Armidale Dumaresq Community Strategic Plan 2013
Armidale Dumaresq Community Strategic Plan 2013-2028 armidale.nsw.gov.au Contents Introduction from the Mayor.................................................................................................................. 4 Introduction from the General Manager ................................................................................................ 5 Building the Community Strategic Plan .................................................................................................. 6 Armidale Today ....................................................................................................................................... 8 Armidale Building the Future ............................................................................................................ 11 Trends and Issues for the Region ...................................................................................................... 11 Excellent Lifestyle - Sustainable Growth ............................................................................................... 13 Council’s Mission .................................................................................................................................. 13 Council’s Corporate Values ................................................................................................................... 13 Framework ............................................................................................................................................ 14 Linkages between the Plans .................................................................................................................. 14 Key Elements ......................................................................................................................................... 16 Social Justice Principles ......................................................................................................................... 16 Roles of Council..................................................................................................................................... 17 To have a strong and resilient local Economy ...................................................................................... 22 Enhance Employment Opportunities.................................................................................................... 23 Support a Community that values Education ....................................................................................... 24 To support and promote quality Health Services ................................................................................. 24 Provide the community with a safe environment in which to work and live in ................................... 26 Monitor support services for the disabled, aged and youth ................................................................ 27 Promote a socially inclusive community............................................................................................... 28 Enhance Cultural attributes within the Local Government Area.......................................................... 29 Participate in organising events or providing assistance to community events .................................. 30 Improving towns and villages’ identities .............................................................................................. 31 Engage with stakeholders and the community .................................................................................... 31 Increase Tourism in the area ................................................................................................................ 32 Increase Industry in the area ................................................................................................................ 33 Improve decision making ...................................................................................................................... 33 Enhance financial sustainability ............................................................................................................ 34 Improve financial Sustainability ........................................................................................................... 34 Improve stakeholder satisfaction ......................................................................................................... 35 Strive for productivity improvement and efficiencies .......................................................................... 35 Armidale Dumaresq Community Strategic Plan 2013-2028 Page 2 of 46 Provide effective services ..................................................................................................................... 36 Benchmark against peers and other Organisations .............................................................................. 36 Maintain and improve water and sewer utilities.................................................................................. 37 Improve Council’s Waste Management Services.................................................................................. 38 Maintain Council's Assets (under water, sewer, waste and drainage) ................................................. 39 Improve and maintain parks and open spaces ..................................................................................... 39 Improve Sports Grounds and Water Recreation facilities .................................................................... 40 Improve opportunities for Eco Tourism and Recreation ...................................................................... 40 Improve Library facilities....................................................................................................................... 41 Improve the Mall................................................................................................................................... 41 Improve Community facilities (halls etc) .............................................................................................. 42 Maintain and improve Roads & Bridges ............................................................................................... 43 Improve the Airport facilities ................................................................................................................ 44 Provide safe and convenient options to drive, park, cycle, or walk ..................................................... 44 Respond to Climate Change risks and opportunities ............................................................................ 45 Support the community’s vision of Sustainable Living through Council’s operations and functions .. 46 Armidale Dumaresq Community Strategic Plan 2013-2028 Page 3 of 46 Excellent Lifestyle – Sustainable Growth Introduction from the Mayor Council has revised its Community Strategic Plan in the first half of 2013. This important plan will take Council forward for the next 15 years. The review has engaged our community using several formats: an online questionnaire, Town Hall Forums utilising a Q&A styled approach, placing a Big Book of Ideas in the Council Administration Building seeking ideas from the community and by holding stalls at the Monthly Markets in the Mall, staffed by councillors. The response from the community has been outstanding. The Community Strategic Plan establishes the community's goals and aspirations and guides Council's Operational Plans and other key documents. It is Council's responsibility to harness the ideas from the community and to make decisions about what is achievable over the next four years. I commend the Community Strategic Plan to you and thank all those who have been involved in the process, especially Council staff, the community and my Council colleagues. Cr. Jim Maher Mayor Armidale Dumaresq Council Armidale Dumaresq Community Strategic Plan 2013-2028 Page 4 of 46 Introduction from the General Manager Under the amended Local Government Act 1993, a newly elected Council is required to review, with the community, their Community Strategic Plan. This is to be done within the first 12 months of Council’s term. The 2011-2026 Community Strategic Plan had been constructed following an unprecedented level of engagement and input. The document sets out the aspirations and future direction for our Local Government Area for the next fifteen years. Noting that a comprehensive process had been undertaken in 2009 - 2011 in developing the initial Plan, it was thought that the revised new Plan would not be likely to differ significantly. The Plan will lead to significant accountability and transparency in Council’s operations and the ability for stakeholders to assess the performance of the current Council over its four years in delivering on the adopted Plan and in turn our community’s vision, objectives and strategic goals. This also applies to other service agencies. To support this new community direction as part of the Integrated Planning and Reporting framework, Council has developed a four year Delivery Program which supports the implementation of the Community Strategic Plan and contains three key resourcing components – the Long Term Financial Plan, Workforce Management Plan and Asset Management Plan. In addition, Council has four annual Operational Plans which support the four year Delivery Program and gives even greater operational detail about how Council will In the period of February to April 2013, Council has undertaken a significant amount of engagement and consultation to review the Plan and, as anticipated, the aspirations, objectives and goals did not vary materially, with only a small number of new initiatives coming forward. When adopted, the Plan will maintain the legislatively required quadruple bottom line format, covering four elements – the community’s social and economic wellbeing (Our People), Council’s assets (Our Infrastructure), our physical surroundings (Our Environment), as well as Council’s leadership role (Our Governance). deliver the outcomes of the Community Strategic Plan. I would like to thank all parties who have contributed to the planning process thus far, in particular Councillors for their leadership, management for their efforts in planning and pulling this comprehensive planning framework together, Government and service agencies and most importantly members of the community for their valuable input. Shane Burns General Manager Armidale Dumaresq Community Strategic Plan 2013-2028 Page 5 of 46 Building the Community Strategic Plan Council commenced a comprehensive program of consultation with the community’s individuals, groups and Government agencies in 2009 to develop the Armidale Dumaresq Community Strategic Plan 2011-2026. In February 2013, the Council endorsed a Communication Engagement Strategy for this current Community Strategic Plan - a review of the original 2011-2026 document. Thus the strategy led Council’s engagement with its community. This engagement included a number of workshops, forums, and presentations to key stakeholders. An online survey from February to April provided Council officers with some useful information validating the work that had been identified in the original 2011-2026 Community Strategic Plan. The full list of engagement activities is available in the Community Engagement Strategy. The following actions took place to not only inform the community, but also consult, involve and collaborate with them in reviewing the Plan. Name of Engagement A letter from the Mayor to key community organisations about the forthcoming project, including an offer to visit and speak to the group; and an invitation to make contributions (organisational or individual). Identify key stakeholders and methods of engagement with them. This involved checks with the Community Relations Committee and other Council Committees who were updated of the project’s status and consulted regarding the project’s progress. This also involved key stakeholders such as the University of New England. Meeting with various local media for an initial story. Media releases, newsletter stories and regular print and radio adverting of each aspect of community engagement relating to the project. A video made with the Councillors who encouraged the community to be involved in community consultation. This was shown at workshops and a local shopping complex. Two information stands at Sunday Markets in the Mall where the community could interact with Councillors and give their contributions. Development of several “Big Book of Ideas”. These empty books provided an open format way for the community to write their contributions for Council’s consideration. Type of Engagement between Council and the Community Time Inform January 2013 Inform Consult January - April 2013 Inform February 2013 Inform February – May 2013 Inform March – April 2013 Inform Consult Involve Consult Involve March – April 2013 Armidale Dumaresq Community Strategic Plan 2013-2028 Page 6 of 46 March – April 2013 Name of Engagement An electronic and printed version of a survey with guided questions so that the community could comment on the current Plan. Printed copies were also distributed to villages outside Armidale. Two Question & Answer Community Forums for open discussion opportunities in the Town Hall News on Social Media (Facebook and Twitter) with the chance to debate, discuss and question Presentation of the community’s contributions to the Councillors for consideration in review of the Plan Publication of results and summaries of the community’s contributions to the Plan’s review Exhibition of the reviewed Plan as considered by Council. Opportunity for the public to make submissions. Final endorsement and presentation of the newly reviewed Community Strategic Plan. Type of Engagement between Council and the Community Time Inform Consult Involve March – April 2013 Inform Consult Involve Inform Consult Involve Inform Consult Involve Inform Consult Involve Inform Consult Involve Inform Consult Involve April 2013 March – May 2013 May 2013 May 2013 May 2013 May – June 2013 At the Extraordinary Council Meeting on 14 May 2013, Council placed the draft Community Strategic Plan on public exhibition. It was reviewed and adopted by Council at its Ordinary Council Meeting on 24 June 2013. Following the review and finalisation of the Community Strategic Plan 2013-2028, together with the ancillary documents including various Delivery Program and Operational Plans, Council will consider the future potential of the community’s aspirations with the funds it has available. This may well involve further community engagement to explore the ability and level of support from the community for various aspirations in the revised Plan. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 7 of 46 Armidale and the New England Region Armidale Today Local Government Area Armidale Dumaresq Council Location Location: Part of the New England plateau, which rises to 1,000 m above sea level. From Sydney via New England Highway 567 km; 475 km via Gloucester and Walcha on Thunderbolts Way. 467 km from Brisbane via New England Highway. 256 km from Port Macquarie via Oxley Highway and Thunderbolts Way. 191 km from Coffs Harbour along the Waterfall Way. Armidale is only 2.5 hours by road to the east coast along the scenic Waterfall Way. Armidale City Altitude 980 m above sea level 0 Latitude 30 31’ S Longitude 1510 40’ E Armidale Dumaresq Population 26,050 Total area 4,235 km2 Urban area in city 34.5 km2 Number of rateable properties: 10,051 Transport Daily air, rail and coach services to Sydney. Daily air (via Tamworth) and coach services to Brisbane. Armidale ranges from 11.50C in winter through to 24.10C in summer. The average minimum monthly temperature ranges from 1.80C to 13.10C. The monthly rainfalls for Armidale range from around 5mm in the cooler months to about 120mm in summer. Major Industries Educational services, fine and superfine wool, merino sheep breeding, cattle and lamb production, fruit, and vineyards. A number of societies for breeds of cattle, and other farmed livestock are represented in Armidale. Improvements in communication infrastructure, including broadband capacity, have encouraged relocation of businesses to Armidale, clustering in industry areas such as Information Technology, Education and Research. Education (Armidale Dumaresq area) University of New England, New England Institute of TAFE, six secondary schools, 17 primary schools, nine pre-schools, six child care centres and a number of home based day care facilities plus nine play groups, and five other education related organisations. Four of the six secondary schools offer boarding facilities. Research The Centre for Agricultural and Environmental Research. The University of New England and CSIRO are world leaders in animal genetics. The University of New England, the first regional university in NSW, together with the Agricultural Business Research Institute (ABRI), the CRC for Poultry, CRC for Australian Sheep Industry and the CSIRO excel in research output. Climate Four distinct seasons: warm summer with low humidity, mild, colourful autumn, crisp, invigorating winter and pleasant spring. The average maximum monthly temperature in Armidale Dumaresq Community Strategic Plan 2013-2028 Page 8 of 46 Health Armidale has a public and a private hospital, as well as the Aboriginal Medical Centre (Pat Dixon Medical Centre). Armidale has ten medical surgeries with 30 general practitioners (not including doctors at Pat Dixon Medical Centre), 24 medical specialists, 10 private dental practitioners and 3 orthodontists, a number of complementary health practitioners, including psychologists, and a psychoeducation assessor. A range of alternative health services is also available. There are six health and fitness centres. Council has a Health & Wellbeing Project which promotes healthy lifestyles. A comprehensive list of health practitioners is available on the website www.armidale.nsw.gov.au. Other services Armidale has four employment agencies, five vet clinics, two kennels, a number of support services including housing and counselling. To cater for the boom in development Armidale has 12 real estate and 9 stock and station agencies. Tourism Armidale offers an excellent variety of accommodation and conference centres. Armidale is the gateway to the spectacular scenery along the Waterfall Way and an ideal base for exploring the National Parks. It is within easy reach of several important National Parks including Oxley Wild Rivers, Dangars Gorge, Wollomombi Gorge, Cathedral Rock National Park and the New England National Park. Plans are progressing for two major tourism attractions: a motor transport museum and the longest walking track in eastern Australia, travelling along some of the most breathtaking gorge country from Walcha on the Northern Tablelands to Coffs Harbour on the north coast. There is a sporting and basketball complex of international standard at the Armidale High School as well as a world class water based hockey field and amenity complex at UNE. Extra facilities are being built at the Armidale Sportsground and at the UNE oval. A recently built gymnastic centre is available for all ages. Arts and Culture Armidale is the Third City of the Arts. The City has eight museums covering natural history, social history and antiquities. Its New England Regional Art Museum (NERAM) is famous for its Hinton and Coventry Collections and attracts many travelling exhibitions throughout the year. NERAM also houses the Print Museum in its basement. Amongst the 35 National Trust listed buildings are excellent examples of works of the famous architect Horbury Hunt. Boolomimbah at the University of New England and the Old Teachers’ College are listed as heritage buildings. The New England Conservatorium of Music provides first class tuition and a range of cultural pursuits for all age groups. Future development of a Performing Arts Centre and a new Library are being investigated. Economic Development Council’s updated Local Environmental Plan has included provision for future growth and development in residential, commercial and industrial areas, incorporating expansion of rural residential subdivisions to meet the lifestyle of those with young families. Land has been earmarked for development as an industrial park for more industry in the area. Armidale has three substantial shopping precincts which provide a wide variety of items for sale from groceries to boutique fashion clothing. Armidale is now a fashion hub with most labels available in the City and shopping is a pleasure in a relaxed atmosphere. In addition to the major Armidale Dumaresq Community Strategic Plan 2013-2028 Page 9 of 46 shopping chain department stores in the city centre and periphery, Armidale is now a major retail centre. Another growth area is in the development of residences for seniors. Currently there are six retirement homes. As part of its Economic Development program, Council can offer fast tracking on development proposals and a flexible array of economic development incentives. Armidale’s water supply has an enormous potential to sustain a substantial increase in population size. and publish by Council. This publication will replace the out of print, An Armidale Album compiled by Lionel Gilbert in 1982. In addition, a number of events have been organized including a Sesquicentenary Dinner and a Heritage Awards Dinner. In 2000, Dumaresq Shire Council amalgamated with the Armidale City Council and was proclaimed Armidale Dumaresq Council on 21 February; the inaugural election for Councillors was held on 27 May 2000. History Originally the Anaiwan were the predominant Aboriginal people in the area around Armidale but many other tribal groups occupied different parts of the region. Their territory is defined by kinships and geographical features such as rivers and mountain ranges. John Oxley, the Surveyor General, conducted his survey in 1817-1818. First settled by Europeans in 1839, Armidale took its name from the Scottish ancestral home of George James MacDonald who was the Commissioner of Crown Lands at the time. The gold rush of the 1850s brought an influx of miners and business people. In 1863, with a population of 950, Armidale was made a municipality; in 1865 with the erection of two cathedrals it became a City. Dumaresq Shire Council was founded in 1912. In 7 November 1863, Armidale Municipality was proclaimed and George Allingham was unanimously elected Mayor from six Aldermen on 4 January 1864. Armidale will celebrate 150 years of Local Government in 2013. A Sesquicentenary History and Celebration Committee was set up in 2011 to coordinate activities for the year. The community was encouraged to make suggestions, resulting in a book illustrating 150 years of achievements by Council and its community to be written by over 20 authors Armidale Dumaresq Community Strategic Plan 2013-2028 Page 10 of 46 Armidale Building the Future Population Over the next 20 years, the Armidale Dumaresq Local Government Area is expected to experience an average annual population growth of 1.3% per annum to 34,247 in 2031, as projected by the NSW Department of Planning. Demographics The Armidale Dumaresq Local Government Area is expected to age significantly between 2013 and 2033. By 2033, the average age in the area is anticipated to rise to 39.0 years. The proportion of under 25’s is expected to fall to 37.2% of the population and the proportion of over 65’s is expected to rise to 23% (a rise of more than 10 percentage points). Housing The Armidale Dumaresq Local Government Area building and property market is characterised by its relatively affordable residential property market and growth in building activity in recent years. Education The education and training sector is one of Armidale Dumaresq’s strongest sectors representing over a fifth of the Local Government Area’s industry value add and employment. This is due to the presence of a number of education and training institutions including the University of New England, the New England Institute of TAFE, six secondary schools of which three are major boarding schools, including the New England Girl’s School, The Armidale School and Presbyterian Ladies College and a variety of primary and pre-school institutions (public and private). Household Income Average household weekly incomes are higher in the Armidale Dumaresq LGA ($1,493) than the broader Armidale Dumaresq ($1,354) and New England Regions ($1,302). Compared to the State the average household incomes are well below the State average of $1,688 for 2006. Cultural Diversity Delivering high quality and varied educational services across all levels of learning, the Armidale Dumaresq Local Government Area draws a variety of students from all over Australia and internationally. The result is unique rural City with a diversity of culture. Employment With a high reliance on this sector, it is important that the Armidale Dumaresq region diversifies its economic base and continues to grow its population. The result will be the continuance of the education sectors strength in the region for many years to come. Trends and Issues for the Region Employment It will be important in the future to retain students in the region once they graduate as it is these years that follow graduation and tertiary study that the biggest contribution to the economy will be made in terms of labour and productivity and spending patterns. People The Armidale Dumaresq region and the greater New England Region are also expected to age sharply over the coming 21 years. It is anticipated that by 2031, the average age in Armidale Dumaresq will be 40 years and for the New England Region the average age will be 42 years – above the average age expected for the State of 39.5 years. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 11 of 46 Natural Environment The wide range of nature tourism experiences on offer is also enhanced by the award winning Fleet Helicopters, based out of Armidale Airport, which provide a variety of spectacular scenic flights and adventures for those wishing to enjoy the Armidale Dumaresq and New England region’s sights from the sky. The region also provides the perfect soils and climate to support production of unique cold climate varieties of wines and other agricultural produce. It is this natural beauty combined with the unique wine and food production that has been the foundation of the region’s tourism industry. Sustainable Living With its rich heritage, natural beauty, commitment to sustainability and environmental protection, Armidale was the winner of the 2012 Keep Australia Beautiful NSW Overall Tidy Towns, Sustainable Communities Award and is a finalist in Keep Australia Beautiful’s National Sustainable Communities Award. Fewer than two hours drive from Armidale is the spectacular gorge country of the New England National Park. Included in the World Heritage List it offers views of magnificent unspoilt wilderness as far as the eye can see. With its breathtaking panoramas, it is home to rare and endangered plant species, as well as an extensive variety of other plant, bird and animal life. It is the natural environment that has also drawn many residents to the region in quest of a ‘tree-change’ lifestyle in picturesque Armidale Dumaresq Local Government Area. Place and Social The Armidale Dumaresq LGA is a major service centre which provides a range of community infrastructure assets to support the local and broader regional population needs. Key community assets/infrastructure includes health, aged care, education, retail centre, sporting stadiums and fields and museums and galleries. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 12 of 46 Community Vision Excellent Lifestyle - Sustainable Growth We have a prosperous and learning community. We have access to a wide range of quality recreational, social and cultural activities. Our natural environment is enhanced, protected and conserved for future generations. Our community feels a high sense of wellbeing, is healthy, safe and engaged. Council’s Mission To provide community leadership and excellent local government services in a sustainable and efficient manner, to enhance our area’s social, economic and environmental qualities. Council’s Corporate Values Respect We respect other people’s values and acknowledge the view of others, through active listening, showing understanding and compassion. Honesty We will act honestly in the conduct of Council’s operations by encouraging open and transparent communication and being accountable to our community. Fairness We will act fairly in the conduct of Council business, by treating everyone in a non discriminatory, consistent and equitable manner. Achievement We will encourage achievement, by supporting colleagues, developing skills and knowledge, encouraging new ideas and innovation, striving for goals and performance targets, and use of good governance. Trust We will aspire to establish trust by being open and transparent in decision making, reliable, honouring our commitments, and accepting responsibility for decisions made. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 13 of 46 Framework Framework In 2009 the NSW local government introduced a new reporting framework to replace the former Management Plan and Social Plan with an integrated framework. The framework comprises: (1) Community Strategic Plan (a 15 year plan) (2) Resourcing Strategy including a long term Financial Plan, a work force plan and an Asset (3) Delivery program (4 years) (4) Operational Plan (annual) Linkages between the Plans The Community Strategic Plan is the highest order of plan that Council prepares and is the vehicle for expressing long term community aspirations. The purpose of the plan is to identify the Community’s main priorities and aspirations for the future, and to plan strategies to achieve these objectives. The Plan addresses a period of 15 years through to 2028. The Plan is reviewed following local government elections. Council during its term of office. The Delivery Program details the principal activities Council will undertake over a period of four years to work towards the achievement of the objectives set out in the Community Strategic Plan. The Delivery Program includes methods of assessment to determine the effectiveness of each activity in achieving the objective. The Delivery Program informs, and is informed, by the Resourcing Strategies. The Operational Plan is a sub-plan of the Delivery Program. It directly addresses the principal activities outlined in the Delivery Program and identifies the projects, programs and services that Council will undertake that financial year. The Operational Plan identifies how Council will determine the effectiveness of the activities undertaken, through measures and targets. The Operational Plan is supported by a detailed budget. The Resourcing Strategy focuses on matters that are the responsibility of Council. The Resourcing Strategy consists of three components: The Delivery Program is the single point of reference for all activities undertaken by Armidale Dumaresq Community Strategic Plan 2013-2028 Page 14 of 46 The Long Term Financial Plan The Workforce Management Plan The Asset Management Plan. The diagram below shows how the above plans link in with other future and current plans. Armidale Dumaresq’s Community Strategy Plan - Excellent Lifestyle - Sustainable Growth with its four key elements/outcomes - People, Infrastructure, Environment, and Governance - represents the aspirations of the people who work, live and visit our area. The Plan is a partnership between the community, the State of NSW and Council. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 15 of 46 Key Elements of the Community Strategic Plan Key Elements “Elements” as used in this Community Strategic Plan are the guiding principles for everyday decision making actions and management. The key elements identified in the Plan - our People, our Infrastructure, our Environment and our Governance - complement the requirements of the Local Government Act Charter for all councils, while providing a framework for the achievement of the Plan’s strategic objectives, as required in the Local Government Integrated Planning and Reporting Framework. Our People is about maintaining and where possible improving people’s social, cultural and economic wellbeing, through programs which contribute to making our community a healthy and prosperous one, where people enjoy a sense of belonging and security. Our Governance (Council’s Leadership Role) focuses on the processes and internal support services of Council as an organisation, to ensure efficient and effective service delivery, while being open and transparent to all stakeholders as a well managed Council. Our Infrastructure focuses on the physical assets under Council’s care and management, which are necessary for the effective functioning of the community; these assets include utility and transport services, as well as public buildings and recreation facilities. Our Environment this element is concerned with the care and custodianship of the physical environment of our area, and interactions with the environment beyond our boundaries. Social Justice Principles The NSW Government’s Social Justice Principles of equity, access, participation and rights have also underpinned the development of this Community Strategic Plan. These can be summarised as follows: Equity There should be fairness in decision making, 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 Everyone’s rights should be established and promoted, with opportunities provided for people from diverse linguistic, cultural and religious backgrounds to participate in community life. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 16 of 46 Roles of Council A provider Where the goals and strategic actions fall within Council’s responsibility. A facilitator Where assistance can be given by others. An advocate Where Council speaks on behalf of its community. The responsibility of the implementation of the Community Strategic Plan, Delivery Program and Operational Plans will be the responsibility of multiple agencies in an integrated partnership approach. These agencies will undertake actions and report back to Council and Council will in turn report back to the community on the implementation and achievement of the community plans. Below is a diagram showing the integrated Council plans under the quadruple bottom line format. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 17 of 46 Our People Principle Strategic Overview Council Service Functions This principle focuses on the programs within the council aimed at our local people and Communities. The following community objectives have been identified to provide for a safe Community where everyone has an opportunity to participate. A healthy and active community with appropriate facilities and activities to support all ages. A strong community based on networks, community groups and local business. A learning community that values education. Social Protection & Welfare Strategic Objectives Economic Development Tourism It is about maintaining and where possible improving people’s social, cultural and economic wellbeing, through programs which contribute to making our community a healthy and prosperous one, where people enjoy a sense of belonging and security To have a strong and resilient local Economy To increase local employment opportunities To support a community that values education To support and promote quality health services To monitor and review community safety To monitor and review services to the Aboriginal community To monitor and review local disability services To monitor and review local services for the aged To monitor and review local services for the youth To promote a socially inclusive community To participate in organizing events or provide assistance to community events To enhance the cultural values within the local government area Community Services Aboriginal Services Aged and Disabled Persons Youth Services Executive For further information in relation to these objectives please read the Delivery Program and the Operational Plan. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 18 of 46 Our Governance Principle Strategic Overview Council Service Functions This principle has a focus on the corporate governance processes and internal support services of council as an organisation. The following governing corporate Administration foundations has been recognized in order to have an efficient effective and Governance transparent government organisation Information Technology Governance includes the internal structures, information systems and policies that ensure an efficient and effective operation while being open and transparent to all stakeholders. Strategic Objectives Improve Council’s identity Improve town and villages’ identities Engage with stakeholders and the community Increase tourism in the area Increase industry in the area Improve signage Improve decision making Enhance financial sustainability Improve client satisfaction Strive for productivity improvements Provide effective services Benchmark against peers and other organizations Finance & Accounting Records Service Center Economic Affairs For further information in relation to these objectives please read the Delivery Program and the Operational Plan. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 19 of 46 Our Infrastructure Principle Strategic Overview Council Service Functions The following community objectives for the This principle focuses on place in which we live have been identified Street Lighting the physical to accommodate housing to suit a changing assets under Council’s population that is sustainable within the Cemeteries care and management, environment. Improved Transport options which are necessary for including well integrated cycle ways Libraries the effective functioning footpaths and roads. Leisure and of the community; these recreation opportunities to suit the needs Museums assets include utility and of a changing population that is transport services, as well environmentally sustainable and supports a Community Services as public buildings and rich lifestyle. Well maintained recreation facilities. infrastructure that satisfies the current Art Galleries demand and has capacity to expand with future growth while having minimal impact Community Centers and on the environment. Halls Equally the objectives recognize the lifestyle that the community is accustomed Cultural Services to and therefore the importance of a balance between local history and culture Sporting Grounds with a growing community that has economic opportunities. Swimming Pools Strategic Objectives Maintain and improve water and sewer Parks and Gardens utilities Lakes and Water Recreation Improve Council’s waste management services Sport and Recreation Maintain and improve stormwater drainage infrastructure Roads Improve and maintain parks and open spaces Bridges Improve access to parks, open spaces and recreation facilities Car Parks Improve sports grounds and water recreation facilities Foot Paths Improve opportunities for eco tourism and recreation Aerodromes / Airports Improve library facilities Improve the Mall Water Reticulation Systems Improve Community Facilities (halls etc) Sewer Reticulation Systems Maintain and improve roads and bridges Sale yards Improve airport facilities Provide safe and convenient options to drive, park, cycle or walk For further information in relation to these objectives please read the Delivery Program and the Operational Plan. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 20 of 46 Our Environment Principle Strategic Overview Council Service Functions This element is concerned with the care and custodianship of the physical environment of our area, and interactions with the environment beyond our boundaries. The community strives to minimise its Environmental planning Carbon Footprint by conserving natural resources, and with sustainable energy use Environmental protection and supply. The objectives recognise the importance of increasing self-sufficiency in Infrastructure e.g. local food supply, and of basic necessities such as clean air and water. Transport Strategic Objectives Waste management Water supply Whole of community response to climate change risks and opportunities Support the community’s vision of ‘sustainable living’ through Council’s operations and functions Improve self-sufficiency in local food supply Consolidate and connect patches of native vegetation Improve the condition of native vegetation Enhance the appreciation and understanding of biodiversity Improve energy efficiency throughout the area Increase the use of renewable energy Improve air quality in Armidale’s urban area Manage the landscape for improved water quality and riparian stability Drainage Contribute to environmental management e.g. Managing pests and weeds Fire Protection & Emergency Services – (RFS SES) Animal Control Enforcement of Local Government Regulations For further information in relation to these objectives please read the Delivery Program and the Operational Plan. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 21 of 46 Our People To have a strong and resilient local Economy Targeted Outcomes Greater diversification of the local economic base. Available and affordable industrial land upon which to develop and expand business. Growth in industrial and retail businesses. Growth in Population and service area. Reduction in economic leakage. Key Issues The Armidale economies major employer and export industry is education. While the rural sector is strong with modernisation of many processes this sector is no longer the major employer. With the deregulation of the Tertiary Education sector in 2012, it is critical to work with the University of New England whilst at the same time strengthening other sectors in the local economy. During the past 10 years there have been significant retail development in the Armidale area, however there needs to be a balance between retail and industry for an economy to be resilient. Within the Local Government Area an assessment of industrial land shows that in total there are sufficient quantities however the suitability is in question. An issue that council needs to address is the lack of suitably zoned land. For the past several years, Armidale and the region have experienced steady but positive population growth. Even after this growth the market from which the business can draw from locally is limited. New businesses will need to be of the type where the product is exported to other regions and cities in Australia. Armidale’s current population is circa 26050. Other regional centres such as Coffs Harbour and Tamworth have populations that are in excess of 50000 and their economies as a consequence tend to be sustainable. Armidale needs to continue to grow and stop economic leakage to other regional centres. The Armidale and New England Region have strong cultural and historical ties to the rural sector. With globalisation of markets and changes in climate the diversity in the rural sector has been affected. Future economic development strategies need to replace this void that has been left. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 22 of 46 Strategic Goal Increase the net number and range of businesses. Industrial land developed and available for sale. Value of business has grown. Growth in retail sales. Growth in population to 30,000 plus. To decrease economic leakage (base year 2010/11). Enhance Employment Opportunities Targeted Outcomes Reduce indigenous unemployment. Reduced youth unemployment. Determine and reduce skills gaps. Increase the diversity and range of business/employers. Increase in number of and revenue of export industries. Regionalisation (Clustering) of some industries. Key Issues Armidale and the regional area have many opportunities for skilled and professional labour. For some time the indigenous unemployment rate has trended higher than the total regional rate. Armidale’s employment opportunities for youth unemployment can be limited and consequently young adults when graduating from High School need to leave the region to begin their career. Skills gaps are a national issue as the community demographics change and people age. For Armidale to develop a strong economy is will need to address critical skills gaps in trades and professions. As transport and communications have made it easier for business to compete in the global economy, businesses in Armidale are not immune to the global pressures. The growth in online retail businesses and cheaper consumer products made in other countries directly affects the local economy. Strategic Goal Council’s direction is about fostering the connections between the community and business. Council sees it can actively contribute through the following strategies: To work with local employment agencies to identify opportunities to increase indigenous employment rate. To work with local employment agencies to identify opportunities to increase youth employment. To identify the skills gaps in Armidale Dumaresq Council area. Annually increase the diversification of business from base year 2010/11. Increase export revenue. To increase business networks through clustering. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 23 of 46 Support a Community that values Education Targeted Outcomes Life long learning opportunities. On line educational services. Growth in the education sector. New library. Key Issues The Armidale and New England Region have a strong reputation for the range and quality of education. Further enhancements and growth in this sector will be affected by the non cooperation and coordination by service providers. Government policy at both State and Federal level remains a threat to education funding and possible reduction in quality of education. With rationalisation of state training programs over the last 10 years and limited growth in industry there is a distinct lack of traineeship and apprenticeship opportunities. Opportunities to secure funding from State or Federal Governments to upgrade or build a new library are limited. Strategic Goal To facilitate and develop an integrated educational plan involving local stakeholders. Growth in the education sector by the year 2015 base year 2010/11. To build a new library by 2018. To support and promote quality Health Services Targeted Outcomes Maintenance current health services. A new public hospital. A health and wellbeing network. Key Issues From State and Federal Government cost cutting and rationalisation has taken place. Many government services have been centralised into metropolitan centres. Armidale is part of the New England Area Health service. With insufficient government funding for health services, the community may experience erosion of services in Armidale as services centralise. The New England Area Health Service Base Hospital is Tamworth. Armidale’s Hospital is a referral hospital with ageing infrastructure. Investment is needed to update to modern service standards. Armidale has an adequate number of General Practitioners however the workforce within this profession is ageing. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 24 of 46 Key Issues cont. The Australian economy is faced with an aging population and this will increase the need for aged care services. Attracting new and younger medical practitioners to rural areas remains a challenge for regional centres. As with many communities in western society the incidence of obesity, mental health, alcohol abuse, diabetes continues to increase. This places increased pressure on current medical services. Strategic Goal To support and promote quality health services. To continue to lobby state and federal governments for funding for a new hospital by 2021. To continue to work with local health agencies to maintain quality health services and current service levels. To continue to work with local health agencies to maintain adequate health services to the aged To continue to work with local health agencies to identify future opportunities to improve diet, mental health, physical exercise behaviour and drug and alcohol awareness programs. To continue to work with local health agencies to investigate opportunities to encourage younger medical practitioners to the area. To continue to work with local health agencies to maintain an adequate general practitioner workforce. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 25 of 46 Provide the community with a safe environment in which to work and live in Targeted Outcomes Greater tolerance level. People looking after other people’s property and welfare. Better street lighting. Reduced crime levels. Key Issues With a busy lifestyle people are less inclined to become familiar with their neighbourhood and local community, and this can result in higher levels of opportunistic crime. The elderly can feel threatened by youth because of a growing intergenerational divide. Armidale is well serviced with alcohol outlets including service clubs, restaurants, hotels, bottle shops and cafes. There is a need to monitor anti-social behaviour crimes with excessive alcohol and drug use as a contributing factor. Armidale has an above the state average population of youth and it is important to promote issues relating to alcohol and drug misuse amongst the youth population. Strategic Goal The Community Safety Committee works with local law enforcement agencies to identify crime trends and put in place initiatives identified in the Crime Prevention Plan to reduce crime levels. To work with local youth services and local law enforcement agencies to monitor juvenile crime and deliver awareness raising programs with the aim to reduce juvenile crime rates. To continue to participate on the Armidale Liquor Accord. Implement the recommendations of the Aboriginal Action Plan. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 26 of 46 Monitor support services for the disabled, aged and youth Targeted Outcomes Improve access to public infrastructure for people living with disability and the aged. Improve seating in public parks and recreation grounds for the elderly. Increase the number of wheelchair accessible taxis. Increase activities for youth. To provide an advocate service for people living with disability, the aged and youth. Key Issues Public access issues have been identified as barriers for people living with disability and for the aged to enjoy public parks and spaces the same as the wider community do. Seating in public parks and spaces and shopping centres is inadequate and existing seating, and new seating, needs to comply with current standards. There is only 1 wheelchair accessible taxi in Armidale and this is seen as insufficient to service people living with disability and the aged and increases waiting time for people in wheelchairs. There is a perception that there are not enough activities for youth. People living with disability, the aged and youth are vulnerable groups and need to have agencies advocate on their behalf. Strategic Goal Develop Council’s 4th Disability Action Plan (DAP). Revise and update the Pedestrian and Mobility Plan (PAMP). Implement a 3 year plan from the PAMP and deliver these actions. Implement strategies and actions identified in the Disability Action Plan. Provide an advocacy service for people living with disability through the Kent House Community Centre. Continue to support the Armidale Access Advisory Committee. The National Disability Insurance Scheme is expected in NSW by July 2018. Council plays a role in promoting this to the local business community and promote how it will need to revise how it delivers services to people living with disability over the next 4 years. Review the 4 year Ageing Population Strategy. Seek external grants to increase youth programs and activities. Continue to facilitate the Youth Interagency bi-monthly meetings. Support the Youth Council bi-monthly meetings. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 27 of 46 Promote a socially inclusive community Targeted Outcomes More appropriate and focused funding allocation by Council. Volunteer numbers continually increased. Marginalised groups feel more included. Key Issues Multicultural groups need funding. Increased volunteering will contribute to a more cohesive and unified community. Small non English speaking groups within the community feel isolated. Strategic Goal To work with the Community Relations Committee to identify local issues. Positively promote the rewards of volunteering. Increase an inclusive volunteer base by 30% by 2016 baseline year 2009/2010. To continue to provide funding via the Community Small Grants Scheme to multicultural groups. Develop a brief for a Cultural Plan. Implement the strategies and actions from the Cultural Plan. Continue to support the New England Regional Art Museum. Installation of Public Art . Employ a Cultural Officer to fully develop and implement the recommendations of the Cultural Plan. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 28 of 46 Enhance Cultural attributes within the Local Government Area Targeted Outcomes Development and implementation of a cultural plan. Civic and public arts projects are facilitated, including new public art installations. Improvement of Library facilities (see separate Strategic Objective). Key Issues There needs to be a central point of contact for people wanting to seek information about cultural and performing arts activities in Armidale. Armidale and the New England have a wealth of services and activities that are available to the community. The issue for many people is knowing what is available. A lack of accessible service information readily available has been identified by council that needs to be solved. In addition to finding what service are available many residents find confusing as to who provides what services. Absence of a designated role within Armidale Dumaresq Council to focus on cultural development. Within the community many groups are competing for resources and a culture of unwillingness to cooperate amongst cultural groups dilutes effectiveness While there are a number of facilities there is community concern of a lack of an appropriate convention/performing arts centre and precinct. Armidale and the region are rich in heritage assets. Access is limited by the lack of defined heritage trails. Council’s funds are limited to existing programs and there is a lack of funding for new cultural facilities from State and Federal Government. New immigrants – improved opportunities for inclusion in community life. Strategic Goals Complete a brief for a Cultural Plan by 2015. Implementation of cultural plan recommendations / actions. Establish and maintain a calendar of cultural events on Council’s website. Working to support a new performing arts and convention centre, by 2030. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 29 of 46 Participate in organising events or providing assistance to community events Targeted Outcomes Increased Visitor traffic. Stimulation of economic activity. Seek, promote and support community events. A vibrant central business district with high retail space occupancy rates. Vibrant tourism and accommodation sector. Key Issues Armidale and the New England region hosts a plethora of sporting, cultural & educational events each year. The Regions ‘notional’ calendar is full of agricultural shows, gymkhanas, rodeo’s, sporting events of all types, university graduations and a host of other events which the community and visitors can participate in. Coordination and promotion of these events to all stakeholders is the key to maximizing economic and community benefit. Strategic Goal Participate in organising events or providing assistance to community events. Participate in cultural events. Participate in events attracting tourists to the area. Participate in annual community services celebrations. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 30 of 46 Our Governance Improving towns and villages’ identities Targeted Outcomes To improve village amenity and facilities. Key Issues Small and somewhat isolated communities aspire to improve their community but have overtime seen a deterioration of facilities and sense of community. Strategic Goal To assist villages in ADC to implement their village improvement plans. Engage with stakeholders and the community Targeted Outcomes We have an informed community. Key Issues Unreasonable community expectations. Priority conflict. Strategic Goal Ensure that all major projects have a Communication Plan. Conduct community surveys to match expectations and ascertain whether willing to pay for services and capital assets. Need for community education program. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 31 of 46 Increase Tourism in the area Targeted Outcomes Increase visitor traffic. Stimulation of economic activity. Seek, promote and support tourist events. Increase in accommodation occupancy rates. Key Issues Armidale region has much to offer tourists in the way of events and natural attractions. The biggest issue faced is that of communication and engagement of all stakeholders. Coordination of information such that all stakeholders are aware of events and the needs of visitors is the challenge. With the move away from traditional marketing and information services there is a need to embrace new technologies to ensure we maximise our exposure to the tourist market. Strategic Goal Participate in organising events. Promote local area and attractions. Coordinate local area events calendar. Facilitate stakeholder involvement in key tourist events. Formulate and implement social media and AP strategies to market the region. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 32 of 46 Increase Industry in the area Targeted Outcomes Diversification of new industry or business attracted to the city. Increase in variety of industries represented locally. Support for retail sector promotion. Key Issues Armidale and the region are highly geared towards the education and rural sectors. Although in the past 10 years Armidale has experienced unprecedented growth in new retail businesses this has impacted on the ‘Old High Street’ or Main Street retail shopping. There needs to a balance with industrial and manufacturing sectors that employee people. The lack of new industry / businesses forming and the lack of diversification of employers will need to be addressed if the region and population is expected to grow. There needs to be a concerted effort to attract industry or business that is not aligned to the education sector to ensure the diversification we create is strong over time and can withstand the highs and lows of the economy. Strategic Goal Overall increase in industries represented in the local economy. Improve decision making Targeted Outcomes Decisions are made using a holistic methodology; including a short and long term view. Key Issues Too narrow or short time horizon in decision making. Lack of whole of life considerations in decisions. Popular rather than rational decisions. Strategic Goal Whole of life cycle considerations are accommodated. Decisions, benefits and consequences are balanced for the community for the short and long term. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 33 of 46 Enhance financial sustainability Targeted Outcomes Continuous general fund budget surpluses (equal to a minimum 2% of operating revenues). Development and implementation of sustainable asset management program. Managed asset backlog. Key Issues Current asset backlog. No integrated long term Asset Management Plan. Balancing competing needs and objectives in operations. Insufficient revenue to maintain the existing levels of services. Strategic Goal Development of a long term asset management plan that is integrated with the Long Term Financial Plan. Develop and adopt a strategy to address the asset backlog. Continuous improvement to address inefficiencies through process improvement. Improve financial Sustainability Targeted Outcomes Annual budget surpluses. Asset renewal ratios on average 1. Key Issues Council is currently running annual deficits in General Fund. Council has over the years depended on reserves and borrowing to fund its operations. Strategic Goal To achieve a average asset renewal ratio of 1 over the 15 year period. To achieve a annual budget surplus equivalent to General Fund interest earned. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 34 of 46 Improve stakeholder satisfaction Targeted Outcomes Community member’s satisfaction rating of Council’s services overall are improving. Key Issues Council has not undertaken regular service evaluations to assist in service level adjustments to ensure best mix of budget allocation. Cost associated with obtaining a reasonable balanced satisfaction rating that reflected the majority of the community’s views. Strategic Goal For the satisfaction ratings of Council’s supplied services to be improving from year to year. Strive for productivity improvement and efficiencies Targeted Outcomes Develop a culture of continuous improvement. Success being recognized and celebrated. A workplace where staff feel valued and respected. Key Issues Prescriptive legislation. Unsupportive management styles. Resistance and inability to adapt to change. Strategic Goal Setting annual productivity goals. Remove barriers to innovation. Continue to use project plans for implementation of projects. Remove structural silos. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 35 of 46 Provide effective services Targeted Outcomes Services received are fair and reasonable for the cost. Services meet existing benchmarks. Infrastructure assets are able to deliver the current needs of the wider community. Key Issues Cost of materials and supply. Community expectation and subjectivity. Strategic Goal Service levels to be better defined and accepted. Benchmark against peers and other Organisations Targeted Outcomes Current operations comparable to Group 4 Councils’ benchmarks. Current asset management backlogs are within acceptable tolerances of industry standards. Key Issues Relevant and reliable data. Cost in sourcing data. Data comparability. Strategic Goal Moving towards best practice. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 36 of 46 Our Infrastructure Maintain and improve water and sewer utilities Targeted Outcomes To have quality, safe, affordable and environmentally responsible public utilities. Key Issues Armidale enjoys a first rate water supply even through drought. Supply exceeds demand however water quality has at times been an issue. The water network has been in place for some time and parts of the infrastructure are fast approaching its useful life and will need replacing. With operating costs increasing significantly the cost of water supply has increased substantially. Water supply and sewerage have become a national issue; ownership and management of water authorities are under review and may be consolidated into regional water authorities. Rising energy costs. The current sewer system has serviced the community for some time. It is critical that for public health the sewer system is well maintained which will require ongoing investment to replace equipment. Increasing regulation continues to divert resources away from front line services. Strategic Goal To maintain the provision of quality sustainable public utilities that are safe, affordable, environmentally responsible and remain in public local ownership. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 37 of 46 Improve Council’s Waste Management Services Targeted Outcomes Construct a new landfill for the Armidale Dumaresq residents. Rehabilitate and close existing landfill at Long Swamp Rd. Enhance kerb side recycling as new markets develop for recyclables. Promote greater resource recovery in the commercial sector including organic waste. Enhance waste processing and resource recovery at the Waste Management Facility including improvements to the City to Soil composting site. Develop new block to the north of the Waste Management Facility for future resource recovery initiatives. Improve rural waste transfer stations and rehabilitate any old landfills in the local government area. Maintain waste management infrastructure in line with Asset Management Plans. Key Issues Landfill is the absolute last resort for waste generated by our community and all efforts are made to aggregate, process and recover materials where markets exist. Effective management of waste is critical to environmental sustainability and to maximise the life of both our existing and future landfills. Every cubic meter of waste recovered is a cubic meter of space saved in our landfill effectively extending the life of the landfill and providing the community with sanitary disposal options for non-recyclable waste streams long into the future. Processing waste is costly and in order for recycling to be effective there has to be a market for recovered products. As virgin natural resources become more expensive it is anticipated that new markets will develop for waste materials commonly disposed of by our community. Therefore Waste Services is committed to identifying new markets and implementing landfill diversion programs targeting such materials. Strategic Goal Provision of comprehensive waste services that promote resource recovery and minimise waste to landfill. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 38 of 46 Maintain Council's Assets (under water, sewer, waste and drainage) Targeted Outcomes Meet public infrastructure demands. Key Issues The Council has many roles in the delivery of the Strategic Plan however the resourcing of the strategies remains a substantial challenge. Lack of real funding for Council outside of rates to provide for growth in public infrastructure remains a challenge. Strategic Goal To maintain Council’s assets in water, sewer, waste and drainage. Whole of life cycle costs are considered in acquisition and operation of assets. Improve and maintain parks and open spaces Outcome Quality accessible infrastructure shared by groups. Readily available information on activities and facilities. Key Issues Construction of Infrastructure is limited by funding opportunities. Where funding opportunities exist, they usually require certain cost of participation in activities that is not available. In a regional community, optimum utilisation of resources is critical. A way to improve utilisation is to have different groups use the same facility. However there is a general unwillingness to share infrastructure between groups and single use facilities are not sustainable. The recreation needs of our ageing population, and access for people with disabilities needs to be considered in all infrastructure development. Strategic Goal Development of fitness stations along creeklands. Development of a play strategy. Maintain recreation infrastructure in accordance with the asset management plan. Continue to work with the Sports Council to investigate opportunities for shared use. Investigate feasibility of multi function indoor recreation facility. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 39 of 46 Improve Sports Grounds and Water Recreation facilities Outcome Facilities are of good quality that is likely to attract sports tourism Readily available information on activities and facilities. Key Issues Armidale is not constrained by a lack of space that is experienced by some Metropolitan Councils and many parcels are not developed. However, given the population growth, there is no need for further construction of grounds for many years to come. The Recreation Plan 2011 recognises that our existing built facilities (buildings and amenities) could be improved. Construction of Infrastructure is limited by funding opportunities. Where funding opportunities exist they usually require certain cost of participation in activities that is not generally available. Preference is given by those funding bodies to projects that are multiple use, or shared facilities. Strategic Goal Draft a feasibility study for winter uses of the Aquatic centre. Investigate opportunities for water based recreation at existing facilities. Investigate feasibility of multi function indoor recreation facility. Improve opportunities for Eco Tourism and Recreation Outcome Better utilisation of our existing natural and built resources. Key Issues Dumaresq Dam is an underutilised resource which is endowed with natural beauty that attracts people from all parts of the nation. There is a potential for Council to generate income by developing and marketing Dumaresq Dam as an eco-destination. The increase in temperatures experienced last summer may be an indication of the need to provide water activities. Strategic Goal Draft a feasibility study for eco opportunities at Dumaresq Dam. Investigate opportunities for water based recreation at existing facilities. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 40 of 46 Improve Library facilities Outcome The Armidale Dumaresq War Memorial Library reflects contemporary standards and expectations for users and staff. Key Issues Current Library housing provides only 60% of space required by Library standards. Council has developed an architectural plan for the new building which will meet contemporary standards for users and staff. Funding for a new building from a variety of sources is required, including rate income, grants, community fundraising and philanthropy. Strategic Goals Completion of a new Library facility by 2018. Improve the Mall Outcome The Mall is a comfortable and desirable place to meet, eat and greet year round. Key Issues The Mall has been constructed to attract visitors and residents alike, however winter months take their toll on the desirability of the Mall. Strong cold westerly winds funnel along the street making it an uncomfortable place. Strategic Goal Investigate weather proofing opportunities for the mall (shade, rain and wind protection). Scope potential for Wifi hotspot internet connection in The Mall. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 41 of 46 Improve Community facilities (halls etc) Outcome To provide comfortable well appointed and adequately maintained building assets for community and operational purposes. Upgrade operational buildings as technology dictates. Key Issues To keep pace with rapidly changing technologies in relation to environmental sustainability, building management systems, specific workplace requirements and community expectations with aging infrastructure within available funding. Strategic Goal To source external funding opportunities for the internal upgrades and fit outs of the rural halls. To assist with the completion of Asset Management Plans for Buildings and individual asset maintenance plans and implement these plans. Expand the CCTV City Safe programs to cover an increased footprint including areas remote from the CBD utilising NBN infrastructure. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 42 of 46 Maintain and improve Roads & Bridges Outcome Road and bridge infrastructure suitable for heavy transport. Expand cycle way network and facilities, including on-road and off-road cycleways. Key Issues Cycleways and Shared paths for pedestrian and bicycle traffic: With the pressure on funding resources, we need to identify ways to balance the cost of new facilities and upgrade of older ones, including priorities for a program of works that ensures that walking and cycling are viable, safe and practical transport choice for residents and visitors with the associated aim of increasing cycling and pedestrian activity in the Armidale Dumaresq LGA. The objective of a Bicycle Strategy is to develop an appropriate, practical bike strategy consistent with the topography, needs and demographics of Armidale and towns/villages within Armidale Dumaresq Council, particularly with respect to the residential and business community so that cycling becomes a legitimate and viable form of transport. That Council continues to invest significantly in the Road, Bridge and cycleway/shared path network. To address the current asset back log Council will need to ensure adequate funds are spent on road, bridge and cycleway infrastructure. Council to achieve asset sustainability and be able to accommodate demand in asset growth. Strategic Goal To expand the cycleway network by 15 to 20% by 2020, from a 2011 Baseline. Development of a sustainable road, cycleway and bridge Asset Management Plan. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 43 of 46 Improve the Airport facilities Outcome Maintenance of air services Key Issues Air services from Armidale to Sydney is critical to business and the community. With cost pressures on service providers there is a risk of possible down grading of air services if the route becomes unprofitable. Strategic Goal To upgrade the Armidale Regional Airport to ensure that it maintains regional status. Provide safe and convenient options to drive, park, cycle, or walk Outcome To work collaboratively with associated partners, to respond to our increasing population and their requirements for connection to workplaces, educational, retail and recreational destinations. To embrace emerging transport technologies to improve the integration of transport systems and connect and develop our cycleways and walkways to encourage more people out of their cars. Key Issues To stay ahead and be aware of our aging infrastructure, which needs to cope with greater usage, and to ensure that our assets are appropriately planned and maintained. Strategic Goal Our community has the option to safely and conveniently drive, park, cycle or walk around the various trafficable links in the LGA. Strategies: To improve connectivity between and accessibility to our residential areas, businesses, workplaces, centres, open spaces and places. To improve car parking options in our busiest centres. To influence decision makers so they respond to our major road, cycle and pathway needs. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 44 of 46 Our Environment Respond to Climate Change risks and opportunities Targeted Outcomes A proactive response to climate change risks and opportunities identified for this region, aligned with government legislation. A coordinated regional approach to increase community awareness of the risks and opportunities of climate change, and to strengthen the community’s capacity to respond. Key Issues Preparing for climate change impacts, such as new temperature and rainfall patterns altering agriculture, increased resource depletion and flooding, requires stakeholders to work together to plan and implement responses. It is essential for the whole community to be aware of the impacts and to participate in the responses. It is expected that local government and communities will be affected by increased compliance and costs associated with managing climate change impacts. Strategic Goal Implement recommendations of climate change Local Adaptation Pathways Program through a whole of organisation approach and participating with stakeholders in community engagement and education programs to respond to climate change. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 45 of 46 Support the community’s vision of Sustainable Living through Council’s operations and functions Targeted Outcomes The community participates in sustainable living at home, work and play. Key issues Reduced community carbon footprint/sustainable energy use and supply. Improved self-sufficiency in local food supply. Clean air and water. Biodiversity conservation and enhancement. Strategic Goal Council engages with community leaders and organisations to progress goals in Action Plans of the Environmental Sustainability Committee as follows: Demonstrate an annual improvement in reduced carbon footprint of Council’s operations; Improve energy efficiency throughout the area and reduce per capita greenhouse gas emissions at least consistent with State/Federal targets (1.2% per annum); Increase local food production and consumption by 5% annually, base year 2011/12; Assist with increasing the extent of native vegetation by 200ha by 2017 (2ha in urban areas); Assist with improving the condition of 500ha of native vegetation by 2017 (20ha in urban areas); Improve air quality in Armidale’s urban area in order to meet national fine particle air quality standards by 2020. Armidale Dumaresq Community Strategic Plan 2013-2028 Page 46 of 46
© Copyright 2024