Create WOLLONDILLY COMMUNITY STRATEGIC PLAN 2033

Suite of Documents Include - Delivery Program 2017/18 - 2020/21 | Operational Plan 2017/18 | Resourcing Strategy Create WOLLONDILLY “Growth, development and change is inevitable and much of the time, out of control. What we can control is how we respond to it and the direction that it takes. The challenge for Wollondilly's future will be 'balance' between the past, the present and the future. Wollondilly is unique. It is Sydney's water bowl and a large part of its food bowl. It's a beautiful rural setting and rural lifestyle with towns and villages, a strong sense of community, a rich and diverse environment including green space, rolling hills, rivers, lakes, mountains, heritage and agriculture. The challenge for Wollondilly will be the preservation of these treasured aspects of living in our Shire. I want our future generations to still have these views, to enjoy what we have now and what we possibly take for granted. Once it's gone, it's gone. You can't get it back.” Karen Burgess, Winner of the Create Wollondilly 2033 Art Competition (16 years and older category)

A printable version of this document can be found in TRIM 9400#268 Introduction...... 07

What Is the Community Strategic Plan?...... 09

Create Wollondilly Focuses on 5 Themes...... 10

All About Wollondilly and its “Peri-Urban” Setting...... 12

Who Are We...... 14

Did You Know?...... 15

Growth...... 17

Council's Position On Growth...... 18

Rural Living...... 20

Health and Wellbeing...... 22

Resilience...... 24

NSW State Planning...... 26 CONTENTS Social Justice Principles...... 28 How This Csp Was Developed...... 30 What You the Community Have Said...... 32

Working Together...... 34

Sustainable and Balanced Growth...... 37

Management and Provision of Infrastructure...... 43

Caring for the Environment...... 49

Looking After the Community...... 55

Efficient and Effective Council...... 61

Measuring Our Progress...... 66

Linkages...... 70

Your Councillors...... 76

Your Wards...... 78 INTRODUCTION Councils need to focus on long term strategic planning and to set priorities through community consultation. The preparation of this Community Strategic Plan (CSP) is an important part of this process.

The CSP is meant to ask • Better roads, infrastructure and four key questions: transport options. • Where are we now? • A wider range of local services, facilities, community events • Where do we want to be? and activities. • How do we get there? • A growing economy with more • How do we know we’ve arrived? local jobs and education. In other words the CSP captures • A protected and enhanced the strengths, issues and potential natural environment. opportunities for our Shire and in So our aspirations are a mix

response it establishes strategies Create Wollondilly of valuing what we currently for achieving the outcomes we have, but also wanting to create all want. more opportunities. Our long What does Create term strategy therefore needs Wollondilly mean? to be about keeping the great opportunities we’ve already got The aspirations expressed by our while at the same time maximising - Community Strategic Plan 2033 community have been clear and (“creating”) new opportunities consistent over the years. We want that can arise from future change to secure a positive future and growth. for ourselves and our children by having: Council, government and - Community Strategic Plan 2033 “A PLACE TO LIVE non-government agencies, the and work that values the inherent • A quality lifestyle in a private sector and the community beauty of the Shire, is proud of rural setting. all need to work as partners to its community and supports • Prosperous towns and villages achieve these goals and innovation and inclusiveness.” that achieve a balance between Create Wollondilly together. Residents vision for Wollondilly in 2033 growth and maintaining our rural

Create Wollondilly character and community spirit.

6 7 Create Wollondilly - Community Strategic Plan 2033 9

WHAT IS A WHAT COMMUNITY STRATEGIC PLAN? A 10 year Long Term Financial Plan; Long Term A 10 year and Management Strategy; Workforce A 4 year Asset Management Strategy. A 10 year

• • • Under the IP&R framework, Councils need to prepare a CSP as their held the aspirations long term CSP expresses plan. The highest level of the community by achieving for and sets strategies Wollondilly those aspirations. is a Resourcing Strategy which is made up of: Supporting the CSP Program (which Delivery outlines Council then prepares a 4 year of commitment to the implementation Council’s the CSP and whichis termaligned with the 4 year of Operational annual Council). Council’s as partPlan is included of Program. Delivery the 4-year Although the CSP is a long term a on it is reviewed document strategic an to align with the incoming Council. It is therefore rolling cycle 4-yearly important of document to set and guide the direction Council an elected term.during its electoral The Integrated Planning and Reporting Planning Integrated The is NSW Councils for (IP&R) Framework what most ofanother name for us would call “corporate planning”.

Perpetual Monitoring STRATEGY and Review Long Term Long Term Financial Plan; Workforce Management Strategy; Asset Management Strategy. RESOURCING RESOURCING

• • • PLAN DRAFT DISTRICT DISTRICT DRAFT

PREMIER'S PREMIER'S PRIORITIES 4 YEARS 4 10+ YEARS 10+ REPORT ANNUAL ANNUAL DELIVERY DELIVERY PROGRAM Wollondilly PLAN YEAR 1 COMMUNITY OPERATIONAL STRATEGIC PLAN STRATEGIC

• Tourism Strategy; Tourism Plan; Local Environmental Growth Management Strategy; Strategy; Economic Development Action Plan; Disability Inclusion Social Planning Strategy; Smart City Plan; Information and Communications Strategy. Technology

OTHER STRATEGIC PLANS STRATEGIC OTHER • • • • • • • •

OTHER STATES STATES OTHER PLANS STRATEGIES AND

COMMUNITY

ENGAGEMENT

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 8 Create WOLLONDILLY FOCUSES ON 5 THEMES:

In order to answer the key CSP Sustainable and Balanced GROWTH questions of “where are we now?” and “where do we want to be?” there is a narrative and associated Outcomes under each of the themes. Management and Provision of INFRASTRUCTURE The narratives explore our current strengths, the issues and challenges we face, and the opportunities for the future. The Outcomes are brief Caring for the ENVIRONMENT expressions of what we want to achieve in the long term. In order to answer the key CSP Looking after the COMMUNITY question of “how do we get there?” there are Strategies which aim to achieve the Outcomes for each theme area. Efficient and Effective COUNCIL In relation to the key CSP question of “how do we know we’ve arrived?” there are performance measures and Create Wollondilly long term indicators which aim to measure how we are tracking towards achieving our desired Outcomes. While Council prepares the CSP on behalf of the community, it

is not wholly responsible for its - Community Strategic Plan 2033 implementation. Other partners, such as government agencies, the private sector and community groups are also responsible for - Community Strategic Plan 2033 delivery of our vision for the future. So we all have a responsibility to “HOUSING GROWTH, Create Wollondilly together. open spaces, agricultural lands, environmental protection. Resident's vision for Wollondilly in 2033 ” Create Wollondilly

10 11 Create Wollondilly - Community Strategic Plan 2033 13 Management of pressures; growth and development and land fragmentation; Agricultural land being lost to urban development Conflicts being rural and urban uses; land Limited infrastructure and services; opportunities.Limited employment

• • • • • Because of their location they face a unique set of challenges: and are critical enormous economic and social value environmental, have as Wollondilly areas such Peri-urban to the future resilience and functioning of managed and need to be carefully as a whole, so they Sydney is part Council, along with 12 other Councils on the periphery ofprotected. Wollondilly of Sydney, the Sydney Network ofPeri-Urban to the approaches Councils (SPUN) which discussion and strategic works to stimulate management of peri-urban fringe. Sydney’s The Shire is rich in Aboriginal history Shire is rich The of and the backdrop the with ranges and plains is interwoven gorges, dreamtime legends of Australians. the first European settlers to the early back rural towns and villages date who the first landscape, followed Wollondilly’s Park area) (around the Menangle and Camden This location to the “Cowpastures”. cattle famous straying fleet’s was the birthplace of modern time onwards agriculture has been integral and from that in Australia agriculture and identity of economy the Shire. character, to the development, and the character this identity and values “rural”. community to be proudly the Shire continues The Today opportunitiesunique lifestyle where of context, This of being in a rural proximity setting within close Sydney. we are on the periphery is referred (or edge) of to within this CSP as being “peri-urban”. the city, comprise a mix of lands typically Peri-urban agricultural urban and rural residential areas with productive topographies. areas and diverse biodiversity lands,

ALL ABOUT ABOUT ALL AND ITS ITS AND Wollondilly SETTING “PERI-URBAN”

The Wollondilly Shire is located on the south Shire is located Wollondilly The western fringe of of the foothills at Sydney the Southern Highlands. almost two thirds of 2,560 square kilometres, Although it covers the area is made up ofShire’s areas. catchment parks and water national areas with enormous protected lands are spectacular natural These Outside of value. and heritage environmental these protected areas ofthe Shire is a patchwork bushland rural agriculture, landscapes, towns and villages. and separate

Create Wollondilly Wollondilly Create Create - Community Strategic Plan 2033 2033 Plan Plan Strategic Strategic Community Community - - 12 Create Wollondilly - Community Strategic Plan 2033 15 2

40,758 (874 Tonnes) participation participation participation approved 50% 89% 95% 168 tree removals 103,559 (1,182 Tonnes) vegetation treated for Hazard for treated vegetation purposesReduction = 11.8 soccer fields 84,600m 302 225,142 (2,427 Tonnes) KNOW? 288 property inspections noxious for weeds properties as rated ‘Farmland’ ENVIRONMENT

and 33 days extra Kerb Gutter 847 Soccer Fields

28 YOU Playgrounds

equivalent to equivalent constructed 561m with a total

Net median time for Net median time for determination of local and development integrated applications surface area of 101 830km

construction certificates occupation certificates During the 2015/16 year... the 2015/16 During

DID

Constructed Newly Newly 356 298 ROADS, PATHS AND OUTDOOR AREAS PATHS ROADS, Parks and Reserves Parks 78.1km Development applications applications Development and modifications DEVELOPMENTS 604.8ha 1131

24 Library Relocation and Renovation 169 $2.5m Sta live local Sta 6,405 received customer requests closed informal Government informal Government Mobile Library Visitors 243,062 243,062 documents were received and filed by council and filed by of been with Sta have years 20 over us for Sta formal GIPAA requests formal GIPAA Information Requests (GIPAA) Information Requests 887 12% 3,567 27,739 Library Visitors COMMUNITY STAFF 257 ADMIN AND CORRESPONDENCE SHARED FROM FROM HOME WORK WORK 1.5% 5.0% 5.2% 4.0% 10.7% 10.8% RENT 13.8% 25.0% 0.1% 0.8% Camden Sth Campbelltown Nth Campbelltown Wingecarribee - East Liverpool - Inner Sydney MORTGAGE 48.0% 33.0% 0.4% 5.8% 8.6% 7.6% 11.9% 7.8% 4.1% 4.1% 4.0% 1.8% OWNED 30.1% 29.1%

3.7% 13.8% 42.9% 34.8% Wollondilly Sydney Greater 4.2% 4.5% 5.0% 40.4% 26.9% Live and Work and Work Live In the Shire Work Outside Work the Shire 58.4% 68.8% 53.0% 25.4% 22.6% 94.0% 58.9% Other Locations of Employment Wollondilly Sydney Greater Wollondilly Sydney Greater Wollondilly Sydney Greater Housing Transport Transport to work Housing Family Family Family Structure Structure ning Manufacturing Construction Education and Retail trade Constructionning Manufacturing and Retail Education 13.7% 8.5% 11.3% 7.3% 8.3% 8.1% 7.7% 10.5% 13.7% 8.5% 11.3% 7.3% 8.3% 8.1% 13.8% 1.0% Top 5 Industries in the Shire 5 Industries Top Training Mi 5.2% 5.2% 26.3% Aboriginal and Torres Aboriginal and Torres Strait Islander

15%

26% Vocational Vocational Education (ERP) 2015 (ERP)

Estimated Resident Estimated 47,997 Population for Wollondilly for Wollondilly Population 8.5%

7.1% 9.8% 7.6% 10.9%

24%

8.3% and Training Education 9.8% trade Retail 9.9% Health Care and Social Assistance Construction Manufacturing Manufacturing 11.9% 12.6% 11% Bachelor or or Bachelor High Degree

1.2% 2.4% Education Top 5 Industry Top types we work in Wollondilly Sydney Greater

Non-English Speaking Background

WHO WE ARE

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 14 Create Wollondilly - Community Strategic Plan 2033 17

Key regional infrastructure drivers (Western Sydney Airport, regional infrastructure (Western Sydney drivers OrbitalKey M9, Sydney Maldon-Dombarton Railway). and constraints. considerations Environmental interests. and community Social considerations issues (particularlyMineral extraction to coal mining). in relation Plan Strategic a broad position on Growth in this Community By establishing page). (see following its Growth Management Strategy. Through Control Plans. Plan and Development its Local Environmental Through its own decisions on whetherThrough or not to support planning proposals and major developments. and actions. Strategy its Economic Development Through its Infrastructure and worksThrough programmes. strategies and actions. strategies its Environmental Through It enables the community to understandthe community It enables occur and what what may being planned for is short, the and long term. medium across the Shire over growth will be (Significantly and not others and will occur in some locations across the Shire differently experienced period of an extended over time). It promotes a better understanding of the opportunities and how growth can create that health services, more schools, more jobs, for aspiration it is integral to the community’s better infrastructure, transport etc. choice in balance. us to understandIt enables rural growth and that living can both be achieved types of undesirable us to identify and avoid It helps is inconsistent or growth that growth with our concept of rural living. the future. plan for Council to strategically It enables which it can advocate. Council with a broad position on future growth for It provides Plan. NSW State – NSW Department Growing Sydney) Metropolitan Planning (A Plan for of Planning. Commission. Sydney District Plan) - Greater District Planning (Draft South West policies and directives Government and Federal Other State Strategies). and Freight Transport (e.g. economic conditions. and Market timing. funding, strategies, constraints, issues - capacities, Infrastructure provision

• • • • • • • • • • • • • • • • • • • • • • • GROWTH Nevertheless Council does play an important role in steering the growth outcomes Nevertheless Council does play an important role in steering the within the Shire. It does this: The concept of concept The referred frequently growth is to in this the Shire preparing for is strategically CSP and Council “future growth”. to experience not include) is beneficial for this growth (what it will and will Being clear about that what occurs across the Shire regarding It is important however to understand lands and infrastructure improvements is not housing developments, employment determine growth wide range of interrelated factors A solely determined by Council. time: outcomes and these can vary over a number of reasons:

business into the area.” business into in 2033 vision for Wollondilly Resident's - that attract visitors and - that attract others outside Wollondilly Wollondilly others outside exist for the citizens and exist for the citizens appreciable amenities that appreciable amenities “SUSTAINED GROWTH, “SUSTAINED Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 16 Create Wollondilly - Community Strategic Plan 2033 19 No other major growth areas

NOTE: At the time of preparing this CSP, At the time ofNOTE: preparing this CSP, proposed amendments to the Environmental Planning and Assessment Act, 1979 are under consideration. One proposal is Councils to adopt a “Local Strategic for Planning Statement”. If this requirement Council then the above comes into force, is considered to be on Growth” “Position (or at least be the basis of) that Strategic Planning Statement. 4. Council will not be supporting or major urban development ofthe development towns new or villages within its rural areas those partsincluding of Wollondilly Macarthur are in the “Greater that Area” Investigation Land Release (other than its commitment to the ofdevelopment new town a major Council will therefore Wilton). at not be supporting major urban in the West developments area. Appin A major retail and commercial centre. Smaller order neighbourhood centres. and timely Appropriate . infrastructure provision Housing diversity. lands and Employment job diversity. facilities, Social/community services and infrastructure. transportPublic services. Open space and recreation opportunities. healthy liveable Highly neighbourhoods. and enhancement ofRetention lands. significant environmental 16,600 homes for a population a population 16,600 homes for of 50,000. approximately Wilton

• • • • • • • • • • • 3. growth for priority focus Council’s ofwill be the development a new not and Council will Wilton town at New Town ofsupport the development new towns or villages in other areas of is Wilton vision for The the Shire. a major new town over to create 20 – 30 years whichthe next will incorporate:

Mitigates or minimises adverse or minimises adverse Mitigates impacts. environmental green space / ruralRetains between towns lands separation and villages. Incorporates and appropriate to infrastructuretimely provision meet the needs of the existing and incoming population. impacts Addresses cumulative and infrastructure requirements when considered in conjunction with other growth proposals. Does not compromise or conflict with the concept and vision of Living (as defined in the Rural section offollowing this CSP). Has incorporated, and has extensive been informed by, engagement. community Respects the character, setting the character, Respects and heritage ofthose towns and villages. Supports economic and the social sustainability of those towns and villages. Growth in and around our existing towns

• • • • • • • • 2. supportCouncil will only scaled growth within appropriately towns and and around its existing villages that: COUNCIL'S COUNCIL'S ONPOSITION GROWTH

Minimise the fragmentation ofMinimise the fragmentation rural lands. Minimise rural land use conflict. Protect our rural lands, rural landscapes, and their ruralProtect our rural landscapes, lands, surrounding environments. resources and systems upon whichProtect the natural agriculture depends. Support agricultural industry and maintain a viable and in the Shire . encourage further agricultural investment Rural Protection

• • • • •

1. Council is committed to managing growth so as to: The NSW DepartmentThe of in order to house that Planning estimates the 725,000 new homes are needed over growing population Sydney’s District (Liverpool, 20 years with 143,000 needed in the South West next South (Source: Draft Wollondilly). and Camden, Campbelltown Fairfield, Commission) Sydney District Plan, Greater West currentThe of population estimated Shire is approximately Wollondilly could head towards this number 48,000 and Council is predicting that Council will be planning 20 to 30 years. the next over 100,000 or beyond key four this growth to occur in accordance with the following for principles and objectives: Wollondilly’s location on the outer peri-urban on the location Wollondilly’s fringe of means the Shire is subject Sydney and for development to significant pressure growth. population

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 18 RURAL LIVING For many years the Shire has identified Rural Living as its vision and we know that these words can mean different things to different people. The previous CSP involved a community engagement process to explore the meaning of Rural Living. Following community workshops held in November 2012, a definition of Rural Living comprising six key characteristics was developed The definition was further refined during the preparation of this CSP through focus groups held with community members and Councillors.

1. Rural setting and character 4. Diverse environment By understanding these The rural setting is obvious with The Shire’s diverse environmental characteristics of Rural Living farmland and natural areas located assets, including its waterways we are better able to appreciate between separate towns and and catchments, natural areas, that it’s not just about development villages and residents experience biodiversity and agricultural lands issues, but about the broader and value this setting irrespective are valued and protected because aspects of life in a rural area - of where and how they live. of their environmental, cultural and towns and villages, community Infrastructure provision and service economic significance. spirit, working agriculture, and levels are appropriate to this rural a deep sense of place. 5. Heritage setting and character, as opposed So Rural Living does not imply a to infrastructure provision and The Shire’s wealth of heritage is “no-growth” position. Nor does it service levels experienced in more valued and protected because say “no” to change and progress. urban settings. of its cultural significance and its

This is because Rural Living is not Create Wollondilly contribution to our sense of place mutually exclusive with Council’s 2. Viable agriculture and belonging. Position on Growth presented on Agriculture and associated the previous pages. Rural Living industries are encouraged and 6. Towns and villages and Growth can coexist if managed supported and continue to be a Development is carefully managed and planned for carefully. In fact to productive, sustainable and integral to maintain the separation of achieve the community’s desire to

part of our economy, community, our towns and villages and their maintain our current rural lifestyle, - Community Strategic Plan 2033 landscape and environment. unique identities and strives to while at the same time have better enhance their role as focal points services, more jobs, more schools, 3. Community lifestyle which provide opportunities – health services, better infrastructure Our community values its sense of housing, jobs, shopping, business, and transport choices, we need to - Community Strategic Plan 2033 community spirit which is fostered leisure, civic and cultural events, have both. “GOOD ENVIRONMENT through a strong identity with community facilities, education, to raise a family without the village life, a sense of belonging, and social interaction. The theme of this CSP and commitment to community Create Wollondilly is all about how complexities of a city lifestyle. participation and co-operation. we need to maintain the value of Rural Living while at the same time Maintaining a relaxed atmosphere.” creating new opportunities Resident's vision for Wollondilly in 2033 Create Wollondilly for growth and change. 20 21

HEALTH AND WELLBEING

Wollondilly Council is committed to pursuing actions and strategies which will contribute to the health and wellbeing of our community. This commitment is underpinned by the following key principles: • “Health” is not just the absence of disease or illness, but needs to be understood as a wider concept: “a complete state of physical, mental and social wellbeing” (World Health Organisation, 1946). What we want to achieve • Health and wellbeing are therefore not solely related to clinical health service delivery (although health services and facilities play an important role). 1. Healthy built environments and liveable places • The “Social Determinants of Health” establish the relationship between social factors and health (factors such as income, education, conditions of employment, social These are environments and places that: connectedness, transport access, food access). • Support and encourage physical activity. • Wollondilly Council’s planning and actions shape the future of the Shire and therefore • Provide transport choice and accessibility. influence not only the social determinants of health, but other determining factors such • Support access to employment and as environmental conditions and access to health care services and programs. education opportunities. • Wollondilly Council recognises that the design of built environments can have a • Connect and integrate social services significant influence on health and wellbeing outcomes and the “liveability” of places. and physical infrastructure systems. Our context and opportunities • Provide diverse and affordable housing options. • Support social cohesion and equity. Wollondilly Council’s commitment to positive health and wellbeing outcomes is • Create desirable and attractive places with driven by our current context and future opportunities: community identity and a sense of place. • As a large peri-urban shire with dispersed towns and villages and a relatively low • Enable access to healthy food. population, our community face a particular set of health challenges and issues related • Provide a high quality and safe public domain. to limited local services and outreach, access and distance impediments, and other • Provide opportunities for recreation, culture social, economic and environmental factors. and entertainment. • The population of Wollondilly Shire is approximately 48,000 and this number could • Integrate the natural environment through green Create Wollondilly head towards 100,000 or beyond over the next 20 to 30 years. Council therefore has spaces and networks. a responsibility to pursue best practice approaches so that our future communities are healthy and happy. 2. Better access to health care services • Wilton New Town, as a planned town with an eventual population of up to 50,000, is and programs. an opportunity to deliver an exemplar built environment that achieves positive health outcomes and liveability. Wollondilly needs more locally based health services, programs and facilities. They need to be in place • The Wollondilly Health Alliance (WHA) was formed in 2014 and is a partnership between - Community Strategic Plan 2033 early, adaptable to the growing population and Wollondilly Shire Council, South Western Sydney Primary Health Network and the South focused on preventative health. Western Sydney Local Health District. The objective of the WHA is “to proactively address the ongoing health issues facing the Wollondilly community and work towards What we will do: creating a better serviced and healthier Wollondilly community” i. Incorporate social and health considerations as - Community Strategic Plan 2033 • Wollondilly Council, in partnership with the WHA, produced a Wollondilly Social Planning an integral part of the planning processes for Strategy (November 2016) which identifies the Shire’s key social issues and opportunities new and existing communities. and prioritises actions to achieve positive social outcomes. The Social Planning Strategy’s ii. Continue to work to achieve positive community approach recognises the importance of the social determinants of health. health outcomes through the Wollondilly • Wollondilly Council has also been working in partnership with SWSLHD (Population Health Alliance. Health) and the University of New South Wales’ Centre for Health Equity Training iii. Advocate for more locally based health services, Create Wollondilly Research and Evaluation (CHETRE) on how Council can better integrate social and programs and facilities. health considerations into planning processes, particularly land use planning. 22 23 Create Wollondilly - Community Strategic Plan 2033 25

Maintain the special values Maintain the special values ofand attributes our Shire that towards Sydney’s contribute resilience. overall stresses Address the chronic the Shire. by experienced the impact ofReduce future acute shocks. growth outcomes which Avoid increase our susceptibility to and stresses. shocks Council’

• • • • is heightened in Sydney’s is heightened in Sydney’s peri-urban areas. ofIn the wake 2016 storm the June workingCouncil has been the with to furthercommunity their build to resilience and preparedness and their deal with future events Resilience A Community impacts. Project (CRIP) and Innovation the Office has been funded by of Management and has Emergency a series ofinvolved workshops with businesses, members, community organisations, non-government services.and emergency These workshops reflected on the following experience recovery and 2016 stormthe June event the findings are being used to Local Disaster produce an updated Plan and toolkit. Recovery 3. Growth” supports resilience CSP contains a “Position This on Growth” which on the is built growth can be s “Positionon principle that it minimises managed so that conflict with our vision of rural of is a model This living. growth which also aims to:

infrastructure; infrastructure (health, education social services); economic contribution to economic contribution through agricultural Sydney and production and tourism potential to there is great increase these capabilities. committed Council is strongly to supporting and enhancing both of these industries. ofthe well-being Sydney’s providing by population outlet or an accessible “escape” through recreational opportunities, rural experiences, agri-tourism, ecotourism, tourism and adventure connections with nature. W Insufficient employment ; Insufficient employment ofLack diversity; housing transportInadequate ofLack transport; public social Inadequate illness. Increasing chronic Bushfires; Storms and flooding; Heatwaves. Wollondilly makes a specific a specific makes Wollondilly to contributes Wollondilly Enormouspressure; growth Pressure on agricultural lands; / urban land use conflict; Rural

• • • • • • • • • • • • • • by chronic stresses and acute shocks Acute shocks It is important as to note that grows on Sydney’s population fringe there will be more people to the effects ofsusceptible weather and severe change climate as the risk ofevents these events 2. ollondilly isaffected faces a particularWollondilly set of shocks: stresses and Chronic Stresses

As a biodiversity resource; As a biodiversity Sydney’s for As a catchment supply; water As “green lungs” to air quality; contributing As a carbon sink.

• • • • environmental values upon values environmental depends: which Sydney that social/cultural values overall to Sydney’s contribute identity and sense of place - a wealth of Europe heritage, rural landscapes and as significant settlements as well Aboriginal heritage. Wollondilly are forecast are forecast Wollondilly a significant to accommodate portion of Sydney’s future growth. out is played urban “footprint” on the peri-urban fringe. and “challenged” “stretched” on the peri-urban fringe so infrastructure overall Sydney’s cost, capabilities (provision, and equity) are efficiency by happens affected what on these lands. a vital food play Wollondilly (as a Sydney security role for source and due to relatively food miles”). low “food W Wollondilly has multiple has multiple Wollondilly lands also have Wollondilly’s Peri-urban areas including including areas Peri-urban overall Sydney’s Consequently Infrastructure is literally as areas such Peri-urban

• • • • • • to Sydney’s resilience to Sydney’s So how is this concept ofSo how is this concept to Wollondilly? resilience relevant 1. ollondilly contributes of all Shire (like Wollondilly peri-urban areas) plays Sydney’s a critical role in terms of resilience to the overall contributing of being and potentially Sydney to the city’s linked inextricably future resilience outcomes: are the ongoing or cyclical stresses that weaken the weaken stresses that are the ongoing or cyclical On 5 June 2016 a severe East Coast Low weather system impacted many areas across the system impacted many East Coast Low weather 2016 a severe On 5 June business district of causing significant damage to the central Shire, Wollondilly Picton and adjoining residential properties. Picton and its surrounds with stormwater were inundated exceeded levels These due to the storm as high as 1.8m in some buildings event. with levels and the SES performed 50 rescues rose quickly Water flood levels. the predicted 1:100 year during the peak ofand 17 evacuations there was no loss of Thankfully the storm event. or serious injurylife as a result of were 144 businesses Approximately the storm event. and refurbishments extended period for an renovations while closing affected with many had to be undertaken. residents losing all their 128 residents were also impacted with many possessions and personal effects. between Pass, at Broughton Road Wilton Significant damage was also encountered on wall due to a retaining was closed As a result Broughton Pass townships. and Appin Wilton of Due to the complexity occurredfailure that on 5 June. to the site is expected the repairs, 2017. July repairs to be completed by until complex are estimated remain closed a coming together of displayed The during and after this event community the Wollondilly during a time ofresilient community adversity. great The June 2016 Storm Chronic stresses Wollondilly Shire Council is an active Council is an active Shire Wollondilly a collaborative participant Sydney, in Resilient the City of by project hosted Council Sydney and all Government the NSW State involving project aims to The Councils. metropolitan where Strategy, Resilience produce a Sydney as: “resilience” is defined fabric and resilience of case these In Sydney’s basis. a city on a daily insufficient “slow-burning” of lack stresses include housing affordability, transport inadequate geographic inequity, diversity, employment infrastructure, increasing health services demand, diminishing social illness. cohesion and increasing chronic In a city. threaten that Acute shocks are the sudden, sharp events related extreme weather include case the top identified shocks Sydney’s storms But there is and flooding. bushfires, as heatwaves, such events also a risk of other types of as infrastructure such failure, events shock terror disease pandemic, and digital network failure. attack crisis, water RESILIENCE (Source: 100RC website www.100resilientcities.org/cities/entry/sydney) www.100resilientcities.org/cities/entry/sydney) website (Source: 100RC “…..the capacity of individuals, communities, institutions, businesses, “…..the capacity of individuals, to survive,and systems within a city adapt, and grow no matter what and acute shocks they experience” kinds of chronic stresses

Adam Hollingsworth © Water NSW Adam Hollingsworth © Water

Create Wollondilly Wollondilly Create Create - Community Strategic Plan 2033 2033 Plan Plan Strategic Strategic Community Community - - 24 Create Wollondilly - Community Strategic Plan 2033 27 proposes Driving economic development, jobs and infrastructure. Driving economic development, industry Driving tourism / accommodation in the surrounding region. opportunities expanding agricultural exports. Potentially for

• • • There is recognition ofThere the importance of agriculture in the SW District supply. food to Sydney’s and its contribution Area” and has a range plan refers to a “Metropolitan Rural The of about the need to protect this area principles and statements from urbanisation. to the future planning and management ofIn relation the “Metropolitan certainty greater Area”, Councils are urged to “provide Rural with form to built outcomes in and around villages”. regard The new Western Sydney Airport new Western Sydney The Badgerys at Creek as a significant future role is set to play (an “aerotropolis”) changer: a regional game fastest growing Sydney’s Greater SW District is noted as being The district (now and into the future). are noted as and Liverpool Camden, Campbelltown Wollondilly, into for housing supply significant capacity having collectively the long term. Macarthur to the “Greater is reference There Priority Growth Area” and Mount Menangle Park – which at major land releases comprises Wilton. and a new town at LGA) Gilead (both within the Campbelltown area identified is referred Appin to as “an urban investigation West the long term potential for when needed” urban development having Council will not be supporting in (NOTE: major urban developments area). Appin the West design principles which is a strong emphasis on good aim to There communities. neighbourhoods and cohesive healthy liveable create is recognition ofThere potential as a visitor the SW District’s because ofdestination and cultural assets. natural its distinctive

• • • • • • • • • • Council’s overall strategic direction, as put forward in this CSP, generally in this CSP, overall strategic direction, as put forward Council’s The Council Position on aligns with the key directions in the Draft SWDP. Growth, the definition of Rural Living, and the way that this CSP to achieve the two in balance reflects this alignment. aligns and supports the Draft District Plan the finalisation As this CSP and this Council’s of the District Plan should likewise consider this CSP, for the future, particularly in relation to land use vision and Community’s that the District Plan does not and should not view planning. It is Council’s compromise or override the CSP. Draft South West District Plan District Draft South West the by District Plan (Draft SWDP) was prepared West Draft South The South 2016. The in late released Commission and was Sydney Greater of areas the local government District comprises West Wollondilly, The Draft SWDP is and Liverpool. Fairfield Camden, Campbelltown, plan led strategic Government State overarching intended to be an the District. for directions in the Draft SWDP: Some of the notable STATE STATE Assist the Wollondilly community to manage adverse events events to manage adverse community Assist the Wollondilly (through the work of services emergency and aspects of the health system). social services appropriate Provide on behalf of government departments as Health, Social Services, such Employment and Education. development policy and accountable evidence-based Provide and service a local level. at delivery NSW NSW PLANNING

• • •

Our CSP outcomes align with the Premier’s Priorities and other State Priorities and other State Our CSP outcomes align with the Premier’s NSW”. - “Improving Plan priorities outlined in the State The NSW State Plan commits to: theme in the Linkages for each Plan are reflected Links to the State the end ofsection at this CSP.

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 26 “A HAPPY and functional community with plenty of opportunity for all people to grow within the community. Resident's vision for Wollondilly” in 2033

SOCIAL JUSTICE PRINCIPLES Council will build the following principles into all facets of our organisation and everything we do:

Equity Access We will strive for the fair We will provide all people distribution of resources with with opportunities to use a particular emphasis on relevant services and protecting those people who facilities regardless of their are considered vulnerable. circumstances. Create Wollondilly

Participation Rights We will encourage and People should not be

provide opportunities for discriminated against and - Community Strategic Plan 2033 people to take part in everyone is entitled to decision making processes honesty, information and that impact on their involvement.

- Community Strategic Plan 2033 communities, lifestyle or quality of life. Create Wollondilly

28 29 Create Wollondilly - Community Strategic Plan 2033 31 Community members were provided with the opportunity members Community were provided to participate Accumulated “knowledge”Accumulated of been which aspirations have issues and community key CSP and the previous engagement community time through previous over gained process. consultation Findings of End of Council’s Report (a report Term our CSP which on progress against Meeting). 2016 its August Council considered at Councillors with the elected Direct engagement who issues and bring forward on behalfperspectives a series of of has involved Councillor This their constituents. issues and the CSP. strategic workshops on key stakeholders. groups and key community with other agencies, Engagement the Shire as contained in our Issues Paper. issues for Key as the documents such Government directions contained in State Strategic District Plan. Draft South West supporting various directions contained in Council’s Strategic plans and documents. strategic A number ofCommunity Kiosks: A number across the Shire events community at kiosks were held and their parents/carers Wollondilly. children about their vision for with young to engage while parents/carers their completed the Children completed a visioning exercise, online survey. Focus Groups: with an in-depth discussion on having groups concentrated focus The group. in a focus members ofactive a deeper insight into Council to gain and allowed the community particularly future, to the interrelated in relation views on Wollondilly’s the community’s concepts of in balance. rural whether living and growth and can be achieved they

• • • • • • • • • In addition, the development of this CSP has been informed by: has been informed In addition, the development of this CSP The opportunityThe to to participate and available promoted was widely in these processes group of a diverse Council sought to engage in the Shire. everyone people to reflect the ofdemographic make-up a range of as gain the Shire as well perspectives. findings from all the activities undertakenThe as part of engagement the CSP community If to see a would like you of to inform helped the development this CSP. process have ofcopy head report the engagement received feedback details the community that to www.wollondilly.nsw.gov.au

WAS HOW THISHOW CSP DEVELOPED Council developed its own shorter provided online surveyOnline Survey: Council developed that with the opportunitythe community in a simple and feedback to offer their way. straightforward Telephone survey: Council contracted the services ofTelephone an independent research survey of to conduct a telephone survey telephone company This residents. Wollondilly of significant representation Council with a statistically provided views the community’s services, to Council’s and quality of facilities in relation a survey also explored The life. range of the future of issues regarding aspirational and the concepts of the Shire, rural as part resident could be surveyed living and growth. As not every of the telephone version. as an online ‘opt-in’ on Engage.Wollondilly it was also made available survey, to participate choose in the survey. voluntarily could therefore Residents Council held an artArt Competition: Council held the 2033 competition to give Create Wollondilly about the future of the opportunity in a non-traditional way community feedback to give their in having involved to get local children Council was keen In particular, Wollondilly. want do you competition theme was “What The about the future ofsay Wollondilly. in 2033?”. to look like Wollondilly

• • •

say, including: say, so Council carried out a number of activities so the community could have their so Council carried out a number of activities so the community could It was important that we heard as many voices within the community as possible, It was important that we heard as many voices within the community After each election Council is required to review its CSP Council is required to review election After each needs to meet the and able to ensure it remains relevant of community. our changing in with the community by Council in conjunction CSP was first developed Wollondilly The of version in 2012. In preparing this latest again and updated 2008, and was reviewed the directions reflect its content and ensure its key review has been to once again the focus CSP, was done through a program This into the future. Wollondilly for aspirations the community’s of to understand the community with which broadly consultation their aimed to engage Wollondilly. wants and needs for it around the concept of primarily focused Specifically, consultation The “opportunity.” views on the opportunities future on capturing the community’s by concentrated provided whilegrowth in the Shire, still maintaining the opportunities of rural living.

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 30 WHAT YOU THE COMMUNITY HAVE SAID... Growing up here, Maintaining the environmental I would like to see Wollondilly maintain decent block sizes, and I have always integrity of the area as well as balancing the needs of hope that the infrastructure will be provided to support any more loved the friendliness agricultural, residential and housing developments. of the people and commercial interests. the knowledge that A TOWN THAT someone would stop to Balancing growth with MOVES WITH help if you ever needed maintaining our beautiful rural lifestyle. Ensuring there is not so GROWTH WHILST it. The ability to walk much growth that we lose our MAINTAINING ITS through bushland and sense of community. COUNTRY escape the noise of CORE VALUES. town, the quietness IT NEEDS TO KEEP ITS of the mornings and RURAL CHARM AND Managed and sustainable the resting afternoons. COMMUNITY SPIRIT. growth without the loss of Knowing you are home rural towns and sense “I’d like Wollondilly to of community. if you have been in maintain its roots - its charm, the city surrounded by community nature and To preserve the smog and buildings by historical value should remain feeling of ‘country’ by coming into hills and intact and easy to see. At the maintaining some open dotted valleys. Your same time however, I'd like spaces, green fields, kids able to ride their to see Wollondilly change corridors of trees. bikes or walk around with the times - become

Don’t allow the over Create Wollondilly town and to local more diverse and colourful, to branch out, take on new development of our well ... and from the swimming holes without developments like schools, known large housing KIDS OF fear of danger. transport and jobs and blocks by allowing WOLLONDILLY advertise itself better in other too much subdivision. My wish for the future is that Wilton will have suburbs and communities.” Build the necessary - Community Strategic Plan 2033 a public library. Remain a quiet rural infrastructure before environment with more I want a path to ride my bike to school on. Rural areas have the development and modern infrastructure. charm that's a fact. not after... Lobby I would love more parks in Picton. - Community Strategic Plan 2033 The beauty, the view, TO KEEP IT COUNTRY from the cows on the farm, to government for When I grow up I would like more bike tracks. the birds whistling in the old AND BEAUTIFUL. more efficient public More swimming pools. oak trees. Wollondilly is magical transport for all the the way it is, no skyscrapers or The best thing about Wollondilly fancy bridges will make it better commuters who will is my family; my daddy, mummy, just keep Wollondilly the Create Wollondilly be joining us. sister, me and my dog Rose-bud. way it is. Save the trees. 32 33 Community expectations of local government for the delivery of infrastructure and services have increased while at the same time other levels of government have devolved various functions. The overall effect has been the need for Council to provide a greater range of services while endeavouring to meet higher standards. In this context, the role of Council is to: • Identify local service and infrastructure priorities through consultation with our community; • Balance community expectations with available resources; • Perform specific regulatory functions; • Work closely with other Federal and State agencies to deliver services to the community; • Work in partnership with community groups and non-government organisations; • Lobby for services to address community needs .

Although Council develops the Community Strategic Plan on behalf of the community, Council is not wholly responsible for its implementation. Transforming our communities’ expectations into reality depends on the collective expertise and actions of individuals, community groups, organisations, the private sector and all levels of government. These concepts of collective responsibility and the need to work in partnership with others are reflected throughout this CSP.

Council has also developed an Issues Paper to ING TO complement the Community Strategic Plan and RK G O ET actively support our community to voice their W H Y E needs and interests. The Issues Paper highlights B R and advocates for key issues and outcomes from Federal and State government over which THERE WILL BE Council has limited, or no direct control e.g. health EFFICIENT USE OF services, public transport, highway upgrades, RESOURCES WORKING schools. To view Council’s Issues Paper visit www.wollondilly.nsw.gov.au. These key issues have also been incorporated into the Council’s Delivery DELIVERING Create Wollondilly TOGETHER Program to ensure Council’s Advocacy efforts for COMMUNITY the community are focused. OUTCOMES Good community outcomes are dependent on collaboration and partnership, particularly with LEADING TO other levels of government and non-government IMPROVED WORKING organisations. Therefore it is important for the - Community Strategic Plan 2033 RELATIONSHIPS Community Strategic Plan to link with the strategic plans and directions of other agencies. In turn, agencies must listen and respond to the strategic direction of Create Wollondilly if they want to - Community Strategic Plan 2033 help Wollondilly flourish. Towards the end of this CSP is a table which outlines the interrelationship and linkages between Council, other levels of government and non-government organisations. Create Wollondilly

34 35 Create Wollondilly - Community Strategic Plan 2033 37

growth SUSTAINABLE SUSTAINABLE

AND BALANCEDAND

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 36 SUSTAINABLE AND BALANCEDgrowth

ollondilly’s population is set to this balance will require well planned and Along with agriculture, other key industries in Careful planning is required to ensure that new grow significantly in the future and coordinated development and infrastructure Wollondilly are manufacturing, retailing, tourism housing areas are integrated well into the physical our challenge will be to maximise and consideration of our unique towns and W and mining and Council will continue to strive for this and social fabric of existing neighbourhoods, towns opportunities for healthy, safe, accessible, villages and our rural setting. Council’s employment base to be widened. and villages as this will impact on how cohesive and affordable and connected communities with 4-part Position on Growth (earlier in this liveable the overall community will be, generating access to local jobs, while retaining Rural CSP) is intended to be a succinct statement The lack of local job opportunities within Wollondilly either a sense of unity or segregation. Outside of the Living and minimising the potential of how to achieve this balance. places pressure on residents who need to leave Wilton Priority Growth Area, growth around villages for harm to our rich natural environment and look for work elsewhere. Currently employment Wollondilly forms part of the Sydney needs to be managed so that the rate of growth and agricultural lands. self-containment is low with up to 58% of the metropolitan rural area, a peri-urban is determined with regard to the need to provide workforce leaving the area for work. Most resident area with a wide range of uses such as infrastructure to service the additional population. workers experience significant travel times because Wilton New Town alone is proposed to increase urban and rural residential areas, water Growth without adequate investment in infrastructure Wollondilly is relatively isolated and public transport the Shire’s population by approximately 50,000 catchment land, biodiversity areas, and and service provision will undermine the liveability of is poor. people over the next 20 - 30 years and will be productive farming. This presents a number these areas and the health and wellbeing of residents the location for a vibrant new community with of challenges unique to peri-urban areas Wollondilly has a shortage of knowledge based jobs. in the Shire. Planning for ‘places’ which are distinct local access to schools, health services, public and the potential for conflict between land With the exception of a satellite Sydney University and liveable will ensure that existing towns and transport, shopping, jobs and recreational uses. The value of peri-urban areas in veterinary campus at Brownlow Hill, the Shire has a villages are resilient to the inevitable changes facing terms of their role in providing local food very limited tertiary education presence. The lack of the Shire. To manage this Council will be mindful of opportunities. However, some limited additional production and food security, ecosystem the growth target and locations identified in its Growth growth is also necessary in and around existing a TAFE or locally based university is compounded services (cooling our urban areas, access by the lack of reliable public transport to tertiary Management Strategy. towns and villages to boost local economies and to green space and biodiversity, improved institutions in other locations. So we need to strive for Mining has a long history in Wollondilly and continues encourage housing affordability and diversity. water and waste management, improved air a more diverse range of employment and educational to be a major employer. Underground coal mining has quality, reduced carbon emissions, providing opportunities within the Shire. The prospect of growth occurred in areas including Oakdale, Nattai, Appin, Wollondilly’s location on the outer fringe corridors for wildlife) and eco-tourism and at Wilton New Town and in other parts of the Shire Tahmoor and Douglas Park and some of this mining of Sydney and its attractiveness as a agri-tourism opportunities needs to be better provides great opportunities for us in relation to has occurred directly underneath our towns and place to live mean that there will always be understood so that these can be promoted these issues, provided that growth is properly villages, resulting in impacts on the built environment pressure for growth. This growth creates an and protected. Wollondilly Shire Council is harnessed and managed. and infrastructure above. opportunity to attract higher level services, a recognised industry leader in its proactive a more diverse range of employment approach to the protection of productive Council considers that there are There are approvals in place that enable the opportunities and additional health and peri-urban rural lands and agriculture in the opportunities to strengthen and support continuation of underground coal mining in education opportunities. It also helps sustain Sydney Basin. tourism in Wollondilly. Because of Wollondilly. Careful consideration will be given to the Create Wollondilly and grow our existing communities and timing of urban expansion relative to the timing of Council is strongly committed to supporting the Shire’s enormous environmental protects the viability of existing businesses. mining operations to balance the protection of jobs, agricultural industry in the Shire, not only and cultural assets, its agricultural Business confidence and growth increases limit damage to structures and enable our towns because of its importance to our rural the range of goods and services supplied landscapes, and its proximity to Sydney and villages to grow in a logical manner. Where setting and character, but also because locally enabling Wollondilly residents to there is potential to harness and mining is imminent, urban development should of its economic, social, environmental and purchase within the Shire, thus reducing the encourage opportunities for agri-tourism, be delayed so that mining can take priority. Where

cultural/historical values. Additionally, and - Community Strategic Plan 2033 amount of local expenditure escaping to underground mining is uncertain, or a long time off, perhaps even more importantly, agriculture eco-tourism, adventure tourism, other areas. Council’s Growth Management then it should not be seen as a barrier or constraint in peri-urban areas such as Wollondilly is bushwalking, cycling, day visitation, Strategy directs growth to locations that to quality urban planning. maximise this potential. The Growth critical to Sydney’s food supply and its future and tourism associated with events Management Strategy also works to keep resilience. Our community also consistently and festivals. Council’s planning framework, from how we plan - Community Strategic Plan 2033 our centres separated so that they feel like expresses how important agriculture and for and manage growth, how we rezone land right Wollondilly is made up of 17 towns and villages each rural communities rather than part of the rural lands are to their whole sense of through to how we manage DAs, can play a significant with its own distinct and unique features. The growth expanding suburbs of Sydney. place and why they love Wollondilly. The role in helping to shape and deliver economic growth commitment to rural lands protection and of Wilton New Town will add a new regional town and creating great places to live. Our planning While well managed sustainable growth is the need to support agriculture in the face of to the mix. As our Shire grows we need to plan for approach is also critical to ensuring future housing encouraged, it needs to be balanced and urban development pressure is articulated in liveable communities by maintaining and enhancing and economic growth is compatible with the vision should not be at the cost of the natural the first point of Council’s Position on Growth these communities as great places to live, work, visit

Create Wollondilly of Rural Living. environment, heritage, our valued rural (earlier in this CSP). and play. Liveable communities are those that are character or agricultural land. Achieving vibrant, prosperous, connected, accessible, resilient, 38 39 distinct, well designed, attractive, healthy and safe. OUTCOMES WHAT DO WE WANT? 1. A built environment that supports liveable communities, respects the character, setting and heritage of our towns and villages and retains the vision of Rural Living. 2. A unique environment and rural landscape balanced with managed growth that is consistent with Council’s Position on Growth and vision of Rural Living. 3. A strong local economy providing employment and other opportunities. 4. Expansion of employment and other opportunities based on the Shire’s natural assets, strong agricultural base and tourism potential. 5. A strong and viable agricultural sector supported by the protection and preservation of agricultural assets and resources.

STRATEGIES THE ROLE OF THE HOW WILL COUNCIL WORK TO ACHIEVE WHAT WE WANT? COMMUNITY Strategy GR1 – Growth • Reduce “escape” expenditure by supporting local businesses and shopping locally whenever possible. • Manage growth to ensure that it is consistent with Council’s Position on Growth and achieves positive social, economic, and environmental • Start up a local business. outcomes for Wollondilly’s towns and villages. • Get to know and support your local farmers Strategy GR2 – Built Environment and producers – drop in to a farmers market. • Manage land use and development to achieve a high quality built • Have a say when it comes to planning environment and innovative planning outcomes, while protecting our and growth matters. agricultural and rural landscape. • Get involved and advocate for ideas and solutions that you are passionate about. Strategy GR3 – Economic Development and Tourism • Enhance economic development and tourism in Wollondilly Shire through the • Talk to your local Councillor. implementation of the Economic Development Strategy and the development • Join a local club or group. of a Tourism Strategy and an Employment Strategy. • Join a Chamber of Commerce. Strategy GR4 – Liveable Communities • Participate in local events like the Steam Festival Create Wollondilly • Plan for and enhance Wollondilly’s liveability by encouraging great places or IllumnARTe. to live with communities that are resilient, safe, affordable, healthy, well connected and retain their unique characters.

Strategy GR5 – Wilton New Town • Create a new walkable and connected community supported by integrated public transport and matched by sustainable long-term local - Community Strategic Plan 2033 employment growth.

Strategy GR6 – Peri-urban lands • Manage, promote and adequately protect peri-urban lands and their values. - Community Strategic Plan 2033 Strategy GR7 – Agriculture • Encourage and support agriculture and associated industries so that they continue to be a productive, sustainable and integral part of our economy, community, landscape and environment.

Strategy GR8 – Advocacy Create Wollondilly • Advocate strongly for the interests of Wollondilly and its community in 40 relation to planning and economic development outcomes and improved 41 public transport services. Create Wollondilly - Community Strategic Plan 2033 43 PROVISION OF PROVISION MANAGEMENT AND AND MANAGEMENT

Infrastructure

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 42 MANAGEMENT AND PROVISION OF Infrastructure

ouncil is the custodian of many it to delivering the asset renewal program reliance on private vehicles. The challenge will be Sydney/Melbourne Rail Corridor crossing almost the community assets including roads, such that our assets meet the needs and to achieve greater provision of public transport and entire length of our Shire. Cbuildings, parks and reserves, expectations of the community. Additionally, active transport options (cycling and walking) cemeteries and waste facilities. A major many projects require substantial to encourage people to reduce private vehicle usage In addition to maintaining our existing infrastructure, asset review in 2010 found a substantial and pre-planning and preparatory work such where possible. Public and alternate transport we will continue to plan for new or improved ongoing shortfall in the funding required as geotechnical investigations and detailed arrangements are, however, relatively poor compared infrastructure for the existing and new members of to maintain our assets in a satisfactory engineering designs. to more urbanised areas, with limited bus services our community as well as lobbying for additional condition. If not addressed, the overall and infrequent diesel train services that terminate resources from other levels of government. Areas condition of Council’s assets would have The need for asset maintenance and renewal at Campbelltown. Also, there are issues with the that we will be looking into include: continued to deteriorate, posing a risk that will grow as residential and employment unreliability of passenger train services on the • Infrastructure and facilities for the planned key assets will no longer be able to provide lands are developed with the accompanying Southern Highlands line given that freight trains using development of Wilton New Town. safe and appropriate services to provision of new or improved infrastructure. this line are prioritised over passenger trains. Many in • Connectivity improvements in Warragamba and the community. As an example, our future growth will require our community are reliant on this poor public transport Silverdale that relate to opportunities that may arise the capacity of the road network to improve network to access work, education or other needs from the planned Western Sydney Airport and Following an extensive community to cater for increasing vehicle volumes. such as health and social services. This is a particular associated economic growth. engagement program during the second Some of the recognised areas for future issue for the sections of our community who have high half of 2014, Wollondilly Shire Council road improvements (such as road linkages levels of need but limited access to private transport • Road safety as well as vehicle and pedestrian submitted an application for a Special Rate between Silverdale and Wallacia, linkages (e.g. the aged, youth, people with disabilities). Council connectivity improvements across the Shire. Create Wollondilly Variation (SRV) of 10.8% pa over four years through or around Picton, linkages around will continue to advocate to the State Government for • A Picton by-pass. for the purpose of funding its increasing and into Wilton New Town and around improvements to public transport in the Shire. • The Picton to Tahmoor cycleway. asset maintenance. The Independent Pricing Appin) require significant resources beyond • Flood plain management in Picton. and Regulatory Tribunal (IPART) approved Council’s capacity in the short term. As Road safety is a major community this application in full, allowing Council to such, these will only be achieved through • Improvements to sporting and recreational increase its general rate revenue by 10.8% multi-agency commitment and funding. issue, with higher than average crash facilities. each year from 2015/16 to 2018/19. With the

rates across the Shire, particularly for • Revising the Section 94 Developer Contribution - Community Strategic Plan 2033 input of these additional funds, the projected It is important to understand that our younger drivers. Growth in Plan as a source of funds to deliver new asset backlog is estimated to be addressed community infrastructure. infrastructure provision within Wollondilly population will see more users on the over a ten year program, assuming no needs to be appropriate to our rural setting • Planning for new or improved tourism facilities to external factors affect Council’s ability to do and character. This means that infrastructure roads and a greater need to provide a support tourism related economic activity. - Community Strategic Plan 2033 so (such as natural disasters impacting on provision and service levels will at times be safe transport network. community Infrastructure and significantly different to those experienced Other infrastructure elements such as sewer, water Council’s resources). in more urban settings. Given the size of our Wollondilly Shire has significant bushland areas and and telecommunications are managed by other Shire, this is not only a financial practicality, remote towns and villages, which means we face a tiers of government or private companies. Ongoing The challenge arising from the but also appropriate for the retention of our significant bushfire threat not only in our rural areas, lobbying over a number of years has resulted in implementation program for the additional rural setting and character. but also in many of our residential areas. This is in significant improvements to sewer coverage, while the funding is that the funds are not available addition to the risks of storms, flooding and significant current rollout of the NBN will improve access to high Create Wollondilly immediately for works. It will take time to The scale and geographic spread of our transport incidents, with both the Hume Motorway and quality communications. receive the additional income and apply Shire is such that we will always have a high 44 45 OUTCOMES WHAT DO WE WANT?

1. Infrastructure that is safe, accessible and fit for purpose. 2. Infrastructure that is sustainably maintained 3. Infrastructure that delivers upon the expectations and needs of our growing community. THE ROLE OF THE STRATEGIES HOW WILL COUNCIL WORK TO COMMUNITY • Use Council’s Customer Request Management ACHIEVE WHAT WE WANT? (CRM) System to let us know of any needed infrastructure repairs or issues. Strategy IN1 – Improve the Condition of our Road Network • Report vandalism to the Police and Council using • Manage, maintain and improve our road network to meet the needs the CRM system. of the community, now and into the future. • Understand the challenges and resource Strategy IN2 – Provision of Infrastructure and Facilities limitations Council faces in relation to • Provide a range of infrastructure and community facilities to meet infrastructure maintenance. the needs of the community, now and into the future. • Get involved and advocate for ideas and solutions that you are passionate about. Strategy IN3 – Manage Infrastructure and Facilities • Manage infrastructure and community facilities to provide for and respond to community needs, improve safety and improve choices. Create Wollondilly Strategy IN4 – Emergency Management • Assist in the planning of the community’s response to emergencies such as bushfires and flooding.

Strategy IN5 – Advocacy • Advocate strongly for the interests of Wollondilly and its community in relation to infrastructure outcomes. - Community Strategic Plan 2033 - Community Strategic Plan 2033 Create Wollondilly

46 47 Create Wollondilly - Community Strategic Plan 2033 49 CARING FOR THE FOR CARING

Environment

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 48 CARING FOR THE Environment

ational Parks, Reserves and protected As our population grows the interaction and research organisations provides an important planning system for our important landscapes, water catchment lands, which are rich between the community and our natural collaborative opportunity for the coming term as well as 281 individually listed buildings and 5 urban Nin biodiversity, environmental value environment needs careful management in of Council. conservation areas across Wollondilly. Council will be and cultural value, make up much of the order to minimise risks to the environment vigilant in ensuring these controls remain in place. Wollondilly Shire. Our rural lands also play and also risks to human health, safety and Encouraging the community to adopt sustainability an important environmental role by providing property. Issues such as bushfire hazard practices such as minimising waste and lowering The natural environment of Wollondilly is impacted diverse habitat, contributing to air, water reduction, waste water and catchment resource consumption (such as water) is a key by coal seam gas (CSG) and underground mining and landscape quality and the “rural living” management, waste management, illegal component of the leadership and advocacy role of operations. While Council does not have any setting of Wollondilly. Recurrent community clearing, dumping and littering, regulating Council. Council hosts a wide range of successful assessment, approval or regulatory powers in relation consultation over many years has confirmed development and land use, control of weeds community-based programs designed to raise to these operations, we continue to advocate regularly that having access to open space and and pest animals are all critical matters community awareness of Wollondilly’s natural regarding these projects and issues, expressing being close to nature is highly valued by for the Shire. environment as well as encourage practices which community concerns over impacts on biodiversity, Wollondilly’s community. assist Council in its protection of the environment. watercourses and groundwaters (as well as the built The retention of areas of biodiversity These programs include the donation of native plants environment). The protection of the natural and built Wollondilly has experienced growth, largely significance as part of the assessment to local residents from Council’s community nursery environment from CSG and underground mining in the form of residential development, within and approval of large scale development and support for local Landcare groups. operations, as well as advocacy on behalf of the and adjacent to our existing towns and will continue to be a major challenge community, will continue to be an important challenge villages. Such development results in a wide within the Shire under new biodiversity Ultimately, an engaged and collaborative for the future. variety of pressures on local biodiversity legislation set to commence in 2017. Such Create Wollondilly and waterways as well as our rural lands areas could include Bargo Gorge, (near community is crucial to obtaining Council has successfully implemented measures to and setting. We expect significant growth Tahmoor), which Council has resolved to be long-term environmental and social minimise waste taken to landfill and has achieved in the future, including the development established as a National Park. Obtaining outcomes. Progress towards this goal, increased levels of recycling within the community of a major new town at Wilton. Council’s a greater understanding of the distribution however, needs to be achieved within (and in Council’s own operations). These initiatives overall position on this growth is described of such areas as well as the pressures have positive environmental outcomes including earlier in this document and is based on watercourses from development the context of increased legislative avoiding the sterilisation of land for additional waste on a “balanced” approach involving the activity is a key challenge for the future. requirements and resource constraints. management facilities and reducing the potential for - Community Strategic Plan 2033 protection of our natural environment and This understanding also offers a range soil contamination as well as associated benefits such retention of our rural lands whilst allowing of opportunities to invite and encourage Our environment includes substantial pristine as reduction in littering. Council will need to continue for the development of highly liveable and greater ownership of the environment by landscapes throughout the Sydney drinking water providing cost-effective and environmentally efficient sustainable built environments. Council new residents, through controls such as catchment, an important and substantial array of sites waste resource recovery programmes that meet the

- Community Strategic Plan 2033 implements a range of measures as part environmental protection zones (referred and places of cultural significance to the Tharawal changing needs of a growing local community. of this approach such as the application to above), as well as programs to raise and Gundungurra people and locations critical to the of Environmental Protection Zones which community awareness of its significance development of modern Australia like the agricultural The long-term reduction of greenhouse gas emissions are designed to restrict development or and value. The development of short and lands around Menangle. Together these form part of to reduce the effects of global warming is recognised associated impacts in areas of identified long-term strategies for the World Heritage Wollondilly’s rich heritage. The long term preservation as requiring strategies and funding at the National environmental significance. listed Thirlmere Lakes in partnership with and protection of this heritage is a critical element to and International level. However, the importance the community, government agencies creating a connection between people and their place of implementing measures at the local level is also Create Wollondilly in Wollondilly. There are protections within the land use recognised as being a key challenge. 50 51 OUTCOMES WHAT DO WE WANT? 1. An environment that is valued, preserved and protected, with new planning and development proposals supporting these values. 2. A community that is engaged with, and cares about, their environment. STRATEGIES HOW WILL COUNCIL WORK TO ACHIEVE WHAT WE WANT? Strategy EN1 – Protect and enhance biodiversity, waterways and groundwaters • Maintain and enhance the condition of biodiversity including the condition of water sources (both surface and groundwater). THE ROLE OF THE Strategy EN2 – Protect the environment from development pressures • Contribute to development to achieve positive environmental, COMMUNITY social and economic outcomes. • Live and work more sustainably and reduce Strategy EN3 – Vegetation management greenhouse impacts by using sustainable energy • Achieve a balance between risk-based management and conserving and recycling more waste. biodiversity and maintaining public and private assets. • Contribute to the wellbeing of our environment by being aware of and adhering to our environmental Strategy EN4 – Community involvement responsibilities and duties. • Engage the community during the preparation and implementation of Council’s environmental activities and programs. • Be part of a community group involved in environmental projects. Strategy EN5 – Environmental awareness • Get involved and advocate for ideas and solutions • Enhance community awareness of the environmental values of Wollondilly’s that you are passionate about. natural resources and rural lands and the threats to these values.

Strategy EN6 – Sustainable practices • Enhance the adoption of sustainability practices by Council and the local Create Wollondilly community which reduce consumption of resources, generation of waste, as well as the level of greenhouse gas emissions.

Strategy EN7 – Agricultural Land and Capability • Protect agricultural land and the natural resources which support agricultural capability. - Community Strategic Plan 2033 Strategy EN8 – Auditing, Monitoring and Enforcement • Undertake auditing, monitoring and regulatory enforcement and be responsive to community complaints to protect the environment and the

- Community Strategic Plan 2033 health, safety and well-being of the community.

Strategy EN9 – Waste Management • Provide the community with a workable and convenient waste management system, which also minimises waste generation, increases resource recovery and protects the environment.

Create Wollondilly Strategy EN10 – Advocacy • Advocate strongly for the interests of Wollondilly and its community 52 in relation to environmental outcomes. 53 Create Wollondilly - Community Strategic Plan 2033 55 LOOKING AFTER THE AFTER

Community

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 54 housing is single detached dwellings so Council A larger population for Wollondilly will LOOKING AFTER THE will need to investigate options to deliver a wider create greater demand for health services variety of dwelling forms and sizes, in locations generally. In 2014, hospitalisations for with good access to town and village centres, Wollondilly residents due to high body schools and services, through the preparation of a mass index, coronary heart disease and respiratory Housing Strategy. This Strategy will also incorporate diseases were higher than the NSW average. It investigation of options to address housing is well documented that Wollondilly is relatively Community affordability, an issue affecting all of Sydney. disadvantaged in terms of available health services, especially access to GPs and specialist services. The demand for children’s services is The Wollondilly Healthy Alliance was formed in 2014 ollondilly’s residents are very accordance with best-practice approaches to help address this and works to increase access proud of the Shire and value its to urban development so that they deliver likely to increase as the population grows, to existing services and to explore e-health service Wrural lifestyle, local village identity, high quality environmental, economic and especially with an expected influx of provision for the Shire. As the Shire grows we can community spirit and friendly atmosphere. social outcomes for both now and the future. families choosing Wollondilly to raise expect an expansion of health and ancillary services However, there is a “trade-off” to some their family. There will be a need for more such as radiology and potentially day surgery. Wilton extent. To enjoy the great rural lifestyle Council is strongly committed to the principle New Town has the potential to establish an integrated opportunities of Wollondilly, the community of having a strategic approach to achieving flexible childcare that can meet the needs health care facility to service the greater Shire. can face challenges that arise from the social outcomes and so has adopted a of a workforce that in large part needs to Shire’s relatively low population, its location Social Planning Strategy (late 2016). The leave the Shire for work. Currently 58.4% Earlier in this CSP is a section on the social justice on the outer fringe of a city, and Social Planning Strategy outlines how principles of Equity, Access, Participation and its dispersed and varied towns and decision-makers, agencies and communities of residents work outside the Shire. This Rights. Council, government and non-government villages. This context means that the Shire can work together to address community proportion should reduce if more local agencies, the private sector and the community has limitations regarding employment needs and build stronger, healthier and jobs become available over time, however need to work toward these principles collaboratively opportunities, schools, human services, socially sustainable communities. This so that everyone is included. When these principles cultural and recreational opportunities, strategic approach will be critical to the in the short term a large proportion of are not being achieved, people are at risk of having shopping, leisure and more. There is development of Wilton over the coming the Shire’s population will have to seek fewer opportunities, feeling disconnected and not therefore a very high incidence of people years. As a planned town for an eventual employment outside the Shire. feeling as though they’re a valued part our community. needing to leave the Shire to access all of population of up to 50,000, Wilton New Town Although Wollondilly Shire is not highly diverse in a these kinds of opportunities. This issue is represents an enormous opportunity to Wollondilly has only one public high school (which traditional sense, when compared to other parts of compounded by limited access to public apply innovative approaches to planning for is at capacity) and one private high school. High Sydney (ethnicity, religion etc.) there are nevertheless transport and a high reliance on having to health and wellbeing outcomes. In order to school students living in the Shire often have to travel differing levels of opportunity and inclusion across travel significant distances. achieve that goal, the planning and delivery significant distances with over 50% leaving the Shire our communities. Council needs to make sure it works of Wilton New Town needs to consider all to attend high schools in adjacent regions, so the to bridge this divide by having a highly inclusive One of our long term challenges is therefore determinants of health and wellbeing (social, need for a second public high school in the Shire approach to engagement, communication, projects, to ensure that these life opportunities (jobs, economic, environmental). has been a key issue for the community for many and events. schools, shops, professional services, years. Wollondilly’s poor public transport network cultural activities, health care, community As our population grows the needs of our exacerbates these issues so our high school students Council plays an important role in terms of keeping facilities and services etc.) become available community will also change and we may are often highly dependent on parental transport. our community engaged and informed in relation and accessible to all, either within our Shire need to manage a different set of emerging to Council business and community matters. The (preferably) or at least regionally, while still social issues. We can expect Wollondilly’s The development of the Wilton New Town is expected ever-changing landscape of innovative digital retaining our village lifestyle and rural living future population to more strongly reflect to deliver two additional (one public and one private) communication technology needs to be embraced by vision. With population growth and a larger the demographics of Greater Sydney. high schools but the timing of the delivery will Council and used to best effect where appropriate. Create Wollondilly critical population mass there is potential There will be more people from non-English depend on how quickly the population grows and the Council does however need to be mindful that to create more of these opportunities speaking backgrounds (currently only 5% scheduling and planning capacity of the Department although these digital approaches can increase within our Shire. The theme of this CSP compared to 26% for Greater Sydney) who of Education. Even with future new high schools at inclusion and involvement for many, they need to be Create Wollondilly is all about how we may be relatively new to Australia and may Wilton, there will continue to be issues around access balanced with more traditional media so that other need to create and harness new require greater support to enable them and capacity, particularly for the northern parts sections of our community are not excluded. opportunities through growth and change to access a range of services. Our family of the Shire. while at the same time maintaining the value structure is also likely to change from being Because of its peri-urban location on the outer fringe - Community Strategic Plan 2033 of rural living. one dominated by couples with children The lack of tertiary education institutions in the Shire of Sydney, Wollondilly faces challenges in accessing (currently 43% of the population) to one that presents a challenge for young people accessing metropolitan opportunities or, alternatively, the whole We value our towns and villages for their is made up of more one parent and empty- further education, including having to travel long of the Wollondilly Shire is classified metropolitan rural character, their sense of place, their nester households (currently 10.7% and 9% therefore excluding us from rural opportunities. In

- Community Strategic Plan 2033 distances or relocate to other areas. Wollondilly heritage and the opportunities they provide of the population respectively). residents have typically been more likely to have the case of human services, many are funded on for living, working, recreation and social vocational or trade qualifications (26.1% compared a Macarthur regional basis so they tend to be the interaction. With substantial housing growth There will be demand for a range of to 15.1% for Greater Sydney), which reflects located outside the Shire. As we grow we will need to planned for the next 20 years and beyond, diverse housing types that meet the needs employment patterns within the Shire. The proportion continue to advocate for more of these services to be we need to ensure that our existing towns our changing population, with a need for of the population with a bachelor degree or higher is located within the Shire or to outreach into the Shire. and villages, as well as our new residential housing diversity to suit retirees, “non- lower than for Greater Sydney (11.1% compared to Create Wollondilly areas, continue to provide quality of life standard” family structures, people with 24.1%) but has increased since the 2006 census. It and the lifestyle our community values. disabilities, young people, and the rental is expected that this proportion will have increased 56 This means they need to be developed in market generally. Currently 94% of our when the results of the 2016 census are available. 57 OUTCOMES WHAT DO WE WANT? 1. Access to a range of activities, services and facilities. 2. Communities that are engaged, cohesive, included, and have a sense of belonging. 3. Communities that are healthy, happy and feel safe. THE ROLE OF THE STRATEGIES COMMUNITY • Be tolerant and respectful and embrace HOW WILL COUNCIL WORK TO diversity and change. • Get involved and participate - speak up and ACHIEVE WHAT WE WANT? advocate for ideas and solutions that you are passionate about. Strategy CO1 – Strong Community • Deliver a range of community projects, services, and events • Listen to feedback and acknowledge limitations. (including in partnership with community groups and NGOs) which • Join a community group or a club. strengthen our community. • Do some volunteer work. Strategy CO2 – Health and Wellbeing • Look out for your neighbours. • Promote and support community health and wellbeing and plan for long term health services for the Shire. • Participate in local events like the Steam Festival or IllumnARTe. Strategy CO3 – Social Planning • Undertake strategic social planning approaches regarding

community needs and issues, particularly in relation to future Create Wollondilly population growth.

Strategy CO4 – Engagement and Communication • Implement excellence in our community engagement by consulting with and responding to the needs and concerns of our residents.

Strategy CO5 – Advocacy - Community Strategic Plan 2033 • Advocate strongly for the interests of Wollondilly and its community in relation to community outcomes. - Community Strategic Plan 2033 Create Wollondilly

58 59 Create Wollondilly - Community Strategic Plan 2033 61

EFFECTIVE Council

EFFICIENT AND AND EFFICIENT

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 60 EFFICIENT AND EFFECTIVE Council

Key to achieving a connected and collaborative community will be striking he way our Council makes decisions and results that our community expects. a balance between increased legislative Also, despite its benefits, the new “social media (referred to as “governance”) has These reforms will continue during the life of requirements, increasing participation by era” enables an environment where information increased in complexity. this Community Strategic Plan and we will be T the community and achieving objectives can be easily miscommunicated by those who may proactive in implementing these reforms. The decision-making processes of in appropriate timeframes. Council and not agree with, or understand, Council’s directions and decisions. This can result in disproportionate Council are expected to be reflective of In an environment where the decision- the community will need to work together resources being used to dispute the opinions of a our community’s interests and aspirations making framework will continue to evolve as to determine the most appropriate and few rather than implement directions and decisions Create Wollondilly today and into the future. Anyone affected the State Government implements further efficient way to “have the conversation” that benefit the majority. Council will need to ensure by or interested in a decision should have reforms, the challenge is to ensure that that the dissemination of information is widespread the opportunity to participate in, and we are able to engage our community, so that we are inclusive and equitable, and in language that can be clearly understood by all. understand, the process for making include the community in the decisions we transparent and responsive, yet remain that decision. make, and provide sufficient detail to the operationally effective and sustainable Our workforce’s ability to rise to the challenges community to explain those decisions and This desire has been recognised by in the long term. and cope with a continually changing environment their implications at a time when there is - Community Strategic Plan 2033 is crucial to success. We will need to examine our the State Government and has led to increasing scrutiny of processes Traditional communication methods no longer fit with operational efficiency, delivery of customer services the introduction of reform to the local and procedures. government sector, designed to ensure that the lifestyle of many in our community so we need and the provision of organisational training. Having to continue to embrace the increasing reliance on a resilient, safe and supported workforce is critical councils are connecting and collaborating As with all actions of Council, this will need all forms of digital communication. Using innovative to ensuring that we are achieving the outcomes - Community Strategic Plan 2033 with their community to build strong and to be carried out in the most cost Efficient technology and media is essential to delivering the community expects. We will achieve this vision sustainable partnerships into the future. and Effective manner possible to ensure services which are responsive to our community. through the development and implementation of an By recognising Wollondilly as being “Fit that our limited resources can continue to Council does however need to be mindful that innovative Workforce Management Strategy. This for the Future” and a stand-alone Council, support new initiatives and services for our although these digital approaches can increase Strategy will enable our workforce to effectively the State Government has shown support growing community. We also need to ensure inclusion and involvement for many, they need to be respond to community growth, enhance our for our progress to date, however we will that our workforce has the capabilities, balanced with more traditional media so that other performance and also achieve the priorities our need to continue to implement best practice training and support to overcome these Create Wollondilly sections of our community are not excluded. community desires. initiatives to be able to deliver the services challenges and to deliver for our community. 62 63 OUTCOMES WHAT DO WE WANT? 1. Government, community and business talking and working together. 2. A Council that demonstrates good business management and ethical conduct. 3. A Council that is viewed by the community as transparent, accountable and responsive to their concerns. STRATEGIES HOW WILL COUNCIL WORK TO ACHIEVE WHAT WE WANT? THE ROLE OF THE Strategy EC1 – Employee Relations • Build a resilient, safe and supported workplace that provides respectful, efficient and effective services for our customers now and for future generations. COMMUNITY • Get involved and participate. Strategy EC2 – Risk Governance • Ensure corporate risks are audited and managed appropriately • Be reasonable and respectful in your dealings to reduce the likelihood of any adverse impacts to Council or with Council. the community. • Work with the Council as a partner to achieve our collective goals. Strategy EC3 – Customer Service • Deliver appropriate, responsive and effective service to our customers.

Strategy EC4 – Financial Sustainability • Maintain Council in a strong financial position now and into the future.

Strategy EC5 – Resource Efficiency Create Wollondilly • Drive a culture of continuous improvement across all aspects of service delivery.

Strategy EC6 – Information Management • Implement innovative technological solutions to deliver quality information. - Community Strategic Plan 2033 Strategy EC7 – Participation • Enable community involvement in Council decision making.

- Community Strategic Plan 2033 Strategy EC8 – Accountability and Transparency • Ensure Council maintains best practice approaches to open reporting and information access.

Strategy EC9 – Advocacy • Advocate strongly for the interests of Wollondilly and its community. Create Wollondilly

64 65 “SOMEONE THAT CAN actually plan and balance housing, industry, education and infrastructure all while maintaining the initial reason people came to Wollondilly in the first place.” Resident's vision for Wollondilly in 2033

MEASURING OUR PROGRESS How will we know we’re achieving outcomes?

ollondilly Shire Council will need to measure Council has developed the following measures Create Wollondilly whether we are progressing towards the and indicators to track progress: identified outcomes in the CSP. As has been W • Key Performance Indicators (KPIs) will measure discussed throughout this document, our social, the efficiency and effectiveness of service delivery economic and environmental well-being is not solely by Council. governed by Council. A wide range of factors beyond Council’s influence determine these matters. But as • A Customer Satisfaction Survey conducted every - Community Strategic Plan 2033 the level of government closest to the community and two years will measure and monitor change over with a direct local focus, we do play a critical role. time in terms of progressing towards (or away So an approach to measurement that recognises from) the CSP outcomes and to better understand this complexity and which focuses on Council’s the community's needs and priorities.

- Community Strategic Plan 2033 contribution is needed. • Local community indicators as supporting data will be sourced from government and non-government agencies to provide the community with an overall picture of the Wollondilly Local Government Area. Council will report on the above measures and indicators in the End of Term Report which is a cumulative report at the end of the Council’s four year Create Wollondilly term and is published in that year’s Annual Report. 66 67 Create Wollondilly - Community Strategic Plan 2033 69 The natural environment being respected and protected. environment natural The “quality ofThe in Wollondilly. life” “sense ofThe in Wollondilly. community” program. and events festival Council’s ofIncrease level of with the provision satisfaction Council information to the community. Opportunities participating for in Council decision-making. long-term the Shire. Council’s planning for financial management. Council’s and accessible. Information about Council and its decisions being clear Customer service Council. by provided Council’s supportCouncil’s tourism. for supportCouncil’s agriculture. local for supportCouncil’s ofvariety a for businesses. supportCouncil’s of a wide range work opportunities. of development planning and The the Shire. and maintained. flora and fauna being protected natural Heritage sites and Shops and services areas meeting residents’ needs. in shopping and playgrounds; Parks and sportsgrounds;Ovals buildings/halls/amenities; Community Swimming pools; Maintaining council roads; Maintaining footpaths; paths; Building bike of cleanliness The spaces; public and stormwaterFloodplain management; management ofThe local roads. on traffic and safety and waste management; Recycling management; Tree education; Environmental regulation; Environmental

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Increase or maintain a high level ofIncrease or maintain a high level with: satisfaction ofIncrease or maintain a high level with: satisfaction Increase or maintain a high level of a high level Increase or maintain with: satisfaction ofIncrease or maintain a high level with: satisfaction ofIncrease or maintain a high level with: satisfaction Customer Satisfaction IndicatorsCustomer Satisfaction Council Council Looking after the Looking Community and Efficient Effective Provision and Provision of Management Infrastructure for the Caring Environment Sustainable and Sustainable Growth Balanced Outcomes Arts and Culture; with Disability; Ageing and People Development; Youth Library.

• • • • An increase of people using library services. An increase of Wanderer. people using the Dilly An increase in viewers website. to Council’s Statutory Reporting findings from requirements are met and no adverse the Office Government. of Local the Future Indicators. Fit for Achieve 75% of transactions with Council are available all customer business 2021. on-line by An increase in plants distributed by the Community Nursery. the Community by An increase in plants distributed hours Nursery in the Community Maintain volunteer activities. and associated services.Assess and report operations for Sustainability Indexes Dumping Management Strategy. Illegal Implement the revised of attendance Healthy for: people who participate in local events, ofAn increase in the number accessing care through families / children Services. Children’s Council’s Improved Service Levels within Council to support Service values environmental Levels Improved proposals. development for 90% of completed. and maintenance schedules Renewal sportingAn increase in appropriate options near recreation and where people live. Asset Maintenance. Ratios, Renewal infrastructure for income programs. budgeted or exceed Achieve At least 66% ofdomestic waste is diverted from landfill. Increase capacity for dwellings within 800 metres of within 800 metres dwellings for Increase capacity urban services shops). (train stations, District Plan. the South West housing targets in Achieve applications. development processing time (median) for the net Reduce construction processing time (median) for the net certificates.Reduce urban advisory design and heritage for service service. levels Improve and assessment service lodgement the application to reduce delays. Improve the on ground delivery exceed new dwellings for approvals Development of of number by housing (measured of bins issued compared to number approvals). dwelling Increase the promotion and numbersIncrease the promotion of Area visitors to the Wollondilly destination. as a Tourist

• • • • • • • • • • • • • • • • • • • • • • • • • • Key Performance Indicators Performance (KPIs) Key Council Council

Efficient and Efficient Effective Looking after the Looking Community Caring for the Caring Environment Provision and Provision of Management Infrastructure Sustainable and Sustainable Growth Balanced

Outcomes

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 68 Create Wollondilly - Community Strategic Plan 2033 71 Sydney Peri-Urban Peri-Urban Sydney Network of Councils (SPUN); Growth National Area Alliance; Chambers of Commerce; NSW Business Chamber; SWS Business Enterprise Centre; Women Wollondilly in Business Group; Tourism Wollondilly Association; industry; Development Cities. 100 Resilient Adam Hollingsworth © Water NSW HollingsworthAdam Water ©

Working with Other Working Agencies • • • • • • • • •

Greater MacarthurGreater Land Release Area Investigation Preliminary Strategy and Action Plan. Sydney South West District Plan. Land Use Conflict Risk Assessment (LUCRA). Economy Visitor Industry Action NSW. Plan – Destination A Plan for A Plan for Growing Sydney;

Working with Federal Working and State Agencies • • • • • Greater Sydney Commission Department of Primary Industry and NSW Trade Investment Department of Planning and Environment Making it easier to start a business; Encouraging business investment; major Accelerating project assessment; Increasing housing supply. Creating jobs; Creating housing Faster approvals.

Links to the State Plan “Improving NSW” • • • • • • State Priorities Premier’s Priorities Rural Living Handbook Rural and fact sheets; Economic Development Strategy; Strategy Tourism (to be prepared); Growth Management Strategy; Housing Strategy (to be prepared). Wollondilly Local Wollondilly Plan Environmental (LEP) and Development Control Plan (DCP);

• • • • • Council’s Supporting Council’s Documents • Sustainable and Balanced GROWTH GROWTH and Balanced Sustainable

The NSW Government’s State Plan – “Improving NSW”; Plan – “Improving State Government’s NSW The plans; Agencies and their strategic and State Federal A wide range of and non-government other government agencies and groups. Other key Council strategic documents; Council strategic Other key

• • • • The tables on the following pages show how on the following tables The ofour CSP under each themes has its five to: linkages and relationships key

LINKAGES

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 70 Create Wollondilly - Community Strategic Plan 2033 73 AGL; Bulli Seam; Colliery. Tahmoor

• • • Sydney Peri-Urban Peri-Urban Sydney Network of Councils (SPUN); ofAssociation Mining Councils; Related Local Tharawal Aboriginal Lands Council; Local Sydney Greater Land Service; ofFriends Lakes; Thirlmere Parks National Association; Consultative Community Committees:

Working with Other with Working Agencies • • • • • • •

Special Areas Strategic Special Areas Strategic Plan of Management 2015; mysterious The ofhydrology Thirlmere 2016. – Nov Lakes Avoidance NSW Waste Recovery and Resource 2014–21. Strategy Pest Regional Management Strategy 2012–17: Metro South Region. West Strategic Plan 2015-19; Strategic NSW Biosecurity 2013-2021; Strategy Management Emergency Plan; Strategic Species NSW Invasive Plan 2015-22. Plans. Local Strategic Energy Efficiency Action Plan; Blue Greater The Mountains World Heritage Area Plan; Strategic

Working with Federal with Working and State Agencies • • • • • • • • • • • NSW Environment Protection Authority National New South Wales Service Parks and Wildlife Greater Sydney Local Land Services Office of Environment and Heritage NSW Department of Primary Industries Keeping our Keeping clean. environment

Links to the State Plan “Improving NSW” • Premier’s Priorities Waste Management Waste Plan; Strategy; Biodiversity Local Wollondilly Plan Environmental (LEP) and Development Control Plan (DCP).

Council’s Supporting Supporting Council’s Documents • • • Caring for the ENVIRONMENT Caring Neighbourhood Centres; Sporting Groups; Cultural Groups; 355 Committees; NSW Health; NSW; Water Subsidence Advisory NSW; Parks; National Works. NSW Public Emergency Services:Emergency Police, SES, RFS, Fire; Ambulance, NSW; Rescue

Working with Other Working Agencies • • • • • • • • • • •

The Healthy Healthy The Strategy. Catchments Health and Safety Work 2022. Roadmap State InfrastructureState Strategy. and 2020 Strategy Plan 2016-17; Delivery Spots NSW Black Program; to NSW Roads Program; Recovery Route NSW Traffic Lighting Subsidy Scheme. NSW Sport and Grants. Recreation Heritage Grants Program; Special Areas Strategic Plan of Management 2015. NSW State Emergency Emergency NSW State Management Plan.

Working with Federal Working and State Agencies • • • • • • • • • • • Safe Work NSW Safe Work NSW Roads and Maritime Office of Sport Office of Environment and Heritage NSW Water Infrastructure NSW Office of Emergency Management Building Infrastructure. Building Infrastructure. Road Reducing Fatalities; Road Improving reliability. travel

Links to the State Plan “Improving NSW” • • • State Priorities Premier’s Priorities Recreational Needs Recreational Study; Local Wollondilly Emergency Management Plan. Asset Management Strategy;

• • • Council’s Supporting Council’s Documents

Management and Provision of INFRASTRUCTURE and Provision Management

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 72 Create Wollondilly - Community Strategic Plan 2033 75 Legal Panel; Legal Macarthur of Region Councils (MACROC); Police.

Working with Other with Working Agencies • • • Local government Local government reform agenda. Council go forward strategy. Smarter Cities Program. Reports and complainant data. Local government financial assistance grants. the Future Fit for Initiative; Information Comparative on NSW Local; Councils Government Local Infrastructure (LIRS). Scheme Renewal Digital+ 2016 - NSW ICT Government Strategy.

Working with Federal with Working and State Agencies • • • • • • • • • NSW Electoral Commission Australian Department of Prime Minister and Cabinet National Broadband Network NSW Ombudsman Office of Local Government The Department of Finance, Services and Innovation ICAC Audit Office of NSW Department of Infrastructure and Regional Development Improving Government Government Improving Services. strong Delivering budgets. Better Government Digital Services.

Links to the State Plan Links to the State “Improving NSW” • • • State Priorities Premier’s Priorities Policies, Protocols Policies, and Procedures; Internal Committee Audit Plan; and Audit Health Governance Check; Digital Shire ICT Plan; Corporate ICT Plan . Strategic

Council’s Supporting Supporting Council’s Documents • • • • • Efficient and Effective COUNCIL and Effective Efficient Local RFS groups; Local SES groups; Yerranderie Management Committee. Community Links Community Wollondilly; Uniting; Sector Connect; SW Community Transport; STARTS; RSL LIfecare; Sheds; Men’s SupportWollondilly Care; and Community Campbelltown Arts Centre; Warragamba /Silverdale Neighbourhood Centre; Oaks The Historical Society; ArtsWollondilly Group; Society; Benevolent PCYC; Olivia by Touched Foundation; de Paul; St Vincent Educational Facilities Facilities Educational Primary e.g. Schools, TAFE, High Schools, Universities; Health Wollondilly Alliance; Local Tharawal Aboriginal Lands Council;

Working with Other with Working Agencies • • • • • • • • • • • • • • • • • • • • • • Strategic Plan Strategic 2012-2017; a strategic Living well: mental health plan for in NSW 2014 – 2024. NSW Ageing The 2016-2020; Strategy NSW Disability Inclusion Plan 2015-19; Future directions for Social Housing in NSW. State Health Plan State 2021; Towards NSW Domestic and Violence Family and Early Prevention Intervention Strategy 2017-2021.

Working with Federal with Working and State Agencies • • • • • • • NSW Department of Family and Community Services NSW Government emergency response agencies NSW Department of Education and Communities NSW Health Improving Education Education Improving Results; Protecting our Kids; Domestic Reducing Violence; Childhood Tackling Obesity. Increasing Cultural Participation; Crime; Violent Reducing to the Transitioning Disability National Insurance Scheme.

Links to the State Plan Links to the State “Improving NSW” • • • • • • • State Priorities Premier’s Priorities Wollondilly Social Wollondilly Planning Strategy; Disability Wollondilly Plan. Inclusion

• • Council’s Supporting Supporting Council’s Documents

Looking after the COMMUNITYLooking after

Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 74 Create Wollondilly - Community Strategic Plan 2033 77

0406 047 086 0427 936 471 [email protected] 0418 269 913 [email protected] [email protected]

MATT GOULD MATT NOEL LOWRY LOWRY NOEL BLAIR BRIGGS P P E P E E 0427 901 275 [email protected] 0415 406 719 [email protected] 0425 798 068 [email protected]

RAY LAW SIMON LANDOWSIMON BANASIK MICHAEL P E P E P E 0428 335 743 [email protected] 0414 557 799 [email protected] 0407 705 100 [email protected]

JUDITH HANNAN - Mayor - JUDITH HANNAN MATTHEW DEETH MATTHEW Deputy Mayor Deputy - ROBERT KHAN P E P E P E CENTRAL EAST NORTH

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Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 76 Create Wollondilly - Community Strategic Plan 2033 79 WARD YOUR EAST Cawdor | Camden Park | Menangle | Razorback | Menangle | Razorback | Camden Park Cawdor | Maldon | WiltonDouglas Park | Pheasants Nest Forest | Cataract | Yanderra | Appin | Darkes Bargo CENTRAL Picton | Thirlmere | Tahmoor | Couridjah | Buxton Picton | Thirlmere | Tahmoor NORTH Wallacia | Warragamba | Silverdale | Werombi | Theresa Park | Werombi | Warragamba | Silverdale Wallacia Hill | Glenmore | Mount Hunter | Brownlow Orangeville The Park | Oakdale | Nattai | Mowbray | Belimbla Park Oaks | Yerranderie Lakesland E C E N C

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Create Wollondilly Create - Community Strategic Plan 2033 Plan Strategic Community - 78 www.wollondilly.nsw.gov.au PO Box 21, Picton NSW 2571 Australia | E [email protected] | P 02 4677 1100