Our Valley 2030
Derwent Valley Community Strategic Plan Yevgen Bellich Yevgen
RUSSELL FALLS Our future
We would like to thank our community for being so generous and open in their discussions with us during the Your Valley Your Voice consultations. Without your input, this document would not be able to reflect the thoughts, feelings and wishes of our community.
You told us about what is great about the community and the Valley in general, and also what can be done to work on a number of the challenges you identified.
Comments about a very real sense of community, the Valley’s beauty and space featured highly on the list of things that are great. We have a lot to be proud of, and through some of the actions outlined at the end of this document, hope that by 2030 we will have much more to be proud of.
We really do have something very special here.
There were also a number of challenges identified, some smaller things that we as a Council can work on to quickly address; also a number of larger and long-term projects that we will need to partner with community members, other organisations and different levels of government to look at.
This Plan, Our Valley 2030, is a plan for the entire community. In order to bring it to life, and to do justice to those people who shared their thoughts and visions with us, we will need to work together and with other organisations to implement the actions at the end of the document. When we do that, we will grow and learn as a community, building on all that is good about the Valley and preparing it for the future.
It is with great pleasure, therefore, that we present Derwent Valley Community Strategic Plan, Our Valley 2030. This Plan documents what we want the Valley to look like in 2030, how we will achieve that vision and who needs to be involved (the full details are in the appendix).
As part of the Council’s commitment to you, we will ensure that there are updates available you at least every 12 months and we will provide opportunities for you to become involved in the implementation of the plan. This is our commitment to our Valley’s long-term future.
Finally, we strongly encourage you to get involved in understanding the plan and identifying where you can get involved. If we are to achieve our hopes and dreams, then we need to sincerely work together. Natural. Inviting. Local.
Martyn Evans Ben Shaw James Graham Barry Lathey Frank Pearce Anne Salt Julie Triffett Mayor Deputy Mayor Councillor Councillor Councillor Councillor Councillor
Our Valley 2030 i
Rob Burnett Tassie Bound Adventure Tours Bound Adventure Tassie
DERWENT RIVER
ii Derwent Valley Council Table of contents
1. Where Do We Want to Be? Our Vision and Values p.2
2. Where Are We Now? Our Valley p.4 The Need For Our Plan p.6 The Roles that Council Plays p.8 How the Plan Was Put Together p.9
3. What Did You Say? Economy p.12 Communities p.14 Environment p.16 Leadership and Partnerships p.16 Our Town Priorities p.17
4. Where Do We Want to Be? Our Future The Outcomes Sought p.18 Our Strategic Actions p.20 Our ‘Game Changers’ p.26
5. How Will We Measure Success? Measuring Success p.29 Evaluating Success p.29 Reporting Success p.29 Thank You p31
Appendix 1 p.33
Our Valley 2030 1 Where do we want to be: 1.Our Vision and Values
Working together, the Derwent Valley will become known for the beauty of its preserved natural environment and the produce and lifestyle it provides for a prosperous and proud community. The Valley will be inviting for visitors, investors and families alike, while remaining very much local as growth is balanced against preserving what is special about what we have already. We celebrate our history and our successes as we unite to deliver a sustainable future for the next generation. Natural. Inviting. Local. Natural By 2030, we have retained our sense of space and the peace that comes with that. While close to Hobart, we will never cease to be amazed at how that sense of space makes us feel like we are “a world away”. Tourism Tasmania & Graham Freeman Tasmania Tourism The Valley will continue to be known for its stunning landscape. But, we won’t rest on that achievement; collaborations will have furthered real improvements in the ‘health’ of the environment. As leaders in environmental management, water quality of the Derwent will be good and weeds will be much less of a problem.
Our community understands that our natural environment is an important part of our identity as is our link to our past. But it is also our future as we and others value our preserved natural history and beauty.
STYX BIG TREE RESERVE
2 Derwent Valley Council Inviting We are seen as a very inviting place to work, live and visit due to our unique blend of friendliness, space, natural beauty and vibrancy.
Tourism Tasmania & Rob Burnett Tasmania Tourism Farming, tourism and sustainable industry remain as large employers of local people.
New businesses – and subsequently contributing residents — are being attracted particularly to New Norfolk, which will grow.
Businesses will be attracted to the collective ‘sense of purpose’ that existing and diverse businesses have created, as they, too, have a real desire to contribute to the future of the community. This collective way of thinking and doing will lead to new ideas and create BUSH INN opportunities for the next generation. Local The people of the Valley value what we have here – the sense of community.
With steady growth in New Norfolk and
Agrarian Kitchen - Adam Gibson ongoing improvements to the look and feel of the central business district, the town is vibrant. This attracts locals and visitors alike.
The smaller towns of Westerway, Glenora, Bushy Park, Molesworth, Lachlan and Maydena are lively centres contributing to the lifestyle and services in the valley. Our community spirit is still strong and our towns feel peaceful. In these communities, access to transport is easy, with good links to Hobart and beyond.
Across the Valley educational facilities and after-hours medical services are readily available, as well as shops and entertainment. Improvements sought by the community are now visible and seen with much pleasure and pride.
We understand that our history is something that we should own. We should be proud of AGRARIAN KITCHEN EATERY who we are – put simply, a community that cares.
Our Valley 2030 3 Where are we now? 2.Our Valley
WORLD HERITAGE + 4,103km2 NATIONAL PARK AREAS LAND AREA 67%
IDENTIFY AS BORN 10,148 ABORIGINAL OVERSEAS 7% POPULATION1 & TORRES STRAIT ISLANDER SPEAK A LANGUAGE 43yrs OTHER THAN MEDIAN AGE 4.6% 1% ENGLISH
HOUSEHOLDS WITHOUT 5,069 INTERNET CONNECTION 25.2% RATEABLE HOUSEHOLDS PROPERTIES 23% RENTING
4 Derwent Valley Council GROSS REGIONAL $15M PRODUCT2 $327M COUNCIL ANNUAL OPERATING MEDIAN WEEKLY BUDGET INCOME $998 HOUSEHOLD INCOME
3 STAFF IN COUNCIL 59.92FTE 2,716 JOBS IN MAIN NORSKE SKOG THE VALLEY2 EMPLOYERS IN CORUMBENE THE VALLEY
HAVE A TRADE 1% QUALIFICATION HAVE OR ARE ATTENDING UNIVERSITY 24%
NB: Gross Regional Product (as of 30th June, 2017). GRP is the amount of the nation’s wealth, which is generated by businesses, organisations and individuals working in the Derwent Valley. 1 Australian Bureau of Statistics, 2017 2 https://economy.id.com.au/derwent-valley/population 3Derwent Valley Council Annual Plan 2018-19
Our Valley 2030 5 Nik
The Need for Our Plan Put simply, the Plan is like our compass. Creating the Plan hasn’t been easy, It sets the direction that the community however. Some tough decisions had to and Council believe that we all must be made to make sure the Plan didn’t take. It creates expectations of the ‘who, just become a ‘wish list.’ If this were what, how and when.’ That is, who is to happen, the Council runs the risk of responsible for delivering numerous spreading its efforts too thinly as there different strategies and actions (the will never be enough time, money or ‘what’ and ‘how’) and the timing of the people to do everything. planned completion of the strategies.
By having agreement on what we must work towards in the short, medium and long-term to achieve what the community and Council want for the Valley, we can continually improve our effectiveness and deliver services across the Valley in an efficient manner.
6 Derwent Valley Council How the Plan Will Be Merged Into Council’s Activities
Council is also mindful that there’s no • Council’s Asset Management Plan, point developing a Plan — that has ensuring that the construction and required a lot of thought and community maintenance of assets that Council input — if it doesn’t get delivered. To will have responsibility for — to support do that, this long-term plan needs to the Plan’s delivery — are appropriately be included in a number of existing and planned for; and new plans to ensure that what people want for the Valley is adequately costed • A range of strategies and plans for and factored into Council’s schedule of specific programs and projects are works. These plans include: also anticipated to be developed. These will often be developed in • Council’s Annual Plan, ensuring that partnerships with government, those actions that are the responsibility business and/or the wider community. of Council will be included into our annual planning;
• Council’s Long-Term Financial Plan, ensuring that the actions to be undertaken that Council has responsibility for will be appropriately costed and budgeted for;
Our Valley 2030 7 Steve Lovegrove Steve
The roles that Council plays In the community, the Council plays a number of roles. There are many organisations contributing to the Valley: be they government, business or not-for-profits and Council understands that we may not always be the best-placed organisation to undertake something. In the case of delivering this Plan, Council will need to play the following roles:
Deliverer Supporter To meet the needs of our community, In order for government, private and we build and manage various not-for-profit organisations within infrastructure (from roads to rubbish the Valley to deliver outcomes to the tips) and facilities (such as sports community, we may need to support grounds) as well as provide numerous them through collaborations and services and programs. partnerships.
Planner Facilitator In order for government, private and To meet longer term needs of our not-for profit organisations within the community, we play the lead role Valley to contribute to the community, in planning how the land within our Council’s role may be to bring communities should be developed these groups together to achieve a in order to meet the needs of, for resolution. example, the community, potential new residents and businesses, our farmers and the natural environment. Advocator
This planning is undertaken in To achieve some of the community’s consultation with relevant and more complex hopes, we speak affected groups. on their behalf to the State and Federal Government and agencies, in particular, to ensure that these hopes are delivered.
8 Derwent Valley Council How the Plan was put together To get to this point – having something meetings and interviews, listening meaningful on paper – required a posts outside of shops, roadhouses and conversation. A big conversation with schools, a forum and gave people the as many people across the Valley as we chance to provide submissions via our could in a limited timeframe. That’s not webpage or through ‘postcards’ — all to easy when people have busy lives for meet our community’s different needs. many different reasons. Overall, we ran over 40 meetings that We realised that, to do this, we needed obtained information about what the to try something different to what we’ve wider community believed are our tried before. As people may wish to most important social, economic, and get involved in different ways, we held environmental issues as well as how a conversation about “what you want the community believed that leadership for the Valley by 2030?” in a number and/or partnerships were tackling these of different ways. We ran hall-style issues.
Share your ideas and have your say on how you see the future of the Valley.
Here’s a few thought starters: . What I love about the Derwent Valley... . What I would like to see in the Derwent Valley . In 12 years’ time, I hope that the Derwent Valley is... . What we should keep in the Derwent Valley that is special . My hope for the future is...
Please drop this at the Council Administration Building, Circle Street, New Norfolk
DERWENT VALLEY COUNCIL
Our Valley 2030 9 A snapshot of the community workshops and listening posts conducted across the Valley:
“It’s peaceful, clean and “Some roads are a great too narrow for community.” trucks.”
“Get the council and Government to listen to what passionate people in the area Council Derwent Valley want!”
DERWENT VALLEY COUNCIL
“Lobby to improve the poor mobile reception.” Derwent Valley Council Derwent Valley
10 Derwent Valley Council “Council could improve communications.” “At least you’re getting out and asking people – that’s great!” Derwent Valley Council Derwent Valley
DERWENT VALLEY COUNCIL
“Tell our stories: our beautiful environment, our generous community, our delicious food, “Great that you our history, our are giving people achievements, our a chance to have waterfront.” their say!”
Our Valley 2030 11 3.What did you say? You told us what matters to you: while there is diversity in the hopes and concerns that the community has around social, economic, environmental and leadership issues, there is much common ground.
Summary of these issues raised: ECONOMY
Growing the economy More jobs created from having a competitive, diverse – in a careful way - is and innovative economy were identified as being very “ important to the Valley. important. Based on being viewed as being clean and green, together with our outstanding heritage, there are great opportunities to build on the important economic assets we have — with Norske Skog, Corumbene and our farming sector — as well as leveraging our amazing natural and cultural assets, showcased by Mt Field, the River Derwent and Willow Court.
Participants told us we could grow our farming and tourism sectors (with tourism possibilities in farming and food, heritage, adventure and eco-tourism) as well as our enterprising and diverse small business sector.
In spite of our tremendous assets, we currently don’t have the profile and offerings amongst tourists and potential businesses that we would like.
Other challenges were also identified.
Firstly, we need to change our story, we need to be positive about what we have in the Valley regarding our people, our businesses, our environment and our past.
Secondly, people identified that we are a community with long-term unemployment and educational challenges. Therefore, we need to use different ways of thinking to get people job-ready; for example, through a staged approach to improving school education levels attained
12 Derwent Valley Council Derwent Valley Council Derwent Valley
COMMUNITY CONSULTATION
as well providing access to education specific to the needs of our industry sectors.
Finally, it is important to ensure that a balanced approach is taken to business growth. It was identified that jobs are required, however it cannot be at the expense of our lifestyle, or risking what makes us special.
…but needs to be To meet the present and future demands of our “strengthened by good community and businesses, we need to plan properly and into the longer-term. infrastructure of all shapes and sizes. It was identified that the economy needs the support of quality infrastructure – such as roads and rail — to help make our economy competitive and innovative. Upgraded road access between the Derwent and Huon Valleys was seen as vital to improved tourism outcomes and reduced distribution costs for agricultural produce.
Opportunities for the old Derwent Valley Line, notably rail tourism or bike riding, gained attention. Similarly, improving phone and internet reception was also considered highly important.
Our Valley 2030 13 COMMUNITIES
To make our There were many complex issues that the community “communities highly believe need long-term attention. liveable, we need The cost, availability and location of housing in the Valley to confront some was identified as a contributing factor to our quality of medium- to long- life. The pressures of owning and renting houses are seen as a consequence of the Valley’s attractiveness term issues. due to the beauty of our surrounds, the relatively low cost of living and affordability of housing.
Long-term poverty, unemployment and low education levels are considered to be issues that require much attention in the future if our community’s quality of life is to be maintained or, in some cases, improved. Many people believe we cannot grow too much, in terms of population, businesses or tourism; otherwise, we run the risk of losing all about the Valley that we love, such as its sense of peace and space.
There were some issues that the community raised, such as rubbish collection, that Council itself can consider.
Improvements could While many services are available in our community, “be made to the there is a great deal of room for improvement in providing these services in a more effective and efficient services we receive way in order to maintain or improve our quality of life. – and how they are directed When many organisations from government, business and not-for-profits are involved in delivering services — such as education, medical and health, sports and recreation, arts and culture, youth and family support to name a few – there is always a risk of some doubling up and fragmentation in delivery. Therefore, to improve delivery and what people get out of these services, a more coordinated approach should be taken, where necessary.
…and we need to It was considered really important that, to keep happy “ensure there are and healthy, we need to keep our minds and bodies active. That means we need to have entertainment and activities to live happy activities for people of all ages. and healthy lives. While it was identified that we need facilities from a sports precinct to skate parks to a performance hall as well as a calendar of events, it was also identified that there are things that communities, themselves, could organise – even as simple as organising a good bonfire.
14 Derwent Valley Council Pete Harmsen Pete
WESTERWAY RASPBERRY FARM
It is important that The community said that it was important to be able to access well-delivered services and to have access to “we have improved activities and things to do. For our communities to be access to these physically and mentally healthy, having the opportunity services and activities. to learn or even simply enjoying themselves shopping or being entertained, transport is sometimes needed. That’s not always easy for some people. Therefore, we need public transport from our outlying towns into New Norfolk, to the Trade Training Centre and also continued services (preferably, more frequently) into Hobart. We also need to “change our story There were a number of people across the community who courageously raised the subject of “who are we?” of what is great They felt that there are times when, even though we are a about the Valley and community of people who care, we don’t reveal the most ourselves. positive image of ourselves, within the Valley as well as to visitors and interested investors.
Now, that certainly means that we can do more to improve the appearance of our communities; everything from improved signage to clean main streets and mown road sides.
People felt that our past has left a significant weight over how we view the Valley and its people, now and into the future. With compassion for ourselves and our past, we must change the story we have of ourselves and our Valley, encouraging greater pride.
Our Valley 2030 15 ENVIRONMENT
We need to Maintaining our beautiful landscape has been identified “proactively look after as having huge benefits; for example, maintaining the richness and diversity of the plants and animals. our lived, built and Looking after the environment is also seen to be natural environments. important in other major ways.
Residents and visitors alike enjoy our Valley because of its natural beauty and benefits to our wellbeing. So, we need to preserve the quality of that.
Managing the environment needs to move beyond ...complicated by viewing it in isolation — it has significant connections “climate change and with growing and maintaining a competitive and the need to sustain innovative economy. Maintaining a ‘healthy’ our economy and environment has huge benefits to our farmers as well as to our tourism sector. population. Similarly, a clean and green environment also plays a critical role in maintaining highly liveable communities and enhancing the wellbeing of everyone. This is particularly the case when it is considered that climate change will still have an impact on the Valley. Protecting our beautiful environment needs greater consideration through time, rather than just thinking about economic and social development. LEADERSHIP & PARTNERSHIPS
Council must deliver It’s one thing to write a plan which properly tries to “the Plan effectively factor in what the community wants. It’s another thing to properly deliver the Plan in a way that clearly shows and transparently how well – or poorly – Council are delivering the actions, collectively and individually.
Council needs to understand that as a result of holding the community consultation, the community does not …but can’t do it all on want the Plan to go to waste. “its own. To deliver the Plan, Council needs to take a whole of community – and whole of government – approach. That is, Council does not have the expertise to do all that the community wants.
In order to deliver the Plan effectively and recognise the aspirations of the community, different approaches need to be utilised. We will have to engage in partnerships and collaborations with the State and possibly Federal Governments, businesses and non-government organisations (including local associations and committees).
16 Our towns’ priorities Part of what makes the Derwent Valley such a great place to live, invest or visit is the variety in our towns. No two are alike. Similarly, there is variety in what the towns think is important: What’s great:
What’s great: Sense of community; lifestyle; peace and beauty; the Our farms, the national markets and committee. park; people are What’s great: friendly. Your feedback: People and sense of community; natural Your feedback: Improve access via public transport and footpaths; landscape; the hall, Lions Increased eco- and agri- mobile phone reception; lack Club and Fire Brigade. tourism; upgrade Plenty of rentals; publicise lifestyle. Link Rd and Jeffreys Track; Your feedback: weed & willow control; Install toilets at hall; need new Further funding for 26Ten; improve access to Tyenna people on show committee; improved phone and River, walking track, public need things to do; and need internet reception; need a toilet. footpaths to school and shop. shop again; off-leash dog park; improved walking Westerway Glenora and tracks and tourism roads, Bushy Park a community notice board. Molesworth
Maydena New Norfolk Lachlan What’s great: What’s great: Fresh air, the national park; Clean; proximity to Hobart; outdoors – fishing / biking What’s great: the river; hidden gem; we / bushwalking. Fresh air; strong, pull together. supportive community; the Your feedback: Your feedback: hall and BBQs; space. Build our profile for Ensure all shops are our tourism and Your feedback: occupied; clean up High St produce; attract diverse Track to New Norfolk and its streetscape; grow a residents; improve for walking or cycling; diverse population; attract whole-of-government increase hall usage; businesses; more things to communications with the increased police patrols; do; improve mental health community; local jobs and need a shop . support; more frequent public transport. public transport; engage with youth; more affordable housing. 17 Where do we want to 4.be: Our Future The Outcomes Sought To deliver on the vision introduced near the beginning of this document requires much thought, discipline and a coordinated approach. To determine how we will meet the shared vision, we have identified that what the community is seeking falls under eight outcomes. These are:
A regionally diverse, competitive and innovative A well-planned and valley that is attractive to all. supported infrastructure to meet the growing demands An economy that does of the region. not rely on a few big employers but instead, Through good has steadily attracted planning, delivery and and supported an array advocacy, we have of small to medium the roads, phone and businesses who are internet reception, and collaborative and keen to conveniences that we contribute to the Valley. deserve and need. As local jobs grow, we 1 have still worked together to keep our Valley’s sense of the local. 2 Services are integrated to maximise We preserve, protect and opportunities and participation. promote our lived, built and natural environment for the Together, services are delivered next generation. in a coordinated way so that the particular needs of the We have retained and community don’t slip through protected the surrounding the cracks. Significant beauty and productivity 3 improvements are being of our farms and natural achieved in services to those landscapes against less fortunate and there are potential development services related to health and and have transformed our medical, education, sports and heritage into something recreation, arts and culture, we are truly proud of. 4heritage, our youth and families.
18 Derwent Valley Council
The Valley has a range of activities to improve physical The Valley has highly liveable or mental wellbeing. and engaged communities, supported by access to its There are more things needs. to do for people of all ages in order to keep Peoples’ lives and them stimulated, happy, lifestyles are improving comfortable and healthy. as community assets This helps to grow the are being built to support pride we already have in people being happy and our community and the healthy. Our communities Valley. look tidier and public transport is making it easier to access services, 5 jobs and entertainment. There are greater housing options now available for people who are renting or buying homes. The Derwent Valley brand shapes 6 our story and reputation.
Through sharing our amazing story with the outside The Plan is implemented world, the Valley celebrates through effective and what is so special about its transparent governance and communities, environment partnerships. and heritage. We are rightly proud of who we are.7 Council leads the delivery of the plan and ensures effective governance is in place for good decision making and communication about progress and outcomes. Partnerships 8are established across government and the community to maximise participation and to create value for the community.
Our Valley 2030 19 Our Strategic Actions
A regionally diverse, competitive and innovative Valley that is attractive to all.
1.1. Facilitate partnerships and 1.11. Improve directional1 signage to the discussions to identify education New Norfolk Town Centre. and training opportunities required to meet the Valley’s future 1.12. Improve tourism signage within economic needs. each town, highlighting the popular destinations (food, wine, heritage, 1.2. Advocate for affordable education environment). or learning facilities to be based in the Valley. 1.13. Enhance visitor services to become a key asset in Derwent Valley that 1.3. Facilitate business development provides quality information on workshops for our small passive (including self-guided) businesses. and active touring activities and our food, heritage and environment 1.4. Facilitate development sessions assets. suitable for the Valley’s tourism professionals. 1.14. Advocate for increased private transport options to major tourism 1.5. Facilitate a viable adaptive reuse for attractions during peak tourism Willow Court. season.
1.6. Develop and implement a master 1.15. Improve signage and access to plan for the Willow Court precinct. Peppermint Hill and Pulpit Rock lookouts. 1.7. Facilitate the instigation of a social enterprise forum for local 1.16. Investigate demand for food businesses. caravans at key Valley destinations during peak season. 1.8. Investigate opportunities to provide spaces for artists, performers and 1.17. Support the implementation of the social enterprises. Western Wilds Tourism Journey.
1.9. Develop and implement a master 1.18. Develop and implement a master plan for High Street’s future plan to improve access to the (including improved lighting). Derwent and Tyenna Rivers (at The Esplanade and Westerway, 1.10. Enhance the physical appearance for example) for recreation and of the gateways to our Valley. tourism.
20 Derwent Valley Council A well-planned and supported infrastructure to meet the growing demands of the region.
2.1. Advocate on behalf of the 2.4. Advocate for improved tourist road community for access to new quality, especially2 sealed all-year and existing phone and internet access roads, eg. Lake Dobson technologies for the entire Valley. Road.
2.2. Promote community response to 2.5. Promote community understanding Federal Black Spot Eradication of infrastructure needs and Programs as they become priorities. available. 2.6. Install public toilets in the Upper 2.3. Advocate for sealed road access Derwent Valley. to connect us to the to the Huon Valley.
We preserve, protect and promote our lived, built and natural environment for the next generation.
3.1. Promote community understanding 3.5. Continue the efforts of the Weed 3of the benefits of environmental Management Plans to eradicate activities. priority weeds through best practice weed management. 3.2. Develop a sustainable land use strategy that facilitates considered 3.6. Encourage Biosecurity Tasmania to growth and tourism while implement strategies as required, preserving and protecting our ensuring our agricultural sector is natural and built environment and protected. strategic farming land. 3.7. Support and encourage sustainable 3.3. Develop and implement a Waste agricultural programs. Management Strategy that considers increased recycling and 3.8. Collaborate to connect remnant reuse opportunities, the reduction vegetation patches to create green of single use plastics and an corridors. improved tip shop.
3.4. Build on the outcomes achieved from the Willow Warriors Willow Control Program.
Our Valley 2030 21 Our Strategic Actions cont’d Services are integrated to maximise opportunities and participation.
4.1. Facilitate and coordinate efforts 4.8. Facilitate the establishment of to assist disadvantaged and a Derwent Valley Sports and marginalised members of our Recreation Body.4 community. 4.9. Facilitate the establishment of a 4.2. Promote awareness within the Derwent Valley Youth and Family community of external funding Services Body. opportunities for home energy efficiency schemes. 4.10. Increase connections between schools and local services/ 4.3. Facilitate the holding of financial businesses to support the literacy workshops through the Children’s University Project. Valley and increase coordination of provision of literacy and numeracy 4.11. Facilitate the establishment of a services. Derwent Valley Heritage Body.
4.4. Facilitate increased coordination of 4.12. Explore the feasibility of locating effort to provide collaborative and the Historical Information Centre improved: with the Visitor Information Centre.
• Health services 4.13. Facilitate events, activities and • Allied health services forums requiring collaboration between older and younger • Mental health services generations to connect and work • Aged and palliative care services together.
4.5. Advocate for health, allied health, 4.14. Explore the expansion of a mental health, aged and palliative community ‘Learn to Drive’ care services required and access program utilising community to 24/7 services. mentors.
4.6. Advocate for a one-stop shop for 4.15. Partner with schools to mentor and State government services. build resilience within our young people. 4.7. Facilitate the establishment of a Derwent Valley Arts and Culture Body to more effectively coordinate offerings.
22 Derwent Valley Council The Valley has a range of activities to improve physical or mental wellbeing.
5.1. Investigate feasibility of a walking 5.5. Collaborate with relevant 5/ cycling path between the school organisations to establish a range and shop at Bushy Park. of activities and events for all of the community to participate in 5.2. Investigate the feasibility of walking throughout the year. tracks that allow dogs e.g. The Esplanade, Tynwald Park, New 5.6. Investigate feasibility of Norfolk, Bicentennial Track, The establishing community gardens Wetlands, around Molesworth and throughout the Valley. along the Tyenna at Westerway. 5.7. Develop secure playground areas in 5.3. Based on outcome of engineering each town. assessment create a future strategy for the use of the Derwent 5.8. Support the community to identify Valley Line corridor. ways to increase the use of community halls and activities for 5.4. Investigate feasibility of a walking / all. cycling path between Lachlan and New Norfolk. 5.9. Sporting infrastructure encourages community well-being and participation.
The Valley has highly liveable and engaged communities, supported by access to its needs.
6.1. Investigate the development of a 6.6. Develop and implement a targeted year round, multi-purpose sporting approach to the creation of facility . footpaths in the6 Derwent Valley.
6.2. Explore feasibility of developing a 6.7. Facilitate conversations with the centre for arts and performances. community to establish the case for increased public transport and 6.3. Investigate the establishment of a advocate for increased funding for suitable community meeting space public transport to employment at Maydena. and educational opportunities and community services and events. 6.4. Install a community noticeboard in Molesworth. 6.8. Develop and publish a program to regularly mow our roadside verges. 6.5. Facilitate the development of an action plan for Maydena.
Our Valley 2030 23 Our Strategic Actions cont’d
6.9. Educate the community about road 6.12. Assist the community to investigate side littering. the viability of re-opening of the shops at Molesworth and Lachlan. 6.10. Facilitate partnerships with private and NGO housing providers to 6.13. Collaboratively communicate understand housing and rental accurate crime statistics to inform needs of our community. and engage the community.
6.11. Develop and implement a 6.14. Ensure that master plans for public sustainable housing strategy which areas contribute to the community considers housing and rental feeling of safety. options (including cooperative housing).
The Derwent Valley brand shapes our story and reputation.
7.1. Facilitate the development of a 7.6. Facilitate peak tourism7 season Derwent Valley brand strategy events in High St, The Esplanade reflecting who we are (green, and Willow Court that showcase organic and our heritage). local produce / fashion / arts / musicians / photography / 7.2. Implement the Derwent Valley patchwork quilts / artisan furniture brand strategy. / social enterprises.
7.3. Work in partnership with artists, 7.7. Host a forum to explore how the social enterprises and others to talents within our community innovatively explore our story can be used to contribute to to establish events and media the economy or community eg; coverage that celebrate us and our amateur beekeepers who would diversity. love to share their skills or produce with community. 7.4. Champion stories that celebrate our younger people’s achievements. 7.8. Pilot events and festivals that celebrate learning and education 7.5. Champion stories of the such as writers’ festivals, school community’s talents and how they students achievements. are being used to promote pride in the Valley.
24 Derwent Valley Council The Plan is implemented through effective and transparent governance and partnerships.
8.1. Integrate monitoring of the Plan’s 8.7. Facilitate the development and progress into Council’s governance implementation of8 a Beyond processes. 2030 Committee – with State government involvement. 8.2. Communicate 12-monthly easy- to-read monitoring reports to the 8.8. Explore the benefits of diverse community. citizen juries when implementing strategies and plans of a complex 8.3. Develop a Plan Delivery nature. Communication Strategy which considers media and face-to-face 8.9. Council will partner with other options to communicate how the government organisations and the Plan is being progressed. community to deliver benefits to the community. 8.4. Explore the feasibility of establishing portfolios for 8.10. Continually improve whole-of- councillors. government communications with the community. 8.5. Ensure that Council takes a prudent approach to budget development 8.11. Develop and implement a roads and delivery. hierarchy that is communicated to the public. 8.6. Review the structure and effectiveness of Council’s Special Committees in consideration of the Plan’s future delivery.
Further detail on the responsibilities and timings associated with the delivery of these outcomes and their strategic actions are presented in Appendix 1. Esmehelit
VIEW FROM MT FIELD LOOKOUT
Our Valley 2030 25 Bike Park Bike Maqydena Tassie Boound Adventures Tassie Dr Anthony Stagg Westerway Raspberries Westerway Alexandre Godreau Alexandre Tourism Tasmania & Rob Burnett Tasmania Tourism Pete Harmsen Pete Westerway Raspberry Farm Westerway
26 Derwent Valley Council Our ‘Game Changers’ During the Your Valley Your Voice conversations, it was no surprise that so many people had great ideas around our community, economy, environment and the leadership and partnerships that will be required.
While the Plan in Appendix 1 spells out in much detail how these ideas will be delivered, there were some ideas that came out time and time again that needed to be highlighted. Ideas that the community felt could make a real difference – our game changers.
Activate Willow Court Young people are engaged in our [Strategic actions 1.6, 1.5] community [Strategic actions 4.9, 4.13, 4.15, 7.4] Improve the appearance of our towns [Strategic action 1.10] Develop a Derwent Valley brand to help us grow and change our story Establish public transport beyond [Strategic actions 7.1, 7.2] New Norfolk [Strategic action 6.7] Establish different options for sustainably designed housing We collaborate and work better [Strategic actions 6.10, 6.11] together [Strategic actions 1.1, 1.2, 1.3, 1.4, 1.8, 2.1, 2.2, 3.5, 4.1, 4.4, 4.5, 5.9, 6.7, Improve access to the river for 7.8] enhanced tourism and recreation opportunities [Strategic action 1.18] Our vision guides our growth [Strategic actions - all]
Our Valley 2030 27
Janelle
HOPS IN FLOWER
28 Derwent Valley Council How Will We Measure 5.Success? Measuring Evaluating Reporting Success Success Success We will learn a lot while As part of that continual There has been great delivering the Strategic learning, it is important feedback from the Plan. It’s therefore to be open to the need community that people important to be able to to modify the Plan from are keen to have the clearly measure how time to time, based on opportunity to hear effective and successful how we are progressing. through time about the we are as well as track progress made – good progress against what is As noted above, this and bad – as identified stated in the activities in plan has been developed in the indicators and Appendix 1. In order to with an expectation community survey. measure how successful that it will need more we have all been in than just Council to Therefore, to ensure that delivering the vision, deliver it; similarly, there is accountability outcomes and actions, evaluating success also and transparency, a we will call on two needs to involve the report will be prepared means. These are: wider community. It is every 12 months on our therefore anticipated progress. This will be 1. Our indicators: that a committee will presented in different as presented in be established to take ways to the community Appendix 1, Council us beyond 2030. This (such as face-to-face has identified a will not only evaluate report back sessions) to series of indicators progress, but also meet different needs. that will measure identify and resolve how successfully obstacles to success. the actions to be undertaken deliver the The Committee will eight outcomes that meet on an as-yet-to- underpin the Plan’s be determined schedule vision; and each year.
2. A community survey: every two years, Council will undertake a survey to evaluate how satisfied the community is with the progress being made.
Our Valley 2030 29 Dietmar
NOTHOFAGUS GUNNII (Deciduous Beech)
30 Derwent Valley Council Thank You
This Plan wouldn’t be possible without the countless people within the community who gave of their time as well as shared their hopes and concerns with us.
To all of those people from Westerway, Maydena, Bushy Park, Glenora, New Norfolk, Lachlan, Molesworth and across the Valley, we sincerely say thank you.
If you are interested in keeping informed – or getting involved in delivering the Plan — please contact us at: [email protected] with Our Valley 2030 in the subject line.
Our Valley 2030 31 Tourism Tasmania & Peter Whyte & Peter Tasmania Tourism
AGRARIAN KITCHEN FARM
32 Derwent Valley Council Appendix 1.
Our Plan In Detail Changes in our community and across Tasmania and the world mean that we can no longer respond to situations in an unprepared way. Our Valley 2030 gives us, the Council and the community an opportunity to plan for inevitable changes.
To effectively implement the plan, we will need to work with a range of stakeholders; many of these are listed below under the various actions and the stakeholders listed in each action may also vary.
These indicators and timings will help us to forward plan and allocate resources to various projects and actions within the document. If there are major changes in our community or new challenges facing the Council, it may be necessary to review the timing of the actions.
In order for the actions from the Plan to be the best that they can, and to encourage continuous improvement, we will use the Plan, Do, Check, Act methodology.
Plan how we are going to do things
Act Do on the outcomes the actions at the appropriate time
Check that the actions are being done correctly
Our Valley 2030 33 A Regionally Diverse, Competitive and Innovative 1 Valley That Is Attractive To All. Our Indicators:
Improved educational trends in the Improved tourist and day visitor trends community. across the Derwent Valley. Increased employment rate. New development trends across the Derwent Valley. Number of new businesses in the Derwent Increased activation of the Willow Court Valley. precinct. Attendance at business and tourism development initiatives.
Timing:
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
1.6 1.1 1.12 1.2 1.7 1.18 1.16 1.9 1.15 1.8
Strategic Action 1.10 1.13 1.11
Ongoing
1.3 1.4 1.5 1.14 1.17
34 Derwent Valley Council Strategic Actions Lead Stakeholders Timing
Educational Support for Our Local Workforce Needs
1.1 Facilitate partnerships and DVC Trade Training School 2020 discussions to identify education Service providers and training opportunities required to meet the Valley’s High School future economic needs. TAFE Skills TAS
1.2 Advocate for affordable DVC Service providers 2022 education or learning facilities to and be based in the Valley. ongoing
1.3 Facilitate business development Business DVC Ongoing workshops for our small Tas businesses.
1.4 Facilitate development sessions Destination DVC Ongoing suitable for the Valley’s tourism Southern professionals. Tasmania Tourism operators
Turning Willow Court into Something Even More Special
1.5 Facilitate a viable adaptive reuse DVC Ongoing for Willow Court.
1.6 Develop and implement a DVC 2019 masterplan for the Willow Court precinct.
Allowing Social Enterprises, Artists and Performers to Contribute to the Valley
1.7 Facilitate the instigation of a DVC Business Alliance 2023 social enterprise forum for local businesses.
1.8 Investigate opportunities to DVC High Street shop 2022 provide spaces for artists, owners performers and social Derwent Valley enterprises. businesses & artists
Our Valley 2030 35 Strategic Actions Lead Stakeholders Timing
Making the Valley an Inviting Place to Visit
1.9 Develop and implement a DVC High Street shop 2020 masterplan for High Street’s owners future (including improved lighting).
1.10 Enhance the physical appearance DVC Tourism organisations 2020 of the gateways to our Valley. State Government
1.11 Improve directional signage to DVC 2020 the New Norfolk Town Centre.
1.12 Improve tourism signage within DVC Service providers 2021 each town, highlighting the popular destinations (food, wine, heritage, environment).
1.13 Enhance visitor services to DVC Service providers 2022 become a key asset in Derwent Destination Southern Valley that provides quality Tasmania information on passive (including self-guided) and active touring Visitor Information activities and our food, heritage Centre and environment assets.
1.14 Advocate for increased private DVC Service providers Ongoing transport options to major Destination Southern tourism attractions during peak Tasmania tourism season.
1.15 Improve signage and access to DVC 2021 Peppermint Hill and Pulpit Rock lookouts.
1.16 Investigate demand for DVC 2019 food caravans at key Valley destinations during peak season.
36 Derwent Valley Council Strategic Actions Lead Stakeholders Timing
1.17 Support the implementation DVC Destination Southern Ongoing of the Western Wilds Tourism Tasmania Journey. Tourism Tas Derwent Valley Tasmania Tourism Industry Council of Tasmania
1.18 Develop and implement a master DVC State Growth 2026 plan to improve access to the Private landowners Derwent and Tyenna Rivers (at The Esplanade and Westerway, Fisheries for example) for recreation and Crown Land tourism. Parks & Wildlife Service
Associated Strategies:
4.3 Literacy and numeracy 5.5 A range of activities and events educational services
6.8-6.9 Improving the appearance of our 7.1-7.2 Derwent Valley brand strategy community
7.4 Celebration of our story 7.8-7.9 Championing our community’s talents
8.13 Mentor our community leaders Anonymous
GRAIN AT ROSEGARLAND
Our Valley 2030 37 A Well Planned and Supported Infrastructure to 2Meet the Growing Demands of the Region. Our Indicators:
Our road and bridge network supports We have a suite of fit for purpose land planned growth. use, master and precinct plans.
Public amenities are sufficient to meet Our community understands the identified needs. Valley’s road management and implementation hierarchy. All opportunities to promote Black Spot and similar funding are provided to the community.
Timing
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
2.6 Strategic Action
Ongoing
2.1
2.2
2.3
2.4
2.5
38 Derwent Valley Council Strategic Actions Lead Stakeholders Timing
Improving the Quality of Our Telecommunications
2.1 Advocate on behalf of the DVC State Growth Ongoing community for access to new Federal Government and existing phone and internet technologies for the entire Valley.
2.2 Promote community response to DVC Federal Government Ongoing Federal Black Spot Eradication Programs as they become available.
Improving Our Infrastructure
2.3 Advocate for sealed road access DVC State Growth Ongoing to connect us to the Huon Valley. Department of Premier & Cabinet Huon Valley Council
2.4 Advocate for improved tourist DVC State Growth Ongoing road quality, especially sealed Destination Southern all-year access roads, eg. Lake Tasmania Dobson Road. Derwent Valley Tourism Parks & Wildlife Service
2.5 Promote community DVC Ongoing understanding of infrastructure needs and priorities.
Improving Access to Public Toilets
2.6 Install public toilets in the Upper DVC Private landowners 2023 Derwent Valley.
Associated Strategies:
3.2 Sustainable land use strategy 5.1 -5.4 Tracks and trails
6.6 Footpaths in the Derwent Valley
Our Valley 2030 39 We Preserve, Protect and Promote Our Lived, Built 3 and Natural Environment. Our Indicators:
Increased awareness of the benefit of Maintenance of existing agricultural protecting the environment through land throughout the Valley. participation in environmental activities. Land management strategies are Water quality meets targets set in integrated in all our land uses and ANZECC water quality guidelines for planning. nutrients, pH, dissolved oxygen and turbidity. % of waste diverted from landfill.
Timing
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
3.6 3.2 3.3 3.7
Strategic Action 3.8
Ongoing
3.1 3.4 3.5
40 Derwent Valley Council Strategic Actions Lead Stakeholders Timing
Promoting and Preserving Our Lived, Built and Natural Environment
3.1 Promote community Derwent DVC Ongoing understanding of the benefits of Catchment environmental activities. TasWater
3.2 Develop a sustainable land DVC Agricultural sector 2020 use strategy that facilitates Historians considered growth and tourism while preserving and Environmental protecting our natural and build managers environment and strategic Central Highlands farming land. Council
Reducing Our Rubbish Going to the Tip
3.3 Develop and implement a Waste DVC Farmers and industry 2024 Management Strategy that bodies considers increased recycling Tidy Towns and reuse opportunities, the reduction of single use plastics and an improved tip shop.
Continuing the Management of Weeds, Willows and Biosecurity
3.4 Build on the outcomes achieved Derwent DVC Ongoing from the Willow Warriors Willow Catchment Private landholders Control Program. Central Highlands Council
3.5 Continue the efforts of the Weed Derwent DVC Ongoing Management Plans to eradicate Catchment Private landholders priority weeds through best practice weed management. Central Highlands Council
3.6 Encourage Biosecurity Tasmania Biosecurity DVC 2019 to implement strategies Tasmania and Central Highlands as required ensuring our Ongoing Council agricultural sector is protected.
Our Valley 2030 41 Strategic Actions Lead Stakeholders
Improving Water Quality Within Our Rivers
3.7 Support and encourage Derwent DVC 2020 sustainable agricultural Catchment and Private landholders programs. Ongoing Central Highlands Council
Expanding Our Native Vegetation and Animal Habitat
3.8 Collaborate to connect remnant Greening DVC 2020 vegetation patches to create Australia and Derwent Catchment green corridors. Ongoing
Associated Strategies:
3.2 Sustainable land use strategy 6.9 Education on roadside rubbish Anonymous
GLENORA HOP FIELDS
42 Derwent Valley Council Services are integrated to maximise opportunities 4 and participation. Our Indicators:
Advisory bodies are established to meet Increased employment rate. identified community actions. Increased participation by people under Increased number of integrated social 30 in community organisations and strategies, programs and services in the activities. Valley.
Timing:
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
4.7 4.11 4.3 4.1 4.10 4.12 4.6 4.8 4.15 4.14 4.4 4.13 4.9 Strategic Action
Ongoing
4.2 4.5
Our Valley 2030 43 Strategic Actions Lead Stakeholders Timing
Helping the Disadvantaged and Marginalised
4.1 Facilitate and coordinate efforts DVC Service providers 2022 to assist disadvantaged and marginalised members of our community.
4.2 Promote awareness within the DVC Ongoing community of external funding opportunities for home energy efficiency schemes.
4.3 Facilitate the holding of financial Service DVC 2021 literacy workshops through the Providers and Valley and increase coordination Sport and Recreation ongoing of provision of literacy and groups numeracy services.
Providing the Best Medical, Health and State Government Services Possible
4.4 Facilitate increased coordination DVC Service providers 2022 of effort to provide collaborative and improved: • Health services • Allied health services • Mental health services • Aged and palliative care services
4.5 Advocate for health, allied health, Service DVC Ongoing mental health, aged and palliative Providers care services required and access to 24/7 services.
4.6 Advocate for a one-stop shop for DVC 2025 State government services.
Providing the Best Sports, Recreation, Arts and Cultural Services Possible
4.7 Facilitate the establishment DVC Artists and Performers 2019 of a Derwent Valley Arts and Culture Body to more effectively coordinate offerings.
44 Derwent Valley Council Strategic Actions Lead Stakeholders Timing
4.8 Facilitate the establishment of DVC Sports and Recreation 2019 a Derwent Valley Sports and groups Recreation Body.
Empowering Our Younger People to be All They Wish to Be
4.9 Facilitate the establishment of a DVC Service providers 2019 Derwent Valley Youth and Family Services Body.
4.10 Increase connections between DV Youth DVC 2023 schools and local services/ & Family businesses to support the Services UTas – Peter Children’s University Project. Body Underwood Centre
Improving Management of the Valley’s Built and Community Heritage
4.11 Facilitate the establishment of a DVC Local historians 2020 Derwent Valley Heritage Body.
4.12 Explore the feasibility of locating DVC DV Heritage Body 2024 the Historical Information Centre Visitor Information with the Visitor Information Centre Centre.
Growing Our Volunteer Pool
4.13 Facilitate events, activities and DVC Schools 2023 forums requiring collaboration COTA between older and younger generations to connect and work Community together. organisations Churches
4.14 Explore the expansion of a DVC Schools 2021 community ‘Learn to Drive’ COTA program utilising community mentors. Community organisations Churches
Our Valley 2030 45 Strategic Actions Lead Stakeholders Timing
4.15 Partner with schools to mentor DVC Schools 2020 and build resilience within our COTA younger people. Community organisations Churches
Associated Strategies:
5.1-5.4 Increasing number of tracks 5.5-5.9 Keeping people stimulated available
6.1 Sports precinct development 6.2 Centre for arts & performance development
6.10-6.11Improving housing opportunities 7.4 Championing young people’s for diverse needs achievements
7.4 Championing young people’s achievements Stephen Richardson
LAKE PEDDER
46 Derwent Valley Council The Valley has a range of activities to improve 5 physical or mental wellbeing. Our Indicators:
There is a diverse range of sporting, There is an increased use of sporting cultural, artistic and social activities and facilities in the Derwent Valley. bodies for people to become involved with in the community. Activities are promoted and well supported.
Timing:
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
5.8 5.3 5.7 5.1 5.2 5.9 5.6 5.4 5.5
Our Valley 2030 47 Strategic Actions Lead Stakeholders Timing
Increasing the Number of Tracks and Trails Available
5.1 Investigate feasibility of a walking DVC Community 2025 / cycling path between the school State Growth and shop at Bushy Park.
5.2 Investigate the feasibility of DVC Community 2026 walking tracks that allow dogs State Growth e.g. The Esplanade, Tynwald Park, New Norfolk, Bicentennial Track, The Wetlands, around Molesworth and along the Tyenna at Westerway.
5.3 Based on outcome of engineering DVC 2021 assessment create a future strategy for the use of the Derwent Valley Line corridor.
5.4 Investigate feasibility of a walking DVC Community 2026 / cycling path between Lachlan and New Norfolk.
Keeping People of All Ages Stimulated Throughout the Year
5.5 Collaborate with relevant DVC DV Sports & 2026 organisations to establish a Recreation Body range of activities and events DV Arts & Culture Body for all of the community to participate in throughout the year. DV Aged Care Body DV Youth Body DV Heritage Body
5.6 Investigate feasibility of DVC Service providers 2025 establishing community gardens Community throughout the Valley.
5.7 Develop secure playground areas DVC Community 2024 in each town.
5.8 Support the community to DVC Lachlan community 2019 identify ways to increase the use of community halls and activities for all.
48 Derwent Valley Council Strategic Actions Lead Stakeholders Timing
5.9 Sporting infrastructure DVC Community service 2024 encourages community well providers being and participation. Sport and Recreation body
Associated Strategies:
4.7 Establish DV Arts & Culture Body 4.8 Establish DV Sports & Recreation Body
6.1 Sports precinct development 6.2 Centre for arts & performance development
7.7–7.10 Increasing pride in what the community offers Maydena Bike Park Bike Maydena
THE SUMMIT CAFE
Our Valley 2030 49 The Valley has highly liveable and engaged 6communities supported by access to its needs. Our Indicators:
The community has a greater level of Increased community participation in satisfaction with the facilities available. Council and community activities.
There are increased public transport There is an increased variety of options and a greater uptake in public recreation and retail options to meet transport services. diverse community needs. Increased development and building Decrease in littering. applications.
The community feels safe.
Timing: 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
6.4 6.5 6.10 6.14 6.11 6.3 6.1 6.2 6.7 6.6
Strategic Action 6.8
Ongoing
6.9 6.12 6.13
50 Derwent Valley Council Strategic Actions Lead Stakeholders Timing
Increasing Our Community Assets
6.1 Investigate the development DVC DV Sports & 2027 of a year round, multi-purpose Recreation Body sporting facility.
6.2 Explore feasibility of developing a DVC DV Arts & Culture Body 2028 centre for arts and performances.
6.3 Investigate the establishment of DVC Maydena Community 2025 a suitable community meeting Association and others space at Maydena. in community
6.4 Install a community noticeboard DVC 2019 in Molesworth.
6.5 Facilitate the development of an DVC Maydena Community 2020 Action Plan for Maydena. Association and others in community
Enhancing Access for People
6.6 Develop and implement a DVC Access advisory 2020 targeted approach to the creation committee and of footpaths in the Derwent ongoing Valley. Liveable communities strategy
COTA
6.7 Facilitate conversations with the DVC Community transport 2019 community to establish the case providers for increased public transport and advocate for increased funding for public transport to employment and educational opportunities and community services and events.
Improving the Appearance of Our Communities
6.8 Develop and publish a program DVC 2019 to regularly mow our roadside verges.
Our Valley 2030 51 Strategic Actions Lead Stakeholders Timing
6.9 Educate the community about DVC Tidy Towns Ongoing road side littering. Neighbourhood Watch
Improving Housing Opportunities for Diverse Needs
6.10 Facilitate partnerships with DVC Private and NGO 2021 private and NGO housing housing providers providers to understand housing and rental needs of our community.
6.11 Develop and implement a DVC Private and NGO 2024 sustainable housing strategy housing providers and which considers housing ongoing and rental options (including cooperative housing).
Supporting Opportunities for Businesses in Our Smaller Towns
6.12 Assist the community to DVC Molesworth and Ongoing investigate the viability of Lachlan communities re-opening of the shops at Molesworth and Lachlan.
Changing Perceptions of Community Safety
6.13 Collaboratively communicate Police DVC Ongoing accurate crime statistics Neighbourhood Watch to inform and engage the community.
6.14 Ensure that master plans for DVC 2022 public areas contribute to the community feeling of safety.
Associated Strategies:
1.6 Master Plan for Willow Court 1.9 Master Plan for High St Precinct
3.2 Sustainable Land Use Strategy
52 Derwent Valley Council The Derwent Valley brand shapes our story and 7reputation. Our Indicators:
Derwent Valley is a nationally recognised The community celebrates its brand and brand. identity and is recognised as a place of artistic expression through these The community values education. activities.
Increased availability of local produce and artisan products in the community.
Timeframe:
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
7.1 7.5 7.6 7.2 7.7 7.8 7.3 Strategic Action
Ongoing
7.4
Our Valley 2030 53 Strategic Actions Lead Stakeholders Timing
Educational Support for Our Local Workforce Needs
7.1 Facilitate the development of a DVC Community 2020 Derwent Valley brand strategy reflecting who we are (green, Destination Southern organic and our heritage). Tasmania
Derwent Valley Tasmania
Economic and Growth Special Committee
7.2 Implement the Derwent Valley DVC Destination Southern 2020 brand strategy. Tasmania and ongoing Derwent Valley Tasmania
Economic and Growth Special Committee
Business Alliance
7.3 Work in partnership with artists, DVC Arts Service providers 2020 social enterprises and others to & Culture and innovatively explore our story Body Interest groups ongoing to establish events and media DVC Social coverage that celebrate us and DVC Enterprises our diversity.
7.4 Champion stories that celebrate DST Business Alliance Ongoing our young people’s achievements. DV Sports and Recreation Body DV Arts & Culture Body DV Youth and Family Support Body DV Historical Committee
54 Derwent Valley Council Strategic Actions Lead Stakeholders Timing
Increasing Pride in What the Community Offers
7.5 Champion stories of the DVC Community 2021 community’s talents and how organisations they are being used to promote pride in the Valley.
7.6 Facilitate tourism events in DVC Business Alliance 2024 High St, The Esplanade and Willow Court that showcaseing DV Arts & Culture local produce / fashion / arts Body / musicians / photography Service clubs / patchwork quilts / artisan furniture / social enterprises. Community organisations
7.7 Host a forum to explore how the DVC Community 2021 talents within our community can be used to contribute to the economy or community eg; amateur beekeepers who would love to share their skills or produce with community.
Increasing the Value We Place on Education
7.8 Pilot events and festivals that DVC Schools 2024 celebrate learning and education such as writers’ festivals, school students’ achievements.
Associated Strategies:
1.1-1.4 Educational support for our local 1.5-1.6 Turning Willow Court into workforce needs something even more special
1.9-1.18 Making the Valley an inviting 3.7 Improving water quality within our place to visit rivers
4.3 Literacy & numeracy educational 5.1-5.4 Increasing number of tracks services available
5.5-5.9 Keeping people of all ages 6.1-6.4 Increasing our community assets stimulated
6.8-6.9 Improving the appearance of our 8.6-8.10 Identifying partnerships to deliver communities parts of the Plan
Our Valley 2030 55 The Plan is implemented through effective and 8transparent governance and partnerships. Our Indicators:
Council is sufficiently resourced to deliver The community feel they have a say in the strategies attributed to it out of this what Council does. plan. Council communicates the plan regularly % of Plan’s actions on time. to the community. Council has effective long, medium Number of community members and short term partnerships with other participating in Strategic Plan actions. government, non-government and private sector organisations.
Timing:
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
8.3 8.1 8.13 8.8 2.6 8.6 8.4 8.7 Strategic Action 8.11
Ongoing
8.2
8.5
8.9
8.10
56 Derwent Valley Council Strategic Actions Lead Stakeholders Timing
Ensuring Council Effectively Delivers on Plan and Business As Usual
8.1 Integrate monitoring of the DVC 2019 Plan’s progress into Council’s governance processes.
8.2 Communicate 12-monthly easy- DVC Ongoing to-read monitoring reports to the community.
8.3 Develop a Plan Delivery DVC 2018 Communication Strategy which considers media and face-to- face options to communicate how the Plan is being progressed.
8.4 Explore the feasibility of DVC 2019 establishing portfolios for councillors.
8.5 Ensure that Council takes a DVC Ongoing prudent approach to budget development and delivery.
Identifying Partnerships to Deliver Parts of the Plan
8.6 Review the structure and DVC Special Committees 2018 effectiveness of Council’s Special of Council Committees in consideration of the Plan’s future delivery.
8.7 Facilitate the development DVC Community 2019 of a committee, with State State Government involvement, to take us beyond 2030.
8.8 Explore the benefits of diverse Beyond Community 2021 citizen juries when implementing 2030 DVC strategies and plans of a Committee complex nature.
8.9 Council will partner with other DVC Government Ongoing government organisations and organisations the community to deliver benefits to the community. Community groups
Our Valley 2030 57 Strategic Actions Lead Stakeholders Timing
8.10 Continually improve whole-of- DVC State Government Ongoing government communications agencies with the community.
8.11 Develop and implement a roads DVC 2019 hierarchy that is communicated to the public.
Associated Strategies:
2.4 Improved tourist roads 2.5 Community roads forum
4.9-4.10 Empowering our younger people to be all they wish to be Steve Lovegrove Steve
BEEF CATTLE
58 Derwent Valley Council Responses from report back sessions conducted across the Valley:
“I look forward to contributing “I will let to the further you know in development of 30 years.” this exciting plan.”
“The DVC are to be applauded for this initiative! The full doc will be an interesting read. I do hope that personal feelings don’t derail the project.”
“Change only happens through good communication and respect for all opinions and a Council “Great summary that acts.” of ideas. We just have to make sure that it happens, not just talk.” WESTERWAY RASPBERRY FARM Tel: 0362618500 TasNew Norfolk 7140 PO Box 595 Circle Street ValleyDerwent Council Email: [email protected] Fax: 0362618546