notes:
Front Cover: Junior members of Cudgen Headland Surf Life Saving Club , Dreamtime Beach, Kingscliff, New South Wales(from left) Bridie MacPhail, Charlie Swift, Ethan Barr, Tom Swift and Patrick Illingworth.
Table of Contents
ListofAcronyms............................................................................................. 4
ShapingOurVision.......................................................................................... 5
CommunityStrategicPlan2011/2021-The10-yearvision............................... 7
Council’sRole................................................................................................. 8
CivicLeadership
Aim,whatyoutoldusandCouncil’sresponse........................................... 9 Challenges............................................................................................ 10 KeyObjectivesandStrategies.................................................................. 11 PerformanceMeasure............................................................................. 11
SupportingCommunityLife
Aim,whatyoutoldusandCouncil’sresponse........................................... 12 Challenges............................................................................................ 13 KeyObjectivesandStrategies................................................................. 14
PerformanceMeasure............................................................................ 14
StrengtheningtheEconomy
Aim,whatyoutoldusandCouncil’sresponse........................................... 15 Challenges............................................................................................ 16 KeyObjectivesandStrategies.................................................................. 17
PerformanceMeasure............................................................................ 18
CaringfortheEnvironment
Aim,whatyoutoldusandCouncil’sresponse........................................... 19 Challenges............................................................................................ 20 KeyObjectivesandStrategies................................................................. 21
PerformanceMeasure............................................................................ 22
Planningforasustainablefuture-(NSWIntegratedPlanningandReportingFramework)...... 24
GuidingPrinciples........................................................................................... 25
TweedSnapshot.............................................................................................. 26
Glossaryofterms,A-ZlistofMajorInformingStrategies.................................. 27
4
ANR ArtsNorthernRivers
CFTA AustraliaCouncilForTheArts
DAA DepartmentofAboriginalAffairs
DADHC NSWDepartmentofAgeing,DisabilityandHomeCare
DCCEE DepartmentofClimateChangeandEnergyEfficiency
DECCW NSWDepartmentofEnvironment,ClimateChangeandWater
DIC DepartmentofImmigrationandCitizenship
DII IndustryandInvestmentNSW
DLG DivisionofLocalGovernment
DCP DevelopmentControlPlan
DoH NSWDepartmentofHealth
DoP NSWDepartmentofPlanning
DSR NSWDepartmentofSportandRecreation
ESD EcologicallySustainableDevelopment
FaHCSIA DepartmentofFamilies,Housing,CommunityServicesandIndigenousAffairs
FNCRS FarNorthCoastRegionalStrategy
HB HeritageBranch
LEP LocalEnvironmentalPlan
LGSA LocalGovernmentandShiresAssociationofNSW
LPMA LandandPropertyManagementAuthority
NCOSS CouncilofSocialServiceofNSW
NCAHS NorthCoastAreaHealthService
NGO NonGovernmentOrganisation
NRCMA NorthernRiversCatchmentManagementAuthority
NRSDC NorthernRiversSocialDevelopmentCouncil
PCAL Premier’sCouncilForActiveLiving
RDA RegionalDevelopmentAustralia
RTA RoadsandTrafficAuthorityofNSW
SES StateEmergencyService
TAFE TechnicalandFurtherEducation
TBLAC TweedByronLocalAreaCommand
TBLALC TweedByronLocalAboriginalLandCouncil
List of Acronyms - KeyContributors
5
Shaping our vision
TheengagementprocessinvitedthecommunitytoreflectontheprioritiesfromTweedFutures.Weretheystillthemostimportantissues?Hadtheprioritieschangedsince2004?
Theconsultationprocess,includedonlineforums,communitysurveys,roundtablesandinformationsessions,aspecialeditionTweedLink,independentphonesurveyanda24/7phonesubmissionoption.
Yourvision,ourvision...shapingthevisionfortheTweedforthenext10yearsTheTweedcommunityhasbeenactivelyinvolvedinthedevelopmentoftheTweedCommunityStrategicPlan2011/2021.In2004,TweedShireCouncilconsultedwiththecommunitytocreatea20-yearstrategicplan,TweedFutures2004/2024,whichupdatedtheprecedingTweed2000+StrategicPlan.
Thecommunity’slong-termvisionin2004centredonmaintainingaqualityoflifeandprotectingtheenvironmentalvaluesandnaturalbeautyoftheTweed.Themainissuesatthetimewere:
• traffic• alackofpublictransport• limitedactivitiesforyoungpeople• ashortageofemploymentopportunities• urbangrowth• over-development• lossofcharacteroftownsandvillages
TweedFutureshasbeenreplacedbyanewintegratedplanningandreportingframeworkintroducedbytheNSWGovernmenttoensurelocalgovernmentoperationsandstrategicplanningaremeetingtheneedsofthecommunity.
ThenewframeworkrequiresCounciltohaveinplace:
• A10-year‘CommunityStrategicPlan’• Afour-year‘DeliveryProgram’• Anannual‘OperationalPlan’
ForfurtherdetailontherequirementsoftheIntegratedPlanningandReportingFrameworkseepage24.
In2010,Councilconductedanextensive42-dayEngagingwiththeCommunitystrategyfortheDraftTweedCommunityStrategicPlan2011/2021.
TheTweedCommunityStrategicPlan2011/2021hasbeeninformedby:
• ExtensivecommunityengagementfortheDraftCommunityStrategicPlanfrom27Septemberto8November2010.
• Theformer20-yearvisionTweedFutures04/24(whichwasinformedbytheTweed2000+StrategicPlan).
• AllofCouncil’scurrentmajorstrategies.Refertopage27foranalphabeticallisting.
• TheNSWGovernment’slong-termstrategicplan‘InvestinginaBetterFuture’todeliverbetterservicestothepeopleofNSW.Seewww.stateplan.nsw.gov.au
• The25-year‘FarNorthCoastRegionalStrategy’topromoteprosperity,protecttheenvironment,andguidejobsandhousinggrowthalongtheFarNorthCoastofNewSouthWales.ThedraftstrategyrecognisestheimpactofrapidpopulationgrowthintotheFarNorthCoastregion.Seewww.planning.nsw.gov.au/plansforaction/pdf/fncrs_strategy_fin.pdf
2006–31
FAR NORTH
COAST
REGIONAL
STRATEGY
NSW STATE PLAN InvestIng In a Better
Future
6
CouncilreceivedhundredsofpublicsubmissionsduringtheprocessandthepublicfeedbackdeliveredstrongmessagesabouttheprioritiesandobjectivestobeincludedintheCommunityStrategicPlan.
Sustainabledevelopment,publictransport,safeandhealthycommunitiesandprotectingtheviabilityofagriculturewereamongthekeyissuesthatemergedregularlyduringtheengagementprocess.
Inmanycases,thepublicfeedbackreinforcedtheprioritiesalreadycontainedinthedraftandindicatedthatmanyoftheissuesthatwereimportantin2004arestillleadingpriorities.
However,objectivessuchasprotectingbiodiversity,watermanagementandcreatingcyclewayshavebecomemoreprominentastheTweeddealswithitssteadilyincreasingpopulationandpreservingitsrichnaturalenvironment.
Overall,thecommunityinformedCouncilthatitshighestratingprioritieswere:
• Safeandpeacefulsurroundings.• Policiestoavoidover-development.• Protectingnaturalattributes/biodiversity.• Protectvillagecharacter.• Qualitywatersupply,sewerageandgarbageservices.• Accesstopublictransport,healthandeducation.• Protectagriculture/agriculturalland.• Accesstogoodservicessuchasroads,parks,sportingfacilities,footpathsandcycleways.
AnumberofprioritieshighlightedinTweedFutureswereincludedasactionsinthefour-yearDeliveryProgram,whichsupportstheCommunityStrategicPlanbyidentifyingtheprojectsrequiredtoachievethe10-yearvision.
Similarly,manyoftheissuesraisedinsubmissionsduringtheCommunityStrategicPlanengagementprocesshavebeenincorporatedintotheDeliveryProgram.CouncilalsomadechangestotheCommunityStrategicPlan2011/2021inresponsetothatinputandwillundertakeanumberofmeasurestopursuethosepriorities.
CouncilwillforgeacloserworkingrelationshipwithNSWHealthandtheNorthCoastAreaHealthServicetoenhanceservicesintheTweed.CouncilwillalsotargetissuesofcrimeandpublicsafetythroughactiveinvolvementintheCommunitySafetyPrecinctCommittee.
Councilwillpromotethedevelopmentofaregionaltransportplan,toimprovepublictransportintheTweed,andwillcontributetoStateandCommonwealthpolicyonsustainablepopulation.Untilthatmandateisinplace,CouncilwillimplementstrategiestoprepareforpopulationgrowthinaccordancewiththeFarNorthCoastRegionalStrategy.
Planningpoliciesforurbanconsolidationwillavoidlossoffurtheragriculturallandtohousingdevelopmentandaddressissuesoftrafficandtransportation.
SubmissionscalledforCounciltofocusonitscorerolesandCouncilwillrespondwitharigorousprogramtomanageandmaintainCouncilassetssuchasroadsandpublicbuildings.
CouncilwillfocusitseffortsonworkingtowardstheprioritiesoutlinedintheCommunityStrategicPlan2011/2021.
Youtoldusyourtopprioritiesare:CivicLeadership
• Decisionsbasedonsustainability• Sustainablepopulation• Effectiveandtransparentconsultation• Respondtocommunityinput
SupportingCommunityLife• Publictransport–particularlyrailservices• Footpathsandcycleways• Protectvillagecharacter• Safecommunities• Healthservices• Supportforcommunityorganisations• Urbandesign/protectopenspace
StrengtheningtheEconomy• Protectagriculture/agriculturalland• Createemploymentopportunities• Ecotourism• EstablishTweedasclean,greenfoodbowl• Publictransport• RejuvenateTweedHeadsCBD
CaringfortheEnvironment• Protectbiodiversity• Watermanagement–includingwatertanks• Sustainabledevelopment/housing• Sustainablepopulation
7
TheTweedCommunityStrategicPlan2011/2021isthecommunity’s10-yearvisionfortheTweed,toprotectthequalitiesthatmaketheTweedagreatplacetoliveandtocreatecommunitieswhicharestrongandwellconnected.
ThisplancreatesaframeworktoimplementCouncil’sfour-yearDeliveryProgramandannualOperationalPlan,whichwillalignthecommunity’saspirationswiththenecessarystrategydevelopment,planningandresourcingrequiredtoachievethelong-termvisionanddelivertheoutcomes.
The2011/2021TweedCommunityStrategicPlanisbuiltaroundfourthemes:
CivicLeadership:Tosettheoveralldirectionandlong-termgoalsfortheTweedinaccordancewithcommunityaspirations.
SupportingCommunityLife:Tocreateaplacewherepeoplearehealthy,safe,connectedandinharmonywiththenaturalenvironmenttoretainandimprovethequalityofcommunitylife.
StrengtheningtheEconomy:Tostrengthenanddiversifytheregion’seconomicbaseinawaythatcomplementstheenvironmentalandsocialvaluesoftheTweed.
CaringfortheEnvironment:ForCouncilandthecommunitytovalue,respectandactivelyparticipateinthecareandmanagementofournaturalenvironmentforcurrentandfuturegenerations.
Thisdocumentoutlinestheaims,challenges,objectivesandstrategiesforeachofthesethemes.
Council’sVisionStatement
TheTweedwillberecognisedforitsdesirablelifestyle,strongcommunity,uniquecharacterandenvironmentandtheopportunitiesitsresidentsenjoy.
Council’sMissionStatement
Workingwithcommunityandpartners,provideleadershipinfacilitatinganddeliveringservicesthatmanagegrowthsustainably,createopportunityandenhancethevalueofourcivicandnaturalassetsforthisandfuturegenerations.
Community Strategic Plan 2011/2021
The10-YearVisionfortheTweed
TweedShireCouncilhasacustodialroleininitiating,preparingandmaintainingtheCommunityStrategicPlanonbehalfoftheTweedcommunitybutisnotwhollyresponsibleforitsimplementation.Otherpartners,suchasStateagenciesandcommunitygroups,willalsoneedtocontributetodelivertheTweed’slong-termobjectives.
Pleaserefertopage4foralistofacronymsforotherorganisationswhoarekeycontributorstotheCommunityStrategicPlan.
8
Councilhasmultiplerolestomeettheseresponsibilities:
Aleadertoplanandprovidedirectionthroughpolicyandpractices.
Aproviderofphysicalinfrastructureandessentialservices.
Aregulatorofdevelopment,communityhealthandsafety,andtheenvironment.
Apartnerwithcommunity,privateandgovernmentorganisations.
Asupportertoadvocateforthecommunityitrepresents.
ApromoteroftheTweedasaplacetolive,visitandinvest.
Council’sroleisguidedbytheLocalGovernmentActwhich,insummary,requirescouncilsto:
•Exercisecommunityleadership.
•Provideadequate,equitableandappropriateservicesandfacilitiesfor thecommunity.
•Ensureservicesareefficientandeffective.
•Properlymanagetheenvironment,consistentwiththeprinciplesof ecologicallysustainabledevelopment.
•Takeintoaccountthelong-termcumulativeeffectsofitsdecisions.
•Beaneffectivecustodianofpublicassets.
Howmuchcanwedo?Thedemandforinfrastructureandservicesmeanscouncilswillneverbefullyequippedwiththeresourcestodoeverythingdesiredforthewell-beingandprosperityoftheircommunitiesandenvironment.
Manydecisionsaboutplanning,development,transportandhealthserviceswillbemadeoutsideCouncil’scontrolbygovernment,landownersandbusiness.ResourcesarelimitedandCouncilcannotadoptpoliciesthatarebeyonditsfinancialcapacity.
Councilmustthereforebeaninfluentialregionalleader,partnerandpromoter,drawingtogethertheskillsandresourcesofothergovernmentagencies,businessesandcommunityorganisations.
CouncilmustbeastrongadvocatefortheTweedandseekadditionalsupportfromboththeStateandCommonwealthGovernments,inadditiontonecessaryinvestmentfromtheprivatesector.
Council’s Role
9
AkeyfocusofCivicLeadershipisresponsibledecisionmakinginaccordancewiththe:
• NSWLocalGovernmentAct.
• CouncilCharter.
• MissionStatementandCorporateValuesofTweedShireCouncil.
• Expectationsofthelocalcommunity.
Councilhasakeyresponsibilitytosettheoveralldirectionandlong-termgoalsfortheshireinaccordancewithcommunityaspirations.Toachievethesegoals,theelectedCouncilwillundertaketodeliverqualityserviceswithinCouncil’savailableresources.
TheoverarchingaimforplanningtheTweed’sfutureissustainability.Toaddresscommunityconcerns,abalancehastobestruckbetweeneconomicandurbandevelopmentontheonehand,andretainingtheshire’snaturalbeautyanddiversityontheother,sopeoplecanenjoyawiderangeoflifestylesandahighqualityofindividualandcommunitylife;forcurrentandfuturegenerations.
EffectivecivicleadershiprequiresresponsibleandtransparentdecisionmakingwhichincludescommunityinputandownershipandimplementstheobjectivesoftheStrategicPlan.Councilwilloperateinastableandconsistentmannerandintheinterestsofexistingandfutureresidents.Itwillleadthecommunitythroughaneffectivepolicyframework,includingconsistentimplementationofagreedstrategies,codesandstandards.
Civic Leadership
AimYou said thetopprioritiesinCivicLeadershipare:
• Makingdecisionsbasedonsustainability.
• Pursuingsustainablepopulation.
• Undertakingeffectiveandtransparentconsultation.
• Respondingtocommunityinput.
• Providinghighqualityservicesandmaintainingassets.
In response,Councilwill:• ContributetoStateandCommonwealth
Governmentpolicyonsustainablepopulation.Untilthatmandateisinplace,CouncilwillimplementstrategiestoprepareforpopulationgrowthinaccordancewiththeFarNorthCoastRegionalStrategy.
• Implementpolicyanddecisionswhichbalancedevelopmentandenvironmentalprotectionandtheneedtomaintaineconomicallyviableagriculturallandforfoodproduction.
• ApplyCouncil’sCommunityEngagementStrategyandtakefeedbackintoaccount.
• Focusonitscoreroles,implementingarigorousprogramtomanageandmaintainCouncilassetssuchasroadsandpublicbuildings.
• Implementpoliciesofurbandesignandurbanconsolidationwhich;
-respondtohousingneeds
-maintaintheTweed’snaturalassetsand amenity
-avoidthelossofproductiveagriculturallandto housingdevelopment.
10
Councilneedsto:
• Advocate,consultandestablishpolicies.
• Provideservicesthatmeetcommunityaspirations.
• Operateinanopen,transparent,ethicalandaccountablemanner.
• Respondtocommunityinput.
• AdaptpolicyandservicestotheTweed’schangingdemographics.
Councillorsareelectedeveryfouryearstoachieveobjectivesestablishedbythecommunity.Theirroleencompasses:
• Thebalancedallocationofresources.
• Adoptingorreinforcingpolicies.
• Governinginanunbiasedmanner.
• Regularlyreportingtheirachievementstothecommunity.
Councilmustrespondtothechallengesofpredictedpopulationgrowth.ItwillsupportanynationalorStatereviewofsustainablepopulationandinthemeantimewillfacilitatepopulationincreasesinaccordancewiththeFarNorthCoastRegionalStrategy.
CouncilwillachievethisthroughitsUrbanandEmploymentLandsReleaseStrategy,whichCounciladoptedin2009andsignalledanewdirectionfortheTweed.Futuregrowthwillbedirectedawayfromthetraditionalpatternofreleasinggreenfieldland.
Instead,thefocuswillbeonmixed-usedevelopmentandurbanconsolidation,incorporatingincreaseddensitiesinappropriatelocations.Itwillrigorouslypursueland-usecontrolsthatcreatelocalcommunitieswhereresidentscanlive,workandplay.
ThisstrategywillprotecttheTweed’snaturalheritage,promotesustainabilityandcreatebettercommunitylifebyreducingworktraveltimes.
Challenge
Objective1.1 Ensureactionstakenanddecisionsreachedarebasedontheprinciplesofsustainability.1.1.1 EstablishsustainabilityasabasisofshireplanningandCouncil’sown
businessoperations.22,28 DoP
1.1.2 Createasustainable,sociallyandenvironmentallyawarecommunitythrougheducation.
28,15 Educationinstitutions,Communitygroups
1.1.3 Prepareforclimatechangethroughadaptationandmitigationstrategies. 14,26,30 DoP,DECCW
CouncilRole:Leader,Partner
Objective1.2 Improvedecisionmakingbyengagingstakeholdersandtakingintoaccountcommunityinput.1.2.1 Councilwillbeunderpinnedbygoodgovernanceandtransparencyinits
decisionmakingprocesses.Charter DLG
1.2.2 Decisionsmaderelatingtotheallocationofprioritieswillbeinthelong-terminterestsofthecommunity.
28,Charter DLG
1.2.3 Financialrequirementsandthecommunity’scapacitytopaywillbetakenintoaccountwhenmeetingthecommunity’sdesiredlevelsofservice.
1,2,3,9,10,13,15,18,19,20,23,27,31,38,40
DLG
1.2.4 Involvecommunitiesincludingyouth,elderlyandaboriginalgroupsindecisionmakingthataffectstheirareaandthewiderTweedcommunity.
CommunityEngagementStrategy
Communityorganisations,businessassociationsandgroups,CouncilAdvisoryCommittees
1.2.5 EffectivecommunicationbetweenCouncilandCommunitygroups. CommunityEngagementStrategy
Communityorganisations
CouncilRole:Leader,Partner
Objective1.3 Deliveringtheobjectivesofthisplan.1.3.1 Council’sorganisationwillberesourcedtoprovidetheessentialservices
andsupportfunctionstodelivertheobjectivesofthisPlan.2,9,10,13,20 Stateand
Commonwealthgovernments
1.3.2 Councilwillseekthebestvalueindeliveringservices. Charter
1.3.3 Existingandfuturecommunityassetswillbeproperlymanagedandmaintainedbasedonprinciplesofequityandsustainability.
2,3,19,20
CouncilRole:Provider
Key Objectives and Strategies:CivicLeadershipSource Document (see p27) Key Contributors
11
CivicLeadershipindicators•OverallcommunitysatisfactionwithCouncilservicedelivery.
•Scheduledprojectscompleted.
•Scheduledcapitalworkscompleted.
•Assetrenewalratio.
•Overallbudgetperformance.
•FinancialHealthCheckcompliance.
•Populationtargetsmet.
Objective1.4 StrengthencoordinationamongCommonwealthandStategovernments,theiragenciesandotherserviceprovidersandStatutoryAuthoritiestoavoidduplication,synchroniseservicedeliveryandseekeconomiesofscale.
1.4.1 CouncilwillperformitsfunctionsasrequiredbylawandformeffectivepartnershipswithStateandCommonwealthgovernmentsandtheiragenciestoadvancethewelfareoftheTweedcommunity.
28,Charter StateandCommonwealthgovernments,TBLALC
CouncilRole:Leader,Partner
Objective1.5 Manageandplanforabalancebetweenpopulationgrowth,urbandevelopmentandenvironmentalprotectionandtheretentionofeconomicallyviableagriculturalland.
1.5.1 Sustainablemanagementofthepopulationinaccordancewithstrategicdecisionsofpreviouscouncils,theNSWandCommonwealthGovernmentsandtheFarNorthCoastRegionalStrategy,includingprovisionofamenities,infrastructureandservices.
42,43,28,38 DoP,DIC,MinisterforSustainability,developers
1.5.2 Landuseplansanddevelopmentcontrolswillbeappliedandregulatedrigorouslyandconsistentlyandconsidertherequirementsofdevelopmentproponents,thenaturalenvironmentandthoseinthecommunityaffectedbytheproposeddevelopment.
26,30,42 DoP,DLG
1.5.3 TheTweedLocalEnvironmentalPlanwillbereviewedandupdatedasrequiredtoensureitprovidesaneffectivestatutoryframeworktomeettheneedsoftheTweedcommunity.
28,30,42 DoP
CouncilRole:Leader,Partner
12
CreateaTweedwherepeoplearehealthy,safe,connectedandinharmonywiththenaturalenvironment,toretainandimprovethequalityofcommunitylife.
Supporting Community Life
Aim
You saidthetopprioritiesinSupportingCommunityLifeare:
• Enhancingpublictransport–particularlyrailcorridorsandservices.
• Improvinghealthservices.
• Creatingsafecommunities.
• Providingfootpathsandcycleways.
• Protectingvillagecharacter.
• Supportingcommunityorganisations.
• Encouragingurbandesignwhichprotectsandenhancesopenandpublicspace.
In response,Councilwill:• ForgeacloserworkingrelationshipwithNSW
HealthtoenhanceservicesintheTweed.
• TargetissuesofcrimeandpublicsafetythroughactiveinvolvementintheCommunitySafetyPrecinctCommittee.
• Promoteandparticipateinthedevelopmentofaregionaltransportplan,toimprovepublictransportintheTweedandaddresstrafficmanagementissues.
Recipients of Round 1 of Council’s Festivals and Donations Funding - 2010/2011
Official opening of Bray Park cutting cycleway 2010
13
Thequalityofcommunitylifeisdeterminedbythepeopleinthecommunityandtheplaceinwhichtheylife.
People:Peopleinharmoniouscommunitiesfeelsafe,welcome,sharecommongoals,trustandrespecteachotherandworkcooperatively.IntheTweed,thisissupportedbystrongnetworksincludingfamilies,communityandbusinessgroups,churches,serviceandsportingclubs.
Itisbasedonatraditionofvoluntaryworkforthecommunity’sbenefit.Thisissupportedandnurturedbypracticalmeasuresincludingemploymentopportunities,goodeducationandaccessiblecommunityandleisureservices.
Itmustbeinclusiveofyouth,olderpeople,AboriginalandTorresStraitIslanderpeopleandminoritygroups.
Place:PeoplewanttoliveinwellservicedneighbourhoodsthatsupportandtakeadvantageoftheTweed’soutstandingenvironmentalvaluesandscenicbeauty.
Essentialinfrastructuredelivers:
• High-standardwatersupply,wastewater,solidwastemanagementandresourcerecoveryservices.
• Protectionfromstormwaterandflooding.
• Adequatelysurfacedstreets,linkedfootpathsandcycleways.
• Convenientlyplacedandwellequippedparksandsportsfields.
• Accessiblecommunityandculturalvenues.
Residentsofexistingtownsandvillageswantthecharacter,amenityandheritageoftheselocalitiespreservedandenhanced.
PopulationgrowthandahighproportionofelderlyresidentscontinuetobemajorissuesfortheTweed.TheTweedpopulationexceeds89,000anditssteadyincreaseispredominantlydrivenbymigration.
Basedoncurrenttrends,theTweedpopulationwillexceed100,000by2021.Theestimatednumberofpeopleaged65oroverwillincreaseto41,000peopleby2031*.Overthesameperiod,theproportionofpeopleactivelyengagedintheworkforcewillonlyincreaseby0.6-0.7percentperannum.
Anincreasingpopulationplacespressuresonexistingservicesandphysicalinfrastructure.StrengtheningthecoordinationbetweenCouncil,governmentagenciesandotherserviceproviderswillbeessentialtoavoidserviceduplicationandincreasethecosteffectivenessofshire-wideprogramsandprojects.
Thereisobviouspressureonlivingstandards.ThemedianhouseholdincomeintheTweedis50percentlessthantheStateaverage.Morethan60percentofthesehouseholdsearnlessthan$1000perweek,rankingtheTweedas‘disadvantaged’onasocioeconomicindex.
Agrowingandageingpopulationdoespresenteconomicandsocialopportunities,aswellaspressures.IntelligentplanningwillenabletheTweedtocapitalisetogrowoursocialcapital,careforourenvironmentandgrowoureconomy.
*TweedShireCouncil’sTweedUrbanLandReleaseStrategy,2009.
Challenge
14
Key Objectives and Strategies: Supporting Community Life
PEOPLE
Objective2.1 Fosterstrong,cohesive,cooperative,healthyandsafecommunities.2.1.1 Workcloselywithgovernmentandcommunityorganisationstoimprove
servicestochildrenandfamilies,youth,elderly,Indigenouspeople,disadvantagedandminoritygroupsandtobuildstrongerandmorecohesivecommunities.
21,28,34 FaHCSIA,CommunitiesNSW,DAA,TBLALC,DoH,DADHC,DPC
2.1.2 PreserveIndigenousandNon-Indigenousculturalplacesandvalues. 26,28,30 TBLALC,DAA,HB
2.1.3 Provideopportunitiesforresidentstoenjoyaccesstothearts,festivals,sportingactivities,recreation,communityandculturalfacilities.
8,40 CommunitiesNSW,ANR,DSR,CFTA,Communityorganisations,RDA
2.1.4 Provideeducationandadvocacytopromoteandsupporttheeffortsofthepolice,emergencyservicesandcommunitygroupstoimprovethesafetyofneighbourhoodsandroads.
7,25,41 CommunitiesNSW,Communityorganisations,RTA,NSWPolice,TBLAC,PCYC,NeighbourhoodWatch,YAPA
2.1.5 EnsurenewresidentsandfamiliesarewelcomedandintegratedintothecommunitylifeoftheTweed.
8,12,21,34,40 Communityorganisations,churches,clubs
2.1.6 Providesocial,economicandculturalinitiativeswhichenhanceaccess,equityandcommunitywell-being.
8,21,34,41 Communityorganisations,CouncilAdvisoryCommittees,StateandCommonwealthGovernment
CouncilRole:Provider,Partner,Supporter,Promoter
Objective2.2 Improveopportunitiesforhousingchoice.2.2.1 Supportprovisionofawiderangeofhousingtypesinnewandexisting
urbanareas.28,30,42 DoP,developers,RDA
2.2.2 Supportthesupplyofaffordablehousing,toreducehousingstressandhomelessness.
28,30 DoP,NGO,developers,HousingNSW,FaHCSIA,NRSDC,NCOSS
CouncilRole:Promoter
PLACE
Objective2.3 Providewellservicedneighbourhoods.2.3.1 Advocatefortheprovisionofaffordableandaccessiblehealthcare,aged
care,mentalhealth,youthandfamilyservicesandothercommunityservices.
28 DoH,CommunitiesNSW,VariousotherStateandCommonwealthDepartments,DADHC,TweedandMurwillumbahHospitals,NCAHS
2.3.2 Provisionofasecure,highqualityandreliabledrinkingwatersupplyservicewhichmeetshealthandenvironmentalrequirementsandprojecteddemand.
15,16,28,37,38,39 NSWOfficeofWater,DECCW,NSWHealth
2.3.3 Provisionofhighqualityandreliablewastewaterservicewhichmeetshealthandenvironmentalrequirementsandprojecteddemand.
15,16,36 NSWOfficeofWater,DECCW
2.3.4 Provisionofhighquality,bestpractice,solidwastedisposalwithenergyrecovery,andimprovingresourcerecoverypracticesandinfrastructurewhichmeetshealthandenvironmentalrequirementsandprojecteddemand.
10 DECCW
Source Document (see p27) Key Contributors
Continued next page
15
2.3.5 Ensureadequatestormwaterdrainage,floodmanagementandevacuationsystemsareinplacetoprotectpeopleandpropertyfromflooding.
13,14,33 DECCW,NSWPolice,Emergencyservices
2.3.6 Provideconvenientlyplacedandwellequippedparks,sporting,recreational,culturalandcommunityfacilities.
8,9,17,18,19,20,31 Developers,DSR,CommunitiesNSW,CFTA,RDA
2.3.7 Preservethecharacterandheritageandenhancetheamenityofexistingtownsandvillages.
28,42 HB,NGO
CouncilRole:Leader,Provider,Regulator,Supporter
Objective2.4 Anintegratedtransportsystemthatserviceslocalandregionalneeds.2.4.1 Provideasafeandefficientnetworkofarterialroadsconnecting
neighbourhoodstotowncentres,employment,shopping,health,commercialandeducationfacilities.
9,28 RTA,TransportNSW,DoP
2.4.2 Promotetheprovisionofcosteffectivepublictransportforall-personaccess.
9,13,28,43 Privateenterprise,TransportNSW,NRSDC,TweedByronandBallinaCommunityTransport,RDA
2.4.3 Ensurelocalstreets,footpathsandcyclewaysareprovided,interconnectedandmaintained.
28 PCAL,BikeNSW,RTA
CouncilRole:Leader,Provider,Regulator,Supporter
Objective2.5 Providevibrantandaccessibletown,communityandbusinesscentres.2.5.1 Encourageestablishmentofwelllocatedcentrestoprovideawiderangeof
mixed-useretail,commercialandcommunityservices,supportedbyhighamenitypublicspaces,qualityurbandesignandgoodaccessbypublictransportorbicycle.
28,29,30,42 Localbusinesses,developers,chambersofcommerce,DoP
2.5.2 Facilitatethedevelopmentofanetworkofneighbourhoodcentresandcommunityplacestomeettheneedsoflocalresidents.
28 Developers,LocalGovernmentCommunityServicesAssociation,VolunteeringAustralia,CommunitiesNSW
CouncilRole:Promoter,Supporter
Objective2.6 Improveurbandesign.2.6.1 Designnewurbanareastobesustainable,complementexisting
environmentalvaluesandtheTweed’sscenicbeauty.28,42 DoP,PlanningInstitute
ofAustralia,PCAL,DECCW,developers,DestinationTweed
2.6.2 Ensurethehighestdesignstandardsforsustainabilityareusedforbuildings,streetscapesandtheprovisionofpublicandopenspaces.
28 DoP,developers,LPMA
CouncilRole:Leader,Regulator
SupportingCommunityLifeindicators•IncreasedcommunitysatisfactionwithCouncil’sservicesandfacilities.
•Publictransportusage.
•Levelofgraffitivandalism.
•Levelofvolunteering.
•Crimerates.
•Housingaffordability.
•Averageweeklyearnings.
•Unemploymentrate.
•Agediversity.
•Communityconnectedness.
•Lifeexpectancy.
•Bestpracticecomplianceforwaterandwastewater.
•Meetgovernmenttargetsforsolidlevelofserviceonarterialroads.
16
Strengthenanddiversifytheregion’seconomicbaseinawaythatcomplementstheTweed’senvironmentalandsocialvalues.
Strengthening the Economy
Aim
You saidthetopprioritiesinStrengtheningtheEconomyare:
• Protectingeconomicallyviableagriculture/agriculturalland.
• Creatingemploymentopportunities.
• AttractingindustrytotheTweed.
• Encouragingecotourism.
• StrengtheningtheTweed’sfoodproduction,capitalisingonourcleanimage,naturalattributesandlocation.
• RejuvenatingTweedHeadsCBD.
In response,Councilwill:• Implementplanningpoliciesforurban
consolidationwhichavoidlossoffurthereconomicallyviableagriculturalland.
• EngagetheTweed’sfarmingcommunitytoestablishmeasureswhichhelpmaintainaneconomicallyviableagriculturalindustry.
• Implementpolicyanddecisionswhichbalancedevelopmentandenvironmentalprotection.
• Fundandworkwith‘DestinationTweed’toattractbusiness,growemploymentandcreatetourismopportunitiesthattakeadvantageoftheTweed’snaturalenvironmentandassets.
• WorkwiththeDepartmentofPlanningandthecommunitytoquicklyfinaliseandimplementanewLocalEnvironmentalPlanandDevelopmentControlPlanfortheTweedHeadsCBD.
Tourism is one of the Tweed’s major industries, with more than 1.2 million visitors each year.
17
TheeconomyoftheTweedneedstodevelopanddiversifyatapacewhichmatchespopulationgrowth.
TheTweedeconomyisdominatedbytheservicesector,lightmanufacturingandresidentialbuildingconstruction.Education,hospitality,retail,healthservicesandtradesarethelargestareasofemployment.
Economicdevelopmentisacomplexissue.Councilneedstoworkwithkeygovernmentagenciesandtheprivatesectortosetprioritiesandshareresourceswithinalocalandregionalframework.Council’sprimaryrolesineconomicdevelopmentare:
• Providinginfrastructure.
• Planninglandusewhichgeneratesemployment.
• Promotingbusinessandinvestment.
TourismplaysaneverincreasingroleintheTweed’sgrowingeconomy.Inresponsetothis,Councilownspurpose-builtVisitorInformationCentresatMurwillumbahandTweedHeads.CouncilalsoprovidesresourcestopromoteandmarkettheTweedasatourismandbusinessdestination.
TweedShireCouncilrecogniseseconomicdevelopmentandtourismdevelopmentarecorefunctionsofitsoperations.ItisthereforeimportantthatCouncilsetsavisionfor:
• Economicdevelopment.
• Infrastructureplanningandrevision.
• Strategiclanduseplanning.
• Communitydevelopment.
TheallocationofresourcesunderpreviousstrategicplanswillberefocusedinthemediumtermtoensureactionsineconomicdevelopmentandtourismpromotionalignwithcommunityaspirationsoutlinedintheCommunityStrategicPlan.
CouncilwillworkwithDestinationTweedandothereconomicdevelopmentandtourismpromotionagenciestodeveloprelevantstrategies.
Inaddition,CounciloperatestheMurwillumbahAirfield,theMurwillumbahCattleSaleYardsandtheTweedCoastHolidayParks,whichconsistofsevenholidayparkslocatedeitherontheTweedCoastorontheTweedRiver.
Goodqualityagriculturallandisalimitedresourceunderincreasingpressurefromurbanandrural-residentialdevelopment.Itisimportanttoensure,asfaraspossible,thatruralindustriesmaintainthecriticalmassrequiredtosustainviablesupportservicesandinfrastructure.However,anymeasuretoidentifyandprotectprimeagriculturallandneedstobelinkedtoanassessmentoffuturefarmviability.
Tweedagriculturalproductionisbasedmainlyonsmallproducers,whoarefindingitincreasinglydifficulttogenerateadequateincomes,investinnewequipmentandpractices,andcompetewithlargercompanies.Manyfarms,ifnotmost,relyonsupplementaryoff-farmincome.Highlandpricescanmakeitdifficultforfarmerstoexpandtheirpropertiesintomoreefficientunits.
Thefarmingcommunityhasagedmarkedlyastheyoungergenerationdecidestomakeitsfutureelsewhere.DemandforrurallivingisgrowingandthereisasignificantnumberofpeoplemigratingtotheTweedwhocanaffordtobuyproductiveagriculturallandasalifestyleoption,tothedetrimentofitsagriculturaluse.
Challenge
18
Objective3.1 Expandemployment,tourismandeducationopportunities.3.1.1 AttracteducationalfacilitiestotheTweed. 11,24,28,34 Departmentof
EducationandTraining,DepartmentofCommunityServices;OfficeofScienceandMedicalResearch
3.1.2 AttractmajoreventstotheTweed. 12,31 DestinationTweed,TourismNSW,EventsNSW
3.1.3 Provideopportunitiesforvisitorstoenjoyaccesstotheartsthroughculturalfacilities,festivalsandprograms.
8,11,12,17,18,20,31
ANR,CreativeIndustriesConsortium,variousgovernmentdepartments
3.1.4 MarkettheTweedasadestinationforbusinessandtourism. 11,28 DII,RDA,TourismNSW,DestinationTweed
3.1.5 Supportinnovativeemploymentgeneratingprojects. 11,28 Privateenterprise;KeepAustraliaWorkingAdvisoryCommittee,Richmond-TweedandClarenceValleyPriorityEmploymentArea;FNCRS
3.1.6 Supportcreativepractitionersandentrepreneurstoaccessprofessionalandbusinessdevelopmentopportunities,toenhancetheircontributiontothecreativeeconomy.
8 ANR,privateenterprise,educationproviders,variousStateandCommonwealthdepartments
3.1.7 Establishplanningcontrolsthatsupportbusinessesandpromotethegrowthofhome-basedindustries.
28 DoP
3.1.8 Promoteimprovedtelecommunicationsandbroadbandaccess. 24 DepartmentofBroadband,CommunicationsandtheDigitalEconomy;Telcos;DoP
3.1.9 Developcoordinatedcrossborderrelationships. 11 SouthEastQueenslandLocalGovernmententities;QueenslandStateGovernment
CouncilRole:Leader,Provider,Partner,Supporter,Promoter
Objective3.2 Retainprimeagriculturalland,farmviability,manageruralsubdivisionandassociatedlandscapeimpacts.3.2.1 Fosteraviablefarmingcommunity. 28,30,42 Privateenterprise,
FNCRS,NSWFarmersAssociation
CouncilRole:Partner,Promoter
Objective3.3 MaintainandenhancetheTweedlifestyleandenvironmentalqualitiesasanattractiontobusinessandtourism.3.3.1 Establishplanningcontrolsthatbalancetheneedforurbangrowthagainst
theprotectionofagriculture,villagecharacterandtheenvironment.26,30,42 DoP,DECCW
3.3.2 Facilitategovernment-fundedinfrastructure. 13,20 Variousgovernmentdepartments
CouncilRole:Leader,Partner,Promoter
Key Objectives and Strategies: Strengthening the EconomySource Document (see p27) Key Contributors
19
StrengtheningtheEconomyindicators• GrossLocalProduct.
• GrossLocalProductpercapita.
• Buildingapprovals.
• Totalemployment.
• Qualifications.
• Employmentlevels.
• Employmentcontainment:AreasofresidenceofallworkerswithintheTweed.
• Numberofregisteredbusinesses.
• Numberofemployeesperregisteredbusinesses.
Objective3.4 Providelandandinfrastructuretounderpineconomicdevelopmentandemployment.3.4.1 Ensureanadequatesupplyofindustrialandcommerciallandstopromote
employmentandbusinessopportunities.9,36,37 DoP;Departmentof
StateandRegionalDevelopment;RDA
3.4.2 Ensuresustainableprovisionofinfrastructure(utilities,servicesandtransport)isavailabletosupporteconomicdevelopment.
9 Telcos;DepartmentofTransport;Energyproviders;RDA
3.4.3 ManageCouncilbusinessenterprisestoprovideeconomicstimulusandmaximisereturnstothecommunity.
11 LPMA
3.4.4 Supportthecreationofavibrantself-sufficientretailnetworkthatfullyservicesthelocalcommunity.
28,32 Privateenterprise
CouncilRole:Leader,Provider,Partner,Supporter,Promoter
20
Councilandthecommunityvalue,respectandactivelyparticipateinthecareandmanagementofournaturalenvironmentforcurrentandfuturegenerations.
Aim
Caring for the Environment
You saidthetopprioritiesinCaringfortheEnvironmentare:
• Protectingbiodiversity/naturalattributes.
• Enhancingwatermanagement–includingwatertanks.
• Promotingsustainabledevelopment.
• Encouragingsustainablehousing/urbandesign.
• Pursuingsustainablepopulation.
• Improvingpublictransport/cycleways.
In response,Councilwill:• Increaseitsfocusonprotecting,regulatingand
maintainingthenaturalandbuiltenvironment.
• Addressissuesofsustainablepopulation,publictransport,sustainabledevelopmentandhousingandurbandesignbyimplementingstrategiesidentifiedintheotherthemes.
• Promoteandencouragesustainableandinnovativeagriculturalpractices.
21
Naturalresourcesarevitaltoourexistence.Ourhealthandwell-beingareinextricablylinkedtothequalityofourair,water,soilsandbiologicalresources.
Ourlandscapes,seascapesandwildlifeareinseparablefromourculture.Oureconomyandkeyindustrialsectorsaredirectlyandindirectlyreliantonfunctioningecosystems.Naturalresourcesalsohavetheirownintrinsicvalue.Theirimportancegoesbeyondtheirfunctionalvalue.
TheTweed’snaturalenvironmentisasbeautifulasitisdiverse,combinedwithscenicrurallandscapesandanumberofattractivetownsandvillages.Thelandscapeistheshire’sdefiningcharacteristicandoneofitsgreatestassets.
TheMountWarningCalderaisrecognisedforitsdiverseandbeautifulenvironment—itsterrain,scenicvaluesandbiodiversity.TheshirehasthethirdhighestbiodiversityoffloraandfaunainAustralia,behindtheWorldHeritageareasofNorthQueenslandandSouthwestWesternAustralia.
TheTweedShirealsohasoneofthehighestpopulationgrowthratesinNSW.ThisplacesawiderangeofpressuresonthenaturalenvironmentandputsCouncilinanimportantpositionintermsofmanagingtheshire’snaturalresourcesandpopulationgrowthinanecologicallysustainableway.
The2011/2021TweedCommunityStrategicPlanacknowledgesthatthemanagement,protection,conservationandrestorationoftheshire’senvironmentalassetsarevitallyimportant,becauseitisenvironmentthatultimatelysupportssocietyandtheeconomy.Withoutahealthyenvironment,localfoodandwatersupplyisjeopardised,ourhighlyregardedqualityoflifedeclines,tourismandassociatedbusinesssufferandtheshirebecomesalessattractiveplacetolive,workandvisit.
In2004,improvingwaterqualityandriverflowswashighlightedasaprioritytosafeguardaquaculture,fishingandlifestyleamenities.Urbanexpansionandagriculturalactivitieswerecitedaspotentialcausesoffurtherdeteriorationinwaterqualityandamenitybecauseofsiltation,pollutionandalgalblooms.
Pressureonthecoastalenvironmentislikelytocontinue,givenplannedexpansionofurbanareasalongthecoastalzone.Along-termenvironmentalmanagementframeworkhasbeendevelopedtoprotectthequalitiesofbeaches,dunesystems,wetlands,wildlifehabitatsandthemanagementofextensiveenvironmentalprotectionareas.Theestablishmentofwildlifecorridorswasnecessarytoprotectfloraandfaunaspeciesfromextinction.
Goodqualityagriculturallandisalimitedresourceunderincreasingpressurefromurbanandrural-residentialdevelopment.UrbanandruralexpansionishavinganegativeimpactonthepreservationofIndigenousandnon-Indigenousculturalplacesandvalues.
Theprotectionofrurallandscapes,threatenedbyadeclineinagricultureactivities,washighlightedasapriorityinTweedFutures04/24andremainsanissueofhighcommunityimportance.ThelandscapeoftheTweedmustbepreserved,togetherwithAboriginalheritageandotherbuiltheritageitemswithculturalsignificanceoreducationalvalues.
TweedFutures04/24alsohighlightedthatqualityurbandesignwasessentialtoretainthedistinctivecharacteroftownsandvillagesintheshireandthiswasreaffirmedduringtheengagementprocessforthisCommunityStrategicPlan.
TheTweedhasextensiveareaswithparksandreserves,whichprovideanopportunityforintegratedmanagement,particularlyalongthecoast.ImprovedcoordinationbetweenCouncilandotheragencies,pluseffectiveplanningcontrolsoverprivatelyownedlandwithinimportantlandscapes,willprovideimprovedamenityforallstakeholders.
Challenge
22
Key Objectives and Strategies: Caring for the Environment
Objective4.1 ProtecttheenvironmentandnaturalbeautyoftheTweed.
4.1.1 Retainopenspaceandgreenbeltsforconservationandforallpeopletoenjoy.
28,42 DoP,communitygroups
4.1.2 Protect,regulateandmaintainnaturalassets(thecoastline,coastalandinlandwaterways,biodiversity,bushlandandsceniclandscapes)forcurrentandfuturegenerations.
4,5,6,20,22,28,42 DECCW,DoP
4.1.3 Manageandregulatethenaturalandbuiltenvironments. 4,5,6,14,15,16,22,30,33,35,37,38,39,42
DECCW,DoP,DepartmentofPrimaryIndustries
CouncilRole:Provider,Partner,Leader,Promoter
Objective4.2 Conservenativefloraandfaunaandtheirhabitats.
4.2.1 Promotetheprotectionofnativevegetationandwildlifehabitatofhighconservationvalue,socialorculturalsignificanceinTweedShire.
20,35,42 DECCW,NRCMA,DoP,developers,community
4.2.2 EncourageandpromoterehabilitationandmanagementofnativevegetationandwildlifehabitatinTweedShire.
20,35 DECCW,NRCMA,Landcare,landholders
4.2.3 Recognisethesocialandeconomicimpactsofmanagingvegetation.
20,35 DECCW,NRCMA,developers,DoP
4.2.4 Promoteandencouragepartnershipsbetweenthecommunityandgovernmentsthroughconsultationandparticipation.
20,35 DECCW,NRCMA,Landcare,landholders
4.2.5 Establishandpromoteaframeworkfortheimplementation,continueddevelopmentandmonitoringofvegetationmanagementandplanningmeasures.
20,35 DECCW,NRCMA,Landcare
CouncilRole:Provider,Leader,Regulator,Partner,Supporter
Objective4.3 MaintainandenhanceTweed’swaterwaysanditscatchments.
4.3.1 Managewaterresourcessustainablyandminimiseimpactontheenvironmentbyachievingmoreintegrationofwatersupply,wastewaterandstormwaterservices.
15 DECCW,DoP,NRCMA
4.3.2 Improveurbanstormwaterdischargethroughwatersensitiveurbandesign.
33 DoP,developers,privateindustry
4.3.3 Improveruralstormwaterdischargequalityandecosystemhealththroughbestpracticelandmanagement.
5,33 Rurallandholders,Landcare
CouncilRole:Provider,Partner,Leader,Regulator,Supporter
Objective4.4 ManagetheTweedcoastlinetoensureabalancebetweenutilisationandconservation.
4.4.1 Recogniseandaccommodatenaturalprocessesandclimatechange.
6,20 DECCW
4.4.2 Protectandenhancetheaestheticqualitiesofthecoastalzone. 6,20,42 DECCW,DoP
4.4.3 Provideforappropriatepublicaccessanduse. 6,20,42 DECCW,DoP
CouncilRole:Provider,Partner,Leader,Supporter
Objective4.5 ImprovetheenvironmentalcapacityofTweedagriculturallands.
4.5.1 Promoteandencouragesustainableandinnovativeagriculturalpractices.
28 DII,researchorganisations,NSWFarmersAssociation
4.5.2 Promoteandencouragepartnershipsbetweenfarmingcommunities,governmentsandresearchinstitutionsthroughconsultationandparticipation.
28 DII,researchorganisations,NSWFarmersAssociation
4.5.3 Provideinformationandsupportonsustainablelandusepracticestotheagriculturalcommunity.
28 DII,researchorganisations,NSWFarmersAssociation
CouncilRole:Supporter,Partner,Leader,Promoter
Source Document (see p27) Key Contributors
23
CaringfortheEnvironmentindicators•Healthofbushland.
•Wastedivertedfromlandfill.
•Waterquality.
•Energyandwaterconsumption.
•Renewableenergyusage.
•Areaofbushlandunderactivemanagement.
•Numberofendangeredspecies.
24
AnintegratedplanningandreportingframeworkhasbeenintroducedtoensureNSWlocalgovernmentoperationsandstrategicplanningaremeetingtheneedsofthecommunity.ThesereformsreplacetheformerManagementPlanandSocialPlanreportingmechanismsandrequirecouncilstoprepare:
•A10-year‘CommunityStrategicPlan’developedinconsultationwiththecommunity,StateGovernmentagenciesandother relevantstakeholders. •Afour-year‘DeliveryProgram’thatdetailsallactivitiesCouncilwillcommittooverthefollowingfouryearstoworktowardsits long-termobjectives. •Anannual‘OperationalPlan’thatspecifiesindividualactivitiesCouncilwillbeundertakenduringtheyear,togetherwithdetails ofincomeandexpenditureestimatesfortheyear.
The2011/2021TweedCommunityStrategicPlanmustbesupportedbyaResourcingStrategythatdefineshowcommunityassetswillbeusedandhowCouncil’sworkforcewillbemanagedtodeliverthefuturedirectionsdesiredbytheTweedcommunity.TheResourcingStrategywillinclude:
•a10-yearFinancialPlanthatestablishesfundingtosupportlong-termgoalsofthe2011/2021TweedCommunityStrategicPlan. •a10-yearAssetManagementStrategythataccountsforallexistingassetsunderownershipandcontroloftheCouncil. •afour-yearWorkforceManagementPlanaddressingthelabourandskillsrequirementsneededtodeliveroutcomesofthe
TweedCommunityStrategicPlan2011/2021.
MonitoringandReviewProcessToassesstheimplementationandeffectivenessofCouncil’sactionsinachievingitslong-termgoals,eachoutgoingelectedCouncilmustprepareareporttothecommunitydetailingachievementsoveritsfour-yearterm.TheTweedCommunityStrategicPlanwillbeformallyreviewedeveryfouryearsbyeachnewlyelectedcouncilandthecommunitywillhavetheopportunitytorevisittheprioritiesandobjectivessetbytheincomingCounciltoensuretheyreflectthecommunity’scurrentneedsandaspirations.
Howwillwemeasureoursuccess?TheobjectivesandstrategiesforeachthemeprovideatransparentapproachtoreportingandestablishabaselinefromwhichCouncilcantrackitsprogress.Council’sAnnualReportprovidesasnapshotofprogresstowardsanenvironmentally,sociallyandeconomicallysustainableshire,andCouncil’sprogressinmeetingitsindicators.Council’sperformance,inmanagingitsbudgetsanddeliveringprogramsandservices,isalsooutlinedintheAnnualReport.
Planning for a Sustainable Future - IntegratedPlanningandReportingFramework
CommunityStrategicPlan
DeliveryProgram
OperationalPlan
Actions
TheGeneralManagerwillreportquarterlytoCouncilontheprogressinmeetingtargets
andobjectivesstatedintheannualOperationalPlan.
Objectives
Strategies
CouncilwillprovideanAnnualReport(July-June)includingauditedfinancialreportstothe
community.InadditionCouncilwillprovidesix-monthlyprogressreports(July-December
andJanuary-June)detailingachievementsandprogressinmeetingstatedtargetsand
objectivesintheDeliveryProgram.
ResourcingStrategy
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NSWStatePlan‘InvestinginaBetterFuture’andFarNorthCoastRegionalStrategy
DIAGRAM: The complex yet essential relationships for the NSW Integrated Planning and Reporting Framework, highlighting how
the ‘objectives’ identified in the Tweed Community Strategic Plan translate into ‘strategies’ which feed into the Delivery Program. From
the Delivery Program, ‘actions’ are identified, funded and delivered through the annual Operational Plan.
25
SocialJusticeSocialjusticerecognisestheneedforequityandfairnessintheallocationofresourcesandaccesstoinfrastructureandservices.Itprovidestheopportunityforindividualstoparticipateindecisionsthatcanaffecttheirqualityoflife.Theseopportunitiesextendtoallpeopleregardlessofbackground,levelofeducation,socioeconomicstatusoraccesstofacilitiesandtechnology.Allindividualshavetheopportunitytoparticipateincommunitylife.SocialjusticeprinciplesareinterrelatedandwillguideCouncilthroughthedeliveryandassessmentofoutcomesofthe2011/2021TweedCommunityStrategicPlan.
Guiding Principles
SustainabilityTheissueofsustainabilityhasemergedoverthepast20yearsduetoworldwiderecognitionthatourenvironmentalproblemsandsolutionsarecloselylinkedwiththehealthofourcommunityandthestateoftheeconomy.
Sustainabilityhasthreecorecomponents:
1. Balanceddecisionmakingbasedonenvironmental,socialandeconomicgoals.
2. Afocusonequityandfairnessandarecognitionthatwecannotignoretheeffectsofouractionsonothersinaninterdependentworld.
3. Recognitionthatwhileastrongeconomyisnecessarytomeettheneedsoftoday,itmustnotbeattheexpenseoffuturegenerationstomeettheirownneeds.
Thebroaderconceptofsustainabilityisunderpinnedbytheprinciplesofecologicallysustainabledevelopment(ESD).ESD,asdefinedintheNSWLocalGovernmentAct,requirestheeffectiveintegrationofeconomicandenvironmentalconsiderationsindecision-makingprocesses.Itmustbecontinuallyprogressedthroughtheimplementationofthefollowingprinciples:• Theprecautionaryprinciple:Lackofscientificcertainty
shouldnotbeusedasareasonforpostponingmeasurestoaddressthreatsofseriousorirreversibleenvironmentaldegradation.
• Intergenerationalequity:Thepresentgenerationshouldensurethehealth,diversityandproductivityoftheenvironmentismaintainedorenhancedforthebenefitoffuturegenerations.
• Conservationofbiologicaldiversityandecologicalintegrity.
• Improvedvaluation,pricingandincentivemechanisms:Environmentalfactorsshouldbeincludedinthevaluationofassetsandservices.
EconomicResilienceEconomicresilienceisbasedupontherecognitionthatweliveinaworldoffiniteresourcesandthateconomicgrowthmustnotthreatenlong-termsocialandecologicalsustainabilityforthesakeofshort-termeconomicgain.Economicresilienceseekstodeliverastrongeconomythroughingenuity,resourcefulnessanddiversificationsobusinesscanadaptandrespondtopressuresappropriately.
DiversificationofthekeyindustriesintheTweediscriticalindevelopingavibrantandmatureeconomy.ThisneedstobeachievedinawaythatcomplementsthelifestyleandenvironmentoftheTweed,whicharesignificantsellingpointsinattractingbusinessinvestment.
The2011/2021TweedCommunityStrategicPlanisbaseduponthefourguidingprinciplesofsocialjustice,economicresilience,assetmanagementandsustainability.
AssetmanagementCouncilisthecustodianofcommunityassetsworth$2.3billion.Goodstewardship,maintenanceandmanagementoftheseassetsarecoreCouncilresponsibilitiesandakeycommunityexpectation.
26
Tweed Snapshot (asatDecember2010)
Population2009–89,000Forecasttobe125,000by2031
GrowthRate2.5%p/a=2200peoplep/acomparedtoNorthernRivers1.9%andNSW2.1%.
Unemploymentrates(asatMarch2010)Tweed5.8%NSW5.9%
Medianweeklyincome$683.00
MedianresidentialsalepriceTweed$455,000Sydney$498,000
Medianresidentialrentthree-bedroomhome$350perweek–June2010
Infrastructure• Twopublichospitals• 39primaryschools• 11secondaryschools• Threelibraries• TwoTAFEcampuses• SouthernCrossUniversity• GoldCoastAirport-4.4milliondomestic passengers(2009/10)-755,000internationalpassengers(2009/10)
Businessandindustry9800GSTregisteredbusinesses
MajorindustriesRetailTourism-33motels-19caravanparks-481holidayflats/unitsPropertydevelopmentAgriculture
EnvironmentTotalarea–1307km2
Totalfaunaspecies–3340GazettedNationalParksandnaturereserves• Approximately19,000hectares• 9%oftotalshirearea
Since Tweed Futures 04/24 was developed in 2004, the Tweed’s population has grown by more than 10 per cent and 1700 new land parcels have been created in response to growth needs. This
increases demand for new services and places greater demand on existing infrastructure.
27
A-ZofMajorInformingStrategies1. AquaticFacilitiesStrategy
2. AssetManagementPlans
3. CemeteriesBusinessPlan
4. CoastalEstuariesManagementPlan
5. CoastalZoneManagementPlans(genericnameforanumberofplans)
6. CoastlineManagementPlan
7. CommunityRoadSafetyStrategicPlan
8. CulturalPlan–StretchingDimensions
9. DeveloperContributionPlans(Section94andSection64)
10. DomesticSolidWasteManagementStrategy
11. EconomicDevelopmentStrategy
12. FestivalsStrategy
13. FiveyearWorksPrograms
14. FloodplainRiskManagementPlans
15. IntegratedWaterCycleManagementStrategy
16. InterimWaterQualityManagementPlan
17. LibrariesStrategy
18. MuseumStrategy
19. RegionalSportsandFacilitiesPlan
20. SevenYearInfrastructureandServicesPlan
21. SocialPlan
22. StateoftheEnvironmentReport
23. SurfLifeSavingStrategy
24. TelecommunicationsActionPlan
25. TweedCoolangattaCommunitySafetyPlan
26. TweedDevelopmentControlPlan2008
27. TweedDevelopmentProgram
28. TweedFutures2004-2024
29. TweedHeadsMasterPlan
30. TweedLocalEnvironmentalPlan
31. TweedRiverArtGalleryBusinessPlan
32. TweedUrbanandEmploymentLandReleaseStrategy2009
33. TweedUrbanStormwaterQualityManagementPlan
34. TweedYouthNeedsAnalysis
35. VegetationManagementStrategy
36. WastewaterActivityManagementPlan
37. WaterActivityManagementPlan
38. WaterSupplyDemandManagementStrategy
39. WaterSupplyDroughtManagementStrategy
40. WholeofShireCulturalandCommunityFacilitiesPlan
41. YouthAlcoholandOtherDrugsStudy
42. *FarNorthCoastRegionalStrategy
43. *NSWStatePlan
*ExternalPlans
Definitions/Terms
Action-activityresultingfromanobjectivethatflowsintoeithertheDeliveryProgramorOperationalPlanforimplementation.
AssetManagementPlan-accountsforallexistingassetsunderownershipandcontrolofCouncil,aswellasanyproposedassetsolutionsplannedduringthetermoftheCommunityStrategicPlan.
CommunityStrategicPlan-aplanthatidentifiesthemainprioritiesandaspirationsforthefutureofTweedShirecoveringa10-yearperiod.
CouncilCharter-asprescribedbySection8oftheLocalGovernmentAct1993.
DeliveryProgram-aprogramthatdetailstheprincipalactivitiestobeundertakentoimplementthestrategiesestablishedbytheCommunityStrategicPlanwithintheresourcesavailableundertheresourcingstrategy.
Long-termFinancialPlan-establishesfundingtosupportlong-termgoalsoftheCommunityStrategicPlan.
Objectives-communityaspirationstobedeliveredoverthelifeoftheCommunityStrategicPlan.
OperationalPlan-activitiestobeundertakenbyCouncilaspartoftheDeliveryProgramcoveringthatparticularyear.
ResourcingStrategy-provisionofresourcesrequiredtoimplementthestrategiesestablishedbytheCommunityStrategicPlanthatCouncilisresponsiblefor,includingalong-termfinancialplan(10year),workforcemanagementplanandassetmanagementplans.
Strategy-aplanofactionintendedtoaccomplishaspecificgoal.
WorkforceManagementPlan-addressesthelabourandskillsrequirementsneededtodelivertheobjectivesoftheCommunityStrategicPlan.
tsc@tweed.nsw.gov.auwww.tweed.nsw.gov.au
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