DUNGOG shire at a glance
8,975 PEOPLE RESIDE IN THE DUNGOG SHIRE 4,496 MEN 4,479 WOMEN 25% OF PEOPLE IN THE 2,218 PEOPLE AGED BETWEEN 0‐19 YRS DUNGOG SHIRE VOLUNTEER 1,796 PEOPLE AGED OVER 65 YRS MEDIAN AGE 45 YEARS
200,000 VISTORS CAME TO THE DUNGOG SHIRE IN 2016
93% OF PEOPLE IN THE DUNGOG SHIRE TRAVEL TO WORK VIA PRIVATE VEHICLE 86.7% OF THE DUNGOG SHIRE WERE BORN IN AUSTRALIA 13.3% OF THE DUNGOG SHIRE WERE BORN OVERSEAS 92% OF THE DUNGOG SHIRE SPEAK ENGLISH ONLY
40% OF COUPLES IN THE DUNGOG 454 (5%) PEOPLE IN THE DUNGOG SHIRE IDENTIFY AS SHIRE HAVE CHILDREN ABORIGINAL/TORRES STRAIT ISLANDER 44% OF COUPLES HAVE NO CHILDREN 14 % ARE ONE PARENT FAMILIES 12 % OF PEOPLE IN DUNGOG SHIRE HAVE A BACHELOR DEGREE 26% OF PEOPLE COMPLETED YEAR 12
AGRICULTURE, FORESTRY & FISHING INDUSTRY IS DUNGOG SHIRE’S TOP INDUSTRY OF EMPLOYMENT WITH AN ANNUAL OUTPUT OF $105M
6% OF PEOPLE (490) IN 72% PEOPLE IN DUNGOG SHIRE DUNGOG HAVE A DISABILITY IDENTIFY AS HAVING A CHRISTIAN FAITH
MEDIAN TOTAL PERSON INCOME IS $578 P/W MEDIAN TOTAL FAMILY INCOME $1,474 P/W
43% OF PEOPLE IN DUNGOG UNEMPLOYMENT RATE IS 5.5%
SHIRE OWN THEIR OWN HOMES
38 % PEOPLE HAVE A MORTGAGE 18% PEOPLE RENT—MEDIAN RENT IS $245 P/W 96% OF HOUSING STOCK ARE SEPARATE HOUSES 77% OF PEOPLE HAVE ACCESS TO THE INTERNET FROM THEIR DWELLING
MESSAGE FROM THE MAYOR
Our response to the challenges and Community Strategic Plan 2030 and we have opportunities that arise in the Dungog Shire determined appropriate methods to measure requires leadership, collaboration and the success of the Delivery Program 2018‐ partnerships between a range of government 2022. Financial plans have also been prepared agencies, business, community organisations, and adopted by Council to underpin the various communities and individuals across the Delivery Program 2018‐2022. Importantly, the region. Working together will ensure we build staff performance system for senior staff is and support an even stronger community, now aligned to Delivery Program 2018‐2022 pursuing the “Life as it should be…” mantra of objectives and performance measures. This is the Dungog Shire based on the social justice a requirement of the State Government of principles of access, equity, participation and NSW Integrated Planning and Reporting rights. We have a remarkable history of active framework. involvement in community life and an enviable rate of volunteering across the Shire. On behalf of Dungog Shire Council as the Importantly, we have a community that is custodian of the Community Strategic Plan strongly committed to maintaining and 2030, I sincerely encourage you to engage as a celebrating our unique lifestyle and region. community member and play an active part in The Community Strategic Plan 2030 provides the future of our Shire. I look forward to the focus for this intent and clearly outlines working with each and every one of you to the priorities of our community that can be ensure the effectiveness of the Community pursued by all with determination. Strategic Plan 2030 for the Dungog Shire.
Each newly elected Council must review the Community Strategic Plan within nine months of the local government elections and roll the TRACY NORMAN planning period forward so that it maintains a Mayor 10 year minimum horizon. The Community Dungog Shire Council Strategic Plan 2030 builds on the extensive community consultation conducted in 2012 and has been reviewed following a series of community meetings in 2018 held across the Shire. The document now includes the suggested changes gleaned from these recent forums and reflects the Shire’s many wonderful attributes positioning us for a strong and vibrant future.
I present to you the Community Strategic Plan 2030, reviewed in accordance with the NSW Local Government Act 1993. Dungog Shire Council uses the Community Strategic Plan 2030 to prepare a four year Delivery Program. The Councillors and I have allocated priorities to the objectives and strategies in the
Table of contents
Section 1. BACKGROUND ...... 2
1.1. What is a Community Strategic Plan? ...... 2 1.2. Dungog Shire Local Government Area ‐ Demographic Snapshot ...... 4
Section 2. COMMUNITY STRATEGIC PLAN THEMES ...... 8
1. Natural Environment ...... 8 2. Local Economy ...... 10 3. Community and Culture ...... 13 4. Rural and Urban Development ...... 16 5. Recreation and Open Space ...... 18 6. Public Infrastructure and Transport ...... 20 7. Dungog Shire Council Governance and Finance ...... 22
Section 3. COMMUNITY ENGAGEMENT STRATEGY ...... 24
3.1. Introduction ...... 24 3.2. Guiding Principles ...... 25 3.3 Objectives for the Community ...... 25 3.4 Objectives for Council ...... 25 3.5. Stakeholders ...... 25 3.6. 2018 Community Strategic Plan Review Process ...... 25 3.7. Community Strategic Plan Methods of Engagement ...... 26 Section 4. LINKS TO STATE AND REGIONAL PLANS ...... 28 4.1. Natural Environment ...... 28 4.2. Local Economy ...... 29 4.3. Community and Culture ...... 30 4.4. Rural and Urban Development ...... 31 4.5. Recreation and Open Space ...... 32 4.6. Public Infrastructure and Services ...... 33 4.7. Council Governance and Finance ...... 34
Dungog Shire Community Strategic Plan 2030 Page 1
Section 1 - BACKGROUND
1. WHAT IS A COMMUNITY STRATEGIC PLAN?
As part of the New South Wales State Government’s commitment to a strong and sustainable local government system, legislation was enacted in October 2009 that introduced a planning reporting tool for local government known as the Integrated Planning and Reporting (IP&R) framework.
The specific aims of the IP&R framework are to:
improve integration of various statutory planning and reporting processes undertaken by councils;
strengthen councils strategic focus;
streamline reporting processes; and
ensure that legislation supports a strategic and integrated approach to planning and reporting by local councils.
The IP&R framework requires all councils in New South Wales to have the following key strategic Documents:‐
A Community Strategic Plan (10+ years)
A four (4) year Delivery Program
A one (1) year Operational Plan
These three documents are subject to community engagement, perpetual monitoring and review and are underpinned by Long Term Financial Planning, Workforce Management Planning and Asset Management Planning.
The purpose of the Community Strategic Plan is to identify the community’s main priorities and aspirations for the future, and plan strategies to achieve them. These strategies will take into consideration the issues and pressures that may affect the community and the level of resources that will realistically be available. While a council has a custodial role in initiating, preparing and maintaining the Community Strategic Plan on behalf of the local government area, it is not wholly responsible for its implementation. Other partners, such as state agencies and community groups may also be engaged in delivering the long term objectives of the Plan.
The following diagram identifies the various components of the IP&R framework and how they are linked to each other.
Dungog Shire Community Strategic Plan 2030 Page 2 Disability Inclusion Action
Figure 1: Integrated Planning and Reporting framework
The Community Strategic Plan essentially addresses four key questions for the community: Where are we now? Where do we want to be in 10 years’ time? How will we get there? How will we know if we’ve arrived?
The Community Strategic Plan must be based on the social justice principles of equity, access, participation and rights as determined by the NSW Government’s social justice strategy. The interrelated principles are as follows:
Equity – there should be fairness in decision making, and prioritising and allocation of resources, particularly for those in need. Everyone should have a fair opportunity to participate in the future of the community. The planning process should take particular care to involve and protect the interests of people in vulnerable circumstances. Access – all people should have fair access to services, resources and opportunities to improve their quality of life Participation – everyone should have the maximum opportunity to genuinely participate in decisions which affect their lives.
Dungog Shire Community Strategic Plan 2030 Page 3 Rights – equal rights should be established and promoted, with opportunities provided for people from diverse linguistic, cultural and religious backgrounds to participate in community life.
The minimum timeframe for a Community Strategic Plan is ten (10) years. This is based on accepted principles of strategic planning and reflects the requirements of the National Framework for Local Government Financial Sustainability which were signed off by all states and territories in 2007‐2008. It can be challenging to envisage the future more than a few years ahead, so it is important to concentrate on general themes and objectives rather than specifics in the Community Strategic Plan.
The Plan also has to consider the NSW State Plan and any relevant State or regional draft plans and strategies. The focus areas of the Dungog Shire Community Strategic Plan were established as a consequence of the initial engagement process with the community undertaken in 2012 and a comprehensive review completed in 2018. The seven (7) focus areas/community themes are:
1. Natural Environment 2. Local Economy 3. Community and Culture 4. Rural and Urban Development 5. Recreation and Open Space 6. Public Infrastructure and Services 7. Dungog Shire Council Governance and Finance
2. THE DUNGOG SHIRE LOCAL GOVERNMENT AREA ‐ DEMOGRAPHIC SNAPSHOT
The Local Government Area of Dungog is part of the Hunter Region and the Lower Hunter Sub‐Region and is bound by the Mid Coast Council region to the north‐east, Singleton Shire to the west, Upper Hunter Shire to the north‐west, and by Port Stephens Shire and the City of Maitland to the south.
The Dungog Shire has two principal rivers, the Williams in the east of the Shire and the Paterson in the west. Both are tributaries of the Hunter, and both traverse the Shire in a general north‐west to south‐east direction. The Williams and Paterson Rivers drain from the Barrington Plateau and contribute over 40% of the flow of the Hunter. Lostock Dam was constructed on the Paterson River in the 1970's to regulate flow and prevent lack of water in drought. Chichester Dam was constructed between 1915 and 1926 as the Hunter’s first dedicated drinking water storage system.
Nestled between the Pacific and New England Highways, Dungog Shire is an easy hour's drive from Newcastle and 2 hours from Sydney's northern suburbs via the M1 Pacific Motorway.
The Dungog Shire covers an area of 2248 square kilometres. Situated in the Barrington Tops region, the Shire has a population of 8,975 as at the 2016 Census; an increase of 475 people from the previous Census period. The Shire consists predominantly of very rugged to hilly country which becomes less rugged from north to south. The major population centres within the Shire include:
Clarence Town Dungog Gresford and East Gresford Martins Creek Paterson Vacy
Dungog Shire Community Strategic Plan 2030 Page 4 The population of the Dungog Shire continues to experience growth as can be see in the table below.
Graph 1: Population change Dungog Shire 2006‐2016
The graph below shows the number of people employed by businesses/organisations in each of the industry sectors and the changes between 2011 and 2016. Growth has occurred in Agriculture, Foresty and Fishing, Wholesale Trade, Accommodation and Food Services and Construction. There has been a drop in jobs in Retail Trade, while Health Care has remained static.
Graph 2: Business/Industry Sector Changes 2011‐2016
Agriculture, Forestry and Fishing is Dungog Shire’s top industry in terms of employment, with regional exports of $105M.
Dungog Shire Community Strategic Plan 2030 Page 5 Graph 3: Regional exports Dungog Shire
In the Dungog Shire there are 4118 people in the labour force (full and part time) and the unemployment rate is 5.5%, lower than the Hunter Region and NSW.
Graph 4: Unemployment Rate Dungog Shire
The Shire’s population is growing and NSW Planning projects that our population will continue to grow into the future.
Dungog Shire Community Strategic Plan 2030 Page 6
Table 1: Projected Population - Dungog Local Government Area, 2021-2036
Year Total Growth Growth Populationa Rateb (%) Index
(2006=100)
Projected
2021 9,200 0.61 109
2026 9,400 0.59 112
2031 9,700 0.55 115
2036 9,900 0.51 118
Source: Projections – NSW Department of Planning a Population numbers are for 30th June of the year shown. b Annual average growth rate over the five year period ending 30th June of the year shown
Table 2: Projected Population - Dungog Local Government Area by age group, 2021-2036
Populationa in age group Year 0-14 15-39 40-64 65+
Projected 1,800 2,300 3,200 1,800 2021 1,800 2,300 3,200 2,100 2026 1,900 2,300 3,200 2,300 2031 1,900 2,300 3,200 2,500 2036
Source: Projections – NSW Department of Planning a Population numbers are for 30th June of the year shown.
The above tables which have been extracted from NSW Planning statistics also reflect that the Shire has an ageing population and like many rural communities when children leave school there is a tendency for them to move away from home for further education or for employment opportunities. Interestingly through the consultation process with Dungog High School students it was noted that they want the opportunity to move away and experience other places and many of them also want to come back to the Shire when they grow older.
Dungog Shire Community Strategic Plan 2030 Page 7
Section 2 - COMMUNITY STRATEGIC PLAN THEMES
Community Strategic Plan Vision Statement: “A vibrant united community, with a sustainable economy. An area where rural character, community safety and lifestyle are preserved”
1. THE NATURAL ENVIRONMENT
GOAL
THE HEALTH OF OUR NATURAL ENVIRONMENT AND BIODIVERSITY IS
PRESERVED AND ENHANCED
Critical to the success of the Dungog Shire is the natural environment and the rivers that flow from the Barrington Tops, to the unique flora and fauna found in our area and the picturesque landscapes that change with the seasons highlighting the beauty of our Shire.
The Dungog Shire consists of 224,800 ha of which 37,453 ha (or 16%) is protected conservation area which comprises National Parks, state conservation areas and nature reserves. A further 13,000 ha or 6% is State Forests.
Our Challenges:
- The impact of climate change on our bio‐diversity, agriculture, and water supplies. - The threat of major bushfire risk to public and private assets and the impact upon bio‐ diversity as a consequence. - Weed infestation that poses a threat to our Shire’s agricultural production and bio‐diversity. - Threats to the ecology of our rivers from human habitation and agricultural practices. - The balance between development and the environment across our Shire. - Securing funding for sewerage systems to our villages.
1.1 COMMUNITY FEEDBACK – THE NATURAL ENVIRONMENT ‐ PERCEPTIONS OF DUNGOG SHIRE
What we value:
Our surrounding areas of natural beauty and scenic landscapes.
A pristine natural environment which is characterised by unpolluted waterways and clean air.
We value our healthy rivers.
Our Shire is home to diverse flora and fauna which supports a rich biodiversity.
Dungog Shire Community Strategic Plan 2030 Page 8 Priorities for our future: The potential impacts of climate change on our natural environment need to be monitored and addressed. Weeds and pest animals need to be effectively managed and their impacts on our local area minimised. Natural assets in our Shire need careful management to protect them from degradation arising from human activity. Appropriate access to our local national parks, forests and waterways needs to be maintained. Communities and households across the Shire need to reduce their carbon footprint and water and energy usage.
Strategies to achieve this goal: Ensure that appropriate agencies at all levels are involved in addressing issues surrounding climate change. Manage public access and use of natural areas to enhance our environmental experience and to preserve and promote ecological values. Support and manage the responsible use of resources including the minimization of waste and the promotion of recycling practices in homes, work places, development sites and public places. Raise public awareness of the responsibilities of landholders regarding management of land. Involve the community in maintaining and enhancing environmental health. Ensure that Dungog Shire Council’s policies and procedures adequately protect and enhance the Shire’s natural environment and biodiversity. Ensure that local waterways and riparian areas in the Shire are clean and healthy. Manage and reduce the impact of pest animals on the natural environment. Ensure that appropriate regulatory and enforcement agencies are proactive in addressing environmental issues in our Shire. Maintain a strong regional approach to the management of our natural environment.
Our indicators of success
National Parks, State Forests and public recreation areas in our region are accessible and well managed. We enjoy our natural environment for its clean air, healthy rivers and waterways and large tracts of bushland. Waste is minimised and effectively managed across the Shire. Local land holders and appropriate agencies co‐operate in effectively managing weeds and pest animals across the Shire. There is a reduction in the Shire’s carbon footprint and measured energy and water usage. Communities across the Shire are well educated in practical measures to achieve sustainable living.
Dungog Shire Community Strategic Plan 2030 Page 9 2. OUR LOCAL ECONOMY
GOAL
OUR ECONOMY IS STRONG, INNOVATIVE AND SUSTAINABLE PROVIDING DIVERSE EMPLOYMENT OPPORTUNITIES AND EASE OF ACCESS TO GOODS AND SERVICES.
Our primary economic drivers in the Dungog Shire are agriculture and tourism. Our greatest economic assets are our natural assets. These include our agricultural lands, our forests and national parks and our rivers. The National Parks and State Forests attract more than 100,000 visitors per annum.
- The 2016 Australian Bureau of Statistics Census shows that 4,118 people in the Dungog Shire are in the labour force on either a part time or full time basis. Dungog Shire is a net exporter of labour. - At the time of the 2016 Census the unemployment rate for the Dungog Shire was 5.5%. This figure is lower than the unemployment rate for the Hunter Region and NSW. - An attraction for prospective residents is our proximity to the City of Newcastle and the Lower Hunter employment markets, access to a train line (Dungog, Wirragulla, Wallarobba, Hilldale, Martins Creek and Paterson) and the Newcastle Airport for ease of travelling for business - According to the 2016 Census, 203 jobs in the Dungog Shire supported tourism activity (in the areas of accommodation, food, arts and recreation). This is identified as a growth industry in the Shire.
Our Challenges:
- Economic leakage to other regional centres is a concern for local businesses. - We need to diversify our local economy and actively provide opportunities for business investment. - The loss of locally delivered government services is impacting on jobs growth. - Tourism is everyone’s business. The challenge is to gain local, regional, and state support and cooperation for Dungog Shire to develop the region’s tourism priorities based on a firm understanding of its opportunities.
2.1 COMMUNITY FEEDBACK – OUR LOCAL ECONOMY ‐ PERCEPTIONS OF DUNGOG SHIRE
What we value:
Agriculture and agribusiness have a highly valued role in our local economy.
A range of local retail and business activities.
Our economy is supported by a range of local events and tourism activities, with a focus on nature based tourism.
Dungog Shire Community Strategic Plan 2030 Page 10 Priorities for our future:
Economic and agricultural diversity across our Shire needs to be expanded.
Local employment opportunities need to be explored.
Increase awareness of Dungog Shire as a tourism destination for visitors.
Promote and support a range of tourist accommodation and facilities.
Extend the day and overnight stay visitation to the Dungog Shire so as to enhance visitor expenditure supporting a range of infrastructure including restaurants, cafes, accommodation, and retail all which actively contribute to developing liveable communities.
Land needs to be identified and appropriately zoned by Dungog Shire Council for industrial growth.
We need to focus on remaining competitive with our regional neighbours in attracting businesses, investors and workers to the Shire.
Our community needs to be supported by comprehensive telecommunications infrastructure including mobile and internet services.
Growing local business confidence and capacity is important.
Strategies to achieve this goal:
Ensure that economic growth and expansion across the Shire is supported by improvement of local public and private infrastructure.
Ensure that appropriate public and private sector agencies and businesses work co‐ operatively to strengthen and expand the Shire’s economic base.
Promote the Shire as a good location for the establishment of innovative, small to medium scale, sustainable businesses.
Dungog Shire Council to work closely with relevant Chambers of Commerce and Progress Associations to promotes and share best business practice, offer platforms to lobby government on behalf of business where required, undertake advocacy for education, transport and health, make representation to government on critical Shire issues, and seek out grant and other funding opportunities.
Work with Dungog Regional Tourism to develop a strategic approach to growing visitor numbers across the Shire
Encourage a ‘buy local – sell local’ approach to goods and services.
Develop a unique brand, identity and value proposition for the Dungog Shire to promote local economic growth and tourism development.
Identify and develop in partnership with local business operators, local tourism opportunities with a focus on overnight stay visitors to the Shire.
Improve the availability of telecommunications infrastructure to our communities and visitors.
Dungog Shire Community Strategic Plan 2030 Page 11 Our indicators of success:
Our local commercial and retail areas are diverse and well patronised.
There is a wide range of goods and services available locally.
The Shire has a well recognised identity and brand that drives economic outcomes.
Our local agricultural sector is innovative, healthy and well supported.
Tourism is a significant contributor to our local economy.
There is increased visitor expenditure in Dungog Shire.
There are increased local employment opportunities.
Communities across the Shire enjoy access to good quality telecommunications infrastructure.
Our unemployment rate in the Shire remains lower than 5.5% of the working population.
Dungog Shire Community Strategic Plan 2030 Page 12 3. COMMUNITY AND CULTURE
GOAL
WE ENJOY A SAFE SUPPORTIVE COMMUNITY
CHARACTERISED BY VIBRANT CULTURAL LIFE
AND A STRONG SENSE OF LOCAL HERITAGE
Dungog Shire is fortunate to enjoy a rich cultural heritage which has shaped our community in many ways, influencing our way of life, economy and demographics. Local identity is a key feature of our towns and villages who are very proud of their history. In essence Dungog Shire is a “community of communities”.
Our Challenges:
- NSW Planning predicts that the population of Dungog Shire in 2036 will be 9,900 - While the Shire overall enjoys population growth, there are villages and districts in the Shire experiencing static population growth and at times population decline. - Most government and social services are delivered regionally. - Our community wants access to a wide range of community services. - There are limited public transport services and poorly considered timetables for trains in the Dungog Shire. - A future focus is required in relation to the provision of affordable housing for young families and older residents. - The provision of lifelong learning opportunities for our residents is important
3.1 COMMUNITY FEEDBACK – COMMUNITY AND CULTURE ‐ PERCEPTIONS OF DUNGOG SHIRE
What we value:
A community that is strongly committed to maintaining and celebrating our unique lifestyle and region. A range of local events and activities which contribute to a strong community identity and spirit. Council provides good support for local community events. A peaceful, relaxed country atmosphere whilst having access to a range of services, facilities and regional attractions. Our community is close‐knit and caring and creates a safe environment for families. Access to a range of local community services and facilities, including aged care. We are proud of our local heritage and history. An active involvement in community life, with a high number of volunteers.
Dungog Shire Community Strategic Plan 2030 Page 13 Priorities for our future:
Public involvement in community activities including volunteering needs to be maintained and encouraged.
Partner with key stakeholders (schools, not‐for‐profit organisations, membership clubs etc.) in the Dungog Shire, and relevant State Government agencies to develop effective and appropriate local responses to underlying social issues.
Planning and provision of local community services and facilities need to reflect population growth, change and diversity.
Embrace and cater for an ageing population.
There needs to be greater community awareness of local Aboriginal heritage and culture.
Young people in our community would benefit from a greater involvement in an improved range of age‐appropriate facilities and events.
Build community resilience and enhance preparedness for natural disasters and rapid onset events within the Shire
Our service provision and planning needs to account for the distinctiveness of our towns and villages.
Local European and Indigenous heritage and history need to be preserved and promoted.
Recognise the value of celebrating and building the Shire’s creative and cultural communities to enhance community wellbeing and identity.
Dungog Shire Council’s Disability Inclusion Action Plan embraces the inclusion of people with a disability in all aspects of community life. We are committed to creating a more inclusive and welcoming community for people with a disability.
Strategies to achieve this goal:
Continue to develop programs/initiatives to welcome and support new residents into the Shire.
Create options for community participation through volunteerism.
Acknowledge and celebrate the contribution volunteers make to the Dungog Shire.
Raise public awareness of local activities and events that provide a foundation for community building
Develop and initiate opportunities for greater participation of young people in local community activities.
Foster the cohesiveness of local community groups.
Enhance resident capacity to prepare for and withstand the effects of natural disasters and rapid onset events within the Shire.
Seek external funding from State and Federal Government to assist with better engagement and participation by young people in the Dungog Shire.
Foster and support the cultural life of the Shire.
Ensure that there are locally available services and facilities to cater for people of all ages.
Ensure that community health and safety issues are identified and addressed.
Assist community organisations to secure funding and other resources. Dungog Shire Community Strategic Plan 2030 Page 14 Our indicators of success:‐
There is a high level of local public participation in community activities and events
Communities within the Dungog Shire are well connected through social, sporting and cultural activities and a unifying Shire identity
There is strong community awareness of local heritage, history and culture
Community needs are addressed through local availability of appropriate facilities and services Young people form an integral part of community life across the Shire. Success in securing funding/grants from State and Federal Government to assist with better planning and the provision of community and cultural programs/events in Dungog Shire.
Dungog Shire Community Strategic Plan 2030 Page 15 4. RURAL AND URBAN DEVELOPMENT
GOAL
GROWTH IS ACHIEVED THROUGH A BALANCED MIX OF DEVELOPMENT WHICH ACKNOWLEDGES OUR UNIQUE SCENIC QUALITIES, RURAL AMENITY AND COUNTRY LIFESTYLE.
The Australian settlement pattern is increasingly characterised by population concentrated in capital cities. This pattern of urbanisation has heightened the debate around the merits of different approaches to the development of regional Australia. Over the past 50 years capital cities and some regional centres have grown rapidly. At the same time, some parts of regional Australia have been in decline or have grown at much slower rates than the capital cities. Dungog Shire continues to see population growth, albeit slow. Dungog Shire via Council’s Local Environment Plan is seeking to understand the type of development that best suits our future needs and identity.
4.1 COMMUNITY FEEDBACK – RURAL AND URBAN DEVELOPMENT ‐ PERCEPTIONS OF DUNGOG SHIRE
What we value:
Our rural landscapes, scenic qualities, rural and village amenity and abundant space
A clean environment with low levels of traffic and an absence of heavy industry.
The diversity that comes with a mix of land uses and sizes.
Priorities for our future:
Our local area would benefit from market driven allocation of more industrial/employment land.
Sufficient local land holdings need to be preserved to sustain viable agricultural activities.
Local land use planning needs to ensure the retention of the character of the area whilst encouraging ecologically sustainable development.
A range of housing options across the Shire, including aged and affordable housing, need to be encouraged and supported.
Strategies to achieve this goal:
Ensure that there is adequate land supply to accommodate future expected population growth.
Maintain a long term planning approach that caters for diversity and choice in rural and village living.
Ensure the availability of land to facilitate commercial and industrial growth.
Dungog Shire Community Strategic Plan 2030 Page 16 Ensure that our land use planning for the Shire acknowledges the importance of our rural character and agricultural activities.
Ensure the heritage and streetscapes of our villages are preserved and enhanced and our town entrances are signposted.
Our indicators of success:‐
Our rural amenity and lifestyle is retained
We have sustainable population growth across the Shire
Population growth and diversity is consolidated around our existing urban centres
There are a range of housing options available across the shire
Our main streets and town entrances are attractive and well maintained
The importance of local agricultural activity is recognised in Council’s strategic planning documents and decision‐making
Local land use planning that is flexible and reflects local needs and supports diverse activities including population growth, industry needs and a range of agricultural activities.
Dungog Shire Community Strategic Plan 2030 Page 17 5. RECREATION AND OPEN SPACE
GOAL
ACCESS TO A RANGE OF PLACES, ACTIVITIES AND FACILITIES WHICH CATER FOR DIVERSE SPORTING AND RECREATIONAL INTERESTS.
The community expects a clear vision and direction regarding the purpose, level of provision, development priorities and management of recreational and open space areas in the Dungog Shire.
Our Challenges:
- Recreational upgrades in Dungog Shire are heavily dependent on securing external grants. - Dungog Shire Council currently has limited scope for the development of plans of management for recreational precincts and management of recreation and open space
5.1 COMMUNITY FEEDBACK – RECREATION AND OPEN SPACE ‐ PERCEPTIONS OF DUNGOG SHIRE
What we value:
We have access to a range of outdoor recreation areas such as national parks, state forests and rivers.
Our area benefits from the provision of a range of sporting facilities and active community involvement in organised sporting groups and activities.
Dungog Shire provides a good lifestyle setting for active recreational pursuits including canoeing, bushwalking, trail and mountain biking, camping and fishing.
Priorities for our future:
Planning and management of local parklands and recreational facilities needs to reflect community growth and change across the Shire.
Access to and within areas of our local national parks and forests needs to be appropriately managed and expanded.
Ensure that our local parks, sporting and recreation facilities are safe and well maintained.
Strategies to achieve this goal:
Apply for a Special Rate Variation to the NSW Government via the IP&R process with the specific purpose of creating general revenue opportunities for Dungog Shire Council to fund recreational maintenance and upgrades in the Shire.
Seek external funding from State and Federal Governments to assist with better planning and the provision of recreational and open space areas in Dungog Shire. Ensure that local recreational and sporting facilities reflect the needs and interests of a growing community. Dungog Shire Community Strategic Plan 2030 Page 18
Ensure that sporting and recreational spaces are well maintained and provide appropriate facilities and amenities for locals and visitors.
Review the provision of improved camping and caravan facilities throughout the Shire.
Encourage and support a diversity of sporting and recreational activities throughout the Shire.
Ensure that appropriate access to public land is maintained.
Liaise with appropriate agencies to ensure that recreational areas including national parks, forests and waterways are accessible and well cared for.
Our indicators of success:‐
Community sporting and recreation needs are addressed through provision of appropriate local facilities and services
Community health is enhanced through high levels of participation in local sporting and recreational activities
Local sporting and recreational facilities and areas are safe and widely accessible and have well maintained infrastructure and amenities
Increased visitation in national parks, state forests and private lands.
Successful application for a Special Rate Variation.
Success in securing funding/grants from State and Federal Government to assist with better the planning and provision of recreational and open space areas in Dungog Shire.
Dungog Shire Community Strategic Plan 2030 Page 19 6. PUBLIC INFRASTRUCTURE AND SERVICES
GOAL
OUR COMMUNITY IS SUPPORTED BY SAFE, FUNCTIONAL, ACCESSIBLE AND WELL MAINTAINED INFRASTRUCTURE AND EFFECTIVE LOCAL AND REGIONAL TRANSPORT NETWORKS.
Dungog Shire’s infrastructure is extensive. Dungog Shire Council maintains roads, drainage, waste infrastructure, as well as parks, ovals sporting grounds and community halls. Other community infrastructure is provided by a range of government providers: water, sewer, energy, and rail as well as some dedicated community organisations like RSL Life Care Limited – Lara Aged Care, the Bandon Grove Hall Committee and the Wallarobba Hall Committee.
Within the Dungog Shire area there are 329 kilometres of sealed roads, 271 kilometres of unsealed roads and 124 kilometres of regional roads, all of which are maintained by Council.
Our Challenges:
- Council infrastructure backlog is assessed as being $43,752,000 as at 30 June 2017. This figure is currently being reviewed as it does not fully quantify recently assessed requirements in the timber bridge asset area. - There are still 30 timber bridges within our Shire that are Council’s responsibility, the replacement cost of these bridges is in the vicinity of $23M - Four (4) bridge replacements are scheduled for 2018‐2019 and this will result in Council retaining responsibility for 26 timber bridges within our Shire with a replacement cost in the vicinity of $16.1M. - The extensive road network across the Shire places high demands on Dungog Shire Council in terms of maintenance costs and upgrading. This contributes to Council’s infrastructure backlog. - General rate income for the 2018/2019 financial year is $5.67M which is contributed by approximately 4,903 rateable properties. - Grant income is not guaranteed. Changes in government priorities and programs can impact on the funding Council receives each year. - Addressing the disparity that impacts on Dungog Shire in relation to the funding of Regional roads.
6.1 COMMUNITY FEEDBACK – PUBLIC INFRASTRUCTURE AND SERVICES ‐ PERCEPTIONS OF DUNGOG SHIRE
What we value:
We have access to good local rail services linking us with other centres. We have access to local medical & health services. We have good local educational facilities. We have a range of community and public facilities, including access to local aged care facilities. We enjoy low traffic volumes and ease of parking. Dungog Shire Community Strategic Plan 2030 Page 20 Priorities for our future:
The long term retention and enhancement of local services provided by Governments at all levels needs to be ensured (eg. Health, Rail, Education, and Policing). Our road and bridge network is safe, well maintained and able to provide appropriate vehicular access across the Shire
Public facilities across the shire need to be provided and maintained to an appropriate standard. The ongoing provision of local health and medical facilities needs to reflect the requirements of our community including our ageing population. Appropriate public transport options are needed to connect us locally and regionally.
Our community would benefit from easier access to post‐secondary education and training opportunities.
Strategies to achieve this goal:
Improve the safety and functionality of our road network. Ensure a local police presence throughout the Shire. Ensure that our communities have access to quality educational institutions and health and social services/facilities. Ensure our local bridge network is safe and able to accommodate heavy vehicle load requirements Improve the provision of transport services to communities within the Shire. Ensure that community assets, facilities and public infrastructure are planned for, maintained and improved to a reasonable standard. Ensure that the provision of public infrastructure and services reflect the needs of a growing and changing population. Advocate for improved rail services/timetables for the Dungog Shire Seek external funding from State and Federal Government to assist with better planning and provision of public infrastructure in the Dungog Shire. Apply for a Special Rate Variation to the NSW Government via the IP&R process with the specific purpose of creating general revenue opportunities for Dungog Shire Council to fund public infrastructure maintenance and upgrades in the Shire, with a keen focus on the road and bridge network.
Our indicators of success
The road network across the Shire is safe and well maintained
Local public facilities and infrastructure caters for the needs of the Shire and is appropriately maintained and improved
Local services provided by Governments at all levels are retained and reflect the needs of a growing and changing community.
Successful application for a Special Rate Variation.
Success in securing funding/grants from State and Federal Governments to assist with better planning and provision of public infrastructure in the Dungog Shire.
Dungog Shire Community Strategic Plan 2030 Page 21 7. DUNGOG SHIRE COUNCIL GOVERNANCE AND FINANCE
GOAL
DUNGOG SHIRE COUNCIL IS RECOGNISED FOR STRONG COMMUNITY LEADERSHIP, FINANCIAL SUSTAINABILITY AND ETHICAL, ACCOUNTABLE AND RESPONSIVE GOVERNANCE.
An effective and robust governance framework is essential for a council to ensure high performance, legislative compliance, acceptable risk management and parameters for innovation. Dungog Shire Council seeks to maintain a high legal and ethical standing in the eye of the ratepayer and wider community.
7.1 COMMUNITY FEEDBACK – DUNGOG SHIRE COUNCIL GOVERNANCE AND FINANCE ‐ PERCEPTIONS OF DUNGOG SHIRE
What we value:
Council processes are open and transparent and staff are accessible to the community.
Council promotes community awareness through local provision and distribution of information and broader promotion of the Shire.
Council provides a range of community services and facilities.
Priorities for our future:
We will strengthen our financial position and invest in our people, systems and governance to firmly establish Dungog Shire Council as an efficient and effective service organisation
Council needs to improve community engagement with residents and stakeholders across the Shire.
Council needs to improve communication (quality and reach) across the Shire regarding Council business.
Council shall continue to conduct its activities and decision‐making in an open, accountable and inclusive manner.
Council will demonstrate strong and accountable leadership embracing collaboration, agility and a determination to succeed
Council needs to plan and manage its resourcing and expenditure to ensure its long term financial sustainability.
Council needs to promote Shire‐wide unity guided by a long term vision and plan.
Dungog Shire Community Strategic Plan 2030 Page 22 Strategies to achieve this goal:
Councillors are responsive, accessible and actively involved within local communities
Decision‐making processes are open, transparent and inclusive
Council undertakes broad and effective communication and engagement with the communities across the Shire
Council’s governance and organisational structure reflects the vision, priorities and directions outlined in the Community Strategic Plan
Council undertakes prudent financial management to ensure its long‐term viability
Review of Council’s Workforce Management Plan to ensure Council has the right employees, with the right skills, to deliver the services required by the community, both now and in the future in accordance with the Dungog Shire Council Delivery Program 2018‐2022.
Council maintains a regional outlook and seeks opportunities for strategic alliances with neighbouring councils.
Council will advocate for our communities by actively pursuing constructive relationships with other spheres of government
Communities across the Shire have access to a range of communication formats for receipt and exchange of information
Our indicators of success:
Council undertakes all its activities and decision‐making to ensure equity in provision of community services, facilities and other resources Increased numbers of candidates at Local Government Election Improved level of satisfaction with Council services as expressed by the community. Increase in the number of members of the public who attend Council meetings and forums Increase in the number of members of the public who address Council in the Chambers as part of the Ordinary Meeting. Council secures adequate funding from external sources to enhance our service provision to the community. Percentage of the local population who feel that they have had the opportunity to have their say on regional matters under the control of Local Government.
Successful application for a Special Rate Variation to strengthen Dungog Shire Council’s financial position to enable Council to deliver the services and infrastructure that our community needs both now and into the future.
Dungog Shire Community Strategic Plan 2030 Page 23
Section 3 - COMMUNITY engagement strategy
1. INTRODUCTION
The Community Strategic Plan 2030 builds on the extensive community consultation conducted in 2012 and has been reviewed following a series of community meetings in 2018 held across the Shire. The document now includes the suggested changes gleaned from these recent forums and reflects the Shire’s many wonderful attributes positioning us for a strong and vibrant future.
2. GUIDING PRINCIPLES
The community strategic planning process and service delivery in Dungog Shire is guided by the NSW Government’s social justice principles, Council’s sustainability principles, the Community Vision Statement and Council’s Mission Statement, each of which are as follows:
i. Social Justice Principles:
Equity – there should be fairness in decision making, and prioritising and allocation of resources, particularly for those in need. Everyone should have a fair opportunity to participate in the future of the community. The planning process should take particular care to involve and protect the interests of people in vulnerable circumstances. Access – all people should have fair access to services, resources and opportunities to improve their quality of life. Participation – everyone should have the maximum opportunity to genuinely participate in decisions which affect their lives. Rights – equal rights should be established and promoted, with opportunities provided for people from diverse linguistic, cultural and religious backgrounds to participate in community life.
ii. Council’s Sustainability Principles:
Social enhancement ‐ Council’s decision making processes lead to greater physical, cultural and financial access and equity in the provision of services and facilities. Environmental quality ‐ resources are used prudently in the delivery of Council services and facilities, improving overall environmental amenity, while reducing the effect on natural assets. Economic prosperity ‐ sustainable local development of jobs, business prosperity and market growth is promoted and supported. Governance ‐ Council business and activities are managed and undertaken in a manner that is transparent and accountable and achieve the long term goals of the organisation.
iii. Community Vision Statement: “A vibrant united community, with a sustainable economy. An area where rural character, community safety and lifestyle are preserved”.
iv. Dungog Shire Council’s Mission Statement: “To manage, enhance, and protect, the resources of the Shire, in consultation with the community.”
Dungog Shire Community Strategic Plan 2030 Page 24 3. OBJECTIVES FOR THE COMMUNITY
Identify community priorities and expectations for the future of the Shire. Build positive relationships between Council and local communities. Foster a greater community understanding of the roles and responsibilities of Council. Build community ownership of, and connectedness with, the Council’s Community Strategic Planning process. Provide opportunities for all community members to participate in the development of a vision and long term goals for the Shire. Foster common understandings and productive relationships with other service delivery agencies within the public and private sector in Dungog Shire. Determine community expectations regarding Council’s service levels.
4. OBJECTIVES FOR COUNCIL
Develop clear long term goals for Dungog Shire. Build Council capacity in working effectively in partnership with local community groups. Development of a cross‐Council understanding of, and familiarity with, local communities. Clearly identify how staff roles and activities relate to the broader community. Facilitate greater organisational understanding of, and participation in, the Integrated Planning and Reporting process. Provide Councillors with opportunities for frontline involvement in community engagement activities. Build on the importance of good civic leadership in the community with regard to the roles of Mayor and Councillor.
5. STAKEHOLDERS
Stakeholders involved in the development and review of the Community Strategic Plan 2030 are identified as the residents of the Shire within their various localities, the business community of the Shire including the owner operator, investor, resident business owners operating their business outside of the Shire, Government agencies that service the Shire, non government organisations, community associations, sporting clubs, public and private schools, the elderly population, young families and the local Indigenous population.
6. 2018 COMMUNITY STRATEGIC PLAN REVIEW PROCESS
As part of the review process in 2018 Dungog Shire Council distributed invitations to a series of community workshops to every ratepayer in the Shire to review the seven key themes, the Vision and Mission statements in our Community Strategic Plan, and identify aspects that required change and improvement.
Six (6) community workshops were conducted over four (4) days with two workshops held at Vacy and Dungog during the day with the other four at Dungog, Paterson, Clarence Town and Gresford commencing at 6.00pm in the evening. The mix of day and evening sessions was included to provide the opportunity for as many residents as possible to attend at a time convenient to them.
Dungog Shire Community Strategic Plan 2030 Page 25 Participants were asked to consider the Goals and Strategies for each of the seven (7) themes in the Community Strategic Plan as well as the Vision and Mission statements, and to write down any ideas and suggestions they had for changes and improvements that:
• Are no longer relevant and could be removed; or • Need revised wording to make them more relevant and up‐to‐date: or • Do not appear in the Community Strategic Plan and should be included.
Discussion with others at their table was encouraged with the opportunity to change and add to their initial ideas if they wished.
Sharing their ideas and suggestions with the whole group was part of the program so that everyone could hear a broad range of views and ideas.
Approximately 4,500 letters were distributed to ratepayers; the meetings were advertised in the local newspaper and also on Council’s website. 109 people attending the six community workshops over the four (4) days with 569 comments collated and considered as part of the update process.
7. COMMUNITY STRATEGIC PLAN – METHODS OF ENGAGEMENT
In the development of the first iteration of the Community Strategic Plan (2012‐2013) Dungog Shire Council’s community engagement process adopted an ‘Appreciative Inquiry’ approach as an effective tool for community visioning. This approach used a series of questions applied consistently across the forums and surveys to determine the participant’s ideas and opinions according to the following themes:
Where are we now? (What we value about the local community and area at present) Where are we going? (What are the significant local issues that need to be addressed) Where do we want to be? (Long term goals that we would like to achieve for the local area) How do we get there? (What strategies do we need to put in place to achieve our goals) How will we know when we’ve arrived? (Indicators of achievement of goals)
A total of 3830 comments were collated into the Council’s database from the Appreciative Inquiry process.
7.1. VISIONING FORUMS
Commencing in May 2011 six (6) major community forums were conducted across the Shire, as well as one (1) high school forum, two (2) primary school leaders forums (East & West), one (1) business and government forum and one (1) staff forum were conducted utilising the ‘Appreciative Inquiry’ process.
In Dungog an additional night session had to be quickly organised as the initial forum became over‐ subscribed with 110 people registering for the first Dungog session.
In excess of 400 people attended the major community forums, over 80 students attended the school sessions and 90 people attended the business and government forum.
7.2. SURVEY
A survey was developed along the lines of the Appreciative Inquiry questions and was circulated to 850 residences within the Shire and was also placed on the Councils website, approximately 60 surveys were returned to Council. Dungog Shire Community Strategic Plan 2030 Page 26 7.3. SOCIAL MEDIA
As a means of better engaging with younger people in the Shire a Facebook page was established late in the process as there was a concern that Council had not connected with the young school leavers. Only a small number of comments were submitted to the page indicating that this needs to be an area of focus for Council in future community engagements.
7.4. PUBLICITY AND COMMUNITY INFORMATION
To promote the development of the Community Strategic Plan, articles were prepared for the media outlets which resulted in numerous radio interviews for the Mayor and General Manager with radio stations ABC Newcastle and KO‐FM Newcastle. The print media namely The Maitland Mercury, Newcastle Herald and the Dungog Chronicle all running articles in regards to the community strategic planning process. The General Manager also conducted a television interview with NBN Newcastle on another subject matter (Doctor shortages) but cross‐referencing to forthcoming CSP meetings.
The Community Strategic Planning process resulted in the development of a specific name and logo to ensure that the future document would have an identity of its own, as opposed to being viewed as another corporate document of Council.
Other approaches to raise awareness of forthcoming meetings included posters on various community noticeboards across the Shire, website promotion, mail outs, discussions with business leaders and advertising.
7.5. Q & A Forums
A preliminary draft Community Strategic Plan was presented to Council at the November 2011 Councillor workshop. The draft framework was then taken back to the community in late November/ early December 2011 at a second series of community forums in Dungog, Clarence Town and Vacy.
The Q&A Forums enabled the community to witness how the framework was developed from the initial questions asked at the visioning forums and how the community strategic plan evolved as a consequence of that initial input.
Positive comments were received from the members of the community who attended these follow‐ up forums.
All the data captured from the visioning forums was placed on the Councils website as well as the framework behind the Community Strategic Plan.
Dungog Shire Community Strategic Plan 2030 Page 27
Section 4 - LINKS TO NSW STATE PLAN AND HUNTER REGIONAL PLANS
One of the key elements of the Integrated Planning and Reporting framework is the recognition that councils and communities do not exist in isolation. There is a requirement for councils to ensure that there are appropriate linkages to the NSW State Plan to reflect that we are all working towards achieving outcomes that better the quality of life for all residents of NSW. The corporate goals and objectives of each NSW Government department have to reflect the aspirations of the people of New South Wales.
THEME 1: THE NATURAL ENVIRONMENT
Community Strategic Plan 2030 NSW State Plan Hunter Regional Plan. “Key Regional Priorities for the Future 2021 Goals Priorities” & Priority Actions
The potential impacts of climate change on our natural Goal #22. Protect our natural environment Local Environment & Communities. environment need to be monitored and addressed. “Improve the liveability of our community”. Weeds and pest animals need to be effectively managed Goal # 23. Increase the opportunities for people and their impacts on our local area minimised. to look after their own neighbourhoods and Manage natural resources effectively and environments protect the local environment Natural assets in our Shire need careful management to protect them from degradation arising from human Goal #21. Secure potable water supplies Economy activity. “Drive economic growth and address skill Appropriate access to our local national parks, forests Goal #32. Involve the community in decision shortages in the Hunter”. and waterways needs to be maintained. making on government policy, services and projects Foster economic diversity Communities across the Shire need to reduce their carbon footprint and water and energy usage.
Dungog Shire Community Strategic Plan 2030 Page 28
THEME 2: LOCAL ECONOMY
Community Strategic Plan 2030 NSW State Plan Hunter Regional Plan. “Key Regional Priorities for the Future 2021 Goals Priorities” & Priority Actions Economic and agricultural diversity across our Shire needs to be expanded. Goal #4. Increase the competitiveness of doing “Drive economic growth and address skill Local employment opportunities need to be explored. business in NSW shortages in the Hunter”. Increase awareness of Dungog Shire as a tourism destination for visitors. - Foster economic diversity. Goal #3.Drive economic growth in regional NSW Promote and support a range of tourist accommodation and - Provide more opportunities for education facilities. Goal #6. Strengthen the NSW skills base and training Extend the day and overnight stay visitor to the Dungog Shire so as to enhance visitor expenditure supporting a Goal #19. Improve the performance of the range of infrastructure including restaurants, cafes, NSW economy accommodation, and retail all which actively contribute to developing liveable communities.
Land needs to be identified and appropriately zoned by Goal #29. Restore confidence and integrity into Dungog Shire Council for industrial growth. the planning system We need to focus on remaining competitive with our regional neighbours in attracting businesses, investors and workers to the Shire. Our community needs to be supported by comprehensive telecommunications infrastructure including mobile and internet services. Growing local business confidence and capacity is important.
Dungog Shire Community Strategic Plan 2030 Page 29 THEME 3: COMMUNITY AND CULTURE Community Strategic Plan 2030 NSW State Plan Hunter Regional Plan. “Key Regional Priorities for the Future 2021 Goals Priorities” & Priority Actions Public involvement in community activities including Goal #24. Make it easier for people to be involved Quality Services – Health, Families & Community. volunteering needs to be maintained and encouraged. in the local communities Partner with key stakeholders (schools, not‐for‐profit “better protect the most vulnerable members of organisations, membership clubs etc.) in the Dungog Shire Goal #27. Enhance cultural, creative, sporting and our community”. and relevant State Government agencies to develop recreation opportunities effective and appropriate local responses to underlying - Improve access to services for vulnerable and social issues. disadvantaged people
Planning and provision of local community services and Goal #26. Fostering opportunity and partnership Economy. facilities need to reflect population growth, change and with Aboriginal people diversity. “Drive economic growth and address skill Embrace and cater for an ageing population. shortages in the Hunter”. There needs to be greater community awareness of local Goal #27. Enhance cultural, creative, sporting and Aboriginal heritage and culture. recreation opportunities - Provide opportunities for education and training Young people in our community would benefit from a greater involvement in an improved range of age‐ appropriate facilities and events. Build community resilience and enhance preparedness for natural disasters and rapid onset events within the Shire Our service provision and planning needs to account for the distinctiveness of our towns and villages. Local European and Indigenous heritage and history need to be preserved and promoted. Recognise the value of celebrating and building the Shire’s creative and cultural communities to enhance community wellbeing and identity. Dungog Shire Council’s Disability Inclusion Action Plan embraces the inclusion of people with a disability in all aspects of community life. We are committed to creating a more inclusive and welcoming community for people with a disability.
Dungog Shire Community Strategic Plan 2030 Page 30 THEME 4: RURAL AND URBAN DEVELOPMENT Community Strategic Plan 2030 NSW State Plan Hunter Regional Plan. “Key Regional Priorities for the Future 2021 Goals Priorities” & Priority Actions Our local area would benefit from market driven Goal #4. Increase the competitiveness of doing Local Environment & Communities. allocation of more industrial / employment land. business in NSW. “Improve the liveability of our community”. Sufficient local land holdings need to be preserved to Goal #29. Restore confidence and integrity in sustain viable agricultural activities. the NSW planning system - Deliver effective strategic land use.
Local land use planning needs to ensure the retention of Goal #20. Build liveable centres Economy. the character of the area whilst encouraging ecologically sustainable development. Goal #32. Involve the community on decision “Drive economic growth and address skill making on government policy, services and shortages in the Hunter”. A range of housing options across the Shire, including projects aged and affordable housing, need to be encouraged - Foster economic diversity. and supported. Goal #5. Place downward pressure on the cost of living
Dungog Shire Community Strategic Plan 2030 Page 31 THEME 5: RECREATION AND OPEN SPACE Community Strategic Plan 2030 NSW State Plan Hunter Regional Plan. “Key Regional Priorities for the Future 2021 Goals Priorities” & Priority Actions Planning and management of local parklands and Goal #27. Enhance cultural, creative, sporting Local environment & communities. recreational facilities needs to reflect community growth and recreation opportunities and change across the Shire. “Improve the liveability of our community” Goal #24. Make it easier for people to be Access to and within areas of our local national parks involved in their communities - Deliver effective strategic land use and forests needs to be appropriately managed and expanded. Goal #27. Enhance cultural, creative , sporting and recreation opportunities Ensure that our local parks and sporting and recreation facilities are safe and well maintained. Goal #3. Drive economic growth in regional NSW
Goal #23. Increase opportunities for people to look after their own neighbourhoods and environments.
Dungog Shire Community Strategic Plan 2030 Page 32 THEME 6: PUBLIC INFRASTRUCTURE & SERVICES Community Strategic Plan 2030 NSW State Plan Hunter Regional Plan. “Key Regional Priorities for the Future 2021 Goals Priorities” & Priority Actions The long term retention and enhancement of local Goal #12. Provide world class clinical services Infrastructure. services provided by Governments at all levels needs to with timely access and effective infrastructure be ensured (eg. Health, rail, education, policing). “Invest in new and support critical Goal #15. Improve education and learning infrastructure that will drive the Hunter’s Our road and bridge network is safe, well maintained outcomes for students. economy”.
and able to provide appropriate vehicular access across Goal #16. Prevent and reduce the level of crime - Encourage regional investment. the Shire - Revitalise key regional centres Goal #10. Improve road safety Public facilities across the shire need to be provided and Goal #19. Invest in critical infrastructure Quality Services‐ Transport. maintained to an appropriate standard. Goal #19. Invest in critical infrastructure “Integrate transport planning and improve The ongoing provision of local health and medical transport connectivity”. facilities needs to reflect the requirements of our community including our ageing population. Goal #12. Provide world class clinical services - Improve regional transport planning. with timely access and effective infrastructure - Deliver road infrastructure upgrades Appropriate public transport options are needed to Quality Services – Health, families & connect us locally and regionally. Goal #19. Invest in critical infrastructure community.
Our community would benefit from easier access to Goal #28. Ensure NSW is ready to deal with “Better protect the most vulnerable members post‐secondary education and training opportunities. major emergencies and natural disasters of our community”
Goal # 8.Grow patronage on public transport by - Quality Health Services making it a more attractive choice - Improve access to services for vulnerable and disadvantaged people Goal #9. Improve customer experience with - Support people with disability, their transport services families & carers Goal #7. Reduce travel times Local Environment & Communities.
Goal #15.Improve education and learning “Improve the liveability of our community” outcomes for students - Improve community safety
Dungog Shire Community Strategic Plan 2030 Page 33 THEME 7: DUNGOG SHIRE COUNCIL GOVERNANCE AND FINANCE Community Strategic Plan 2030 NSW State Plan Hunter Regional Plan. “Key Regional Priorities for the Future 2021 Goals Priorities” & Priority Actions
We will strengthen our financial position and invest in Goal #32. Involve the community in decision our people, systems and governance to firmly establish making on government policy, services and Dungog Shire Council as an efficient and effective projects service organisation Goal #31. Improve government transparency by Council needs to improve community engagement with increasing access to government information residents and stakeholders across the Shire. Goal #1. Improve the performance of the NSW Council needs to improve communication (quality and economy reach) across the Shire regarding Council business. Goal #2. Rebuild the State finances Council shall continue to conduct its activities and decision‐making in an open, accountable and inclusive manner.
Council will demonstrate strong and accountable leadership embracing collaboration, agility and a determination to succeed
Council needs to plan and manage its resourcing and expenditure to ensure its long term financial sustainability.
Council needs to promote shire‐wide unity guided by a long term vision and plan.
Dungog Shire Community Strategic Plan 2030 Page 34