Towards 2030 - Port Macquarie-Hastings Council · 2017. 8. 17. · 2011 ABS CENSUS FINDINGS FOR THE PORT MACQUARIE-HASTINGS AREA > The median age was 47 years > 8.0% of households

1T O W A R D S 2 0 3 0 C O M M U N I T Y S T R A T E G I C P L A Npm

hc.

nsw

.gov

.au

T o w a r d s 2 0 3 0 C O M M U N I T Y S T R A T E G I C P L A N

Town Beach Marine Rescue and Kiosk

2

3T O W A R D S 2 0 3 0 C O M M U N I T Y S T R A T E G I C P L A N

TOWARDS 2030 COMMUNITY STRATEGIC PLAN

The Path to Integrated Planning ............................................................................................................................................................................... 4

Snapshot of the region ................................................................................................................................................................................................ 5

Why are we developing a Community Strategic Plan? ...................................................................................................................................... 8

What makes up the Community Strategic Plan? ................................................................................................................................................ 9

Where does this document fit? .............................................................................................................................................................................. 11

How was the Community Strategic Plan developed? .................................................................................................................................... 12

Community Theme 1 – Leadership and Governance ............................................................................................................................. 14

Community Theme 2 – Your Community Life ............................................................................................................................................ 16

Community Theme 3 – Your Business and Industry .............................................................................................................................. 18

Community Theme 4 – Your Natural and Built Environment................................................................................................................ 20

How we assess and report performance ........................................................................................................................................................... 22tabl

e of

con

ten

ts

The Path to Integrated Planning

4 P O R T M A C Q U A R I E - H A S T I N G S C O U N C I L

> 2008 Community Telephone Survey> Towards 2030 Community Forum> Staff and family survey> Online forums Have Your Say

> Other influencing documents in the development of the Delivery Program and Operational Plan:– Urban Growth Management

Strategy– Economic Development Strategy– Cultural Plan– Social Strategy– Waste & Resource Management

Strategy

Community Engagement Strategy> Civic Leaders Forum

> Stakeholder workshops > Online forums

> Vision survey and feedback > Social planning community survey > Social planning community forums

> Community Plans

Exhibition feedback> Community groups and government agencies > Review of Council plans and strategies

COMMUNITY STRATEGIC PLAN

DELIVERY PROGRAM (2017-2021)

RESOURCING STRATEGY > Long Term Financial Plan

> Workforce Management Strategy > Asset Management Strategy

& Plan

> State Plan NSW 2021 > The North Coast Regional Plan 2036

ANNUAL OPERATIONAL

PLAN

TOWARDS 2030 VISION

Brisbane

NEW SOUTH WALES

SNAPSHOT OF THE REGION

Port Macquarie-Hastings Council proudly acknowledges our Aboriginal community as the area’s first peoples and traditional owners of the land and water on which they relied. We acknowledge that we, the community,

gather in Birpai Land.

We pay respects to the Birpai elders both past and present and we also extend that respect to all Aboriginal and Torres Strait Islander peoples. We recognise their rich culture and we embrace the spirit of reconciliation.

The Port Macquarie-Hastings region totals 3,686 square kilometres and is located midway along the mid north coast of New South Wales. It is only 245 kilometres north of Newcastle, 384 kilometres north of Sydney and 548 kilometres south of Brisbane. Council acknowledges the Birpai people as the traditional owners of the lands within its local government boundaries.

The area has many small localities and villages in addition to the three main townships of Port Macquarie, Laurieton and Wauchope.

With a population of over 80,000, Port Macquarie serves as the business and tourism hub and is the major regional centre for the area. In 2015, Greater Port Macquarie hosted over 1.5 million visitors from Australia and overseas drawn to its natural and built environments.

The township of Wauchope, west of Port Macquarie, serves as the regional centre for the inland area, particularly for the rural communities and associated agricultural industries. With over 40,000 hectares of National parks and state forests, Wauchope serves as the gateway to the hinterland.

Laurieton is the main service centre in the Camden Haven, which is located at the southern extremity of the local government area. This is a rapidly growing area and includes the

towns of Kendall, Kew, North Haven, Dunbogan and West Haven.

Demographic change will have significant impacts on these townships, on the local economy, on requirements for infrastructure and services and on the types of residential development required. Detailed insight into the changes occurring in our community are available in the Port Macquarie-Hastings Urban Growth Management Strategy.

Laurieton

Port MacquarieWauchope

Sydney


Shopping precinct, Wauchope

Charles Sturt University,

Port Macquarie Campus

Slice of Haven Festival, Laurieton

2011 ABS CENSUS FINDINGS FOR THE PORT MACQUARIE-HASTINGS AREA

> The median age was 47 years

> 8.0% of households earned a high income (more than $2,500 per week), and 30.8% were low-income households (less than $600 per week)

> The median weekly household income was $837

> 26% of households had a mortgage

> 26% of households were renting

> Lone person households made up 26.3% of the total

> Couples without children made up 32.4% of the total

> Of the employed resident population, 47.9% was in the following occupation areas: professionals – 18.4%, technicians and trades workers – 14.9%, clerical and administrative workers – 14.6%

The estimated resident population (ERP, 2015) is currently 78,128 ( a 3.85% increase since 2011) and the population is forecast to grow to 102,926 by 2036.

P O R T M A C Q U A R I E - H A S T I N G S C O U N C I L6

HASTI NGS RIVER DR

OXLEY HWY

OC

EAN

DR

PACI

F IC

HW

Y

LORNERD

COMBOYNE RD

OXLEY HWY

LORNE RD

PACI

FIC

HWY

PACI

FIC

HW

Y

Port Macquarie

Wauchope

LaurietonCAM

DEN

HAVENR

LAK

EIN

NE

S

S

WATSO N

TAY

LORS

LAKE

Q U EENS LAKE

I

0 4 8 12 16 202

Kilometres

Legend

Major Sealed Road

Major Unsealed Road

Minor Unsealed Road

Minor Sealed Road

Tourist Drive 10

Tourist Drive 8

Railway

LGA

National Parks and Nature Reserves

State Forests

[·

NORTH BEACH

LIGHTHOUSE BEACH

RAINBOW BEACH

GRANTS BEACH

DUNBOGAN BEACH

Pappinbarra

Bellangry !

! Pembrooke!

Crescent Head !

Upsalls Creek !

Lorne!

Elands!

Kindee!

Tourist Drive 8

Tourist Drive 10

HASTINGS

RIVER

MA

RIA

RIV

ER

HASTINGS RIVERWILSON RIVER

Taree 35kmsSydney 340kms

Kempsey 6kmsBrisbane 510kms

Telegraph Point

Lake Cathie

Bonny Hills

Kew

Comboyne

KendallNorth Haven

Dunbogan

North Shore

Beechwood

Herons Creek

Long Flat

T A S M A N

S E A

T O W A R D S 2 0 3 0 C O M M U N I T Y S T R A T E G I C P L A N 7


WHY ARE WE DEVELOPING A COMMUNITY STRATEGIC PLAN?

The Community Strategic Plan (CSP) is an overarching 10 year plan that is prepared by Council and the community based on community priorities. It enables Council to coordinate its funding priorities, activities and services.

New South Wales Government legislation recognises that councils and communities don’t exist in isolation and that different planning documents must be integrated. The legislation guidelines indicate the CSP should be based on the social justice principles of equity, access, participation and rights. The CSP should also consider how social, economic, environmental and civic leadership issues can be addressed.

The CSP is a reference tool for Council, the community, government agencies and other stakeholders. It identifies the community’s aspirations for the future and outlines strategies to achieve them. The community owns this plan and it will serve as the primary resource for guiding future councillors on what the community wants.

While Council creates the CSP and coordinates community input, it is not wholly responsible for the implementation. Individuals and community groups are responsible for some of the strategies, while other partners such as government agencies and businesses will be encouraged to deliver long-term objectives from the plan.

In preparing the CSP, Council has been mindful of the key directions of the NSW state plan and various regional strategies that apply to our local government area. The CSP will form an important reference point for planning activities at regional and local levels. State agencies preparing their plans for the area are encouraged to consider the objectives and strategies outlined in our plan.

WHAT MAKES UP THE COMMUNITY STRATEGIC PLAN?

Our Vision

A sustainable high quality of life for all

Our Mission

Building the future together – people, place, health, education and technology

Our Community Themes

> Leadership and Governance

> Your Community Life

> Your Business and Industry

> Your Natural and Built Environment

The Community Strategic Plan outlines:

> The objective – What we are trying to achieve

> The strategy – How we will get there

> The outcome – What the result will be


In 2030 the vision of the community is that the people of Hastings will be:

> Living in a harmonious safe and connected community

> Enjoying participatory local democracy

> Accessing quality infrastructure including roads, waste, water and sewerage management

> Benefiting from quality urban design that encourages use of open spaces and provides easy access between our towns and villages

> Enjoying economic prosperity and having access to quality education and training

> Actively participating in inclusive community activities

> Preserving and protecting our natural habitats

ourvi

sion outcomes


WHERE DOES THIS DOCUMENT FIT?

The CSP is the first step in adopting an integrated approach to Council planning documents. It follows the Towards 2030 Foundations report which is a snapshot of Council services in 2008-2009 and sets the scene for the integrated planning process.

The graphic on page 4 of this document shows how the community has been involved in the development of the CSP to date and how we have involved agencies and stakeholders external to Council.

The next step in the planning model is the four year Delivery Program. It is designed as the single point of reference for all key activities undertaken during a term of Council. Linked to this is a Resourcing Strategy, which provides the resources required to implement the strategies in the CSP and the principal activities in the Delivery Program. The Resourcing Strategy includes the Long Term Financial Plan, Workforce Management Strategy, and Asset Management Strategy and Plan.

The final step is the annual Operational Plan which spells out the details of the individual projects and activities Council will undertake each financial year to meet the commitments made in the Delivery Program.


HOW WAS THE COMMUNITY STRATEGIC PLAN DEVELOPED?

Council has a Community Engagement Strategy that is based on the social justice principles of equity, access, participation and rights for engagement with the local community. This includes a number of community engagement practices that ensure Council has the necessary information on social, environmental, economic and civic leadership issues before developing and reviewing the CSP.

The current CSP, the Towards 2030 Community Strategic Plan, was developed following a lengthy community engagement process conducted in 2008 and 2009. The consultation involved two major surveys, a full day community workshop at the Port Macquarie racecourse and group workshops throughout the local government area (in which over 700 people participated).

It took time and resources, to both conduct this consultation and analyse the results. Those results, however, not only provided information for the CSP, but also gave Council and the community a reference point for shaping discussion, decision making and future consultation. Due consideration was given to community’s expected level of service.

The opinions and information gathered from the community consultations have also been used in compiling the following major reports, which are available on Council’s website.

> Foundations for 2030 – which is an overview of information and statistics about the Port Macquarie-Hastings local government area

> 2009 Consultation Report – which is an independently commissioned report from BBC Consulting Planners. It summarises the feedback and outcomes from the 2009 engagement activities

> 2010 Participation Report – which is our understanding of community priorities and expectations of Council. This was drawn from a range of community participation activities including workshops, online surveys and visits to community groups

> 2011 Funding Future Services – which covers the community engagement Council undertook (over a six-week period) to inform its application for a Special Rate Variation for the 2012 – 2013 financial year

> 2012 and 2015 Micromex Research – which is a community priorities satisfaction survey. It examined community attitudes and perceptions towards current and future services and facilities provided by Council

> Your Voice Our Community (YVOC) Engagement 2015 – which was designed to help Council to understand what the priority services are for the community. It was developed through a series of online engagement and community forums

> 2016 Community Needs survey – which is a community priorities and satisfaction telephone survey of 800 participants. It was also designed to examine community attitudes and perceptions towards current and future services and facilities provided by Council.



Council considered the state and regional plans when preparing the CSP, reviewing priorities and goals that identified relevant issues for local government action. The five strategies for NSW 2021 are:

> Rebuild the economy> Restore quality services> Renovate infrastructure> Strengthen our local environment and communities> Return accountability to government

The North Coast Regional Plan sets four goals:

> The most stunning environment in NSW> A thriving, interconnected economy> Vibrant and engaged communities> Great housing choice and lifestyle options.

Council alignment to the State and Regional Plans is shown under each community theme in this document.

In 2016, Council reviewed the CSP. This was part of Council’s commitment to review the CSP every four years following local government elections. The revised CSP has been rolled forward, so still has a minimum 10 year timeframe. Council has maintained its extensive and continuing community engagement using the following community engagement activities:

> Ongoing surveys and workshops conducted with community> Rural consultation program (including the listening and engaging with the community program) throughout the local government area> Council meetings held at various community locations and venues> Regular online discussion forums> Community surveys> Market and Event stalls> Focus Group Workshops> Civic leaders forum> Sports leader forum

The End of Term Report was presented to the final meeting of the outgoing Council on 10 August 2016. This report detailed the progress and implementation of the CSP and Council’s effectiveness in achieving its objectives over the last four years.


com

mu

nit

y th

eme 1

LEADERSHIP AND GOVERNANCE

What we are trying to achieve

A collaborative community that works together and uses opportunities for community participation in decision making that is defined as ethically, socially and environmentally responsible.

What the result will be

We will have:

> A community that has the opportunity to be involved in decision making

> Open, easy, meaningful, regular and diverse communication between the community and decision makers

> Partnerships and collaborative projects, that meet the community’s expectations, needs and challenges

> Knowledgeable, skilled and connected community leaders

> Strong corporate management that is transparent

OUR ALIGNMENT TO STATE AND REGIONAL PLANS

> NSW 2021 State Priority/Goal

– NSW 2021 – Goal 29 – Restore confidence and integrity in the planning system

– NSW 2021 – Goal 30 – Restore trust in State and Local Government as a service provider

– NSW 2021 – Goal 31 – Improve government transparency by increasing access to government information

– NSW 2021 – Goal 32 – Involve the community in decision making on government policy, services and projects

> North Coast Regional Plan

– Goal 2 – A thriving, interconnected economy: – Direction 5 – Strengthen communities of interest and cross-regional relationships

– Goal 3 – Vibrant and engaged communities: – Direction 14 – Provide great places to live and work.


How we will get there

1.1 Inform and engage with the community about what Council does using varied communication channels

1.2 Maintain strong partnerships between all stakeholders – local, state and federal – so that they are affective advocates for the community

1.3 Demonstrate leadership

1.4 Use innovative, efficient and sustainable practices

1.5 Ensure strong corporate and financial management that is transparent and accountable

com

mu

nit

y th

eme


2YOUR COMMUNITY LIFE


A healthy, inclusive and vibrant community.


We will have:

> Community hubs that provide access to services and social connections

> A safe, caring and connected community

> A healthy and active community that is supported by recreational infrastructure

> A strong community that is able to identify and address social issues

> Community participation in events, programs, festivals and activities



– NSW 2021 – Goal 11 – Return Quality Services: – Health: Keep people healthy and out of hospital

– NSW 2021 – Goal 13 – Return Quality Services: – Family & Community Services: Better protect the most vulnerable members of our community and break the cycle of disadvantage

– NSW 2021 – Goal 14 – Return Quality Services: – Family & Community Services: – Increase opportunities for people with a disability by providing supports that meet their individual needs and realise their potential

– NSW 2021 – Goal 23 – Strengthen our local environment and communities: - Increase opportunities for people to look after their own neighbourhoods and environments

– NSW 2021 – Goal 24 – Strengthen our local environment and communities: Make it easier for people to be involved in their communities

– NSW 2021 – Goal 25 – Strengthen our local environment and communities: Increase opportunities for seniors in NSW to fully participate in community life

– NSW 2021 – Goal 26 – Strengthen our local environment and communities: Fostering opportunity and partnership with Aboriginal people

– NSW 2021 – Goal 27 – Strengthen our local environment and communities: Enhance cultural, creative, sporting and recreation opportunities

– NSW 2021 – Goal 28 – Strengthen our local environment and communities: Ensure NSW is ready to deal with major emergencies and natural disasters


– Goal 3 – Vibrant and engaged communities: – Direction 15 – Develop healthy, safe, socially engaged and well-connected communities

– Goal 3 – Vibrant and engaged communities: – Direction 16 – Collaborate and partner with Aboriginal communities

– Goal 3 – Vibrant and engaged communities: – Direction 17 – Increase the economic self-determination of Aboriginal communities

– Goal 3 – Vibrant and engaged communities: – Direction 18 – Respect and protect the North Coast’s Aboriginal heritage

– Goal 3 – Vibrant and engaged communities: – Direction 19 – Protect historic heritage



2.1 Create a community that feels safe

2.2 Advocate for social inclusion and fairness

2.3 Provide quality programs, community facilities and public spaces, for example, community halls, parks and vibrant town centres

2.4 Empower the community through encouraging active involvement in projects, volunteering and events

2.5 Promote a creative and culturally rich community

com

mu

nit

y th

eme


3YOUR BUSINESS AND INDUSTRY


The Port Macquarie-Hastings region is a successful place that has a vibrant, diversified and resilient regional economy for people to live, learn, work, play and invest.


We will have:

> A strong economy that fosters a culture supportive of business and ensures economic development of the region

> Townships, villages and business precincts that are vibrant commercial, cultural, tourism, recreational and/or community hubs

> A region that attracts investment to create jobs

> Partnerships that maximise economic return and create an efficient and effective business environment



– NSW 2021 – Goal 1 – Rebuild the Economy: – Improve the performance of NSW economy

– NSW 2021 – Goal 3 – Rebuild the Economy: – Drive economic growth in regional NSW

– NSW 2021 – Goal 15 – Return Quality Services: – Education: Improve education and learning outcomes for all students


– Goal 2 – A thriving, interconnected economy: – Direction 6 – Develop successful centres of employment

– Goal 2 – A thriving, interconnected economy: – Direction 7 – Coordinate the growth of regional cities

– Goal 2 – A thriving, interconnected economy: – Direction 8 – Promote the growth of tourism

– Goal 2 – A thriving, interconnected economy: – Direction 10 – Facilitate air, rail and public transport infrastructure

– Goal 2 – A thriving, interconnected economy: – Direction 11 – Protect and enhance productive agricultural lands

– Goal 2 – A thriving, interconnected economy: – Direction 12 – Grow agribusiness across the region


3.1 Embrace business and a stronger economy

3.2 Create vibrant and desirable places

3.3 Embrace opportunity and attract investment to support the wealth and growth of the community

3.4 Partner for success with key stakeholders in business, industry, government, education and the community


com

mu

nit

y th

eme


4YOUR NATURAL AND BUILT ENVIRONMENT


A connected, sustainable, accessible community and environment that is protected now and into the future.


We will have:

> Effective management and maintenance of essential water, waste and sewer infrastructure

> A community that is prepared for natural events and climate change

> Sustainable and environmentally sensitive development outcomes that consider the impact on the natural environment

> Accessible transport network for our communities

> Infrastructure provision and maintenance that meets community expectations and needs

> Well planned communities that are linked to encourage and manage growth

> Accessible and protected waterways, foreshores, beaches and bushlands



– NSW 2021 – Goal 8 – Return Quality Services: – Transport: Grow patronage on public transport by making it a more attractive choice

– NSW 2021 – Goal 9 – Return Quality Services: – Transport: Improve customer experience with transport services

– NSW 2021 – Goal 10 – Return Quality Services: – Transport: Improve road safety– NSW 2021 – Goal 19 – Renovate Infrastructure: – Invest in critical infrastructure– NSW 2021 – Goal 21 – Renovate Infrastructure: – Secure potable water supplies– NSW 2021 – Goal 22 – Strengthen our local environment and communities: –

Protect our natural environment


– Goal 1 – The most stunning environment in NSW: – Direction 1 – Deliver environmentally sustainable growth

– Goal 1 – The most stunning environment in NSW: – Direction 2 – Enhance biodiversity, coastal and aquatic habitats, and water catchments

– Goal 1 – The most stunning environment in NSW: – Direction 3 – Manage natural hazards and climate change

– Goal 1 – The most stunning environment in NSW: – Direction 4 – Promote renewable energy opportunities

– Goal 2 – A thriving, interconnected economy: – Direction 9 – Strengthen regionally significant transport corridors

– Goal 2 – A thriving, interconnected economy: – Direction 10 – Facilitate air, rail and public transport infrastructure

– Goal 2 – A thriving, interconnected economy: – Direction 13 – Sustainably manage natural resources

– Goal 3 – Vibrant and engaged communities: – Direction 20 – Maintain the region’s distinctive built character

– Goal 3 – Vibrant and engaged communities: – Direction 21 – Coordinate local infrastructure delivery

– Goal 4 – Great housing choice and lifestyle options: – Direction 22 – Deliver greater housing supply

– Goal 4 – Great housing choice and lifestyle options: – Direction 23 – Increase housing diversity choice

– Goal 4 – Great housing choice and lifestyle options: – Direction 24 – Deliver well-planned rural residential housing areas

– Goal 4 – Great housing choice and lifestyle options: – Direction 25 – Deliver more opportunities for affordable housing


> An environment that is protected and conserved for future generations

> Renewable energy options that are understood and accessible by the community


4.1 Provide (appropriate) infrastructure and services including water cycle management, waste management, and sewer management

4.2 Aim to minimise the impact of natural events and climate change, for example, floods, bushfires and coastal erosion

4.3 Facilitate development that is compatible with the natural and built environment

4.4 Plan for Integrated transport systems that helps people get around and link our communities

4.5 Plan for integrated and connected communities across the Port Macquarie-Hastings area

4.6 Restore and protect natural areas

4.7 Provide leadership in the development of renewable energy opportunities

4.8 Increase awareness of issues affecting our environment, including the preservation of flora and fauna


HOW WE ASSESS AND REPORT PERFORMANCE

Every four years, Council undertakes a review of the CSP to assess its effectiveness in delivering strategic outcomes. Council uses a range of assessment methods to do this. Together, they contribute to Council’s understanding of what the community wants. They include:

> a community survey on perception and satisfaction

> general community feedback captured at the conclusion of each community engagement activity

> Port Macquarie-Hastings Council data captured and downloaded from relevant state and federal government agencies

> feedback from external stakeholders, for example, Councillors, state/federal members, civic leaders, chambers of commerce, community groups or targeted sectors of the community (including businesses and the general community)

> feedback from internal stakeholders, that is, Council employees and specific groups within Council that have defined tasks related to the development of the CSP, Resourcing Strategy, Delivery Program and Operational Plan

> written submissions received and feedback captured at community engagement and consultation

Council will continue to assess community priorities and aspirations through its community engagement activities.

The CSP is a living document that requires measurement, evaluation and adjustments as the community grows and changes together. This is an ongoing process involving the community, other agencies, businesses and Council.

Assessing, measuring and reporting the CSP is an ongoing process involving the community, other agencies, business and Council.

While the CSP belongs to the whole Port Macquarie-Hastings community, Council has a legislative responsibility to guide and influence its implementation.

Part of that responsibility is to provide progress reports to the community. This is done through the following methods:

> quarterly reporting on the implementation of the Delivery Program and on progress in implementing the actions in the Operational Plan

> six monthly reporting on progress with respect to the principal activities detailed in the Delivery Program

> The Annual Report. This report assesses achievements in implementing the Delivery Program and the effectiveness of the principal activities undertaken in achieving the objectives of the Community Strategic Plan. It includes a copy of the Council’s audited financial reports

> End of Term Report. This report outlines the achievements in implementing the CSP over the previous four years. It is included in the annual report in a year in which an ordinary election is held.



pm

hc.

nsw

.gov

.au PO Box 84

Port Macquarie NSW Australia 2444 DX 7415

[email protected] ABN 11 236 901 601

P O R T M A C Q U A R I E O F F I C E

17 Burrawan Street, Port Macquarie NSW 2444 Telephone (02) 6581 8111 Facsimile (02) 6581 8123

W A U C H O P E O F F I C E

49 High Street, Wauchope NSW 2446 Telephone (02) 6589 6500

L A U R I E T O N O F F I C E

9 Laurie Street, Laurieton NSW 2443 Telephone (02) 6559 9958

Documents

Towards 2030 - Port Macquarie-Hastings Council · 2017. 8. 17. · 2011 ABS CENSUS FINDINGS FOR THE PORT MACQUARIE-HASTINGS AREA > The median age was 47 years > 8.0% of households