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Murray River Council PO Box 21, Mathoura NSW 2710 p 1300 087 004 f 03 5884 3417 e [email protected] w www.murrayriver.nsw.gov.au

Murray River Council Community Strategic Plan 2018-2028

Our Region, Our Future

FINAL

Adopted by Murray River Council on 26 June 2018 (Resolution No. 070618)


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Community Strategic Plan 2018-2028

Murray River Council acknowledges and respects the traditional custodians of the lands where we stand today, we acknowledge Elders past and present, the pioneers whose toil inspires us still; and those who gave their lives, that we may now, on this proud past, a vibrant future build.

Prepared by The Regional Development Company

on behalf of:


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Murray River Council · PO Box 21, Mathoura NSW 2710 · p 1300 087 004 · f 03 5884 3417 · e [email protected] · w www.murrayriver.nsw.gov.au

Contents

Introduction ..................................................................................................................................... 2

How the Community Strategic Plan works.................................................................................... 3

Who are we now? ........................................................................................................................... 4

We are growing .............................................................................................................................................4

We are ageing – at a faster rate ...................................................................................................................6

Agriculture is our main industry ....................................................................................................................7

Most of our households are couples, or one person ....................................................................................8

We are predominantly born in Australia .......................................................................................................8

Where might we be in 10 years? .................................................................................................... 9

Challenges and opportunities .................................................................................................................... 10

Where do we want to be? ............................................................................................................. 12

Community Vision ...................................................................................................................................... 12

Expectations of Council ............................................................................................................................. 12

How will we get there? ............................................................................................................................... 13

Principles ................................................................................................................................................... 13

Goals and strategies ..................................................................................................................... 15

Strategic Theme 1: Built/Physical Environment......................................................................................... 15

Strategic Theme 2: Natural Environment .................................................................................................. 16

Strategic Theme 3: Social Wellbeing ......................................................................................................... 17

Strategic Theme 4: Economic Growth ....................................................................................................... 18

Strategic Theme 5: Leadership and Governance ...................................................................................... 19

Keeping the plan alive .................................................................................................................. 21

Tracking progress ........................................................................................................................ 22

Overall progress ........................................................................................................................................ 22

Specific progress ....................................................................................................................................... 23

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Introduction

The Murray River Council (the ‘Council’) Community Strategic Plan (the ‘CSP’) – Our Region, Our Future – outlines the community’s aspiration and long-term vision of the communities of the Council area. It is a 10-year plan based on extensive community consultation, and is effectively the ‘road map’ to guide shorter term planning, actions and investment. This CSP is a collaboration between the community and Council, and the responsibility for shaping and meeting the desired outcomes between government agencies, community groups, and Council. In late 2016 and early 2017, over 300 people were involved in expressing their views and aspirations for the Council area. Further consultation developed the Vision for the community, and established the Mission and expectations of Council. Another round of consultation occurred during July 2017, and this version of the CSP incorporates community feedback – so that the CSP truly reflects the community’s long-term goals. The information from these community consultations forms the basis of the DRAFT CSP, to present to the newly elected Council after their election in September 2017. Once adopted, this CSP will become the guiding document for the new Council. There are four (4) sections to the CSP: How the Community Strategic Plan works; Who we are, our challenges and our aspirations; Our vision, goals and strategies; Keeping the Plan alive. The CSP aligns with the Riverina Murray Regional Plan 2036 Vision and regionally focussed goals:

A diversified economy founded on Australia’s food bowl, iconic waterways and a network of vibrant, connected communities.

Regional goals: A growing and diverse economy; A healthy environment with pristine water ways; Efficient transport and infrastructure networks; Strong, healthy and connected communities.

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How the Community Strategic Plan works

Every council in NSW is required to develop a CSP as the highest-level plan for the council. The purpose of the CSP is to identify the community’s main priorities and aspirations for the future, and plan strategies to achieve them. The CSP addresses four (4) key questions: Where are we now? Where do we want to be in 10 years’ time? How will we get there? How will we know when we have arrived? As part of the mandated Integrated Planning and Reporting (IP&R) Framework, the CSP requires a supporting 4-year Delivery Program and a 1-year Operational Plan and Budget. Council must also show the resources – human and financial for these plans. The Resourcing Strategy has four (4) elements: Long Term Financial Planning, Workforce Management Planning, Asset Management Planning and Integrated Water Cycle Management Plan. Every year Council reports to the community on the implementation progress of the Delivery Program and the 1-year Operational Plan and Budget. The Annual Report includes Council’s Audited Report and other formal reporting required by the Local Government Act 1993 (the ‘Act’).

Our Region, Our Future

Murray River Community Strategic Plan (10 years)

Resourcing Strategy

Long Term Financial

Plan (10 years)

Asset Management Plan (10 years)

Workforce Management Plan

(4 years)

Integrated Water Cycle Management Plan

(30 years)

Report to the community

(Six monthly)

Operational Plan and Budget

(1 year)

Delivery Program

(4 years)

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Who are we now? 1

The Murray River Council area covers 11,865km2 and is located in the southern Riverina, 800km south of Sydney and 205km north of Melbourne. The area has a wealth of physical features including majestic sweeping plains; magnificent stands of Redgum forests and is surrounded by the mighty Murray River and its tributaries. The area’s natural assets prove to be a large attraction for locals and visitors alike and form the backdrop to many recreational activities. With tourism, industry and an idyllic rural lifestyle, Murray River is a growing region with much to offer. The main population centres include Barham, Mathoura, Moama, Moulamein, Murray Downs, Tooleybuc and Wakool. Other settlements include Bunnaloo, Goodnight, Koraleigh and Womboota. Many of the communities within the Council area are cross-border neighbouring communities, separated only by the Murray River. These townships operate together, with services, commerce, infrastructure, and employment provided on either side of the river (across the NSW and Victorian state border) and utilised by people regardless of the state in which they reside. Although official statistics only recognise the NSW side of the border, people who live here are part of much larger “cross-border” communities. Examples include Echuca and Moama; Swan Hill and Murray Downs; Barham and Koondrook; and Tooleybuc and Piangil. The importance and reality of cross-border issues cannot be ignored and need to be considered for the benefit of people living within the Murray River Council area.

We are growing The estimated residential population for the Murray River Council region in 2016 was 11,596 people (2016 census).

This is a 6.2% increase on the 10,919 people resident in the Murray River Council region on Census Night 2011 (about 1.2% per annum). This is higher than regional NSW average annual growth rate of 0.9% in the same period and less than whole of NSW growth rate of 1.42%.

The growth is occurring unevenly between towns, with Moama, Mathoura, and Koraleigh district increasing in population more quickly than other centres.

The ABS statistics represented in the next table cover a broader area than township boundaries and include rural localities.

1ABS Census Statistics from 2016 were used where available; otherwise, 2011 Census data was used. A new release of 2016 census data is anticipated in October 2017, and all figures will be updated.

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Town and rural area populations (2011 and 2016)

Location 2011 Population 2016 Population Change Percentage change

Moama 5,560 5,956 396 7.1 %

Barham 1,567 1,536 -31 -2.0 %

Mathoura 1,165 1,272 107 9.2 %

Moulamein 593 524 -69 -11.6 %

Wakool 470 492 22 -2.0 %

Speewa 374 361 -13 -3.5 %

Koraleigh 276 351 75 27.2 %

Calimo 230 207 -23 -10.0 %

Goodnight 222 224 2 0.9 %

Tooleybuc 173 176 3 1.7 %

Murray Downs 144 110 -34 -23.6 %

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We are ageing – at a faster rate Our population is increasing more significantly in age groups over 55 years, with some increases in 25-34 year age group and under 14 year age groups.

In 2011, 24% of the population of the Murray River Council area was over 65, and in 2016 this increased to 27% - much higher than the proportion of seniors in Victoria and NSW.

Our median age is 49 years, which is higher than the median age of Australians (38 years old). In some places in our council area, the median age is significantly higher than the Australian median age, for example, in Barham it is 56 years.

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Agriculture is our main industry The three largest sectors of the Murray River Council economy –agriculture, tourism and manufacturing – collectively accounted for 51% of economic output for council 50% of employment and 35% of wages.

Agriculture is the main industry of employment as well as the largest contributor to the economy. In 2011, just over 24% of the workforce were engaged in agriculture and produced $240M in economic output.

Manufacturing produced $187.5M in economic output, with 8% of the workforce engaged in that sector. Tourism contributed $133.9M to the economy and employed 18% of the workforce.

Of the total wages and salaries paid by businesses and organisations to workers in the Murray River Council area ($209.6M), it is estimated that tourism contributes $29.6M – the largest amount of wage earnings. The highest contributors in wage earnings were manufacturing ($23.5M) and agriculture ($20.4 M).

In Moama, accommodation and food services is the top industry of employment at 31% followed by manufacturing (11.8%), then health care and social assistance (8.4%).

The unemployment rate of 4.1% is lower than Australia generally; however, a higher proportion of the population is not in the labour force. This includes people who are retired, pensioners, and people engaged solely in home duties.

849

648

260

236

227

216

155

$240.0

$133.9

$187.5

$29.0

$27.9

$26.0

$86.6

0 200 400 600 800 1000

Agriculture, Forestry & Fishing

Tourism

Manufacturing

Education & Training

Retail Trade

Health Care & Social Assistance

Construction

Selected Industries Employment and economic output

2016

Output $m

Employment

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Most of our households are couples, or one person In 2016, there were 5,869 households in the Murray River Council area. 36% of our households were couples only and 32% one-person households. Only 21% of our households were couples with children and 7% single parent households.

The proportion of households without children is much higher than regional NSW (68% for Murray River Council area compared to 57% for regional NSW), and the proportion of households with children is much lower than for regional NSW (28% for Murray River Council area compared to 38% for regional NSW).

We predominantly live in separate houses, with home ownership around the same level as average Victorian home ownership and higher than average NSW home ownership. According to PropertyData.com.au, the median house price in Moama is $375,000 (December 2016), and the average weekly rental in Moama (ABS) is $220. No median house price statistics were available for other locations.

Our average household size is 2.3 people (and is decreasing) compared to average NSW household size of 2.55 people.

We are predominantly born in Australia Nearly 84% of people living in the Murray River Council area were born in Australia.

3.2% of the population are Aboriginal or Torres Strait Islander (compared to 2.9% of the NSW population).

The main countries of birth other than Australia were England (2%), Scotland (0.8%), Philippines (0.5%) and Netherlands (0.3%).

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Where might we be in 10 years?

NSW State Government demographic projections suggest that by 2026, the Murray River Council area will: continue to steadily increase in population to around 12,100 people, at an average annual

population growth rate of 0.6%; have approximately 5,650 households with a decrease in average household size to 2.09; be much older – over one third of people will be seniors (over 65 years old); have over 70% of households without children, which is people living either alone, or as a couple

because of the ageing population. Employment projections to 2020, provided by the NSW Department of Employment, suggests employment growth in the Murray River Council area of 5.7% (compared to 9.8% for NSW). The following graph shows a projected growth in employment for the Murray River Council area in the Arts and Recreation Services, Health Care, and Social Assistance and Services, with a decline in employment numbers in agriculture and manufacturing.

-10.0 -5.0 0.0 5.0 10.0 15.0 20.0 25.0

Arts & recreation servicesHealth care & social assistance

Rental, hiring & real estate servicesProfessional, scientific and technical…

Financial & insurance servicesAdministrative & support servicesAccommodation & food services

Retail tradeEducation & training

Transport, postal & warehousingConstruction

Other servicesPublic administration & safety

Information media & telecommunicationsWholesale trade

Electricity, gas, water and waste servicesManufacturing

Agricullture, forestry & fishing

Total (all industries)

Employment growth projections to 2020

NSW Murray

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There are several implications from these projections: 1. The growth in population is likely to continue to focus on Moama, with some smaller towns either

static or in decline, however there is a trend toward living in rural, non-town areas with a growth in young families in these areas. This means that Council and the community need to think about future demand for services and infrastructure and where to provide those services to support the communities;

2. The increase in the ageing population is much faster than the increase in seniors in Australia, due to the attractiveness of the area for retirees. This will mean a higher demand for services and age-friendly infrastructure. It may also have implications for workforce availability for aged care and support services.

3. As farm amalgamations increase, and use of technology in manufacturing increases, employment numbers are likely to decrease in these sectors. Employment growth in services, health care, arts and recreation is linked to growth in tourism, retirement, and the attractiveness of the Murray River locations for lifestyle and amenity.

Challenges and opportunities Changing demographics and changes in the local economy create both opportunities and challenges for the future of the Murray River Council area.

Some of these – population growth in Moama, population decline in smaller towns, and the ageing of the population have already been identified.

Other opportunities and challenges that may have implications for our communities are:

Tourism – which is growing along the Murray River with positive implications for the economy; Retirement living – there is an increasing trend towards retirement along the Murray River with

positive implications for the economy; Demand for agricultural products – food and agriculture exports from NSW have increased 6%

per annum over the last five years. This economic environment is positive for local businesses; Improving broadband and telecommunication services – expanded and more stable services

as a result of the NBN and more mobile towers will enable businesses to move to the area and offer their services remotely. Small businesses/sole operators will be able to work with more confidence remotely and this may be attractive to those contemplating moving to the region prior to retirement. Residents will also benefit from access to services, such as telehealth, without having to travel out of the area;

Maintaining road infrastructure – roads are critical infrastructure for the community and their maintenance will continue to be a major expense;

Maintaining and developing town infrastructure – to suit population needs and be accessible and attractive for visitors;

It is important to realise that these are projections, and that the decisions and actions taken by Council and the community can influence the future.

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Diversity of communities – including more urban, semi-rural and rural – can be more attractive to a range of households and individuals living in or visiting the region;

Servicing smaller and remote towns – our community is concerned that towns and communities across the area continue to be provided services and are not forgotten.

The Riverina Murray Plan 2036 highlighted the following priorities for the Murray River Council area:

Improve cross border connections; Protect the character and heritage values of the towns and villages to support residents’

lifestyles and the tourism sector; Ensure that irrigated land is appropriately zoned and protected from inappropriate

development; Protect the water quality and aesthetic values of the Murray River; Plan for a range of community services and facilities, including health and aged care, to meet

the current and future requirements of the community; Implement Council’s Integrated Water Cycle Management Plan.

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Where do we want to be?

Murray River Council communities considered the following during consultation on the Community Strategic Plan: (a) the desired future for the Murray River Council area; and (b) the long term outcomes and priorities. From the community consultation sessions, a Community Vision was determined, as well as the community’s expectations of Council (Council Mission).

Community Vision This means that:

The communities of the Murray River Council area are productive, inclusive, and growing based on a strong tourism economy and thriving primary industries, all underpinned by the natural assets of our region;

The Murray River Council area offers a quality lifestyle with affordable living, working, recreation and cultural opportunities for all ages.

Expectations of Council We expect Murray River Council to work collaboratively with community, business, neighbouring councils and other levels of government to:

listen, understand and respond to community views and feedback; operate with integrity; make transparent decisions considering all of our community; build relationships with neighbouring councils, including across the border; advocate to other levels of government for our community’s needs including infrastructure and

services.

In response to community consultation, Murray River Council has a clear Mission:

Murray River Council has vibrant, diverse and cohesive communities. We are supported by strong local business and primary industries.

We value our beautiful waterways and natural surrounds.

Work with each of our unique communities to foster economic growth and prosperity, support community health and wellbeing, and

protect and enhance our environment. Plan effectively for the future to ensure appropriate infrastructure and services that will support quality lifestyles, foster prosperity and economic growth, and provide

recreational opportunities for the Murray River community (for all ages).

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How will we get there? To achieve our Community Vision, we have clear aspirations and priorities across five themes:

Built/Physical Environment We want our built and physical environment to be well planned, connected, safe and designed to support our communities, industries, and business.

Natural Environment We value our natural environment and expect it to be accessible, sustainable, managed, and healthy.

Social Wellbeing We want to have services and facilities that support an active, healthy and diverse rural lifestyle, and help us celebrate and enjoy our rich cultural heritage and connected communities.

Economic Growth We need economic growth so that we are vibrant, strong and able to support our local townships, regional industries and future employment.

Leadership and Governance We expect effective, democratic, open, transparent leadership and governance that plans for, advocates for, and meets the changing needs of our diverse community.

Principles The following principles are covered in Council’s Community Engagement Plan.

Community engagement To inform and engage our community in the development of our future, through sound community engagement. Two-way community engagement will result in:

improved planning and service delivery outcomes; better management of projects through all stages of development and delivery; more resilient relationships between community and Council; a greater ability for Council to meet local needs in a dynamic environment; increased understanding of community issues and priorities; improved partnerships and networks; greater responsiveness to deal with complex and emerging issues; opportunities for the councils diverse voices and communities to be heard; communities having a vehicle to identify priorities and opportunities to help frame solutions.

Equity Fairness in decision-making, prioritising and allocation of resources, particularly for our disadvantaged and everyone given the opportunity to participate in the future of the community. The planning process should take particular care to involve and protect the interests of those in vulnerable circumstances.

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Access Everyone should have fair access to services, resources and opportunities to improve their quality of life.

Participation Everyone should have the maximum opportunity to participate in decisions, which affect their lives.

Rights Equal rights should be established and promoted, with opportunities provided for people from diverse linguistic, cultural and religious backgrounds to participate in community life.

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Goals and strategies

Strategic Theme 1: Built/Physical Environment Our Goal: We want our built and physical environment to be well planned, connected, safe, and designed to support our communities, industries, and businesses.

What needs to be addressed? Establishing consistency in planning to protect and manage the best outcomes for our

community. This will include development and planning controls for river frontage lifestyle blocks, farm subdivisions and small rural lots, new industrial land for development in towns;

Planning public infrastructure for an ageing population; Maintenance and construction of town streets and rural road networks; Development and maintenance of footpaths, cycle and walking tracks suitable for recreational

use, increased town access, with the ability to accommodate motorised scooters; Bridges and river access including boat ramps/wharves; Public transport connections within the Murray River Council area, including east-west

connections across the Council; Developing community-based plans by location to identify and prioritise town appearance and

maintenance, planning and infrastructure needs (and consider Council/community partnerships to make these things happen);

Management and maintenance of water, sewerage and waste;

Objectives and Strategies:

1.1 Improve and maintain our built town environments 1.1.1 Support each township to develop their unique character; 1.1.2 Provide, maintain and improve safe, accessible footpaths, cycle and walking tracks; 1.1.3 Identify and preserve heritage buildings, historically and culturally significant sites, including

Aboriginal sites.

1.2 Improve and maintain our road and transport network 1.2.1 Develop long-term plans for maintenance and construction of town streets and the rural road

network – with priorities established in conjunction with the community; 1.2.2 Enhance and advocate for road and rail freight links to major centres, hubs and ports; 1.2.3 Plan, advocate for, and provide effective public transport within the Murray River Council area

(bus shelters, bus services, links between bus services and rail services).

1.3 Improve and maintain community infrastructure 1.3.1 Plan and advocate for key river access areas including boat ramps, wharves and bridges

(Barham, Moama, Murray Downs, Tooleybuc); 1.3.2 Develop long term planning controls to address increasing demand for river frontage lifestyle

blocks, farm subdivisions and small rural lots, new industrial land for development in towns; 1.3.3 Provide public facilities suitable for residential and visitor use (toilets, community halls); 1.3.4 Plan for, improve, and maintain town flood levees; 1.3.5 Encourage greater housing choice and development to meet our changing population needs.

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1.4 Effectively plan for, improve and maintain water, sewer and waste 1.4.1 Plan and develop long-term Integrated Water Cycle Management Strategy taking into account

climate change, water security for towns and industry (including agriculture), sustainable demand and growth, and the natural environment;

1.4.2 Provide, manage and maintain effective and appropriate sewerage treatment services; 1.4.3 Provide environmentally sensitive storm water collection and discharge systems appropriate to

community needs; 1.4.4 Provide, manage and maintain effective and appropriate waste management systems.

Strategic Theme 2: Natural Environment Our Goal: We value our natural environment and expect it to be accessible, sustainable, managed, and healthy.

What needs to be addressed? The importance of the Murray River and other waterways cannot be overstated. The Murray River is significant at a local, regional, state and national level. All our waterways underpin our agriculture related manufacturing, natural environment, lifestyle, tourism and amenity. Our communities highly value access to the waterways, as well as other natural assets.

Enhancement and protection of our waterways, landscapes and environmental assets; Increased access to, and interaction with, the natural environment for recreation, amenity and

enjoyment; Sustainable management of water resources to support local agricultural industries and value

adding whilst managing and maintaining our beautiful natural environment; Planning and maintenance of community open space; Management and control (prevention/eradication/reduction/containment) of pest plants and

pest animals; Encouragement of individuals and communities to value and protect neighbourhoods and the

natural environment.


2.1 Protect and manage our unique natural environment 2.1.1 Protect the water quality, aesthetic and environmental values of the Murray River, other

waterways, and environs through consistent and aligned local and regional plans; 2.1.2 Work with government agencies to ensure balanced use of National Parks for residents and

visitors; 2.1.3 Encourage and develop community and neighbourhood initiatives to enhance and protect the

natural environment; 2.1.4 Increase community awareness and education about the value of the natural environment; 2.1.5 Manage and control pest plants and pest animals.

2.2 Increase access to natural environment for recreation, amenity and enjoyment 2.2.1 Plan for and create a network of walking and cycle paths connecting our natural environments

and our townships; 2.2.2 Work with neighbouring councils to develop joint projects that enhance access and enjoyment

of iconic river sites (on both sides of the river, and connecting major river towns); 2.2.3 Enable access to rivers and waterways for recreational enjoyment.

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Strategic Theme 3: Social Wellbeing Our Goal: We want services and facilities that support an active, healthy and diverse rural lifestyle, and help us celebrate and enjoy our rich cultural heritage and connected communities.

What needs to be addressed? Health and wellbeing of residents – with a focus on exploring opportunities for active lifestyles

and connections with others (walking and cycling paths, parks and gardens, streetscapes, access to natural bushland areas);

Provision of a range of community services and facilities, including health and aged care, to meet the current and future requirements of the community;

Accessibility of services across all of our communities that support healthy lifestyles for all age groups (including life-long education, aged care, health and emergency services);

Promotion and facilitation of better use of existing community services and facilities; Advocate for services that are not currently provided to the extent required by the community

– aged care services, allied health services, dental services, disability services (home based and community based);

Strong and mutually beneficial relationships with local and regional Aboriginal people and communities;

Education pathways and range of education choices for young people; Provision of appropriate services as the demographics change with population growth; Encouragement of the variable use of the wide range of community services, facilities and

recreational opportunities that already exist in our local communities; Development of arts and cultural activities, community celebrations and events that foster

inclusion, cohesion and community connections within our region; Preparedness of community for natural disasters and local emergencies; Encouragement and development of a strong volunteer ethos; Improvement of personal and community safety.


3.1 Enable community access to services, programs and facilities to support and enhance health, wellbeing, and community safety 3.1.1 Identify and advocate for meeting current gaps in medical and health services; 3.1.2 Support the attraction and retention of health care providers; 3.1.3 Lobby for and support the upgrade of regional health facilities; 3.1.4 Develop community-based plans for appropriate facilities and services (including variable use

of facilities) to meet current and future needs of each community; 3.1.5 Plan for, provide, maintain, improve, and encourage access to sporting facilities, recreational

grounds, parks and gardens, natural bushlands to create active and passive environments for enjoyment of residents and visitors;

3.1.6 Advocate for adequate emergency, policing and ambulance services to meet the changing needs of communities, and continually strengthen the working relationship between Council, community and emergency services;

3.1.7 Develop active community and Council approaches for drug education and prevention services; 3.1.8 Work across all services for the prevention of domestic violence.

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3.2 Actively create opportunities to encourage and support community connectedness 3.2.1 Encourage and promote volunteering; 3.2.2 Encourage community events and celebrations; 3.2.3 Encourage arts and cultural activities; 3.2.4 Provide opportunities for social interactions and connections for our ageing population; 3.2.5 Ongoing engagement with schools as community hubs, particularly in smaller communities.

3.3 Support and enable our community 3.3.1 Work across relevant agencies and community volunteer services to identify and support

isolated, disadvantaged and vulnerable community members; 3.3.2 Provide opportunities for the development and well-being of children and young people; 3.3.3 Work with young people to encourage active participation in community life and appropriate

service provision; 3.3.4 Plan, advocate and encourage investment in aged care and disabled services (home-based,

community-based); 3.3.5 Work with Aboriginal communities to build stronger connection, cultural awareness, celebration

and appropriately tailored services; 3.3.6 Explore the development of agreements with local Aboriginal communities (eg Shire of

Campaspe MOUs and Swan Hill Aboriginal Partnership Plan).

3.4 Encourage skills development and lifelong learning 3.4.1 Support active lifelong learning and skill development for people of all ages and abilities; 3.4.2 Ensure the community has access to innovative and fit for purpose library services.

3.5 Foster community preparedness for natural disasters and local emergencies 3.5.1 Include community representation on the local emergency management committee; 3.5.2 Communicate, and encourage participation in, local disaster prevention and preparedness

initiatives.

Strategic Theme 4: Economic Growth Our Goal: We need economic growth so that we are vibrant, strong and able to support our local townships, regional industries and future employment.

What needs to be addressed? Creation of a strong regional economy, encouraging investment in our regional industries for

more local job opportunities and enabling population growth in our towns; Development of a resilient economy; Advocate for water security to support our local agricultural industries to all levels of

government and working with other partners; Promotion of private sector investment in tourism accommodation, attractions and events; Encouragement of business activities and investment in industrial and commercial areas; Opportunities for growth in agribusiness and associated manufacturing; Use of our natural advantages to investigate alternate and renewable energy; Encouragement of new investment and economic opportunities in health, wellbeing and aged

care and education;

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Availability of infrastructure to support economic growth; Provision of welcome signage and clear directional signage for visitors and locals alike.


4.1 Encourage and support economic development across a range of sectors 4.1.1 Promote our advantages to visit, live, work and invest; 4.1.2 Support the local business sector to grow, adapt and respond to new opportunities; 4.1.3 Identify new opportunities and actively encourage investment in agriculture, agribusiness, value

added manufacturing, alternate and renewable energy, health, wellbeing, aged care, and education;

4.1.4 Retain prime agricultural land to support agribusiness viability; and advocate for water to support the region’s critical agricultural base.

4.2 Continue focus on strong and vibrant tourism 4.2.1 Support for tourism investment and infrastructure, including accommodation; 4.2.2 Work with neighbouring councils to develop a connected tourism industry, infrastructure and

promotion; 4.2.3 Promote and encourage local, state and national events.

Strategic Theme 5: Leadership and Governance Our Goal: Effective, democratic, open, transparent leadership and governance that plans, advocates and meets the changing needs of our community.

What needs to be addressed? Sound governance for effective and functional government at a local level and building trust

in a transparent way in which local government makes its decisions; A cooperative and functional Council; Community leadership, inclusive of all sections of the community, working with local

government to achieve our community’s vision and plan; Responsible management of community and Council resources to achieve the best for the

whole of the Murray River Council area; Leadership and advocacy for the needs and priorities of the different communities across the

Murray River Council area.


5.1 An effective, efficient and progressive Council that provides leadership to the community 5.1.1 Council decision making takes into account the needs and priorities of our local communities

and the longer term social, cultural, economic and environmental viability and sustainability of our region;

5.1.2 Council acts in a financially responsible manner to ensure delivery of safe and sustainable services to the community;

5.1.3 Build and maintain strong partnerships and relationships with all stakeholders especially our local communities, while also building effective working relationships with our neighbouring councils.

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5.2 Engaged community leadership 5.2.1 Council and community members actively lead and collaborate to bring the Community

Strategic Plan and Vision to life; demonstrating innovative solutions, future thinking and forward planning;

5.2.2 Increased participation by young people in community life and community leadership with recognition of young people’s positive contributions;

5.2.3 Foster community leadership opportunities and development.

5.3 Communication and collaboration identifies and meets community needs 5.3.1 Council clearly identifies and promotes simple, effective communication, consultation and

participation for community; 5.3.2 Regularly report to the community on the progress against the Community Strategic Plan.

5.4 Develop and pursue advocacy on behalf of the community 5.4.1 Pursue advocacy on key issues of importance to the community and Council; 5.4.2 Identify opportunities to partner with other organisations or agencies to increase advocacy

effectiveness and positive outcomes for the community.

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Keeping the plan alive

The CSP is a 10-year document, reviewed within the first year of each newly elected Council and updated to reflect the current needs of the communities of the Murray River Council. Council allocates funds, applies for grants, and advocates (where required) for external decision-making to bring the CSP to life. Community groups and members are responsible for identifying initiatives in line with the CSP and work collaboratively with Council, where possible, to deliver those initiatives. As part of the IP&R Framework, and based on this CSP, Murray River Council will develop a: 4 year Delivery Program 1 year Operational Plan/Budget; Resourcing Strategy including a Long Term Financial Plan, Asset Management Plan, Workforce

Management Plan, Integrated Water Cycle Management Plan; Annual Report outlining Council’s achievements in delivering its plans; End-of-term Council Report identifying achievements against the CSP. The Operational Plan/Budget and Resourcing Strategy will clearly describe how Council applies resources to implement the CSP. These plans and the Annual Report enables the community to see progress towards the CSP. Council has committed to six-monthly progress reports on the Operational Plan to keep the community informed. Every four years when a new Council is elected, the CSP is reviewed with the community and updated, if required – adding an extra four years to the timeframe so that there is always a current minimum10-year Plan.

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Tracking progress

Overall progress Council will track and report overall progress to the community through six-monthly and annual reports.

Council will develop a Community Dashboard to report on the delivery of specific actions linked to the CSP.

Council management and reporting systems are aligned with the CSP.

Key sources of information used to verify data:

NSW Local Government Community Satisfaction Survey Murray River Council Base-line study coordinated by NSW Department of Premier and Cabinet, 2016.

Australian Bureau of Statistics (ABS) Five-yearly census data; Annual survey data.

NSW Department of Planning and Environment Local Government Area Population and Household Projections, and Implied Dwelling Requirements

(2016 data used in this CSP).

Community meetings and consultation with Councillors and senior council staff

Council already provides updated information on community profiles and economic statistics and trends on its website Provided through REMPLAN Australia www.murrayriver.nsw.gov.au/economic-and-community-profiles These profiles are updated as new statistical information is released.

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Specific progress For each Strategic Theme, actions will be tracked and reported on along with specific indicators at many levels including Council’s annual Operational Plan and Delivery Program, including:

Strategic Theme Goal Progress Measures Sources

Built/Physical Environment

We want our built and physical environment to be well planned, connected, safe, and designed to support our communities, industries, and businesses.

Council assets – asset condition (improving or degrading)

Condition of sealed local roads ) Water and sewerage services ) Maintenance of unsealed roads )

Appearance of public areas, local streets and footpaths

Waste management

Council asset management records

NSW Local Government Community Satisfaction Survey

Murray River Council Social Health &

Wellbeing Profile and Plan

Natural Environment We value our natural environment and expect it to be accessible, sustainable, managed, and healthy.

Measure and report on projects/activities undertaken to protect and manage our unique environment

Report on progress on implementation of the River Access strategy

Report on progress and work that increases access to natural environment for recreational amenity and enjoyment

Advocacy on behalf of community for natural environment outcomes


Council asset records Council records

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Strategic Theme Goal Progress Measures Sources

Social Wellbeing

We want services and facilities that support an active, healthy and diverse rural lifestyle, and help us celebrate and enjoy our rich cultural heritage and connected communities.

Recreational facilities ) Ease of access to services ) Disadvantaged support services ) Community and cultural activities ) Elderly support services )

Community connection and community well-being measures


REMPLAN Community Profile

Murray River Council Social Health & Wellbeing Profile and Plan

Economic Growth

We need economic growth so that we are vibrant, strong and able to support our local townships, regional industries and future employment.

Planning permits

Population growth

Economic trends


ABS data

REMPLAN Economic trends

Leadership and Governance

Effective, democratic, open, transparent leadership and governance that plans, advocates and meets the changing needs of our community.

Being a well-run council ) Informing the community ) Community consultation ) Decisions made in community interest )

Progress against Community Strategic Plan

NSW Local Government Community

Satisfaction Survey

Progress report

Documents

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