DRAFT TEN YEAR Community PLAN Respecting people, place and progress
Cook Shire Council | Ten Year Community Plan 1
CONTENTS
INTRODUCTION 4 A PAUSE FOR REFLECTION – SOME OF COUNCIL’S ACHIEVEMENTS THE PURPOSE OF THE OVER THE PAST 10 YEARS 21 TEN YEAR COMMUNITY PLAN 5 Roads 21 COUNCIL’S STRATEGIC PLANNING FRAMEWORK 5 Shortage of Jobs 21 COMMUNITY PLAN THEMES 6 Small Business Development 21 Places for People 7 Youth Issues 21 Wellbeing and Empowerment 7 Need for a Diverse Economy 22 Accessibility and Connectivity 8 Maintain Historical Aspects 22 Economic Development 8 Communications Infrastructure 22 Environmental Responsibility 11 Health Issues 22 Organisational capability 11 Liveability of Townships 22 HOW PROGRESS WILL BE Limited Aged Care 22 REPORTED AND EVALUATED 12 OPPORTUNITIES AND CHALLENGES PARTNERSHIPS 12 FOR COOK SHIRE COUNCIL 23 WHO WE ARE: Ageing Population 23 UNDERSTANDING COOK SHIRE 14 Global Political Volatility 23 Our People 15 Developing Trade Markets 23 Index of Relative Socio-economic Climate change 23 Disadvantage 15 Community and Customer Australian Early Development Census Expectations and New Technology 23 – Community Profile 2018 16 Land Tenure and Use 23 Physical Health and Wellbeing Social Competence Financial Sustainability 23 Emotional Maturity COMMUNITY CONSULTATION FEEDBACK 24 Language and Cognitive Skills Location of Respondents 24 (School-based) Age of Respondents 24 Communications Skills and General Knowledge Sex of Respondents 24 Proportion of Children Who Are Percent of Respondents who Agree Developmentally Vulnerable with the Statement that the ECONOMY 19 Top Ten Priorities in 2011 – 2021 ENVIRONMENT AND PLACE 20 are Still Relevant 24 Ranking of those Priorities for the Next Ten Years – 2021 - 2031 25 Representative Sample Comments 25 FINAL THOUGHTS 26
2 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 3 Introduction The purpose of the Ten Year
The Cook Shire Council Ten Year Community Plan (the Community Plan) outlines the communities Community Plan aspirations, priorities and vision for the future of the Shire and sets out the key strategies required to achieve these aspirations. A Community Plan is a long term, overarching strategy and planning document that outlines the We live in a very special region of Queensland, one that The process helped us to understand what matters most offers a unique lifestyle underpinned by a blend of beautiful to our various communities and will guide the way we communities’ aspirations and priorities for the future and sets out the key strategies required to achieve natural areas, an ethos of two cultures, one people and the collectively plan for the future and deliver services. these. opportunity to experience lived history. We hope that this Plan will be seen as an inspiring blueprint The intent of the Plan is to: The Community Plan captures the aspirations of the which captures the communities’ vision and outlines the many individual communities in the region for the social, Shire’s approach to delivering on this vision. This is not • Present the results of the engagement with the various environmental and economic future of the whole Shire. A key something we can achieve in isolation. communities to articulate their aspirations and priorities; challenge is to ensure that any local development and growth Shared decision making and effective working partnerships • With a clear understanding of aspirations and priorities, translate complements the region’s distinctive character and enhances with government agencies, non-government organisations, these into service, asset and land use planning requirements; and the already strong sense of place. Tough decisions will need business and our communities will be critical to the Plan’s to made to choose between competing priorities, manage • Guide our priority setting within the Corporate Plan. success. limited resources and maintaining a focus on the ‘big picture’. To achieve these complex tasks, the Shire must have a clear The feedback has been collated and analysed and refined direction. This is why the Community Plan is so important. into key themes, which encapsulate the communities’ As an overarching community planning document, it guides aspirations. Given the vastness of the Shire, Council is everything we do as a Shire, ensuring every step we take is a committed to using a place-based approach to delivering step towards achieving the communities’ vision for the future. on the outcomes to ensure that all communities in the Shire Council’s Strategic Planning benefit from Council’s efforts to deliver on the communities’ In developing this Plan, Council placed great value on the aspirations. importance of engaging as widely as possible with the Shire’s many communities. A variety of engagement activities and In developing the Plan, Council has purposefully focused Framework techniques were used including a road trip across the Cape on distilling the communities’ feedback into an accessible, to meet with stakeholders face-to-face, community meetings, realistic and achievable plan – one that will guide our work The Community Plan is part of a strategic governance framework which guides the operations of local and that of our partners over the next ten years. surveys – both handwritten and on-line – and attendance at governments in Queensland. local markets by Councillors and staff. Although there is no longer a statutory requirement to Each year, Council prepares a One-Year Operational develop a Community Plan, it is considered best practice to Plan which sets out the significant initiatives that Council develop such a Plan to guide the operations of a Council over will undertake during that year to progress towards the the long term. achievement of its Corporate Plan strategies. The Community Plan is one of a suite of planning documents Council further produces an Annual Budget, a Long Term which guide the activities and services provided by Council. Financial Plan and Asset Management Plan to guide and fund its on-going operations. The Community Plan informs the development of Council’s Corporate Plan, which is a high level document that sets out the strategic direction for the region for a 5-Year period and guides decision-making and policy development.
4 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 5 COMMUNITY PLAN THEMES 1 Detailed feedback from the Community Plan consultation Places for People process was carefully analysed and six key themes emerged Outcome: Creation of relaxed, welcoming and liveable places and spaces for all from the results of the analysis: • Inviting, functional and attractive design • Increase native planting and urban canopy in outcomes public realm developments that are the public realm including tree planting in road appropriate for place and are enjoyed by all reserves, verge gardens and strategic greening THEME of the Shire’s assets 1 Places for People • Thriving and sustainable cultural, tourism and heritage activities and events that encourage • Our town centres and gathering spaces are locals and visitors to come back safe, easy to use and attractive places where 2 Wellbeing and Empowerment • A growing residential population with access pedestrians have priority to diverse, affordable and accessible lifestyle • Encourage innovation in business, social housing options enterprise and imaginative uses of spaces 3 Accessibility and Connectivity • Cook Shire celebrates its history and heritage • Take a place-based approach to development through active renewal and strengthening the in our town centres and gathering places to sense of place, history and heritage increase activation, improve wayfinding and 4 Economic Development • Facilitate the development of neighbourhood create destinations for all members of the hubs in townships across the Shire that offer a community diverse, viable and attractive mix of uses • Advocate with the State and Federal 5 Environmental Responsibility • Improve the amenity value and sustainable uses Governments for a resolution of the land tenure of our streetscapes and public open spaces constraints stifling growth on the Cape York Peninsula. 6 Organisational Capability Community members can help by… • Using our existing facilities The Community Plan is structured around these key • Looking after our community infrastructure and reporting maintenance requirements to the Shire themes and together they provide the foundation for what residents effectively told us will make for healthy and happy communities across the Shire. For each of the themes, an overarching Outcome 2 Statement or aspirational statement has been developed, Wellbeing and Empowerment together with a set of Strategic Objectives and ways in Outcome: Development of a resilient, healthy and compassionate Shire, united in community pride which residents can help to achieve these aspirations. • Encourage healthy and active lifestyles, with a • Provide community, sport, recreational, and focus on helping others cultural facilities and infrastructure to meet identified needs across the Shire
THEME • Provide accessible community services to ensure we are an inclusive, accessible and • Actively advocate and seek regional equitable Shire for all collaboration focused on growing the wellbeing • Facilitate and create opportunities for social, and self-sufficiency of the community to better cultural and physical activity in the Shire meet social, environmental and economic needs • Implement the Arts and Culture Strategy to foster creative arts in the Shire and continue to • Support and acknowledge Indigenous cultural deliver public art, inclusion of art in built form, heritage and history by using the traditional and provide opportunities for local artists in names of identified iconic landscape features creative spaces within the Shire • Champion our communities’ aspirations and the • Advocate for a full-range of regional health importance of local context within planning and services providing our communities with ‘Whole decision making of Life’ care • Facilitate and advocate for the provision • Regional educational facilities and first-class of a full range of education and training educational services opportunities • Ensure community participation programs that • Provide a diverse range of accessible, inclusive engage and inspire our local youth and targeted services, recreation programs, • Through partnerships, encourage events and cultural activities that enrich our investment in state-of-the-art and efficient community and ensure our many cultures are telecommunications services that meet the celebrated growing needs of our region • Foster local community identity and connection through social inclusion, community development and volunteering opportunities
Community members can help by… • Being physically active • Volunteering with local community • Accessing Shire services and facilities organisations • Participating in youth programs • Looking after neighbours, neighbourhoods and friends
6 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 7 3 Accessibility and Connectivity Outcome: A growing Shire that supports active, connected and mobile communities • Embed contemporary community engagement • Prioritise pedestrians through safe streets, practices and systems that are widely accessible slower speed zones and shared spaces and harness the capabilities of digital
THEME • Review opportunities and advocate to better technologies connect the Shire through support for the • Encourage collaboration, support and digital economy, investigating options for communication with neighbouring councils, enhanced telecommunications infrastructure industry associations and community groups to and services such as free public wi-fi optimise outcomes • Position the Shire as a region without • Support active transport to enhance walking boundaries, united in community pride and cycling in Cook Shire • Encourage our community members to be the • Advocate for effective and sustainable freight loudest advocates for what’s great about our links across the Shire region • Advocate for a sustainable, viable and active • Ensure our social, cultural and sporting events marina are supported locally and achieve regional • Facilitate a safe, efficient and reliable transport participation network • Ensure our parks, open spaces, and community • Our pedestrian and cyclist networks are facilities are well utilised and connect people well designed, connected, accessible and regionally encourage increased use • Ensure a recognised culture of volunteerism is active throughout our communities
Community members can help by… • Actively using our walkways and cycle paths • Supporting social, cultural and sporting events • Positively promoting our region to family and • Using parks, open spaces and community friends and encouraging visitation facilities 4 Economic Development Outcome: A sustainable, diverse and innovative economy that attracts investment and provides local employment all year round • Position Cook Shire as a recognisable, unique • Deliver a range of iconic events positioned to and inviting place to live and work and promote attract visitors THEME confidence in our economy • Increase the proportion of sustainable, intensive • Position agriculture and tourism as centrepieces and higher value land uses of the economy and supported by emerging • Develop a more resilient, self-sufficient and industries sustainable economy, capitalising on regional • Attract new and support existing businesses growth opportunities to create an enhanced retail and tourism • Focus on reducing red tape in Council’s experience operations and develop processes to fast-track • Improve investor confidence and foster a applications and approvals “can do” attitude that encourages investment • Build local business capacity through and assists businesses and development partnerships, networks and skill development • Utilise our unique sense of place, local pride • Recognise the importance of agriculture in our and enthusiasm to encourage investment and local economy and protect prime agricultural economic activity land • Ensure land use, transport and infrastructure • Provide enhanced opportunities for primary planning encourages and facilitates public and producers through support for research and private sector investment and development development to build adaptability and capacity • Facilitate a sustained increase in leisure tourism • Support the improvement of agricultural visitation productivity through future-proofing innovation, • Develop an innovation hub with a focus on new technologies and practices business incubation, vocational and tertiary • Work with industry to develop an appropriately study and economic and tourism development skilled workforce for the future
Community members can help by… • Community members can help by… • Encouraging family and friends to visit our • Shopping locally for goods and services region • Attending local events and festivals • Enrolling in local schools
8 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 9 5 Environmental Responsibility Outcome: To be recognised as a leader in environmental management, enhancing and sustainably managing our local natural areas and resources • Encourage the incorporation of increased green • Promote biodiversity and encourage residents spaces and tree canopy throughout our public to take ownership of caring for the Shire’s THEME places natural environment • Encourage a per capita reduction in • Deliver a contemporary and sustainable waste consumption of water, waste and energy service that minimises waste generation and • Focus on reducing the amount of waste sent increases recovery, reuse and recycling to landfill, coupled with an increased focus on • Invest in alternative energy and water efficiency recycling initiatives, including consideration of emerging • Encourage utilisation of the principles of technologies environmentally sustainable design • Support education programs and initiatives that • Encourage investment in and the delivery of assist community members to live sustainably renewable energies • Implement adopt-a-verge, adopt-a-tree and • Ensure best practice open space design is tree planting programs applied in an integrated way for public open • Encourage residents to reduce, reuse, re- spaces purpose, re-gift and recycle waste • Manage the risks associated with Climate • Reduce adverse outcomes arising from Change by continuing to prepare for and adapt climate change through planning, adaptation, to the impacts of climate change mitigation, infrastructure and ecological • Promote and implement sustainable water, management waste, land and energy management practices
Community members can help by… • Reducing, reusing and recycling • Volunteering with local community groups that • Installing energy and water saving features care for our environment • Considering environmentally efficient designs • Protecting and planting local native vegetation when building new homes on properties 6 Organisational capability Outcome: An organisation characterised by strong leadership, good governance, effective community engagement and excellence in delivery • Adopt an approach to financial business • Ensure the Shire is ‘easy to do business with’ management which is underpinned by a culture through reduction in red tape and improved THEME of cost management, best value and strategic customer-focused processes financial analysis • Deliver value for money through sustainable • Ensure Council’s activities and decision- financial management, planning and asset making are managed with strategic oversight, management transparency and accountability • Be agile in responding to stakeholder, • Encourage genuine collaboration between community and customer needs by listening Council and its stakeholders on projects that to, communicating, consulting and engaging add value to the Shire’s economic, social and with our residents, businesses and community environmental outcomes members in a timely, open and collaborative • Embed a culture for the exploration of ideas and manner opportunities and where innovation is valued • Attract, engage, develop, support and retain • Empower staff to ensure effective and quality our employees to provide first-rate services for decision-making and sound governance the various communities across the Shire • Continue to build a high performance culture to • Ensure we are recognised as a financially deliver on identified community priorities intelligent and responsible Council and our • Continue to pursue diverse own-source revenue value for money culture enables us to deliver streams our core functions sustainably • Ensure our resources and assets are planned and • Ensure our long term financial planning guides managed in an efficient and sustainable manner informed and accountable decision making • Involve the various communities in setting • Effective asset management ensures that we our strategic directions through ongoing only own and maintain assets that are utilised participation
Community members can help by… • Participating in community engagement • Providing feedback on services and staff activities and attending information sessions interactions • Attending Council Meetings
10 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 11 How progress will be reported and evaluated
To monitor the achievement of the communities’ aspirations as documented in this Plan and to measure Council’s performance in delivering on the outcomes, Council will implement a Bi-annual Community Pulse Survey.
The survey will rate Council’s performance on the following factors: • Value for money • History and heritage • Leadership • Safety and security • Engagement • Development • Communication • Streetscapes and tree planting • Customer service • Road maintenance • Economic development • Traffic management, footpaths and cycle ways • Service delivery • Street lighting • Community facilities • Conservation and environment • Festivals, events and culture • Waste and recycling • Libraries • Domestic and feral animal control
The Shire will further measure the progress of the plan through the following mechanisms: • Delivery of approved projects on time and within budget; • Regular progress reporting through council; and • Progress on the delivery of the Plan will be reported in the Shire’s Annual Report.
Partnerships
Council recognises that the outcomes of the Community Plan cannot be delivered in isolation. Council places strategic importance on advocacy, the formation of partnerships and facilitation to encourage a collaborative approach to delivering on the communities’ aspirations.
Key partners in the delivery of this Plan include: • Local communities • Chambers of commerce • Indigenous corporations • Neighbouring councils • Local community groups, sporting clubs and • Developers and investors not-for-profits • State government agencies • Progress associations • Federal government agencies • Local businesses
12 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 13 Who we are: OUR PEOPLE The Estimated Residential Population The Shire’s population is currently Understanding Cook Shire (ERP) of Cook Shire in 2019 was growing at rate of 4,557 1.3% pa. The estimated populations of townships across the Shire were A key challenge is that the region has an aging population, Cook Shire is the as follows: with an older population on average than Queensland. The median age is 41 years and 17.4% of population over 65 years of age. largest shire in Queensland Township Estimated Residential Population The Cook Shire community is ethnically diverse, with 21.9% of Bloomfield 202 in terms of land area. people identifying as Indigenous and 13.6% of the population Coen 369 born overseas. The proportion of people born overseas grew by 2.5% between 2006 and 2016. Cooktown 2,631 From the Bloomfield River in the south to In terms of workforce skills, the percentage of people in just north of the Jardine River, it covers over Laura 233 the Shire who hold a Bachelor’s degree or higher, or an advanced diploma or higher, was less than for the State of Lakeland 295 Queensland in each of the census years between 2006 and Cook Shire 2016. Similarly, the percentage of people in the Shire who Mapoon sq km Rossville/Ayton 203 encompasses 106,000 have completed Year 10, 11 or 12 or equivalent was less than regional Queensland in the 2016 Census. It is the largest Local Government Weipa Area in Queensland by land area and is 1.5 times larger than the state 80% of Tasmania, yet Council’s rate base relies INDEX OF RELATIVE SOCIO-ECONOMIC DISADVANTAGE Archer River of Cape York on around 2,500 properties. Peninsula SEIFA Score Coen 1,200
The Shire’s major settlement is Cooktown with smaller population centres at Lakeland, Laura, Lizard 1,000 Island Coen, Rossville/Ayton and Portland Roads and offshore islands including Lizard Island, with significant numbers of people living throughout 800 Laura Cooktown the Bloomfield and Endeavour valleys.
Lakefield Cooktown is 331kms from Cairns (3.5 hours by car) and 266kms from Mareeba via the fully 600 sealed Mulligan Highway. Flights are provided by Hinterland Aviation from Cairns, with this 400 Cairns 40-minute flight giving a bird’s eye view of the Great Barrier Reef and our stunning landscapes.
Hinterland Aviation also services other Weipa Australia Queensland Douglas Regional Queensland Cairns FNQROC Tablelands Cook Torres Rural Cook Nth Peninsula Area Mapoon Strait Island Torres Pormpuraaw Hope Vale Wujal Wujal Lockhart River Kowanyama Napranum Aurukun 200 communities on the Peninsula. To adequately plan for the future, the Shire must understand its current state and anticipated 0 1,064 1,002 996 981 981 980 961 949 917 901 831 694 688 672 652 621 596 595 580 570 504 population growth. The Community Plan takes Source: Australian Bureau of Statistics, Census of Population and Housing 2016 into consideration population growth, economic fluctuations and environmental trends, as well as social and community needs, now and into the The Socio-Economic Index for Areas (SEIFA) measures the relative level of socio-economic disadvantage based on a range of future. Census characteristics. This index contains disadvantage indicators such as unemployment, low incomes or education levels, lack of internet access, etc. A further challenge for Cook Shire Council is that the region has a comparatively low Index of Disadvantage when measured for the whole Shire, with the rural areas of the Shire showing a considerably lower result. This means for Cook Shire there are significantly higher levels of disadvantage when compared with Australia, the state of Queensland and regional Queensland.
14 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 15 AUSTRALIAN EARLY DEVELOPMENT CENSUS – COMMUNITY PROFILE 2018 The Australian Early Development Census (AEDC) is an important nationwide data collection of early childhood development at the time children commence their first year of full-time school. The AEDC highlights what is working well and what needs to be improved or developed to support children and their families by providing evidence to support health, education and community policy and planning.
The data below is for the Cook Statistical Area1: it includes Cook Shire and a number of neighbouring Indigenous Council areas. his d in e s res children’s h sic l his d in e s res children’s r s ci l nd hel in h sic l he l h i n l hisre diness d in e s res r he sch l children’s d h sic l eh i rs nd sence n i s nd e r l eh i r his d in e s res children’s r s ci l nd hel in nd h sic l ell ein he l h inde endence re diness nd r r ss he sch l nd ine d r h sic l s ills i n l ressi e eh i r nd h er c i i nd in en i n Physical Health and Wellbeing Emotional ri Maturity eh i rs nd sence n i s nd e r l eh i r nd ell ein inde endence nd r ss nd ine r s ills 2 ressi e eh i r nd h er c i i nd in en i n This domain measure children’s physical readiness for school day, physical independence, and gross and fine motor skills This ri domain measures children’s pro-social and helping behaviours and absence of anxious and fearful behavior, aggressive
e el en ll e el en ll e el en ll e el en ll e el en ll e el en ll n r c ris lner le behavior and hyperactivity and inattention. n r c ris lner le n n n e el en ll e el en ll e el en ll n n n e el en ll e el en ll e el en ll 2018 n r c ris lner le 2018 n r c ris lner le 2015 r s 2015 n n n 2012 n n n 2018 2012 2018 2015 s r 2015 20122018 2018 2012 2015 2015
2012 2018 2012 2018 2015 2015 20122018 2018 2012 2015 2015
20182012 2012 2018 2015 2015 2012 — 2012
e — r e r e s
— e e p ee — r r s e r e er s e s ress e s r p s e e r re e e r e e p er re
e e p e r s per e e s e e es e re s e p er re re r s r pse er re es e er e e p e r s re e er s ress e e r r es s r re p s e e r s e es re e per e e e pr e s e r s e rs e ress e e p er e r re e per r s r pr e s e r per e e p e r s per e e s e e es e re s e p er re re r s r pse er re es e er e e p e er e re per e e er e r e es r es re e re e s e es re e per e e r e p e pr e s pr e s s ress e e rs e r ress e e e r pr e e per s e e e r s r pr re s re e s e s r e r per e e p s e re s e p ers re s e es pse e e e r re er This domain measures children’s overall social e e p e er e per e e er e es re e e re r e p e pr e s ress e e r e pr e s e e e Social r re e s s r e e e p s e re s e p ers re s e es pse e e e r re er competThisence, domain responsibility measures and children’s respect, overall approach social to Social competence, responsibility and respect, approach e to competenceAEDC Community Profile 2018 learning and readiness to explore new things AEDC Community Profile 2018 his d in e s res children’s sic li er c e Social Competence n e nd c ni i e learning and readiness to explore new things e d nced li er c sic n er c nd competenceAEDC Community Profile 2018 his d in e s res children’s sic li er c This domain measure’s children’s overall social competence, responsibility and respect, approach to learning and readiness to n eAEDC Community Profile 2018 nd c ni i e e Languages ills sch l and Cognitive sed Skills (School-based) in d ncederes in li er c li er c n er c sic n er c nd e r nd explore new things. Developmentally Developmentally Developmentally on track at risk vulnerable in eres in li er c n er c nd e r Thiss ills domain measures sch l children’s sed basic literacy, advanced literacy, basic numeracy, and interest in literacy, numeracy and 0% 20% 40% 60% 80% 100% Developmentally Developmentally Developmentally n % n % n % on track at risk vulnerable Developmentally Developmentally Developmentally 2018 136 64.5 44 20.9 31 14.7 memory. Social 0% 20% 40% 60% 80% 100% on track at risk vulnerable This n % n % n % competence 2015 92 47.9 45 23.4 55 28.6 n n n Community 2018 136 64.5 44 20.9 31 14.7 Developmentally Developmentally Developmentally Social 2012 This 128 63.4 37 18.3 37 18.3 2018 on track at risk vulnerable competence 2015 92 47.9 45 23.4 55 28.6 Community 2015 n n n 2012 128 63.4 37 18.3 37 18.3 2018 44,446 71.9 10,004 16.2 7,388 11.9 20122018 QLD 2015 44,213 71.2 10,204 16.4 7,719 12.4 2015 2018 44,446 71.9 10,004 16.2 7,388 11.9 2012 42,392 72.9 9,077 15.6 6,717 11.5 20182012 QLD 2015 44,213 71.2 10,204 16.4 7,719 12.4 2015 2012 42,392 72.9 9,077 15.6 6,717 11.5 2018 222,771 75.8 42,434 14.4 28,673 9.8 20122018
National 2015 215,605 75.2 42,892 15.0 28,351 9.9 2015 2018 222,771 75.8 42,434 14.4 28,673 9.8 2012 209,149 76.5 39,018 14.3 25,367 9.3 20182012 2015 215,605 75.2 42,892 15.0 28,351 9.9 National 2015 2012 209,149 76.5 39,018 14.3 25,367 9.3 Table 5.5 — Social competence domain category definitions. 2018 2012 2015 Table 5.5 — Social competence domain category definitions. 2012 Almost never have problems getting along, working, or playing with other children; are respectful to adults, are self-confident, and are able to follow class Developmentally on track — routines; and are capable of helping others. Developmentally on track Almost never have problems getting along, working, or playing with other children; are respectful to adults, are self-confident, and are able to follow class — Developmentally at risk Experienceroutines; and some are capablechallenges of helpingin the following others. areas: getting along with other children and teachers, playing with a variety of children in a cooperative manner, showing respect for others and for property, following instructions and class routines, taking responsibility for their actions, working independently, and exhibiting Developmentally at risk selfExperience-control andsome self challenges-confidence. in the following areas: getting along with other children and teachers, playing with a variety of children in a cooperative manner, showing respect for others and for property, following instructions and class routines, taking responsibility for their actions, working independently, and exhibiting Developmentally vulnerable Experienceself-control anda number self-confidence. of challenges with poor overall social skills. For example children who do not get along with other children on a regular basis, do not accept responsibility for their own actions and have difficulties following rules and class routines. Children may be disrespectful of adults, children, and others’ property, have Experience a number of challenges with poor overall social skills. For example children who do not get along with other children on a regular basis, do not accept Developmentally vulnerable low self-confidence and self-control, do not adjust well to change; and are usually unable to work independently. responsibility for their own actions and have difficulties following rules and class routines. Children may be disrespectful of adults, children, and others’ property, have low self-confidence and self-control, do not adjust well to change; and are usually unable to work independently. AEDC Community Profile 2018 Cook Page 15 AEDC Community Profile 2018 Cook Page 15 1 The results for the Cook Statistical area are variable over time, noting that the results may be skewed by communities not always being included in the domain result for a particular year, as a result of there being insufficient data for reporting purposes. On every domain, the performance of the Cook statistical area is inferior to the Queensland and National results. AEDC Community Profile 2018 e 2 Explanation of the graphs AEDC Community Profile 2018 e 16 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 17 Economy
The competitive strengths of the Cook Shire are in tourism, agriculture and commercial fishing, aviation
and renewable energy. Cooktown is positioned as a government, education and health service hub for the Cape York Peninsula. The business sector is challenged by the region’s remoteness, workforce skill his d in e s res children’s c nic i n s ills nic i n s ills shortages and harsh weather patterns. nic i n s ills nd his ener l d in n led e s eres sed children’s n r dc nic i n de el en l s ills Communications nd ener l Skills n led e and General Knowledgec e encies nd ener l n led nd s ills e sed e s red n r din he sch lde el en l c n e In spite of these challenges, the Shire’s annual Gross Regional The Top 5 industries are: nd ener l n led e c e encies nd s ills e s red in he sch l c n e Product is $0.7 billion, generated by 319 local businesses 1. Agriculture, forestry and fishing Children’s communication skills and general knowledge based on broad developmental competencies and skills measured in located in the region. The unemployment rate is less than 2. Accommodation and food services the school context. the Queensland average, with more people employed in the Developmentally Developmentally Developmentally on track at risk vulnerable Shire in 2020 than the average in the State. There is a strong 3. Health care and social assistance Developmentally Developmentally Developmentally n n n on track at risk vulnerable pipeline of externally-funded projects, which will move the 4. Construction 2018 n n n 20182015 Shire forward positively into the future. 5. Public administration and safety 2012 2015 2012
2018
2015 2018
20152012
2012 Business Employment Size Business Turnover as at 30 June 2019 2018
20182015 20152012
2012
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e el en ll r indic rs de el en l AEDC Community Profile 2018 lner ili n ‘one r more’ nd n e‘two AEDC lner le Community Profile 2018 n r more’ d ins e Proportion ≥1 and of≥2 Children d in Whos Are Developmentally Vulnerable
Developmentally 2018 vulnerable on one 2015 or more domain(s) 2012
ln 2018 2015 1 2012 Non-employing 55.8% $0 to less than $100k 34.1%
2018 2015 1-4 employees 25.9% $100k to less than $500k 43.2% 2012 5-19 employees 14.2% $500k to less than $2m 14.5%
20-199 employees 2.2% $2m or more 6.3% n
Developmentally 2018 200+ employees 0.9% vulnerable on two 2015 or more domains 2012
2018 In terms of tourism numbers, between 2014-15 and 2018-19, 11,969 people visited the Shire, spending 136,364 nights in the ln 2015 region. Of those, 3,344 were international visitors, spending 44,010 nights in the Shire. 2012
2 2018 2015 2012
TheAEDC AEDC Communi dataty Profile shows 2018 that the Cook Shire region has a number of challenges to overcome to ensure that our children are e not disadvantaged when compared with their counterparts in other parts of the State. Many of the strategies outlined in this Plan are designed to overcome this relative disadvantage.
18 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 19 Environment and Place A Pause for Reflection –
Cook Shire Council is located in the tropics, with an average daily temperature range of the Shire is Some of Council’s Achievements 20.6°C to 31.4°C and an average annual rainfall of 1,339 mm. January to March is the typical wet season period and also hottest time of the year. April to December brings a drier period with cooler weather and temperatures averaging around 27 degrees Celsius. In summer, Cooktown can be cooler in Over the Past 10 Years temperature than Cairns. In preparing the Community Plan, we have taken the opportunity to reflect on the achievements of A significant portion of the Shire’s land tenure is in National Parks (14%), nature reserves (23%) and mining, state lands Council against the communities’ Top Ten Priority Issues identified in the 2011 – 2021 Community Plan. and reserves (53%). Significantly, the Shire includes two world renowned World Heritage Areas, being the Wet Tropics of Notable achievements over that period include: Queensland and the Great Barrier Reef. ROADS SMALL BUSINESS DEVELOPMENT • Advocacy for the progressive sealing of the Peninsula • Council staged the Cooktown and Cape York Business Development Road to support the economic and social Conference during 2015, focusing on regional marketing development of Cape York and promotion, as well as business and professional development • Roll-out of a road betterment program across the Shire to improve road conditions and safety • Council has supported the operations of the Cooktown Visitor Information Centre, and maintained membership • Completion of the detailed designs for a comprehensive of Tourism Tropical North Queensland (TTNQ), as well upgrade of Charlotte Street, incorporating shared bike as forming a productive working relationship with the and pedestrian pathways organisation. This has resulted in steady growth in • Realignment and upgrade of the historic Maytown Road visitation to the region and has seen the tourism season extended beyond its traditional boundaries • Development of the Cooktown Cycle Route Strategy, which resulted in the installation of a shared pathway • On-going support has been provided to the Cooktown between Cooktown Cemetery and Racecourse Road and a Chamber of Commerce and Tourism, which led to the new bridge over Two Mile Creek. development of a successful Buy Local Campaign, as well as the establishment of the Cape York Business Connect
FaceBook page SHORTAGE OF JOBS • Census data shows that there was steady employment growth in the Shire during consecutive censuses • Current jobs data shows we are actually doing well in keeping people employed • Businesses within the Shire have largely been able to maintain employment levels during the 2020 – 2021 • A major project pipeline has been developed as a result of COVID-19 pandemic. sustained advocacy, funded by both government and the private sector, including the Lakeland Dam, Lakeland Solar Farm and Windlab Wind Farm • Support for the grazing industry on Cape York, including YOUTH ISSUES delivery of a Community Drought Support Program and • The Cooktown Events Centre was constructed, which is development of a Community Drought Resilience Plan currently operated by the Police & Community Youth Club for drought-affected stations. Additionally, Council has (PCYC) delivered an annual vertebrate pest baiting program to • A graffiti art mural painting project was delivered at the protect remote Cook Shire grazing enterprises. Cooktown Skate Park as a way to engage with Cooktown youth • Advocacy and support for the establishment for the Holy Spirit College to support disengaged students • Development of the Waterfront Masterplan which enabled the revitalisation of the Endeavour Foreshore to form the family-friendly William Daku Park • Library-based initiatives at Cooktown and Ayton libraries, including a focus on Science, Technology, English and Maths (STEM), delivery of a coding and robotics program, and the creation of incubation hubs to provide space for study and learning and to encourage entrepreneurism
20 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 21 • Inflatable play equipment was acquired for the Cooktown Swimming Pool HEALTH ISSUES Opportunities and Challenges for • Advocacy for an upgrade to Cooktown Hospital, including • Delivery of a Green Army program in conjunction with the reinstatement of the Cooktown Hospital maternity and South Cape York Catchments, which allowed several local birthing services 17 – 24 year-old students to participate in the program to Cook Shire Council rehabilitate and restore the Cooktown Scenic Rim Walk • Rollout of the Coen Healthy Dog Program improving (including installation of new signage), Botanic Gardens human health and educating dog owners about the and Alligator Creek, providing skills to help the students benefits of having healthy dogs in sustainable numbers AGEING POPULATION COMMUNITY AND CUSTOMER enter the workforce. • Development of master plans for sporting fields As highlighted earlier, Census data shows that Cook Shire’s EXPECTATIONS AND NEW including Lakeland Sports Field and John Street Oval population is ageing. While we benefit as a society from the TECHNOLOGY to encourage sport and recreation activities. This has skills and knowledge of the older generation, the widening NEED FOR A DIVERSE ECONOMY Communities want to be more involved with government in enabled further development of these facilities, including retirement savings gap, coupled with rising health care costs, making decisions about what, where and how services are • Council has undertaken on-going regional advocacy the establishment of the Lakeland Sports Field and new will alter people’s lifestyles, the services that are needed and delivered and have increasing service delivery expectations. through its membership of the Torres and Cape clubrooms at John Street Oval the structure of the labour force. Indigenous Council Alliance (TCICA), the Local Across the nation, new technologies are transforming • Delivery of new pool programs including aqua aerobics, Government Association of Queensland (LGAQ), Far Council will need to respond creatively to manage these how people work, shop and socialise. The Shire will need swimming lessons, installation of shade to protect users North Queensland Regional Organisation of Councils pressures to sustain it in the future. With the ageing to continue advocate for improved telecommunications from sun exposure, and development of underwater (FNQ ROC) and with State and Federal politicians and population, there will be a shift demand for health services infrastructure to ensure that these new technologies are hockey. agencies and social care and creating new opportunities for active accessible by more residents. Into the future, Council will retirement and volunteering. need to integrate new technology into its operations to meet • Upgrade of Cooktown airport, including development of customer expectations. the Airport Development Masterplan and construction of a new taxiway to the Cooktown Airport Aviation Park. This LIVEABILITY OF TOWNSHIPS allowed Daintree Air to take up a lease, becoming the • Community Blitz programs were delivered in Coen, Laura, GLOBAL POLITICAL VOLATILITY first commercial enterprise as part of the Aviation Park. Lakeland, Ayton and Cooktown Cemetery, with the aim of Global forces are reshaping government, organisations and LAND TENURE AND USE The current realignment of Airport Drive will allow further refreshing, revitalising and making the community and its employment. The increasing volatility of the world could The land tenure of the Cape York Peninsula is extraordinarily leases to be created. infrastructure more resilient adversely impact the Shire, given its economy is relatively complex, with around 90% of the Shire’s lands designated for • Development of Making Water Work, Dynamic Business • Council played a key role in securing investment in and narrowly focused on a few key industries. Cook Shire will need purposes other than freehold. to adapt to these changes and expand its economic base Ventures and Food Futures Business Cases under the support for local employment during the development of The designation of large tracts of land as National Parks and to build resiliency to mitigate the risks shaping economies Clean Growth Choices – Communities in Transition the Lakeland Solar Farm Nature Reserves has had unintended consequences, including project. The project is a joint initiative involving 6 councils around the globe. • Libraries have been re-established in Coen, Laura and the proliferation of feral weeds and animals, which is adding in regional Queensland, James Cook University, CSIRO, Lakeland significantly to Council’s cost base. The complex land tenure University of Southern Queensland and the EcoEfficiency arrangements are also stifling economic growth. Group. • Creation of Queensland’s Cash for Containers program DEVELOPING TRADE MARKETS following sustained advocacy by Council Strong leadership, advocacy and innovation will be required The rise of countries in South East Asia as global to resolve these land tenure challenges to assure the Shire’s • Upgrades to the town hall and installation of picnic tables powerhouses is creating a shift in wealth. Developing trade future. MAINTAIN HISTORICAL ASPECTS in Portland Roads markets and a rapidly growing middle class in this region • On-going support provided to the Re-enactment • Construction of Coen Sports Field amenities block to is seeing a transition from industrial-based manufacturing Association and the Shire’s Historical Centres provide players and spectators with facilities. economies to advanced service economies that require education, tourism and healthcare. Cook Shire’s proximity FINANCIAL SUSTAINABILITY • Upgrade works were carried out at Coen Historical Centre to South East Asia presents significant and as yet untapped The Peninsula’s remoteness from the rest of Queensland under the Regional Art Development Fund program opportunities. and Australia adds a layer of complexity and costs to its • Creation of the ANZAC walk between the historic Lion’s LIMITED AGED CARE operations. The relatively small population base and, by Den and Cooktown and installation of a flag pole and • On-going advocacy at all levels of government for extension, small rate base challenges the Shire’s financial cenotaph in Coen. adequate aged care facilities to meet the needs of an CLIMATE CHANGE sustainability. aging population Council will need to focus on diversifying its own-source Changes in earth systems are creating significant challenges revenue base, reducing costs and pursuing an innovation • Coen Palliative Care Project – development of a plan to for humanity, affecting the ecosystems we plan for and live COMMUNICATIONS agenda to secure its future over the next decade. provide palliative care services to service central Cape in. Globally, greenhouse emissions are altering the climate INFRASTRUCTURE York. to create less predictable local weather systems. Council will Managed responsibly, the major projects pipeline presents • Participation in the Federal Government’s Black Spot need to make smart decisions to deliver local responses, a once-in-a-generation opportunity to sustainably grow the Program enabled the installation of telecommunications including addressing severe flooding events, rising sea/river population base of the Shire, provide on-going employment towers in Ayton, Rossville, Coen, Archer River and levels and rising temperatures. and shore up the financial position of Council. Hutchinson Street • Installation of a Coastguard UHF receiver at Ayton to reduce a blackspot in marine communications. The project included installation of solar power and generator backup to provide constant land and sea radio communications.
22 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 23 Community Consultation Feedback
There was a pleasing level of the engagement from the various communities across the Shire in developing the Community Plan. Key demographic data regarding the engagement is presented below:
LOCATION OF RESPONDENTS AGE OF RESPONDENTS RANKING OF THOSE PRIORITIES FOR THE NEXT TEN YEARS –
Location of Respondents Age of Respondents 2021 - 2031 60 30 Ranking – Most 50 25 Top Ten Priorities Important to Least Important 20 40 Limited Aged Care 1 % 30 % 15 Maintain History 2 Coen Laura Other Rossville Lakeland Cooktown 10 Telecommunications Infrastructure 3 <18 >65
20 Portland Roads 18-24 25-34 35-44 45-54 55-64 - Bloomfiend Ayton 5 Need for a Diverse Economy 4 10 Marton - Endeavour Valley Liveability 5 0 0 Youth Issues 6 Small Business Development 7 Roads Infrastructure 8 SEX OF RESPONDENTS PERCENT OF RESPONDENTS Health Issues 9 Sex of Respondents WHO AGREE WITH THE Shortage of Jobs 10 STATEMENT THAT THE TOP TEN PRIORITIES IN 2011 – 2021 The following quotes have been extracted from the consultation process, which encapsulate the core sentiments of the Shire’s ARE STILL RELEVANT communities:
% Who Agree with Statement REPRESENTATIVE SAMPLE COMMENTS • A well-thought out and achievable overall vision for the Shire, to create an inclusive community spirit • For residents to take more ownership of their community, events and cohesion. Stop with the expectations and hand-outs that local government is the answer to everything • Better care for our environment through education on sustainability, waste management and community self-sufficiency • Becoming a zero carbon community, generating our own power through community owned and operated renewable energy sources (solar, wind, hydro) • Livability (economy, jobs, healthcare, education, lifestyle) • Kids’ wellbeing and future – more opportunities for high school kids • Tourism attractions – will create local jobs • We need to show-off Cape York across Australia to drive repeat business
Male 36.0% • New marina to encourage sailing fleet and fishing/dive tourism and cruise boats Female 61.5% • Stronger Chamber of Commerce representation that is supported by all industry types and has a voice in the Cape for State and Federal issues. Could help with small business development and drive investment into our region. Agricultural Other 2.5% development and industry support In line with best practice, a range of overarching “themes” has been identified using the community feedback, which capture Residents were asked if the Top 10 priorities identified in the strategies to be pursued to deliver on the communities’ aspirations. the 2011 – 2021 Community Plan were still relevant and a Yes 75.4% majority of residents agreed that this was the case: No 24.6%
24 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 25 Final Thoughts
Cook Shire Council aspires to cement its reputation as a high performing council focused on innovation and continuous improvement and is committed to engaging, changing, adapting and working with its communities to meet its aspirations and expectations. The focus of Cook Shire for the next decade is best summed up by these sentiments gleaned from a respondent to the community engagement which underpinned the development of this plan:
“Encourage innovative thinking and the involvement of the community, celebrate its diversity and support and encourage change and progressive ideas.”
26 Cook Shire Council | Ten Year Community Plan Cook Shire Council | Ten Year Community Plan 27 10 Furneaux Street, Cooktown QLD 4895 PO Box 3 Cooktown, Qld 4895 Ph: + 61 4082 0500 Email: [email protected] www.cook.qld.gov.au www.cooktownandcapeyork.com
28 Cook Shire Council | Ten Year Community Plan