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Cumberland Community Strategic Plan 2017-27
Welcome, Belong, SucceedOur 10 year vision for the future of Cumberland
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Welcome to the first Cumberland Community Strategic Plan. This document sets out the
community’s vision for the future; the strategies in place to achieve it, and how progress towards or away
from the vision will be measured.
This plan is based on extensive community engagement with over 2,500 residents, government
agencies, community groups and businesses. It helps set the broad strategic direction for
Cumberland Council’s operations which are aligned directly to the community vision
through the 6 Strategic Goals and supporting activities contained in this plan.
Council’s detailed plan for achieving the 6 Strategic Goals is detailed in the 4 year Delivery Program and Operational plan. This document contains the main projects and programs Council will provide to help
achieve the Strategic Goals and the Vision
Community Strategic Plan
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This vision statement summarises what the residents of Cumberland want for the area and the community over the next 10 years. It captures all of the priority areas that resulted from the community engagement program which were:
Vision Priority Areas
Strategic Goals
Outcomes
Actions
Measures
• Sense of community and livability of the area
• Safety
• Equality and access to infrastructure and services
• High quality and a diverse range of green space
• Jobs
• Education
• A strategic approach to planning and development that results in positive outcomes for the community
• Positive leadership based on community involvement in decision making
• Cleanliness
This vision succinctly captures the overarching themes from the engagement results being a sense of pride, belonging, enthusiasm, diversity, creativity and a focus on the positive future that Cumberland has. It strikes a balance between the current beliefs, pride, culture and history of Cumberland, as well as the innovation and potential that will shape its future.
With this in mind, six key strategic goals have been set out in this document as shown below to show how we will achieve the Vision, and how we will know when we have.
Cumberland community’s vision for the future:Welcome, Belong, Succeed
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Annual Report
Our Place in Sydney - Council recognises that it has more scale and capacity to implement the community’s vision than ever before. Cumberland Council is situated in a strategically significant area of the Greater Sydney Region and has one of the largest populations of Local Government Areas in NSW. In implementing this plan, Council will be working with relevant Western Sydney Council’s and its partners in the West Central
District to deliver on shared goals and strategies for the region.
We will all contribute to the implementation of this plan. Where Council cannot provide the services needed to achieve the community Vision, the plan outlines what partners Council needs to work with. This plan will help guide Council in its role as a community advocate and a lobbying tool to help inform policy decisions at
Implementing your vision
Delivery Program 4 years
Operational Plan 1 year
Other Strategic Plans
eg Land-Use Strategy
eg Tourism Strategy
eg Cultural Plan
eg Economic Development
Strategy
eg Heritage Plan
Community Strategic Plan
10+ years
Other state plans and strategies
State plan NSW 2021
Relevant Regional Plans
Resourcing Strategy
Long Term Financial Planning
Workforce Management Planning
Asset Management Planning
Information Technology Strategy
Community engagement
other levels of government. Through the Strategies outlined in the plan, the community can see the clear path ahead for the future, which is also guiding Council policy making and service planning and helping Council allocate its resources to sustainably contribute to the plan. Service planning is achieved through the utilisation of the Integrated Planning and Reporting Framework that provides a broad map for Council’s long term planning as shown below.
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Resourcing our visionAs per the Integrated Planning and Reporting framework, this Community Strategic Plan sets out the Vision for the future of the Cumberland community as a whole and as such sets the broad strategic direction for Council’s long term planning documents.
Using the Strategies outlined in the CSP as guiding tools, Council will produce a 4 Year Delivery Program that shows how Council will contribute to the CSP over the duration of its political term. This program outlines the main program areas that Council feels need a particular focus to help the community move towards their Vision over that period. Supporting this program is an annual Operational Plan that shows the specific services Council will provide to achieve the Delivery Program as well as key budget information for that financial year.
In order to resource these activities and identify Council’s service levels a coordinated Resourcing Strategy is produced to ensure Council is using a long term focus on the CSP to plan its financial, workforce, asset management and technology resources for the future.
Measuring progress towards or away from the visionThe following 6 tables set out the first layer of detail around how Council will contribute to achieving the community’s vision, which will set the outline of Council’s 4 year Delivery Program. The ‘Measures’ column shows how Council will check its progress towards or away from the strategic goals. The Measures are either a mean satisfaction rating from the 2016 Community Satisfaction Survey, or independent statistical data from Profile I.D., Australian Bureau of Statistics, Australian Census data, Roads and Maritime Services data or the NSW Bureau of Crime Statistics and Research.
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STRATEGIC GOAL 1 A great place to live
This community priority reflects our wish to have better sense of community and an even more livable and happy place to call home. This includes community
programs and facilities that contribute to Cumberland being a great place to live, as well as those that celebrate our diversity and our young demographics.
Key Measure - Agreement that Cumberland is a good place to live (69% in 2016, mean rating 3.97)
OUTCOMES ACTIVITIES MEASURES BENCHMARK
We have positive connections within our local community through our local programs and services that reflect our unique identity
- There is a range of programs, services and facilities with a focus on young people and families
- Programs that provide access to arts and culture
- Events and activities reflect our diverse mix of cultural backgrounds
- Services and events bring us together as one community
- Agreement with feeling part of the local community
- Agreement with Cumberland as a harmonious, respectful and tolerant community
- Residents feel they have opportunities to participate in sporting or recreational activities
- Agreement with access to arts and cultural activities
- Satisfaction with youth services and facilities
- Satisfaction with festival and events programs
3.55
3.42
3.38
3.15
3.29
3.51
We have high quality community facilities and spaces that fit our purposes
- Utilisation of Council facilities is maximised
- Council encourages the provision of facilities in line with community expectations, population growth and intended uses
- Council helps foster the creative arts and culture
We live healthy and active lifestyles
- Facilities and services promote healthy lifestyles
- Sports and recreational activities are supported
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STRATEGIC GOAL 2 A safe accessible community
This priority is reflects our community’s importance on feeling safe around all areas of Cumberland, and the need for improved equality in access of services and facilities in the area. This outcome takes
into account the higher than average proportion of people identifying as having a requirement for assistance due to a disability as well as current crime and road accident statistics.
Key Measure – Feeling Safe (91% Day, 54% After Dark in 2016)
OUTCOMES ACTIVITIES MEASURES BENCHMARK
We feel safe in all areas of Cumberland at all times
- Safety is maintained in public areas through infrastructure and programs
- Continued strengthening of partnerships with council, local Police, RMS and community safety groups to address specific areas of safety
- People in Cumberland obey controls relating to noise, traffic and animals
Ratio of recorded criminal incidents per 100,000 population over the 12 months to March 2016
- Assault (non dom. Viol.)
- Dom Viol incidents
- Break & Enter Dwelling
- Motor vehicle accident trends (2015) 1
3.02
0.85 (NSW average = 1)
0.95 (NSW average = 1)
0.95 (NSW average = 1)
1.15 (NSW average = 1)
375
We have equal access to local services and facilities
- Vulnerable and at risk groups are supported through prevention programs
- Access issues are addressed and facilities and services enhanced to improve it
Council operations support a healthy community
- Council’s compliance activities are robust and above recommended benchmarks
1 http://roadsafety.transport.nsw.gov.au/statistics/interactivecrashstats/nsw.html?tabnsw=7
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STRATEGIC GOAL 3 A clean and green community
We have a strong desire to have high quality and abundant green space and clean urban and open areas. This priority area will ensure a strategic focus and approach on providing the community with appropriate
green and natural space that is valued and maintained. In addition to this, this priority will form the link for Council to play its part in sustainable practices for itself and promoting them in the community.
This priority also ensures a desire for clean and well maintained public areas in Cumberland. This takes into account waste collection, litter removal and public place infrastructure maintenance.
This focus is based on the high rates of street litter in the past and the effect that cleaner areas will have on community pride and health.
Key Benchmark – Amount of Green Space in Cumberland 802ha* *This is Council’s most accurate calculation as of March 2017. This figure will be updated as more precise data becomes available.
This figure does not include Rookwood Cemetery.
OUTCOMES ACTIVITIES MEASURES BENCHMARK
We have great natural and green spaces that suit a variety of uses
- Green space is protected through policy there are strategies in place to ensure it is utilised in a sustainable way
- Green and open spaces suit a variety of uses and help to mitigate heat island effects
- Satisfaction with environmental education programs
- Satisfaction with illegally dumped rubbish removal
- Satisfaction with household garbage collection
- Satisfaction with the appearance of the local area
- Satisfaction with maintenance and cleaning of town centres
- Satisfaction with protection of the natural environment
3.08
3.47
4.31
3.29
3.39
3.29
We value the environment and have measures in place to protect it
- Reduce pollutants in our waterways and natural areas
- Council embraces and champions sustainable practices for itself and in the community
Our public places are clean and attractive
- Waste collection practices reflect a commitment to having clean public spaces
- Infrastructure in public places is well maintained to ensure community pride in them
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STRATEGIC GOAL 4 A strong local economy
A huge part of Cumberland’s local identity is its mix of small businesses and the community has expressed the need for more support for existing and emerging business in the area. This priority will ensure support from
Council and its partners for small business and an outcome where Cumberland is an industry hub where it is easy for innovative new business to begin and flourish.
Part of a strong local economy is also our access to jobs. Community members have stated the need to have easier access to jobs locally and in the greater Sydney region. Support for job seekers and the programs and education
they need will be particular emphasis in this plan.
Education and care services are a priority for the Cumberland community. We are a young and growing community of families from a range of cultural backgrounds and our access to education and care services should reflect this. This priority will ensure Council is advocating on behalf of the community in relation to educational facilities that
are State Government responsibility that we are working to meet service gaps from other providers.
Key Measure - Unemployment in Cumberland (9.3% in 2011 Census)
OUTCOMES ACTIVITIES MEASURES BENCHMARK
We have a strong and diverse local economy supported by a network of small business
- Council’s approach to planning for economic development is innovative and includes managing growth and change in local centres
- Local business is supported with a range of education and networking programs
- A mix of shops and businesses are encouraged in our town centres and employment lands
- Agreement with Local shopping strips are vibrant and economically healthy
- Satisfaction with support of local jobs and businesses
- Suitability of local shops
- Number of childcare places provided by Council
- Percentage of population with tertiary qualifications
3.41
3.17
3.49
2371 (as of March 2017)
25.5% (2011 Census)
We have access to jobs locally and in our region
- Local businesses and job seekers are supported and connected
- Council helps to create a local environment that attracts businesses fosters innovation
- There is a focus on attracting a diverse range of knowledge based and technology industries
We have access to great local education and care services
- Council continues to advocate on behalf our growing community for continual increases in access to education at all levels
- Council acts to address gaps in care services
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STRATEGIC GOAL 5 A resilient built environment
We are concerned with the effects of Sydney’s growing population and the effect that the increased need for development is having on Cumberland. This priority will ensure Council policy protects community needs from development and a strategic approach to the need for increased population density in our
town centres and around transport hubs.
This priority also concerns our community’s need for a range of transport options to move around Cumberland and connect us to wider Sydney.
Key Measure – Satisfaction with building heights in town centres (2.7 Mean rating in 2016)
OUTCOMES ACTIVITIES MEASURES BENCHMARK
We have vibrant entertainment precincts
- Local residents and visitors are attracted to our urban precincts for events and entertainment
- Parking and access to our public places is shared and available
- Satisfaction with transport in the area
- Satisfaction with cycle ways
- Satisfaction with long term planning
- Availability of Car Parking
3.61
3.51
3.10
2.70
Our planning decisions and controls ensure the community benefits from development
- Council ensures planning controls benefit the community and decisions are made with consideration to a strategic vision
- Local infrastructure is maintained and used sustainably
We have a range of transport options that connect our town centres and to wider Sydney
- We have strategically linked bike and pedestrian networks between our transport hubs and town centres
- Council strengthens partnerships with government agencies to better advocate on behalf of our growing community
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STRATEGIC GOAL 6 Transparent and
accountable leadershipThis priority is concerned with our desire for an open, transparent, accountable and honest Council
that can be trusted and which advocates on its behalf. It is also about elected representatives who are there to serve the community and provide an efficient and sustainable organisation into the future.
This priority reflects the community’s current feeling of being uninformed of Council’s services, facilities and decisions.
Key Measure – Over all Satisfaction with Cumberland Council (84% in 2016)
OUTCOMES ACTIVITIES MEASURES BENCHMARK
We are proud of our political leadership
- There are best practice governance and corruption prevention controls in place through policy, procedure and culture in our council
- Elected representatives (council, state and federal) are supported in serving their community through education and information
- Council offers good value for money
- Council manages its finances well
- Satisfaction with communication from Council
- Satisfaction with opportunities to participate in Council decision making
2.99
2.96
3.04
2.84
Council acts as a community guardian through responsible and effective operational administration
- Council operates efficiently and sustainably
- Council has a long term focus through the use of Integrated Planning and Reporting
Decision making is transparent, accountable and based on community engagement
- Council seeks innovative ways to engage with its unique community, and decisions are based on the data collected
- Cumberland is an informed community through Council’s promotion of information
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Working together
• Office of Local Government
• Department of Premier and Cabinet
• Governance education providers
• NSW Planning
• Greater Sydney Commission
• Public transport agencies
• Developers
• Roads and Maritime Service
• Local Chambers of Commerce
• Local business owners
• Local schools
• Local education providers
• Local care service providers
• State Government
• Federal Government
• Greater Sydney Commission
• Bower
• Clean Away
• Clean Up Australia
• EnviroMentors
• Keep NSW Beautiful
• Office of Environment and Heritage
• Parramatta Foreshore
• Planet Ark
• Parramatta River Catchment Group
• SLIP
• Sydney Olympic Park Authority
• Visy
• Local Police Commands
• Roads and Maritime Service
• Local service providers
• Transport for NSW
• Event organisers
• Community facility users
To ensure that there is a strategic approach to Council’s long term planning, the Community Strategic Plan takes into account the directions of the relevant state government plans and strategies. The below matrix shows how some major plans align with the Cumberland Strategic Goals.
CUMBERLAND STRATEGIC GOALS
NSW 2021 RESILLIENT CITIES NSW PLANNING
THE WEST CENTRAL DISTRICT PLAN
A great place to live - Return quality services- Strengthen our local
environment and communities
- Social inequity - Communities - Design vibrant and active centres
- Provide communities with better services
Safety and access - Aging infrastructure
- Unreliable transport system
- Social inequityCumberland is clean and green
- Strengthen our local environment and communities
- Environment - Omprove access and health of waterways
- Showcase the Western Sydney Parklands
Strong local economy - Rebuild the economy - Economy - Encourage employmeny growth
Resillient built environment
- Renovate infrastructure - Aging infrastructure
- Unreliable transport system
- Rapid growth
- Housing- Environment
- Manage growth with eco-friendly planning
- Create a more connected district
- Improve housing design and diversity
- Support and deliver the Greater Parramatta and Olympic Peninsular Vision
We have positive leadership
- Renovate infrastructure- Restore accountability
to Government
Council’s acknowledges that the community vision cannot be achieved solely through its services. As such, the following partners have been identified as important agencies who contribute to the expected outcomes contained in this plan:
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CUMBERLAND STRATEGIC GOALS
NSW 2021 RESILLIENT CITIES NSW PLANNING
THE WEST CENTRAL DISTRICT PLAN
A great place to live - Return quality services- Strengthen our local
environment and communities
- Social inequity - Communities - Design vibrant and active centres
- Provide communities with better services
Safety and access - Aging infrastructure
- Unreliable transport system
- Social inequityCumberland is clean and green
- Strengthen our local environment and communities
- Environment - Omprove access and health of waterways
- Showcase the Western Sydney Parklands
Strong local economy - Rebuild the economy - Economy - Encourage employmeny growth
Resillient built environment
- Renovate infrastructure - Aging infrastructure
- Unreliable transport system
- Rapid growth
- Housing- Environment
- Manage growth with eco-friendly planning
- Create a more connected district
- Improve housing design and diversity
- Support and deliver the Greater Parramatta and Olympic Peninsular Vision
We have positive leadership
- Renovate infrastructure- Restore accountability
to Government
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Reporting on our progressProgress in implementing the Community Strategic Plan will be done in a number of direct and indirect ways.
Most frequently, Council will report quarterly on its effectiveness in implementing its 4 year Delivery Program. These reports will show how effective Council has been its delivery of the programs and projects outlined in the plan, with key milestones and performance indicators that clearly show progress towards set targets.
Every year Council will produce its Annual Report. This will show a summary of how effective Council was in implementing its annual Operational Plan Actions as well as how it performed financially during the year. This document will also include key legislative and compliance reports as required under the Local Government Act 1993.
The End of Term Report will be produced at the end of each 4 year political term and will show the community’s progress towards or away from their Vision over that period. This report will measure whether the 6 community outcomes have been achieved or progress made towards them, using the indicators set out in the plan for the Strategies. This report will be supported by statistically valid community survey data and key statistical data from other agencies. This will not be a report on Council’s progress, but how the community as a whole has changed in relation to their hopes and aspirations for the future, set out in the Vision and Community Outcomes.
Measuring our progress
When will the plan be reviewed?Despite having a long term focus of at least 10 years this plan will be revised every 4 years after Council elections. This will mean the plan keeps up to date with the changes in the community and their Vision for the future.
It is hoped that as Council’s resources improve over the coming years that this document will become fully virtual and will be a living document that changes as real time data from our conversations with the community is entered, and Council service planning can adapt as it does. This will provide full transparency in our planning process and give a clear line of sight from Council services through to Community Outcomes and the Vision.
CUMBERLAND COUNCIL COMMUNITY STRATEGIC PLAN
© Cumberland Council 2017For further copies of this document please contact:
Cumberland Council, 16 Memorial Avenue, PO Box 42, Merrylands NSW 2160.E [email protected] W cumberland.nsw.gov.au
