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

10-y

ear

Fina

ncia

lPla

n

10-y

earA

sset

M

anag

emen

tStra

tegy

4-ye

arW

orkf

orce

M

anag

emen

tPla

n

Budget

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

POBox816MurwillumbahNSW2484

CustomerService 1300292872 (02)66702400