Bringing Us Together SUSTAINING WEDDIN INTO the FUTURE

WEDDIN 2026 2017-2026 COMMUNITY STRATEGIC PLAN

Bringing Us Together SUSTAINING WEDDIN INTO THE FUTURE

Weddin 2026 Community Strategic Plan - Bringing Us Together 1 WHERE ARE WE NOW 7

WHERE ARE WE GOING 9 Community consultation 10 Informing Where We are Going 14

2013-2026 PLAN PRIORITIES 14 Fiscal Responsibility, Management and FFTF 15 Projects and Policies Identified by Council Elected in 2016 17 CONSULTATION AND RESEARCH OUTCOMES – ECONOMIC DEVELOPMENT STRATEGY 21

WEDDIN 2026: THE COMMUNITY STRATEGIC PLAN 23 WHAT IS A STRATEGY? 25 WHAT IS ASSESSING PROGRESS? 26

NO. 1 – Collaborative Wealth Building (Strong, diverse and resilient local economy) 26 STRATEGIES 27 ASSESSING PROGRESS 28 NO. 2 – Innovation in Service Delivery (Healthy, safe, and educated community) 29 STRATEGIES 30 ASSESSING PROGRESS 31 NO. 3 – Democratic and engaged community supported by efficient internal systems 32 STRATEGIES 32 ASSESSING PROGRESS 33 NO. 4 – Culturally rich, vibrant and inclusive community 34 STRATEGIES 34 ASSESSING PROGRESS 35 NO. 5 – Sustainable natural, agricultural and built environments 36 STRATEGIES 36 ASSESSING PROGRESS 37 NO. 6 – Shire assets and services delivered effectively and efficiently 38 STRATEGIES 39 ASSESSING PROGRESS 40

Weddin 2026 Community Strategic Plan - Bringing Us Together 2

WEDDIN SHIRE TO FORBES FORBES TO CREEK TO GOOLOOGONG

WHEATLEYS

BEWLEYS ROAD

ROAD ROAD

RAILWAY

HIGHWAY WIRRINYA ROAD FORBES

OOMA STEWARTS WAY BOUNDARY ROAD GAP ROAD NEW LANE ROAD CREEK NEWELL ROAD LANE MORTRAY

CREEK

WARRADERRY BALD SANDHILL KEITHS GUINEA PIG STOCKINBINGAL ROAD MUNCKS BALLENDENE RACES HILLS GOOLOOGONG ROAD (MARSDEN) GOODES BARKERS ROAD LANE SANDY McDONALDS ROAD LANE CREEK LIGNUM PLAIN CREEK

ROAD HALLROAD PEAKS LANE BALD TO WEST WYALONG BARBINGAL CREEK

MID RANGE LAWSON FORBES CREEK HILLS

CREEK PINNACLE ROAD

ROAD DOG BLAND (CARAGABAL CREEK) PINEY WESTERN CONIMBLA ROAD CREEK NATIONAL

CREEK PARK

HUNTERS

PULLABOOKA DEATHS HENRY CREEK (CARAGABAL CREEK) GO CART CARAGABAL TRACK ADELARGO

NATIVE BACK BOGOLONG DAM ROAD

ROAD BARBINGAL PINEY RANGE MAJOR ROAD CREEK

CREEK STOCK

ROCKS ROAD

ROAD WEST

ROAD

HOLY CAMP BRUNDAH TO COWRA OOMA

LOOKOUT PICNIC AREA GRENFELL CREEK CAMPING & PICNIC AREA HOLY CAMP ROAD KANGAROOBY FORBES ROAD SEATONS BEN HALLS YAMBIRA FARM CAVE GIBRALTAR (DISUSED) GERRYBANG BUMBALDRY BERENDEBBA ROAD HIGHWAY BIMBI Weddin -QUANDIALLA LANE SCHNEIDERS GREENETHORPE-BUNGALONG ROAD ROAD EUALDRIE ROUTE STOCKINBINGAL STATE HENRY GAMBARRA LANE (RAILWAY) FOREST Mountain LANE HALL

ROAD

National ROAD

CREEK -WIREGA BROWNS ROAD Park GREENETHORPE-BUMBALDRY ROAD WAH WAY CREEK BRUNDAH CREEK GRIMMS CARAGABAL- DRIFTWAY WEDDIN EMU LAWSON ADAMS NOWLANS BLAND LANE STATE LANE ROAD

ROAD FOREST BRUNDAH ROAD TYAGONG CREEK QUANDIALLA LANE GREENETHORPE OLD TYAGONG GERRYBANG CREEK MARY GILMORE ROAD RAILWAY BIMBI-QUANDIALLA WAY BIMBI

ROAD

BURRANGONG CREEK WAY YOUNG BIRCHS ROAD LANE ARRAMAGONG WEDDIN SHIRE COUNCIL - MAY 2014 ROAD BIMBI- BURRANGONG TO KOORAWATHA This plan has been prepared from -THUDDUNGRA MARTINS ROAD information obtained from various maps and LANE IANDRA

Lands Department GIS data and should be ROAD TYAGONG DUNKLEYS BENDICK used for general information only. While HALL ROAD MURRELL Weddin Shire Council aims for accuracy in CREEK NATIONAL the map, it should be noted that errors or IANDRA IMAGE 1: WEDDIN SHIRE MAP MORANGARELL ROAD CASTLE PARK omissions may occur and that the map is only TO YOUNG accurate at the date of printing. SHIRE BOUNDARY ROAD WIRRIMAH STATE HIGHWAYS ROAD REGIONAL ROADS CREEK BRIBBAREE- BRIBBAREE BITUMEN ROADS -MORANGARELL ROAD BOUNDARY GRAVEL ROADS TO BARMEDMAN BRIBBAREE NATURAL SURFACE ROADS 0 2km 4km 10km 20km WATER COURSE 1km 3km 5km RAILWAY LINES SCALE

WEDDIN SHIRE TO FORBES FORBES TO CREEK TO GOOLOOGONG

WHEATLEYS

BEWLEYS ROAD

ROAD ROAD

RAILWAY

HIGHWAY WIRRINYA ROAD FORBES

OOMA STEWARTS WAY BOUNDARY ROAD GAP ROAD NEW LANE ROAD CREEK NEWELL ROAD LANE MORTRAY

CREEK

WARRADERRY BALD SANDHILL KEITHS GUINEA PIG STOCKINBINGAL ROAD MUNCKS BALLENDENE RACES HILLS GOOLOOGONG ROAD (MARSDEN) GOODES BARKERS ROAD LANE SANDY McDONALDS ROAD LANE CREEK LIGNUM PLAIN CREEK

ROAD HALLROAD PEAKS LANE BALD TO WEST WYALONG BARBINGAL CREEK

MID RANGE LAWSON FORBES CREEK HILLS

CREEK PINNACLE ROAD

ROAD DOG BLAND (CARAGABAL CREEK) PINEY WESTERN CONIMBLA ROAD CREEK NATIONAL

CREEK PARK

HUNTERS

PULLABOOKA DEATHS HENRY CREEK (CARAGABAL CREEK) GO CART CARAGABAL TRACK ADELARGO

NATIVE BACK BOGOLONG DAM ROAD

ROAD BARBINGAL PINEY RANGE MAJOR ROAD CREEK

CREEK STOCK

ROCKS ROAD

ROAD WEST

ROAD

HOLY CAMP BRUNDAH TO COWRA OOMA

ROAD

National ROAD

CREEK -WIREGA BROWNS ROAD Park GREENETHORPE-BUMBALDRY ROAD WAH WAY CREEK BRUNDAH CREEK GRIMMS CARAGABAL- DRIFTWAY WEDDIN EMU LAWSON ADAMS NOWLANS BLAND LANE STATE LANE ROAD

ROAD FOREST BRUNDAH ROAD TYAGONG CREEK QUANDIALLA LANE GREENETHORPE OLD TYAGONG GERRYBANG CREEK MARY GILMORE ROAD RAILWAY BIMBI-QUANDIALLA WAY BIMBI

ROAD

Lands Department GIS data and should be ROAD TYAGONG DUNKLEYS BENDICK used for general information only. While HALL ROAD MURRELL Weddin Shire Council aims for accuracy in CREEK NATIONAL the map, it should be noted that errors or IANDRA MORANGARELL ROAD CASTLE PARK omissions may occur and that the map is only TO YOUNG accurate at the date of printing. SHIRE BOUNDARY ROAD WIRRIMAH STATE HIGHWAYS ROAD REGIONAL ROADS CREEK BRIBBAREE- BRIBBAREE BITUMEN ROADS -MORANGARELL ROAD BOUNDARY GRAVEL ROADS TO BARMEDMAN BRIBBAREE NATURAL SURFACE ROADS 0 2km 4km 10km 20km WATER COURSE 1km 3km 5km RAILWAY LINES SCALE

Weddin 2026 Community Strategic Plan - Bringing Us Together 3 Purpose

Weddin 2026 represents the vision, aspirations and priorities of our community and signifies a progressive change in the way planning by both Council and the community is developed and implemented. The development of this plan is part of a journey that looks to establish a path of continuous improvement for the Council in partnership with the community.

The past four years has been filled with change with a wide variety of challenges; threats to merge, a need for increased resources to ensure sound community amenity and changes to the economic framework of Weddin. Weddin 2026 seeks capture these changes and to ‘bring us together’ and help create the picture of what we want Weddin to be like in the future, based on extensive community partnership. From 2012 to 2017 community input has been recurrent where participation and contribution was positive and productive, with the end result a community strategic plan, Weddin 2026: Bringing Us Together, which provides the blueprint for sustaining Weddin into the future.

The overall purpose of the community strategic plan is to:

• Reflect on what we have achieved and describe where we are now; • Describe the preferred future; • Describe the values to guide future choice and how we will work together as a community; • Outline the strategic outcomes that achieve the preferred future; • Provide a long-term focus for decision making and resource allocation – finances, workforce and asset management; • Provide a basis for measuring our progress; • Provide opportunities for community participation in decision making; and, • Address social, economic, environmental and civic leadership issues.

While we all have a role to play as a community in achieving Weddin 2026, Council is one stakeholder within the mix and cannot (and should not) undertake everything. Council will always endeavour to move forward on the areas we are able to complete, but there are many other groups and organisations which will be able to work on the strategic outcomes of the plan and our future.

There is a requirement to review the Community Strategic Plan every four (4) years. Weddin 2026 seeks to validate the work achieved in the 2013-2023 Community Strategic Plan (the base CSP which is available on Council’s website – refer to http://www.weddin.nsw.gov.au/Media/WeddinShireCouncil/Council/Adopted_Community_ Strategic_Plan_2013-2023.pdf) and identify those actions completed or currently underway while adding new actions and commitments that will foster sustainability into the future.

The community input into the base plan undertaken four (4) years ago is still valuable and has since been supported by a wide variety of community engagement as set out in Weddin 2026.

Weddin 2026 Community Strategic Plan - Bringing Us Together 4 IMAGE 2: PLAN PROCESS

Community Community Focus Workshops Surveys Groups

Community Strategic Plan 10 years+ Resourcing Strategy Assets, Financial, Workfrce

Delivery Program 4 years

CONTINUAL MONITORING AND REVIEW

Operational Plan Annual

Annual Report (including SoE Report)

Weddin 2026 Community Strategic Plan - Bringing Us Together 5 Executive Summary

Weddin 2026 expresses value in completing and consolidating the current key issues and projects. These are:

1. Completion of Grenfell Health (Weddin Medical and Ancillary Healthcare Centre designed to improve rural health services and business opportunities through e-Health);

2. Complete the Weddin Regional Aquatic and Fitness Centre in Grenfell;

3. Meet the mandatory targets set out in the application for a Special Rate Variation (SRV) approval;

4. Implement the Improvement Plan’s ironclad commitments agreed to in Weddin Shire Council’s submission to remain Fit For The Future (FFTF); and,

5. Embrace the opportunity provided by the Mid Lachlan Alliance (MLA) Fitness campaign which seeks to improve efficiencies in delivering effective services in Weddin and where beneficial in partnership with the MLA Councils of Forbes, Parkes, Lachlan and the proposed Central NSW Joint Organisation.

Weddin 2026 is to be delivered over the next 10 years (and reviewed in 4 years) with many targets already locked in with existing agreements. The Council will consider the draft plan for Weddin 2026 and, once complete, place it on public exhibition for comment prior to final determination in May, 2017.

Weddin 2026 Community Strategic Plan - Bringing Us Together 6 WEDDIN 2026 PLAN

WHERE ARE WE NOW

Weddin 2026: Weddin Shire Council’s (WSC) 2017-2026 Community Strategic Plan (CSP) sets out the Weddin Shire community’s aspirations. Weddin 2026 is based on the 2013-2023 CSP (the base plan) but includes issues identified as important by the newly elected WSC Councillors and supported by a number of community consultations. At a planning day in February, 2017 the newly elected Council discussed supplementary community needs considering four key inputs;

1. The achievements from the previous plan;

2. The commitments that have been made in attaining a Special Rate Variation (SRV);

3. The undertakings agreed in the Fit for the Future (FFTF) improvement plan, conditionally securing a stand alone Council; and,

4. A number of rolling community satisfaction surveys and focus groups including those conducted in developing the Local Economic Development Strategy 2016 (LEDS) and the Weddin Strategic Tourism Plan 2016 (WSTP).

The Council has established a Digital Community Panel 1 (the Panel) and has sought to consolidate community views in an innovative participation model through a targeted set of questions administered through the online survey portal Survey Monkey.

The previous base CSP identified the top four (4) issues that the community considered important and which have been, or are in the process of being, delivered as set out in the following tables:

TABLE ONE: PROGRESS OF LEAD CSP TOP PRIORITIES FROM 2012

Priority Description Status

1 Establish a Medical/Wellness Centre. Funding submission lodged

2 Accredited Visitor Information Centre (VIC). Completed

3 Upgrade and maintain public facilities – Grenfell Swimming Pool. In progress

4 Grenfell Main Street upgrade. In Local Economic Development Strategy

1. The Digital Community Panel has been derived from a large group (some 700) of previous participants in community surveys. It is a stratified self selected group totalling some 127 members identified with the Weddin Community. More detail can be found in WSC Digital Panel Survey Report 2017.

Weddin 2026 Community Strategic Plan - Bringing Us Together 7 TABLE TWO: PROGRESS OF OTHER RANKED CSP PRIORITIES FROM 2012

Priority Description Status

5 Support aged care facilities and services. Ongoing

6 Encourage improved accommodation. Ongoing

7 Leverage historical sites. Ongoing

8 Maintain and support existing events and develop a shire-wide program. Ongoing

9 Promote and attract businesses not dependent on agriculture. Ongoing

10 Promote Industrial land and incentives. Ongoing

11 Progressive upgrade of roads to B Double + HML standards etc. Ongoing

12 Assist village progress associations with village improvements. Ongoing

13 Upgrade and maintain drainage in Grenfell and villages. In progress

14 Facilitate grants to assist local business development. Ongoing

15 Partner with neighbouring Shires and NPWS to leverage our local natural Linked to LEDS landscape and tourism attractions.

16 Support our local TAFE in developing and delivering health industry Linked to LEDS vocation courses.

17 Support TAFE in offering additional vocation-based courses. Linked to LEDS

18 Encourage local businesses to adopt ‘best practice’ environmental No action, some operations. reference in LEDS

19 Develop/encourage agri-tourism – tours and farm stays. Linked to LEDS

20 Complete and implement findings from rural land use strategy. In progress

21 Partner with Local Land Services to encourage sustainability and No action environment projects.

The initial 2013-2023 plan was developed in response to NSW Government legislation, with the local community enthusiastically embracing the plan development process. Chiefly, this initial process has allowed us to put in motion the necessary steps that will take us even further toward creating the future we’d all collectively like to see achieved, building on our strengths and past efforts. Weddin 2026 gives voice to consolidating and building on significant achievements to ensure the Weddin community has a sustainable future.

The major challenge facing our community was evident in 2012 – the need to reverse the declining population trend. In 1976, our Shire’s population was 4,750 while in 2006 it had dropped to 3,762. The 2011 Census figures saw our population stabilise at approximately the 2006 level, however the detail showed an overall decline in farming areas of close to 200 people which was countered by a similar increase in Grenfell itself. During the consultation process, community members expressed their preference for future population planning by selecting the overarching value as: Buck the decline trend and deliver a wide range of initiatives, recognising that above base-line Council rate rises and borrowings may be needed.

Weddin 2026 Community Strategic Plan - Bringing Us Together 8 Since 2012, the community has continued to express a strong commitment to remaining as an independent council and improving community amenities so that skills and resources can continue to be attracted to Weddin. In doing so, Weddin recognises the opportunity to be inter-dependent with neighbouring and regional councils so services can be more efficiently and effectively delivered.

As part of delivering on the 2012 CSP, the overarching objective of ‘bucking the trend’ required finance to provide community amenities and led to the SRV application which saw the Independent Pricing and Regulatory Tribunal (IPART) approve a rate variation to secure a strong financial future and to deliver the Aquatic and Fitness Centre and Grenfell Health Hub. Weddin Shire Council has also utilised loan funds to complement grants and rates income to afford these facilities and facilitate intergenerational equity, i.e. those who use the services pay for them.

WHERE ARE WE GOING

As indicated in Table One (Progress of Base CSP Top Priorities from 2012), the major capital priorities are still to be completed. The Weddin Regional Aquatic Centre has been demolished and the water bodies currently in the final stages of being replaced with efficient and accessible pools. However, there are not sufficient funds for the ancillary amenities so grants are being sought to replace planned demountable amenities. Grenfell Health (the new medical and ancillary health facility) has been designed, operational options resolved and funds are available to Council to complete the project but it is dependent on Federal grants to ensure that Council can remain sustainable. The main street project is still in the phase of garnering clear community support, particularly as to the nature of any improvements. As indicated in Table Two (Progress of Base CSP Other Priorities from 2012), the remaining priorities (including the main street project) in the previous plan are still ongoing but were put to the Panel to review their importance. The Panel responses continue to show support for the Visitor Centre, pool and health centre as reflected in Weddin 2026. As previously indicated, the NSW Government’s Local Government Review led to Weddin Shire Council preparing a response for the government’s fitness test into the future. With much work surrounding the approved SRV and improvement plans resulting from that review, Weddin Shire Council was able to successfully demonstrate how it will be ‘fit for the future,’ including insuring that its long term financial position is sustainable. Importantly, WSC led a group application from the Mid Lachlan Alliance (MLA) Councils to undertake a ‘Fitness Campaign’ to review service levels and delivery, put in place a strategy to better meet the financial responsibility improvement requirements of the 2016 NSW Local Government Act amendments. These amendments also gave rise to a power of the NSW Auditor General to assess: council reporting on service delivery, fraud control in local government, and shared services. The review of service levels and financial and operational systems will provide information to know what resources we need to deliver the services. It is anticipated that Council will have a sound understanding of this later in the year. This is when the organisation would review its structure. The FFTF Improvement Plan mandated improved efficiencies and more effective service delivery, and were broadly agreed by the Digital Panel, as follows:

Action Plan Key Actions Completed Timeframe

Implementation of approved SRV. In Progress 4 years as approved

Undertake collaborative Mid Lachlan Alliance Innovation Fund In Progress 2 years as approved Project (MLA Project).

Revaluation of assets and review of asset management plans. In Progress Per revaluation cycle

Make strategic use of debt and comply with SRV approval. Undertaken

Achieve cost savings and efficiency gains. Ongoing Various & MLA project

Weddin 2026 Community Strategic Plan - Bringing Us Together 9 Since 2012 actions by Weddin Shire Council in addressing population decline has centred around improving community amenities, there has been a strong focus on community swimming pool renewal with an accessible aquatic health and fitness centre located in Grenfell. Grenfell Health (the medical centre development) and the installation of a Visitor Information Centre (now complete) as articulated in the 2012-2013 CSP (with a community priority rating of 60.32%). The final major priority is the renewal of the main Street and has been identified in the Local Economic Development Strategy (LEDS) as requiring further community discourse. It can be argued that targeting improved community amenity impacted the most recent ABS data indicating that population decline has stalled and trending on a slight uptick (see Table Three).

GRAPH ONE: 1976 TO 2014 POPULATION CHANGES WEDDIN SHIRE (SOURCE ABS DATA)

Population - Total persons

4,750 4,400 4,200 4,260 3,788 3,653 3,641 3,665 3,709

1976 1981 1986 1991 1996 2001 2006 2011 2014

COMMUNITY CONSULTATION

The community has contributed to a variety of forums in the planning process. Firstly, in 2012-2013 informing the initial CSP and again during the review of rating, leading to a Special Rate Variation, at the time of the merger debate in 2014-2015 and then again during the development of the Local Economic Development Strategy (LEDS) and the Weddin Tourism Strategic Plan in 2016. The community has participated in a number of formal surveys, forums and public meetings in 2013, 2014, 2015, 2016 and finally the Panel survey in 2017 the total number of participants peaked at a single community meeting in 2015 at some 500 and in total over 1500 people in all forums (some of this number would have participated each time).

Weddin 2026 Community Strategic Plan - Bringing Us Together 10 The Villages of Bimbi, Quandialla, Caragabal and Greenethorpe were extensively consulted in 2012. Some 11% of the community Panel live in the villages and another 18% are from rural areas. There were specific questions relating to engagement with the villages and free comments that have been included in the Strategic Objectives and Outcomes. Quandialla and Caragabal have provided specific representation to Council on their needs and Greenethorpe has been advised through the Around and About Greenethorpe (AAG) Newsletter of the issues that are being considered in the draft plan. It is proposed to initiate a village owned Action Plan in each village that is driven by the village to address these and other issues.

While many residents enjoy and would seek to preserve the village lifestyle there is some desire to improve community amenity in the villages including:

Quandialla • Improve timely service delivery • Complete stage 1 and stage 2 of drainage plan for Quandialla • Plan footpaths upgrade • Waste facility plans with local partnership, including recycling • Quandialla Swimming Pool Strategic asset review • Disabled toilet access • Support for Community Hall • Advocate for Communication /Internet capacity • Improve signage Tourism Information/ Weddin Mountains • Maintain and improve health provision throughout the Shire

GreenthorpeGreenethorpe • A need to have a planned approach to swale (open drain) development and maintenance • Improved recycling systems to improve compliance • A strategy to address poor ADSL • A need to respond to the closure of the rail line in the broader economic development context • Harvesting rainwater • Access surplus land in the rail corridor • Develop a strategic response to the show ground • Resolve land access at the rear of the showground • Accessible pathways in the village • Improved integration of off leash dog areas • Strategy for long term use reinvention of the old shops and warehouses. • Future of the Anglican church • Proposals to attract new refugee residents.

Caragabal • Support for the Caragabal Water Scheme grant application • Assistance to secure quality Internet for Caragabal • Upgrade works for the Caragabal Park • Removal of the traffic island outside the School • Introduction of a Recycling Depot

A draft of Weddin 2026 will be made available for community comment for 28 days from 18 May 2017 after Council has had input.

The 2014 and 2016 surveys considered importance and satisfaction of existing services and these are a significant tool in setting priorities, and determining the weighting given to resource allocation. A 2014 community survey provided Council’s with a sound base for future measurement of community importance and satisfaction (see Figure 1).

Weddin 2026 Community Strategic Plan - Bringing Us Together 11 FIGURE 1: IMPORTANCE VERSUS SATISFACTION WITH PRIORITY OVERLAY Q10: Please rate your satisfaction level with each of the Council’s current services. Base: All respondents (n=358) | Q11: Please rate the importance of each of the Council’s current services. Base: All respondents (n=353) | Q12: Which of the following services would you wish to be given more priority? Please choose the top three. Base: All respondents (n=352)

Note: Bubble size indicates the % of respondents who wish the service was given greater priority. Orange bubbles are the top service priorities for respondents.

105% Rural Sealed Roads Bridges Sealed Roads in Towns Public Toilets & Villages

Sealed Roads in Towns 95% Environmental Health & Villages Library

Swimming Pool Rural Road Shoulders 85%

Waste Collection & Disposal Cemeteries

75% Other Community Services IMPORTANCE

65% Unsealed Roads Parks & Gardens

Sporting Facilities Town & Village Footpaths Grenfell Internet Cafe

55% Footpaths & Cycleways Kerb & Guttering Caravan Park Animal Control

45% 25% 25% 25% 25% 25% 25% 25%

SATISFACTION The highest priorities are roads, health and the pool. In 2016, the community identified a general improvement in basic service level satisfaction (see Graph Two).

GRAPH TWO: COMMUNITY SATISFACTION (SOURCE WSC SURVEY 2014 AND 2016)

Sealed Roads in Towns & Villages +10%

Rural Sealed Roads +9%

Sewer +6%

Public Toilets +5%

Waste Collection & Disposal +5%

Other Community Services

Library/Internet Centre

Town & Village Footpaths

Bridges

Rural Road Shoulders

Parks & Gardens

Unsealed Roads

Swimming Pool

Animal Control

Sporting Facilities

Footpaths & Cycleways

Cemeteries -6%

Kerb & Guttering -7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Q10: Please rate your satisfaction level 2014 with each of the Council’s current services. 2016 Base 1: All respondents in 2014 (n=358)

Base 2: All respondents in 2016 (n=176)

Weddin 2026 Community Strategic Plan - Bringing Us Together 13 INFORMING WHERE WE ARE GOING

Following the election of new Councillors in September 2016 the Councillors met in February 2017 to consider key priorities which were then tested through the Digital Community Panel Survey (the Panel) in February, 2017.

The Councillors identified a range of areas that might require more focus into the future and shared these with the Panel in the 2017 survey. The following issues surveyed centred around three priority categories:

1. The 2013-2026 CSP Plan priority services and capital program review;

2. Fiscal responsibility and management – the importance of improving efficiency and effective delivery of services dealt with in the FFTF Improvement Plan; and,

3. New Councillor-identified projects and priorities.

2013-2026 PLAN PRIORITIES

In February, 2017 the Digital Community Panel was asked to review the 2013-2023 priorities and the following graph (see Graph Three) indicates continued support for the major projects however, the Main Street project which was the lowest on the priorities list. The results of the Panel survey provide significant support to continued implementation of the key 2 projects and aged and health services, and less so for the other priorities. This is reflected in the Weddin 2026 Strategic Objectives and proposed Strategic outcomes.

GRAPH THREE: HOW IMPORTANT THE 2013-2026 PLAN IS IN 2017 (SOURCE: COMMUNITY PANEL 2017 N=126)

Continued Community Plan Priorities 140

120

100

60 Very important 40 Important 20

0 Don’t know

Pool Somewhat important renewal Upgrade Establish Unimportant Health Centre Support TAFE Support TAFE improvements Support Village Support aged care Grenfell Swimming facilities & services B Double standards Upgrade of roads to Grenfell Main Street & provide incentives & provide Promote industrial land to adopt “best practice” Encourage local businesses

Weddin 2026 Community Strategic Plan - Bringing Us Together 14 FISCAL RESPONSIBILITY, MANAGEMENT AND FFTF

The FFTF Improvement Plan agreed by Council as well as the community and submitted to the NSW Government’s Department of Premier and Cabinet was assessed by IPART in 2015 and Weddin Shire was not found to be ‘Fit’. Following on from actions already taken, which include a review of the assets management plan, the progress response to efficiencies and the impact of theSpecial Rate Variation, Council responded to a renewed assessment and subject to a set of agreed actions, including the MLA “Fitness Campaign’ was judged ‘Fit’ by the NSW Office of Local Government (OLG) in 2016.

Following on, Table Two identifies the key issues committed to in the FFTF Improvement Plan and agreed by the NSW Government. In February, 2017 the Digital Community Panel was asked to review a number of backend management issues. Recognising that some of the issues may be unfamiliar to the community, we asked people to answer “Don’t Know” if they were unsure what it meant. The community responses are reflected in the Weddin 2026 Strategic Objectives and proposed Strategic outcomes.

TABLE THREE: FFTF COMMITMENTS (SOURCE FFTF IMPROVEMENT PLAN 2016– OLG APPROVED)

Improvement Action Plan – Key actions as per FFTF reassessment submission

Increase Income Action Status: timeframes Identify and implement new income streams. Ongoing Review income estimates used in forecasts. In progress Annually with budget Implement SRV and have capacity to use In progress Per approval future SRVs to fund new capital works. Reduce Expenditure Action Status: timeframes Improve asset management data Ongoing and strategic planning. Review of overstated depreciation expenses. Ongoing Per valuation cycle Review of systems and processes to improve In progress Per MLA project efficiencies – fiscal responsibility. 6 formal Meetings and 5 planning workshops To be resolved in IP&R 2017 Reduction of Councillors at Next election Approach to be developed 2018 Workforce planning. Not yet Build Capacity & Skill Action Status: timeframes and Improve Systems Staff training initiatives. Ongoing Work collaboratively with other Councils, In Progress/Ongoing e.g. MLA project, JO, OLG and stakeholders. Medical Advocacy Improve customer interface. MLA - commenced Building community partnerships. Ongoing Economic Growth Action Status: timeframes Provide improved community amenity. Ongoing e.g. pool Review systems and link to IP&R to facilitate In progress MLA project & IP&R business activity.

Weddin 2026 Community Strategic Plan - Bringing Us Together 15 GRAPH FOUR: MANAGEMENT, CUSTOMER INTERFACE AND FINANCE SYSTEMS (SOURCE: WSC COMMUNITY PANEL 2017 N=126)

Management, customer interface and finance systems

140

120

100

60 Very important 40 Important 20

0 Don’t know

ERM Somewhat Asset Asset important support streams services services User pay User pay over staff over

New income Unimportant LTFP to keep to keep LTFP Management Match staff to provide servicesprovide Increase rates to Intergenerational Improved financial Improved Support technology management systems

It is unusual to seek community views on how a local council is managed and what priority might be given to fiscal responsibility. However, in the climate of forced mergers and the NSW government’s oversight of improved efficiency and management, such approaches are crucial to ongoing fitness and sustainability. By engaging with residents on these issues, Weddin Shire Council has sought to improve community understanding of the importance of efficiency.

Competent and accurate asset management systems and plans were seen by the Panel as important and supported by increased reliance on loans to ensure that future users of services pay for that access. This is particularly important as Council renews the Grenfell community swimming pool and constructs the Grenfell Health Hub (medical centre). There was strong support for improved customer interface and backend financial systems support as well as to improve efficiencies. The overall support for improved efficiency in delivering effective services aligns with Council’s commitment to the MLA ‘Fitness Campaign,’ defining innovation as ensuring services meet community need and are fiscally responsible.

Weddin 2026 Community Strategic Plan - Bringing Us Together 16 PROJECTS AND POLICIES IDENTIFIED BY COUNCIL ELECTED IN 2016

The 126 community members on the Digital Panel have provided valuable feedback to inform Weddin 2026’s new Councillor proposals. This feedback gives the Council confidence in further developing a sustainable and exciting future. Importantly, the new projects build upon the agreed vision and direction that has delivered an independent Weddin Council that is Fit for the Future. The community responses are reflected in the Weddin 2026 Strategic Objectives and proposed Strategic outcomes.

TABLE FOUR: NEW PROJECTS (SOURCE WSC COMMUNITY PANEL 2017 N=126)

New Council Proposals 2017

120

100

60 Strongly agree 40 Agree 20

0 Don’t know

Disagree services Bed down into future community Strongly development multipurpose multipurpose existing works

Advocacy for a Advocacy disagree Advocacy plans Advocacy Health outcomes Gain agreement - E-health economic 10 year freight plan 10 year New Advocacy for a New Advocacy Improved aged care Improved Customer Response Social connectedness

Some 48 of the 126 community panel members provided comments on other things that might be considered in the next 10 years, most of them which are included in the plan. To provide a visual representation for what is important, the following key word diagram gives an impression:

IMAGE THREE: INSERT TITLE (SOURCE COMMUNITY PANEL RESAERCH FEB 2017) Q.10 Are there any additional things you think Council should do in the next 10 years Answered: 48, Skipped: 79

Centre Require Manager Dam

Development Roads Survey Marked Parking Spaces Local Council Rural Town Youth Services Benefits Trees Main Street Plans

The community responses are reflected in the Weddin 2026 Strategic Objectives and proposed Strategic outcomes.

Weddin 2026 Community Strategic Plan - Bringing Us Together 17 The councillors are set out in table six.

TABLE SIX: CURRENT ELECTED COUNCILLORS (AS AT 2017)

Clr Mark Liebich (Mayor)

Clr Paul Best (Deputy Mayor) Clr Craig Bembrick

Clr Carly Brown Clr Phillip Diprose

Clr Stuart McKellar Cr John Niven

Clr Steve O’Byrne Clr Jan Parlett

Weddin 2026 Community Strategic Plan - Bringing Us Together 18 ABOUT THE WEDDIN SHIRE

The Weddin Shire is centred around, and derives its name from, the majestic Weddin Mountains. The name Weddin has its origins in the Wiradjuri word ‘weedin’ which means a place to sit, stay or remain, relating to the mountains’ status as a place where indigenous youths underwent a period of ceremonial isolation during the course of their initiation. The mountain range rises some 400 metres above the surrounding landscape and is of great significance both to the Wiradjuri people and residents of the local Shire. The Weddin Mountains National Park is our biggest tourist attraction with in-excess of 25,000 visitors annually.

Geographically, the Shire is at the crossroads of the major thoroughfares from Sydney to Adelaide and Brisbane to Melbourne. The main town of Grenfell is 364km or 5 hours by road from Sydney and within 2.5 hours drive of the major centres of Dubbo, Orange, Bathurst, Canberra and Wagga Wagga.

The Shire covers over 3,400 square km which is more than double the land area of greater urban Sydney. 94% is devoted to dry-land agriculture, 3% national parks and 3% state forests. Ample land is also zoned ready for new industry, as well as residential housing and hobby-farms.

Our local population based on 2011 Census figures is evenly split between males and females, and 2.7% up from 1.6% in 2006 for Indigenous persons. An analysis of population shows that Weddin is close to the NSW state average for each age group under 14 years; it is lower from 19-45 years then shows a significant increase in the proportion over 45 years to the NSW State average. Simply put, Weddin is an aging community. The ageing population is well above the State average and by 2031 the number of persons aged over 70 years will increase by 26.5%. The under 19 populations currently equals the State average in each age category; subsequently aged, disabled, youth and children are the primary targets.

Weddin 2026 Community Strategic Plan - Bringing Us Together 19 The following table sets out the relative position of Weddin, NSW in terms of population distribution:

TABLE FIVE: WEDDIN TO NSW POPULATION COMPARISONS BY AGE RANGE 8.4 Weddin %

7.5 NSW % 7.4 7.3 7.1 7 7 6.9 6.8 6.8 6.8 6.6 6.5 6.5 6.4 6.3 6.3 6.2 6.1 6 5.9 5.8 5.6 5.5 5 4.5 4.4 4.1 3.7 3.4 3.4 3.3 2.7 2.7 2.2 2

age of people in years 0-4 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85+

Weddin’s socioeconomic profile is diverse. Unemployment is below the State average (2011) by 1% with disadvantage evidenced by annual personal income being 30% lower than the State average at $35,858 (Weddin) against the NSW average of $53,917. It is worth noting that unemployment levels in small country towns is usually low as people tend to ‘vote with their feet’ and move to another place when they become unemployed – so it is a poor indicator of social disadvantage2. There has been a decline in average superannuation income from $26,500 in 2009 to $22,514 in 2011. Some 30% of the Weddin population receive a pension or support payment while only 7% is reported for NSW (ABS 2011). Weddin LGA also has higher health risks than the State average when benchmarked against 100 in four (4) key areas: body mass attributions (135.7); smoking related (104.8); alcohol attributed (114.5); and, ambulatory care (107.8).

The Following comparative table examines the relative advantage and disadvantage on the ABS SEIFA index. Mosman local government area in Sydney, NSW is provided as a way of indicating relativity. Surrounding Shires of Bland, Cabonne and regional cities of Bathurst and Orange have higher advantage and disadvantage scores and therefore less disadvantaged than Weddin Shire.

The table indicates that on a range of issues, Weddin Shire Council is at a similar level of social disadvantage to its neighbours with the exception of employment and education where there is a clearly higher level of skills and potential. Economic development needs to capture this as a strategic advantage. The LEDS helps achieve this as would a focus on the utilisation of e-Health and ancillary health management support across regional and remote communities. The development of the Grenfell Health Hub (new medical centre) is designed to provide digital business opportunity impetus, building on the delivery of the national Broadband Network (NBN) for Grenfell in 2017.

2. http://im-an-economist.blogspot.com.au/2012/07/voting-with-feet-part-1.html

Weddin 2026 Community Strategic Plan - Bringing Us Together 20 GRAPH FOUR: SEIFA INDEX COMPARATIVE TABLE (SOURCE ABS 2011)

160 NSW Rank Adv 140 NSW Rank Adv/Disadv NSW Rank Ec Res 120 NSW Rank ED & OCC

100

0 Bathurst (A) Bland (A) Cabonne (A) Cowra (A) Forbes (A) Mosman (A) Orange (C) Weddin (A) Young(A)

CONSULTATION AND RESEARCH OUTCOMES – ECONOMIC DEVELOPMENT STRATEGY

The Economic Development Strategic Plan has consultation processes which have been supported DIAGRAM ONE (SOURCE ABS) by community research and provided broader input. The stakeholder discussion was informed by community research undertaken in 2014 in the first 52.63% instance. As part of developing the LEDS, questions Agriculture were asked in the community survey of business 21.05% in Weddin Shire. Some 55 business operators Other completed the economic part of the survey with the majority being in the agricultural sector (Diagram 1).

10.53% Retail

10.53% Services 3.51% 1.75% Transport Aged Services

Weddin 2026 Community Strategic Plan - Bringing Us Together 21 When asked what the most significant issues were for the Weddin Shire Council that were priorities for economic development, medical services and aged services ranked highest among all of the surveyed groups. e-Health services ranked more highly with the agricultural sector. The level of business and broader community support for the cluster group areas was consistent between the general community and among business (see Diagram 2).

DIAGRAM TWO: PRIORITIES FOR ECONOMIC DEVELOPMENT (SOURCE WSC, LEDS 2016)

All Residents (n=178) Business Owners (n=54) Farmers (n=29)

Medical Services 84% 81% 79%

Aged Services 61% 57% 69%

New Business Devpt 60% 56% 20%

Tourism Devpt 40% 41% 24%

Agricultural Services 26% 40% 55%

eHealth Services 20% 22% 28%

Heritage Conservation 10% 4% 0%

0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%

Some 56 businesses responded to the questions in the community survey which is statistically significant for a sample (+/-7%). Digital business and online presence ranked highest as the most likely business environmental change to impact the future LEDS in the Weddin Shire. The issues that received a ranking above 2 are addressed in the LEDS.

LED SURVEY WEDDIN 2016

Still thinking about your business, please rank the potential impact on your business over the next five years of the following changes to the business environment (1=no impact, 3= high impact)

Shire population declining

Consolidation of farms (bigger farms, fewer farmers

0 0.5 1 1.5 2 2.5 3

Weddin 2026 Community Strategic Plan - Bringing Us Together 22 WEDDIN 2026 Bringing Us Together

THE COMMUNITY STRATEGIC PLAN

A Sustained Future (How we want Weddin to look in 2026)

TO GROW OUR TOTAL RESIDENT POPULATION TO IN EXCESS OF 4,700 PEOPLE BY 2026

Our Community Vision A progressive rural locality with a vibrant and welcoming community, rich in both heritage and the natural environment, with a diverse and resilient economy that supports local employment and business.

Our Community Values – What we think is worth striving for. W Welcoming, friendly, caring and supportive community E Equality of our people, willing to participate and work together D Deep respect for our heritage and environment D Devoted help at hand in times of need I Inclusive decision-making and engagement N New ideas, innovation, freedom of choice and diversity

Weddin 2026 Community Strategic Plan - Bringing Us Together 23 WEDDIN 2026: THE COMMUNITY STRATEGIC PLAN

QUADRUPLE BOTTOM LINE

The CSP is required to assess the impact on four key areas as set out in the following table:

Social Environmental Economic Civic Leadership

••Access and equity ••Total water cycle ••Regional economic ••Policy frameworks issues management profiles and ••Decision-making opportunities ••Cultural activities ••Preserving biodiversity principles and allocation ••Economic sustainability of priorities ••Recreation and ••Waste management strategies active living ••Leadership and ••Protecting specific ••Commercialand representation ••Built environment - environmental features industrial opportunities urban design and ••Levels of service ••Climate change impacts planning for growth ••Small business and initiatives ••Council’s role as a strategies ••Providing and responsible employer ••Alternative energy maintaining community ••Tourism sources ••Business efficiency and facilities ••Providing vocational probity expectations of ••Air quality ••Heritage issues pathways the council ••Environmental impact ••Consultation networks ••Supply chain issues ••Ethical practices of development ••Public health and safety ••Transport and trade ••Consultation and ••Environmentally sound links with other centres community participation ••Affordable housing operation of assets in decision making ••Financial sustainability ••Education of the council ••Community ownership ••Transport links between and implementation of communities in our LGA the strategic plan

To attain our overarching objective of population growth, we will work together on achieving the following strategic objectives, listed in priority order:

NO. STRATEGIC OBJECTIVE KEY THEMES Quadruple bottom line component addressed

1 Collaborative wealth building (strong, diverse and Economic resilient local economy).

2 Innovation in service delivery (healthy, safe, and Social educated community).

3 Democratic and engaged community supported by efficient Civic Leadership internal systems.

4 Culturally rich, vibrant and inclusive community. Social

5 Sustainable natural, agricultural and built environments. Environment

6 Shire assets and services delivered effectively and efficiently. Economic

Weddin 2026 Community Strategic Plan - Bringing Us Together 24 Each strategic objective has been reviewed against a SWOT (was drawn from the Base CSP) while for areas classified under economic development a SCORE analysis reflecting community and councillor input through the broad spectrum of focus groups, surveys, community meetings and the Digital Community Panel. The suite of community and councillor input provides the basis for developing the strategic objectives and the strategic outcomes that we are looking to target.

The Input Issues not only inform the Strategic Objectives they will also support the development of the Delivery Program and the Operational Plan, the Budget and the long term financial plan.

WHAT IS A STRATEGY?

A strategy is a broad plan of action designed to support achievement of the corresponding strategic objective. In the context of this community strategic plan, each strategic objective is supported by individual strategies and are listed below. For each strategy the following additional information is shown in the table:

• Lead agency – The group or organisation primarily responsible for progressing the strategy.

• Council role – The Weddin Shire Council role (as applicable) – for simplicity, four different Council roles have been defined:

Role Description Advocate Act or intercede on behalf of the community. Facilitator Act as a neutral party to assist groups and organisations to work more effectively to accomplish the group’s work. Provider Provider of a service. Regulator Act to ensure that regulations are complied with.

• Department oversight – The department within Weddin Shire Council responsible for carrying out council’s role, the Council departments are:

Council Department Abbreviation used General Manager GM Corporate Services Corporate Engineering Engineering Environmental Services Environment

• Who should be a collaborative partner:

Business Business Communities Communities Education Education Health Industry Health Industry bodies Industry Local Tourism Business LTB Mid Lachlan Alliance MLA Other LGAs LGAs Sporting Groups and associations Sports State and Australian Governments Government TAFE TAFE Tourism Destination Network – Country and Outback NSW TDN Villages of Quandialla, Caragabal and Greenethorpe Villages Weddin Tourism Strategic Plan 2016 WTSP

Weddin 2026 Community Strategic Plan - Bringing Us Together 25 WHAT IS ASSESSING PROGRESS?

For each strategic objective, measures have been developed to enable the community to track progress and provide a framework for reporting to the Council and community. As part of the MLA ‘Fitness Program,’ it is envisaged that the Integrated Planning and Review Process will be linked to Council’s digital reporting. This will improve efficiency and accuracy of reporting among a number of other things.

NO. 1 – COLLABORATIVE WEALTH BUILDING (STRONG, DIVERSE AND RESILIENT LOCAL ECONOMY)

Weddin 2026 has drawn on the Weddin Shire Council Economic Development Plan 2017-2021 to support the actions Council and our partners and community will undertake to meet the objectives and strategies outlined in the Community Strategic Plan with reference to research and commitments undertaken as part of the Fit For the Future proposal submitted to demonstrate Council’s capacity to grow and develop (FFTF).

The Weddin Shire Local Government Area (LGA) has an economy underpinned by a sustainable and productive agricultural sector employing 36.7% of the working population. It also supports a range of professions and services typical of a small rural Shire, with a further 18.2% employed in the education and health sectors. The gold rush days may be a thing of the 19th century but Weddin, with its high levels of skill and connectivity, has the potential to continue to develop as a sustainable community with an enviable range of community facilities and a dynamic approach to driving its’ own future (ABS 2011).

The Weddin Tourism Strategic Plan 2016 (WTSP) outlines actions that support the development of tourism product and promotion. It also links to the Local Economic Development Strategy 2016 (LEDS).

With careful management and development, the charm of the heritage assets and the welcoming friendliness of the residents will make the Weddin Shire a key destination, a place for visiting, working, investing and living.

Population in the Weddin LGA in 2014 was estimated to be 3,709 persons3 showing 1.2% growth since the census of 2011. Population projections to 2036 for the Weddin LGA prepared by the NSW Department of Planning suggest the population will decline to 2,700. Part of the job of this CSP is to link to the Local Economic Development Strategy 2016 (LEDS) is build on the more recent reversal in trend and to find ways to continue to prove this prediction wrong.

The LEDS is framed around this and previous CSPs seeking to collaborate with key sectors to build community wealth (refer to LEDS).

3. Estimated Residential Population June 2010(preliminary) – Australian Bureau of Statistics

Weddin 2026 Community Strategic Plan - Bringing Us Together 26 INPUT ISSUES:

An analysis of a variety of input sources has identified a number of strategic issues:

Value-add to agricultural production- branding (LEDS); Assist the development of collaborative forums to share information and develop business opportunities (LEDS)4 ;

Support the development of branded product (LEDS); Facilitate and support skills development opportunities to ensure stakeholders are in the best position to improve enterprise sustainability (LEDS);

Seek opportunities to connect the farming sector with Expand specialist retailers and manufacturing; the business community (LEDS);

Historical and natural landscape sites on private land Leverage opportunities from NBN (LEDS); have tourism potential;

Availability of government economic development Improved transport access; support programs (LEDS);

Ex-residents willing to assist in progressing the Shire Agri- and eco-tourism – farm stays and tours (LEDS); (LEDS);

Rental of vacant farm houses; Quandialla and Caragabal close to working rail line;

Rural strategy to expand small lot sales; Explore expanding range of retail products available locally;

Convene conferences; Better tap grey nomad/wanderer market (WTSP);

Visitor Information centre established; Improve visitor accommodation;

Leverage Historical sites; Industrial land promotion;

Look at a freight hub - B Doubles, road trains etc.; Leverage NPWS with neighbouring Shires;

Business establish best practice environmental Implement the Rural Strategy. approach; and,

4. Where issues were judged important in the LEDS consultation and plan development they are shown – otherwise they are not included in the CSP for economic issues.

STRATEGIES

The outcomes of this strategic objective are:

Strategic Outcome Lead agency Council role and Who should (oversight) collaborate

1.1 A strong and progressive Local Farmers Advocate (Corporate) Industry, Government agricultural sector is maintained.

1.2 Weddin Shire’s tourism potential Tourism operators Facilitator (Corporate) LTB, TDN maximised: through marketing, accommodation and activities.

Weddin 2026 Community Strategic Plan - Bringing Us Together 27 1.3 Essential infrastructure and Council Provider (Engineering) Government services to support business activity are available.

1.4 Existing businesses and new Council Facilitator (Corporate) Business, Industry, industries are supported and LTB, RTN encouraged so as to increase job opportunities.

1.5 Availability of land zoned for Council Facilitator (Corporate) Business development and vacant premises is provided and promoted.

1.6 The LEDS establishes mechanisms Council Facilitator, (Corporate) Business, Industry, to foster partnerships to advance LTB, RTN economic activity.

1.7 The LEDS provides an integrated SCWC Advocate (Corporate) Business, path to expanded aged care facilities Health and services.

1.8 A proactive environment exists to Council Regulator Industry, support responsible mining. (Environment) community

1.9 There is a policy position on Council Facilitator Business, Industry renewable energy development. (Environment)

1.10 Advocacy strategies for all capital Council Advocate (Corporate) Community, funding and policy initiatives and Government applications are prepared and actioned.

legend: SCWC – Senior Citizens Welfare Committee

ASSESSING PROGRESS

Progress will be measured based on:

Area Measure

Population Total number of residents living in the Shire sourced from Australian Bureau of Statistic each five years. These will be available in 2017 (at 2016) and 2022 (at 2021).

Agricultural production value Total value of agricultural production from the Shire. Sourced from Australian Bureau of Statistic each five years based on. These will be available in 2017 (at 2016) and 2022 (at 2021).

SEIFA Index Positive shift in economic indices.

Tourism Visitation and length of stay at accommodation venues across the Shire.

Employment Number of employment positions in the Shire.

Start ups New start up businesses.

Development Development

Income Household median weekly income.

Shop Vacancy Decrease in shop vacancies.

Weddin 2026 Community Strategic Plan - Bringing Us Together 28 NO. 2 – INNOVATION IN SERVICE DELIVERY (HEALTHY, SAFE, AND EDUCATED COMMUNITY)

Innovation provides a major market and community service delivery opportunity to be addressed in Weddin 2026, particularly as it relates to creating a healthy, safe and educated community. For an aging community, a healthy environment revolves around an integrated approach to service delivery. As set out in the Weddin Health Hub Business Case (WHHBC), central to this will be the Grenfell Health Hub (Weddin medical centre) and the model which is designed to meet the emerging needs of the industry.

A 2012 report by the Australian Medical Association (AMA) argues that “there is a strong preference amongst much of the current medical workforce to live and work in major cities – with particular preference for the inner suburbs… [given] the educational background and the demographics of the current medical workforce.” It further reveals that the average age of general practitioners in the rural sector is 55 years and for specialists, 60 years5.

There is a clear preference for younger doctors to work in cities. Yet the bulk of the future wealth and national income over the next 20 years has been predicted by the Secretary to the Treasury (2012) to come from agriculture and mining in rural areas6.

The sustainability of the agricultural sector, the support of the digital economy and the provision of services to an ageing population are interdependent with comprehensive and integrated health and education services. The primary health services need to be provided in physical surroundings that support delivery and facilitate integration with allied health services as well as enable ongoing skill development. This demands that health facilities and service models be synergistic; that is, they must work hand-in-glove. Attraction of GPs is only improved where the business model:

a. allows flexibility; b. appeals to professionals for their clinical skills in a collegiate model; c. recognises early career development needs; and, d. is collaborative and facilitates ongoing learning.

The Grenfell Health Hub will also support healthcare education and over time e-Health and remote learning through improved NBN digital access. Healthy educated communities foster safe community environments, particularly where employment opportunities are increasingly becoming available.

Weddin 2026 Community Strategic Plan - Bringing Us Together 29 INPUT ISSUES:

An analysis of a variety of input sources has identified a number of strategic issues:

Provision of expanded basic health facilities and Opportunities to support the development of a Rural services with Grenfell Health Hub construction Health Community Research Centre with a focus on (WHHBC); e-Health (LEDS);

Community transport in villages (LEDS); Research models of cooperative investment in aged care facilities (LEDS);

Encourage redevelopment of appropriate infrastructure Explore opportunities to develop CRC for remote health for aged care facilities (LEDS); delivery (LEDS); and,

Encourage training and skills development in healthcare Promote alternative health programs. provisions for a diverse and sustainable labour market (LEDS); and,

Aquatic water bodies replaced Need for new Aquatic Centre amenities

City image improvement including Main Street Maintain and support events

Village improvements diversify lifestyle options

5. Australian Medical Association, “Regional/Rural Workforce Initiatives – 2012”, https://ama.com.au/position-statement/regionalrural-workforce- initiatives-2012

6. Australian Government Treasury, “Challenges and Opportunities for the Australian Economy”, http://www.treasury.gov.au/PublicationsAndMedia/ Speeches/2012/Challenges-and-opportunities-for-the-Aust-economy

STRATEGIES

The strategic outcomes of this strategic objective are:

Strategic Outcome Lead agency Council role and Who should (oversight) collaborate

2.1 Quality medical facilities are Central NSW Advocate/ Facilitator Health, encouraged and appropriate digital and Health (GM) Government physical facilities are available.

2.2 Health education is promoted and Central NSW Advocate Health, developed, services are accessible and Health (Environment) Community, Sports people are encouraged to take personal responsibility for their health.

2.3 Community and local transport HACC Advocate (Corporate) Government, options are encouraged and available. Business

2.4 Adequate aged care services are Central NSW Advocate (Corporate) Health, provided to meet the current and future Health Business, needs of the community. Government

2.5 Public health and safety Council Advocate, Facilitator, Health, opportunities are maximised in Provider, Regulator Business, appropriate facilities and through (Environment) Government effective integrated programs.

Weddin 2026 Community Strategic Plan - Bringing Us Together 30 2.6 Local education institutions are Schools and TAFE Facilitator, (All) Business effectively supported with a primary focus on targeted program delivery and fit for purpose facilities.

2.7 Lifelong learning opportunities TAFE Provider (Corporate) Business are provided with a focus on digital learning supported in fit for purpose facilities.

ASSESSING PROGRESS

Progress will be measured based on:

Area Measure

Personal health and wellbeing Sporting and leisure club membership numbers identified in Digital Panel survey over 4 years.

Community connectedness • Number of volunteer organisations and membership. • Number of community events.

Safety Number of recorded offenses for crimes against persons and property.

Lifelong learning Number of people aged 15-64 years enrolled in courses provided by private and public sector as set out in ABS data over 10 years

Aged care • Number of aged care places in the Weddin Shire. • Number of aged persons supported in home care. • Number of residents on aged care waiting lists for places in Weddin Shire.

Health Indices Reduce current levels to NSW Standard benchmark of 100 points over 10 years.

Weddin 2026 Community Strategic Plan - Bringing Us Together 31 NO. 3 – DEMOCRATIC AND ENGAGED COMMUNITY SUPPORTED BY EFFICIENT INTERNAL SYSTEMS

Weddin Shire Council has been subject to significant review over the last four (4) years with the SRV and FFTF assessments. Council does more than simply build new facilities it; manages existing assets, collects rates and fees, applies for grants, facilitates community connectedness, manages finances, plans for the future within constrained resources, and tracks community requests – and all rightly expected to be executed with efficiency. Weddin Shire Council has been granted funds to work in collaboration with the MLA Councils of Forbes, Parkes and Lachlan Shires to review levels of service through a Service Review Action Plan (SRAP) as well as to undertake a fiscal responsibility action plan (FRAP) and review its internal systems. This will assist in being Fit For The Future and sustainable, ensuring that future merger options are less likely. However, if WSC doesn’t deliver on it’s agreed Improvement Plan, provide facilities consistent with the SRV approval and complete the MLA Service and Fiscal Responsibility Review, it risks external appointment of a financial controller. This would mean Council loses its independence. The MLA review process will deliver a plan to improve internal systems and customer interface as well as help match resources (including staff) to existing and emerging needs, once the service needs are known.

The review process over the last four (4) years has seen extensive community engagement. WSC has now established a Digital Community Panel (the Panel) which provides a stratified community group that have indicated their readiness to be consulted on a wide variety of planning issues. The Panel comprises some 130 residents. This Panel or a stratified sample of the Panel will be a major source of engagement on a regular basis to measure community expectation and to inform the community.

INPUT ISSUES:

An analysis of a variety of input sources has identified a number of strategic issues:

Access funding for Council staff training and skills Invest in upskilling outdoor staff and provide career development; path planning;

Upskill and develop existing staff and provide career Better leverage internet-based mechanisms for path planning; increased community engagement;

Caragabal and Quandialla internet issues reviewed; Villages encouraged to develop action plans to improve quality of life and economic engagement;

Review village service levels; Utilise a wide spectrum of communication tools to keep community informed;

Develop engagement strategies with villages MLA review of Service Review Action Plan (SRAP) and to support leadership; Fiscal Responsibility Action Plan (FRAP) to provide effective services efficiently; and,

Use of the Panel to support decision-making on issues. Implementation of the iron clad commitment to change governance approaches including 6 formal annual council meetings and a reduction in councillor number to (5 initially) then resolved 7.

STRATEGIES

The strategic outcomes of this strategic objective are:

Strategic Outcome Lead agency Council role and Who should (oversight) collaborate

3.1 Opportunities are provided to Council Facilitator (Corporate) Education, develop leadership skills in the Business community.

Weddin 2026 Community Strategic Plan - Bringing Us Together 32 3.2 The integrated planning and Council Provider (All) All Agencies reporting process is fully implemented.

3.3 Village progress societies and Progress Societies Provider (All) Business, activities are supported. Government

3.4 The existing leadership network Council Facilitator (All) Community is harnessed and actively leveraged across the Shire.

3.5 All major groups in the community Council Provider (All) Community and a broad section of community members have the opportunity to contribute to major decisions.

3.6 The community has a good grasp Council Provider (GM) Community of the role of Councillors and the Council, and how best to raise issues and concerns.

3.7 Internet and social media is Council Provider (Corporate) Community effectively leveraged to engage community in local leadership and communication including Panel engagement.

3.8 Internet access advocacy in the Council Provider (Corporate) Community villages and rural sector is proactive and collaborative with community expectation.

3.9 Internal systems and efficiencies Council Provider (Corporate) Government, MLA are reviewed and an action plans developed.

3.10 Review service level efficiencies Council Provider (Corporate) Government, MLA and an action plan developed.

ASSESSING PROGRESS

Progress will be measured based on:

Area Measure

Citizen engagement • Number of candidates standing for Council elections. • Number of candidates standing for community representative positions on Council committees. • Membership number of village progress societies. • 80% participation on Digital Community Panel.

Community projects Number of community projects undertaken by local community organisations.

Leadership development • Number of students involved in community decision-making. • Number of community members participating in the Digital Community Panel.

Weddin 2026 Community Strategic Plan - Bringing Us Together 33 NO. 4 – CULTURALLY RICH, VIBRANT AND INCLUSIVE COMMUNITY

Weddin has a rich sporting and cultural history and celebrates its success. As the birthplace of famed Australian writer and poet Henry Lawson, the Weddin community have continued to foster an arts centre, library, art gallery and many festivals (led by the annual Henry Lawson Festival).

INPUT ISSUES:

An analysis of a variety of input sources has identified a number of strategic issues:

Work with TAFE to establish leisure-based studies and Continued support of events link to literary identities; activities;

Utilisation of the Art Gallery space; To investigate an indoor multipurpose facility;

The role of digital media in positive connectedness; Engagement with new residents in accepting and cultural sensitive way;

Knowing if people are doing it tough and giving a hand Sourcing funding for promotion and support of cultural up; and, activities.;

STRATEGIES

The strategic outcomes of this strategic objective are:

Strategic Outcome Lead agency Council role and Who should (oversight) collaborate

4.1 Sporting facilities and events are Council Provider (Environment Sports maintained and developed. & Engineering)

4.2 Recreational facilities and events Council Provider (Environment Sports are maintained and developed. & Engineering)

4.3 Cultural and arts facilities and Council Provider (Corporate) Community events are maintained and developed.

4.4 People from diverse cultures find Council Facilitator (All) All Sectors Weddin a welcoming and accepting place.

4.5 Weddin is seen as encouraging Community Facilitator (Corporate) All a strong sense of community and Groups connectedness.

4.6 The community has ownership of Council Provider/Facilitator All an inclusive social activities planning (Corporate) program.

Weddin 2026 Community Strategic Plan - Bringing Us Together 34 ASSESSING PROGRESS

Progress will be measured based on:

Area Measure

Arts & Cultural activities • Number of art and cultural activities supported by Weddin Shire Council. • Number of volunteers and attendees at the above activities and events. • Sponsorship levels.

Cultural diversity Percentage of the local population that speak other languages as their primary language at home (sourced from ABS Census data).

Leisure & recreation • Number of community groups utilising sporting and cultural facilities. • Number of people attending sporting and leisure events.

Weddin 2026 Community Strategic Plan - Bringing Us Together 35 NO. 5 – SUSTAINABLE NATURAL, AGRICULTURAL AND BUILT ENVIRONMENTS

Weddin Shire Council’s greatest risk is decline in population and reduction in services that damage the capacity of the community to be sustainable. These are risks that have been revealed in the 2014 and 2016 WSC community surveys. Research by the Reserve Bank of Australia (RBA) (2002)7 further identified that labour moves to communities with good community amenities. Weddin’s CSP provides a holistic approach that fosters continued economic growth supporting good community amenities in order to retain and attract people. To do this there is a need to draw on, maintain and grow real community strength; everyone has a role to play, meaning ownership of the CSP is imperative. Sustainable natural, agricultural, and built environments are essential to a sense of place in the community and fosters community pride and ownership. The MLA ‘Fitness Campaign’ project will help deliver an assessment of the service levels that are acceptable within the community.

The villages are an important part of the Weddin Shire, providing for lifestyle choice and a smaller sense of community. The villages have made contributions to the plan and it is proposed that in the life of Weddin 2026 WSC will encourage each village in developing an action plan to address issues that they have raised. Some of these issues will be dealt with as part of the MLA ‘Fitness Campaign’.

Caragabal village parks development and traffic island issues have been raised as part of the consultation process by the village community and can be assessed as part of the MLA service review. Issues with school access use options can be assessed as part of a broad review of schools and community use, including villages and high schools in Weddin.

7. http://www.rba.gov.au/publications/rdp/2002/pdf/rdp2002-04.pdf

INPUT ISSUES:

An analysis of a variety of input sources has identified a number of strategic issues:

Create wetlands below sewerage treatment works Renewable energy sources

Local Land Services keen to work with Weddin Shire to Lobby to establish a biological farming college enhance environmental outcomes

NSW Government rolling out “Localising NSW 2021” program

STRATEGIES

The outcomes of this strategic objective are:

Strategic Outcome Lead agency Council role and Who should (oversight) collaborate

5.1 Environmental regulations Council Regulator Environment Community, and control in Council’s sphere of Government operations are implemented.

5.2 Waste reduction and recycling Council Provider Environment Community is encouraged, with a focus on the villages.

5.3 The community is made aware Council Provider Environment Community, of sustainable practices. Business

5.4 Council operations see an Council Provider Environment Community, improvement in environmental Business outcomes.

Weddin 2026 Community Strategic Plan - Bringing Us Together 36 5.5 There is support for local LLS & others Facilitator Agriculture, agricultural industry in adopting Environment Community, sustainable and environmentally Business friendly farming practices in the context of climate change.

5.6 The heritage of built areas is Owners Facilitator and Provider Community, preserved. Business

5.7 There is an enhancement of LLS Facilitator Community, broader landscape connectivity for Business native fauna.

5.8 Levels of Parks Service in villages Council Facilitator Agriculture, are reviewed as part of MLA service Community, review Business

5.9 Fiscal Responsibility Review Council Facilitator Agriculture, creates a learning organisation through Community, MLA ‘Fitness Campaign’ Business

ASSESSING PROGRESS

Progress will be measured based on:

Area Measure

Sustainable energy use • Increasing use of alternative energy and water sources.

Conservation • Land area of the Shire dedicated to National Parks and conservation. • Land area in the Shire dedicated to native fauna connectivity.

Climate change Area of agricultural land being managed for soil carbon sequestration.

Water Annual volume of water use in Grenfell.

Waste • Tonnes of non-recyclable garbage collected. • Tonnes of recyclable waste collected.

Weddin 2026 Community Strategic Plan - Bringing Us Together 37 NO. 6 – SHIRE ASSETS AND SERVICES DELIVERED EFFECTIVELY AND EFFICIENTLY

Holding, maintaining and replacing assets is a major challenge for our community. The NSW Government requires Wedding Shire Council to fund depreciation on assets or, said differently, the cost of replacing and maintaining them as they are projected to wear out. Having to fund maintenance and replacement presents a significant burden on council finances, particularly when it comes to roads infrastructure.

Each time a new major asset is considered, Council is required to prepare a business plan to demonstrate that the capital and ongoing costs are affordable for the community. Council has to also establish how it will be paid for, maintained and eventually replaced.

In looking forward, Council elected in 2016 has indicated an interest in examining the potential for an integrated freight hub to capitalise on natural positional advantages of Weddin to supply chains. There is recognition that this is a complex matter that requires analysis, but there is a view that it has early merit.

The MLA ‘Fitness Program’ is funded by the NSW Government and seeks to improve asset management and backend services to ensure the MLA Councils, including Weddin, are providing services that meet community needs at a standard which the community expects at a price it is prepared to pay. Effective service delivery is about doing the right thing. Efficient service delivery is about doing the right things well, at the best price in the best way.

The outcome of the MLA project is to:

• Improve services to the wider community;

• Improve efficiency and effectiveness in service delivery;

• Streamline backend systems over time;

• By building trust, goodwill and commitment, create an environment for collaboration leading to inter- organisational learning and capacity building now and into the future between the MLA Councils and the Regional Council (Joint Organisation);

• Build and imbed resource sharing and ongoing improvement;

• Build organisational culture to be outward looking and to seek continuous improvement; and,

• Actively review the impact of collaborative service improvement on service delivery structures across and between the MLA Councils, the emergent Joint Organisation and others.

Caragabal village has raised a need to improve water access and this plan seeks to investigate needs and options over the life of the plan.

INPUT ISSUES:

An analysis of a variety of input sources has identified a number of strategic issues:

Assessment/review of Council run businesses Link staff to service review and service levels

Further leverage partnerships to support local Increase rates to fund additional infrastructure and community services

Review drainage strategy Review assets management plan to link to IP&R and Long term financial Plan (LTFP)

Improve computer capacity with Scoping project for Review Organisational Structure to reflect service CIVICA and determine future platform needs needs and delivery programme over time

Weddin 2026 Community Strategic Plan - Bringing Us Together 38 Fiscal responsibility actions: INCREASE INCOME • Review fees & charges • Identify and implement new income streams. • Review income estimates used in forecasts. • Implement SRV and have capacity to use future SRVs to fund new capital works.

REDUCE EXPENDITURE • Improve asset management data and strategic planning. • Review of overstated depreciation expenses. • Review of systems and processes to improve efficiencies – fiscal responsibility.

Workforce planning. BUILD CAPACITY & SKILL AND IMPROVE SYSTEMS • Staff training initiatives. • Work collaboratively with other Councils, JO, OLG and stakeholders. • Improve customer interface. • Building community partnerships.

ECONOMIC GROWTH • Provide improved community amenity. • Review systems and link to IP&R to facilitate business activity.

STRATEGIES

The outcomes to achieve this strategic objective are:

Strategic Outcome Lead agency Council role and Who should (oversight) collaborate

6.1 Council operations have met Council Provider (All) All reasonable community expectations.

6.2 Council’s transport infrastructure Council Provider (Engineering) Community, (roads, bridges, footpaths) are Government maintained and improved consistent with the Assets Management Plan.

6.3 Structural assets are maintained Council Provider (Engineering, Community, and improved consistent with the Environment) Government Assets Management Plan (e.g. depot, administration building, hub, sewerage treatment works, waste facilities).

6.4 WSC is positioned as an ‘employer Council Provider (All) MLA, Joint of choice.’ Organisation

6.5 A modern plant fleet is maintained Council Provider (Engineering) MLA and improved consistent with the Assets Management Plan.

6.6 Classified roads are managed on Council Provider (Engineering) Government behalf of Roads and Maritime Services.

Weddin 2026 Community Strategic Plan - Bringing Us Together 39 6.7 The ‘Destination 2036’ initiative CENTROC/ Joint Advocate (All) MLA is supported and WSC engages and Organisation influences as Member Council of the Central West region.

6.8 Liaison and partnership with Council Facilitator (All) Government, MLA NSW State and Federal Government departments is positive and productive.

6.9 Water needs of Caragabal are Council Facilitator (All) Government assessed during the life of the Plan.

6.10 WSC investigates freight hub Council Facilitator (All) Government opportunities.

ASSESSING PROGRESS

Progress will be measured based on:

Area Measure, source and frequency

Ratepayer satisfaction Importance and satisfaction rating by Digital Community Panel.

Infrastructure Expenditure on repairs and maintenance is consistent with the Assets Management Plan.

Staff satisfaction • Staff turnover. • Capacity to attract skilled staff.

Weddin 2026 Community Strategic Plan - Bringing Us Together 40 FREE COMMENTS SUMMARY FROM DIGITAL PANEL

Under 25 years • Looking at use of Bogolong dam • Concern at use of consultants 45-60 years instead of staff doing things • Councillors to visit villages • Health care improvements all ages • Youth centre or hall 25-45 years • Promotion and local business use • Footpath Maintenance and street scape, • Service level and organisational review improved consultation (2 respondents to improve efficiency and effectiveness overall) of outcomes (3 respondents overall) • Implementation of Economic Development • Tourism as the primary economic Strategy and Tourism Strategy. Signage into driver, improved local services from Grenfell and street beautification private sector, improved IGA fresh product • Wanted Agree or Disagree answers • Some issues with management • Village development needs to be met questions – understanding (2 • Support aged care and meals on wheels respondents overall) • Complete medical centre and open, support • Large residential lot subdivision that is medical services on quality land • Main Street upgrade • Access to lopped trees for public use • Review service levels • Nursing home development • Dedicated Grant Writer • Higher maintenance for gravel roads • Concern on use of consultants

60 years plus • Weed control • Importance of planning – efficiency and effectiveness • Village improvements – service levels • Companion animals – specific issue • Ongoing and improved community communication • Consolidate project delivery • Improve Company dam • Health improvement through digital support for aged • Youth support, beautification, main street upgrade and murals • Natural gas connection

Weddin 2026 Community Strategic Plan - Bringing Us Together 41