dubbo 2036 community strategic plan 2013-2014

Community Strategic Plan Dubbo 2011 – 2036

Document A

Dubbo in 2036 will be a unified community where people are committed to working together to promote the city and to help each other achieve their aspirations for the future.

As adopted by Council June 2013

Table of Contents

Forward 3

Introduction 5 1 What is a Community Strategic Plan 6 2 Exploring Dubbo 7 3 Meeting legislative requirements 9 4 Dubbo – Our City 12

Community engagement 14

Dubbo 2036 – Our Plan 21

A plan for action – Action Tables 23 Our People 24 Our Place 26 Our Infrastructure 28 Our Sustainability 30 Our Leadership 31

Our commitment to Dubbo 2036 32

Acknowledgements 36

Contacts 36

Community Strategic Report | Dubbo 2036 2

Sometimes conversations need to be prompted, but once started they can be hard to stop. Such conversations have been at the heart of community strategic planning in Dubbo, where the best of the community’s ideas have been uncovered and explored. This focus on robust, two-way conversations is what community strategic planning in Dubbo is all about.

When the Mayor of Dubbo asked the community “What do you want Dubbo to be in the year 2036?”, a community conversation started that lasted for months and from the abundance of feedback received, the community is keen to continue to have.

Many hundreds of people were directly involved in this conversation - through surveys and workshops; online blogs and questionnaires; written submissions; a drawing competition; ‘have-a-say days’; information stalls and displays; and via extensive, unsolicited media coverage. Thousands more were also indirectly part of the conversation – by talking with each other, reading newspaper articles, listening to the radio and watching the television coverage.

Over months, ideas flowed; people listened, shared, laughed, took on the challenges and refused to shy away from the hard topics.

This Community Strategic Plan reflects the insight, experience, vision, priorities, challenges and hopes of the Dubbo community for ‘their place’ in 2036. And what a place it will be!

This is the community’s strategic plan, not Dubbo City Council’s. And the people of Dubbo have already begun their journey toward achieving their goals.

In practice, Dubbo 2036 will be at the heart of Council’s operations. Any future plans and subsequent decisions made by this Council will be aligned to Dubbo 2036.

In spirit, Dubbo 2036 is the result of an engaged and emotive conversation with a committed community who came together to create a real and powerful vision for their future.

Forward


Dubbo: “A vibrant city of lifestyle and opportunity”


The Dubbo 2036 Community Strategic Plan represents a new approach to planning for Dubbo’s future. It builds on past strategic planning work, addresses the challenges we as a community face and sets out the actions required to work towards achieving the vision. Dubbo 2036 also describes how progress will be measured over time. By revisiting the previous work, particularly the Dubbo Strategic Plan 2011-2031 and Management Plan 2011-2012 and the State Governments Dubbo 2020 Vision document and having a conversation with the community before any new plans were developed; we have been able to achieve a high level of integration within our strategic and operational planning to deliver better outcomes on the ground in line with the communities aspirations.

This Plan for our community has been prepared with an unprecedented level of community engagement with the Dubbo community. Dubbo 2036 is also supported by a number of other Council plans, which include:

• The Delivery Program. This plan sets out the projects and services Council will deliver over the next 4 years (2013-2017) that work towards achieving the outcomes identified in this Community Strategic Plan (Dubbo 2036).

• An Operational Plan. This plan contains a high level of detail of Council’s budget, actions and projects for the 2013-2014 financial year.

• The Resourcing Strategy. This Strategy is the basis upon which Council will make decisions to deliver the outcomes expected by the community and includes:

– Council’s Workforce Management Plan. This plan outlines how we will ensure Council has the staff with the skills to deliver the agreed outcomes over the next 10 years.

– The Asset Management Strategy Plan. This plan provides detailed information on the type and condition of our assets and their expected renewal requirements.

– The Long Term Financial Plan (LTFP). This plan brings the budget, resourcing and asset management components together. It also models a number of scenarios in the context of constraints we face in the long term, providing a sound basis for financial decision making.

Dubbo 2036 was initially adopted by Council on 25 June 2012. The Local Government Act requires Council to review their Community Strategic Plans with 9 months of a General Council Election. This have been done and as a result an updated Delivery Program, Operational Plan and Resourcing Strategy have been developed effective July 2013.

Together, the Community’s Plan and the Council Plans form the Integrated Planning Framework or the “Dubbo 2036 Integrated Plan”. In working with the community to prepare this Plan, Council must acknowledge that there are some aspirations and priorities which the Plan cannot deliver. This may be due to limitations on our existing funds, shortfalls in budget timeframes or limitations to Council’s jurisdiction, however we will work towards overcoming these limitations and shortfalls in priority areas by pursuing additional funding sources, strengthening partnerships and reassessing each priority when the plan is reviewed. As part of the Integrated Planning Framework, the community will undertake a review of the Community Strategic Plan every 4 years. This will provide the opportunity to refine actions and priorities to reflect the progress made. This will also allow a better response to changing needs and priorities over time.

The City of Dubbo and its local government area does not exist in isolation and is influenced positively and negatively by broader planning policies and regional, national and global trends. It is therefore important that the outcomes we are working towards as a community and as a Council, align with those for the region and NSW. This Plan reflects relevant State and regional plans, in particular the NSW State Plan 2021. This demonstrates how Dubbo as a community and the Council will work to address these at a local level.

Introduction


Community Strategic Plan 25 years

Other Strategies and Plans (Vision 2020 & Allen

Report) Long Term Financial Plan

Asset Management Policy

Asset Management Strategy

Workforce Management Plan

Implementation: The Council / Councillors are

responsible for implementing actions

Consultations: Council, Councillors, Businesses,

Government, Community and Community Organisations

Development: Council engages the community in

planning for our future.

Delivery Program 4 years

Operational Plan 1 year

Ongoing monitoring and

review framework

Ongoing monitoring and

review framework

1. What is a Community Strategic Plan?

A new planning and reporting framework for NSW local government was introduced in 2009. These reforms replaced Council’s Management Plan and Social Plan with an integrated framework. It also includes a new requirement to prepare a long-term Community Strategic Plan and Resourcing Strategy.

A Community Strategic Plan is the highest level plan that a council will prepare. Its purpose is to identify the community’s main priorities and aspirations for the future and to plan strategies for achieving these goals. In doing this, the planning process considers the issues and pressures that may affect the community and the level of resources that will realistically be available to achieve its aspirations.

While Council has a custodial role in initiating, preparing and maintaining the Community Strategic Plan on behalf of the community, it is not wholly responsible for its implementation. Other partners, such as State Agencies and community Groups are also responsible for the delivery of long term strategies in the Plan these responsibilities are also identified in the Plan.

Local Government Planning & Reporting Framework

Introduction (continued)

Annual Report 1 year

Resourcing Strategy


Who are we?“DUBBO” was taken from the aboriginal word meaning ‘Red Earth’ which refers to the red ochre used as body paint. The area’s traditional owners are the Tubbagah People of the Wiradjuri Nation.

A thriving and vibrant regional centre, the Dubbo of today is one of the State’s largest inland cities servicing a catchment area of more than 120,000 people. Traditional rural industries thrive alongside extensive educational, professional, government and retail services, a growing IT sector and emerging boutique enterprises. At the heart of NSW, the City is ideally located at the intersection of major routes for road, rail and air transport.

Since becoming a village in 1849, Dubbo’s population now exceeds 40,000. With a 0.93 per cent annual growth rate predicted in the next five years and continued development, the local population is expected to exceed 51,500 by the year 2036 (KPMG “Population Outlook for Dubbo City Council 2012”).

The City’s economic strength lies heavily in the broad range of industries that reinforce its role as a regional service centre for the surrounding Central West and Orana regions; supported by a diversity of industries and a thriving retail sector of some 3500 businesses. With a strong economic, geographic and demographic platform, Dubbo’s greatest asset is its people and their commitment to the future success of the City and the region.

Dubbo City Snapshot Size of Dubbo LGA 3425 square kilometresTraditional owners Tubbagah People of the Wiradjuri

NationVillages Ballimore, Eumungerie and

WongarbonElevation 264m (Dubbo)Population 40,491 (ABS 2012)Catchment population 120,000Median age 36 (ABS 2011)Businesses More than 3500Value of GRP $2.156 billion in 2011/2012Main industries Retail, health services,

manufacturing, transport, tourism, education, construction, business services, agriculture, government services

2. Exploring Dubbo


GilgandraWarrumbungle

DubboNarromine

WarrenBogan

Cobar

Bourke Brewarrina

Coonamble

Walgett

Orana Regional Organisation of Councils


What plans do we already have?Much of Dubbo’s prosperity to date is built on a foundation of sound planning and Dubbo City Council continues to invest in an extensive works program to ensure infrastructure and services are aligned with the projected growth of the City.

Planning has always been a priority for Dubbo City Council so much so that for the last two decades Council has developed and implemented a Strategic Plan, which sets out the strategic direction for a 5-20 year horizon for the City, and delivered the outcomes of that Plan through a four year Management Plan and an Annual Operating Plan based on the principal activities required and expected by the community to delivered by the Council. These plans were placed on public display annually and input sought from the community for inclusion into the plans.

While this approach has served the City well in terms of the delivery of infrastructure and services and has ensured that Dubbo continues to grow and prosper in a sustainable way, it is acknowledged by Council that this planning was not well understood or embraced by the community and that there was a real need for the community to be more involved and engaged in planning for the future of its Local Government Area.

In addition to the planning undertaken specifically by Council as a city we have also seen the benefits of another form of community planning with the 2020 Vision for the City of Dubbo Plan. Launched in 2007; the “2020 Vision for the City of Dubbo” was a Whole of Government project with strategies and targets to enhance Dubbo’s quality of life and economic potential.

The 2020 Vision for the City of Dubbo was based on feedback from the community and detailed how government agencies, the business sector and community groups would work together to ensure Dubbo fulfilled its potential for residents and as the major service centre for Western NSW.

The 2020 vision not only defined the goals and the manner in which they will be pursued over the coming years, it also set clear targets and included a commitment from participants that the community would receive regular reports on progress made to achieve those targets.

The strategies within the 2020 vision were aimed at bringing a quality of life to the region of the same standard, or higher, than that achieved in metropolitan communities. This was designed to translate into excellent health, education, transport and business services among other things. These services were anticipated to be delivered in a unique way, suited to residents and the communities that depend on Dubbo as a service centre.

The “2020 Vision for the City of Dubbo” was a result of the Federal, State and Local Governments working in partnership with the community, and in particular the Aboriginal community to address many of the social challenges facing the city. A number of key actions were taken and this Plan has now been concluded. Dubbo 2036 now provides an opportunity to build into the next 25 year plan any residual or new actions from Vision 2020 and leverage off the partnerships and relationships that developed in the delivery of the 2020 vision.

The NSW State Plan: NSW 2012 “A Plan to make NSW Number One” has also been reviewed in the development of Dubbo 2036. NSW 2021 is the State Governments 10 year plan that will guide State Government policy and budget decision making to deliver on community priorities. Dubbo 2036 has been developed to gain leverage from the State’s objectives in the achievement of the community’s aspirations for Dubbo.

What do we want to be?During the engagement process conversations around Dubbo’s future explored a number of issues and concerns across a range of community and government groups with common and disparate interests. Throughout these conversations and then through written submissions, three key features have emerged strongly. These were that:

• The community desires ‘unity’ – which is seen to be currently lacking in the city;

• The community has a strong and enduring level of commitment to Dubbo and its future; and

• The community was content with the level of investment in new infrastructure in the City by Council and now would like to see a focus on repair and restoration of existing infrastructure.

These features define Dubbo 2036 and set it apart from other Community Strategic Plans. They are a unique reflection of the Dubbo community today and its aspirations for the future.



3. Meeting legislative requirements

What is Council’s role?The Local Government Act 1993 includes a Council’s Charter (section 8). This sets out the things that all NSW councils need to consider when carrying out their responsibilities, namely:

• providing directly, or on behalf of other levels of government, adequate, equitable and appropriate services and facilities for the community

• ensuring that provided services are managed efficiently and effectively exercising community leadership

• exercising its functions in a manner that is consistent with and actively promotes the principle of multiculturalism

• properly managing, developing, protecting, restoring, enhancing and conserving the environment of the area for which it is responsible, in a manner that is consistent with and promotes the principles of ecologically sustainable development

• having regard for the long term and cumulative effects of its decisions

• having regard to acting as the custodian and trustee of public assets

• effectively accounting for and managing the assets for which it is responsible

• facilitating the involvement of councillors, members of the public, users of facilities and services and council staff in the development, improvement and coordination of local government

• raising funds for local purposes by way of rates, charges and fees, investments, loans and grants

• keeping the local community informed about its activities

• ensuring that, in the exercise of its regulatory functions, it acts consistently and without bias

• being a responsible employer.

While following this Charter, in reality councils do far more than this. They pursue their communities’ visions and ideas,

provide leadership, assist community-based organisations to provide services to local communities, and express local ideas and concerns about important issues to other levels of Government. A community also often looks to its council to protect it from potential natural dangers, and for support in times of need.

Given this broad range of responsibilities it is important that Council carefully plans to ensure that the Charter is met and the community benefits.

What is Integrated Planning?Dubbo 2036 was created in response to legislation enacted in October 2009, requiring all NSW councils to develop a Community Strategic Plan as a part of an Integrated Planning Framework. Dubbo 2036 meets all the criteria of the legislation in that Dubbo 2036:

• Has a 25 year focus, well beyond the minimum 10 years required in the legislation;

• Addresses the key issues of social, environmental and economic sustainability, and civic leadership, but goes further by including infrastructure as a very important priority of the Dubbo community;

• Considers the community’s vision and themes, the outcomes and objectives sought, and the actions by which all of these will be achieved;

• Displays a clear commitment to deliver the Plan as a partnership between Council, State and Federal agencies, non-governmental organizations, community groups and individuals; and

• Provides a very clear and concise base upon which Council will be able to integrate all of its planning documents.

• Dubbo has a proud and long history over many decades of planning for its future. By undertaking preparation of Dubbo 2036 and the approach taken, aside from meeting legislative obligations under the Integrated Planning and Reporting Framework an opportunity was realised to ensure real and meaningful community engagement and input to a shared vision and plan for Dubbo.



How will it work?The Integrated Planning and Reporting Framework to deliver on the 25 year Community Strategic Plan for Dubbo looks like this:

Strategies

What the Council will do

and will deliver on the outcome identified by the community like this:

25 years

Outcomes

Vision

Community Strategic Plan Delivery

program Operational Plan

4 years

1 year

Annual budget

Actions

Actions

Programs

Community Strategic PlanDelivery Program

Operation Plan

Giving life to Dubbo 2036Dubbo 2036 provides a sound base for Dubbo City Council to develop the required four (4) year Delivery Programme and annual Operational Plan based on the feedback received from the community. These plans give life to the Dubbo Community Strategic Plan (Dubbo 2036).

The Dubbo community tested and endorsed the following themes through the workshop process:

• Our People

• Our Place

• Our Infrastructure

• Our Sustainability

• Our Leadership

While the theme of infrastructure is additional to the legislative requirements, including it in the Plan enables the Dubbo community to explore the issue of infrastructure management and maintenance and highlight it as one of the community’s highest priorities. As a result, this Plan provides structure and vision for the future decision makers of Dubbo around the community’s needs and aspirations.



The NSW State PlanThe NSW State Plan NSW 2021 is a key planning document that contributes to Dubbo 2036, giving a framework for provision of State government services.

The NSW State Plan sets out the NSW government’s main service areas and the priority areas where the community expects improvements. It shows how those improvements will occur. It also includes a rigorous reporting regime.

The NSW State Plan acknowledges Dubbo as a key player in the region, supporting neighbours near and far as a centre for business and services. Dubbo is part of the Western NSW Action Plan that underpins the State Plan. Dubbo is one of a number of attractive regional centres which offer a blend of country and city living. It is recognised as enjoying a strong community spirit, an active local sports network, with the benefit of facilities and services that have improved considerably over recent years to better meet community needs.

The NSW Government is measuring its performance in Western NSW against the following criteria, set out in the State Plan:

• Diversify the economic base to retain and attract business;

• Provide quality health and community services;

• Invest in local infrastructure; and

• Protect our natural environment.

Key synergies can be drawn between this set of criteria and the priorities, themes, strategies and actions outlined in this Dubbo 2036. This alignment will greatly improve the efficacy of actions taken to address identified strategies in both the State Plan and the Dubbo Community Strategic Plan.

The NSW 2021 Plan is based around five strategies:

• Rebuild the economy

• Return quality services

• Renovate infrastructure

• Strengthen our local environment and communities

• Restore accountability to Government



4. Dubbo – Our City

The common desire for unity and shared commitment to Dubbo’s future set the tone for many Dubbo 2036 workshops which was also reflected in survey responses and other elements of the engagement process. The ideas stand alone, but their strength led to further ideas.

This Plan will not succeed without a genuine commitment by everyone in Dubbo to work towards making Dubbo the best place it can be. This will not be easy. Not everyone will agree with how results are achieved – by the community, by the Council, by the State Government or by the Federal Government. However what is important is that a far greater degree of unity be adopted and exhibited by every person in Dubbo – a unity of purpose – to ensure everyone works towards the agreed goals outlined in the Plan.

To achieve this, Council identified some key community members to assist in the development of the Community Strategic Plan. This group are called the Dubbo 2036 Champions.

To maintain the community’s momentum and commitment to the Plan and the ongoing delivery of the outcomes of the Plan the Champions Group will continue to operate with a number of key responsibilities:

• To assist in developing the small number of measures (no more than 10 per theme) that will be used to monitor progress in achieving the outcomes sought by Dubbo 2036;

• To assist in reviewing progress against the measures; and

• To assist in developing the progress reports that will be presented to the Dubbo community every year and every four years.

As this is a community plan it is vital that Dubbo people continue to “own” the plan and stay involved with its progress. Council has a custodian role and will need to work closely with the Dubbo community to monitor and report on progress.

This Plan will not succeed without a genuine commitment by everyone in Dubbo to work towards making Dubbo the best place it can be.



...the Champions advocated and encouraged engagement in the process through conversations with their families, friends, colleagues, interest groups and networks.

(above) Some of the champions shown with the then Dubbo Mayor, Clr Allan Smith and General Manager, Mark Riley.

Champions of Dubbo’s futureAs part of the Community Strategic Plan process, a community advocate program called Dubbo 2036 “Champions” was developed to gather ideas and reach further into the community. People with a passion for Dubbo were identified and invited to be Champions. These Champions featured in the media throughout the program at events and workshops. Importantly, they advocated and encouraged engagement in the process through conversations with their families, friends, colleagues, interest groups and networks.

As a group, the Champions have taken up the challenge of further engaging with the community and individual specific interest groups, undertaking to work together as the Plan comes to life.

Our Champions show a commitment to leadership in the Dubbo community, illustrating a key success of the consultation and engagement process.



Community Engagement

How did we develop Dubbo 2036?Dubbo City Council developed a comprehensive community engagement strategy to ensure a broad range of opinions, ideas and visions were captured to help shape the Dubbo 2036 Community Strategic Plan in the development of the draft Dubbo 2036 Community Strategic Plan. The community was provided with genuine opportunities for active, meaningful and ongoing participation. Community participation helped to identify the key issues, challenges and opportunities for Dubbo as well as establishing a vision for how the community would like the area to be in the future.

Communications Activity Outcome / reach

Dubbo 2036 Brand developed Brandmark developed that would support program and consistent messaging

Mayoral newsletter (included newsletter / survey and reply paid envelops) Newsletter distributed to 20,000 ratepayers

A5 campaign brochure 600 brochures distributed at workshops, online and at trade stalls

Village newsletter (2) 1000 newsletters distributed

TV advertising (1 station) 3 week coverage, estimated reach of: 82,500 (x 5.1 frequency)

Print advertising (2 publications) 6 week coverage, estimated reach of: 166,011

Radio advertising (3 stations) 3 week coverage, estimated reach of: 100,000

Council Column (4) 4 week coverage, estimated reach of 43,005

City Connection (4) 4 week coverage, estimated reach of 48,000

City communications E-Blasts (2) Reach of 1400 people

Specific workshop e- invites Reach of 380 people

Social media use Reach of 1220

Total reach of communication program 464,116

Engagement Activity Outcome

Dubbo 2036 champions launch program 30 attendees

Official public launch event and workshop 100 attendees

Community Survey 402 responses

Dubbo2036.com.au 1742 visitors

‘Draw Dubbo 2036’ school competition 100 entries

35 Community Workshops 374 attendees

Dubbo Show Stand – Have a say day 300 attendees

Media launch 15 attendees

Public events – ‘Have a say’ days Reach of 4000 people

Social media use Reach of 1220 people

Total occurrence of engagement 8283

Media kit and 12 media releasesDubbo 2036 campaign received extensive media coverage through editorial in local newspapers. This free editorial coverage equated to $71, 168 of advertising value.


Dubbo 2036 ChampionsRespected and passionate members of the community were enlisted to lead the Dubbo 2036 community engagement program.

Official public launch eventThe launch of ‘one of the most important community planning projects in Dubbo’s history’ took place in the grounds of the City’s first courthouse – the Old Dubbo Gaol – on 2 May 2011. The location was a salute to Dubbo’s progressive past, signalling the start of the City’s efforts to shape its future.

Interactive workshopsWorkshops were purposely held at a wide variety of locations where groups within the community might usually congregate. Workshops were independently facilitated by Stephen Blackadder, of Blackadder Associates Pty Ltd. Workshop outcomes were captured on butcher’s paper and transcribed. Hundreds of Dubbo City residents were involved in consultations.

Community surveysCommunity Surveys were delivered to every household in the Dubbo LGA. Surveys were available at public events and locations including shopping centres, farmers markets and Councils Civic Administration building.

dubbo2036.com.auAn extensive online component included a dedicated Dubbo 2036 website which contained a host of information, online survey and public forums. Social media channels, including Facebook and Twitter were also utilised.

Dubbo 2036 brandA strong graphic brand was developed to bring life to the project and create a clearly identifiable image.

AdvertisingAdvertising was placed on radio, television and local print media.

Media coverageLocal media provided great support to the process by extensive coverage and encouraging the community to have their say.

Refer to the Dubbo 2036 Engagement Report for more information.

Public Exhibition and ConsultationOnce the draft Community Strategic Plan was developed it was further reviewed by Council and in October 2011 it was adopted by Council for further review and comment by the Community through a public exhibition period. The Draft Community Strategic Plan was advertised and placed on public exhibition for the period from between 8 November 2011 and 9 December 2011. During this period a total of seven (7) written submissions were received. The feedback received was very supportive of the process and raised issues that Council resolved at its meeting in December 2011 to be included in the development of the draft Delivery Program.

Where are we now?

1. What do you value most about living or working in the Dubbo Local Government Area?

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2. What are the issues or challenges that affect Dubbo today?

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Where are we going?

3. What is the most important issue or challenge facing Dubbo in the future?

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Where do we want to be in 2036?

4. What is your vision for Dubbo by 2036?

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5. What are the main things we – as a community – can do to make these visions a reality?

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To make sure you have input into the development of the City’s highest level long-term plan, all you have to do is imagine Dubbo in 2036, answer the following questions and send your feedback to:

What is your vision for Dubbo in 2036?

delivered personally to Dubbo City Council, corner Church and Darling streets, Dubbo

(Please use additional sheet if insufficient space)

submitted online dubbo2036.com.au or emailed to [email protected]

Dubbo City Council, PO Box 81, Dubbo NSW 2830

Name ..................................................................

Email ...................................................................

Postal Address ..................................................................

Age Under 15 | 16-25 | 26-35 | 36-50 51-65 | 66-80 | 81+

Gender Female | Male

Please select Aboriginal Torres Strait Islander Born overseas From Non English Speaking Background

Thank you for your time and your important input

Imagine Dubbo in 2036...What are YOUR hopes for the future of Dubbo?

In coming weeks our community will embark on creating this Local Government Area’s highest level strategic plan: Dubbo 2036. When developed, the Plan will drive future decision making across our area.

Let’s talk!In May 2011 whether you have just 10 minutes or two hours, you can get involved in workshops, online forums or put your ideas on paper and let Council know your vision for the future of Dubbo.

Find out moreWould you like more information about the Dubbo 2036 project?

Dubbo City Council’s Customer Service Centre on 6801 4000 during business hours

dubbo2036.com.au

You’re invited... Dubbo 2036, Public Launch – 1pm, 2 May 2011, Old Dubbo Gaol

“Increase our use of sustainable energy resources”

Liam, 26 Dubbo

Once adopted by Council in December 2011, the Community Strategic Plan was used as the basis for the development of the draft Delivery Program, Operational Plan and Resourcing Strategy. These documents were developed and presented to Council for consideration in April 2012 and were adopted for the purpose of further community consultation. The draft Community Strategic Plan, Delivery Program, Operational Plan, Resourcing Strategy and Engagement Report were placed on public exhibition for the period between 3 - 31 May 2012 – a total of 29 written submissions were received.

Community Engagement (continued)


Community issues and concerns The Community identified a number of key issues and concerns that must be confronted in the future if we are to make Dubbo a better place for our children and grandchildren:

A summary of community feedback

2020 VisionThe outstanding work of the Council, the community and State and Federal agencies in 2005 to develop the “2020 Vision for the City of Dubbo” must not be lost; there is a need to ensure the residual issues are identified and addressed in Dubbo 2036.

A vibrant City centre This is sought through the provision of restaurants, public art, a youth population, night time recreation facilities, and the like.

An expanded university

This will provide opportunities for young people in Dubbo to live and study in the City, and attract others from outside Dubbo to live and study here, thereby promoting the vibrancy of the City.

Public artThe absence of street art, sculptures and statues within the City streets and attractive welcome signage at the City entrances was noted as contributing to the lack of identity or pride in the City.

A consistent image and identity

There appears to be some confusion in the community as to what the City represents and what image it portrays to the wider world. The question “who are we?” was often posed. The future Dubbo must adopt a consistent identity and promote that image to the wider community.

Pride in the City

There was some considerable concern expressed across the community that we do not promote or “talk up” the City to ourselves and to visitors. It does not seem that the City has pride in itself. Workshops discussed why this is so and what all of us should do to rectify that attitude.

Unity in leadership Workshops emphasised the importance of community leaders being cohesive and united in their support of Dubbo and talking up the positives of the Dubbo lifestyle.

Raise our profile to attract investment

A positive image and identity was regarded as necessary to encourage more investors to place faith in the future of the City and to provide jobs for Dubbo families.

An activated river The Dubbo ‘town centre’ turns its back on the Macquarie River – and exploration of a future linkage of the town and river had strong support.

Population growth A growing city received strong support subject to the associated facilities, services and infrastructure being provided to match the growth.

Long term recreation/sports plan

Dubbo is justifiably proud of the significant sporting achievements of its residents and the facilities provided. Nonetheless, it does not have a long term plan for the future of sport and recreation in the city and region.

An iconic eventWhilst recognising the significant logistics involved in organising such an event it was considered that Dubbo should evaluate the opportunities to promote an identity and improve the image of Dubbo through an icon event.

Business support culture

There appears to be a negative attitude within the City towards the support of business activities and an alternative “can do” attitude is required.

Partnerships Partnerships with State and Federal agencies were seen as a means to provide additional support for Dubbo and the region.

Project planning The strategic actions contained in the Community Strategic Plan are effectively delivered through project plans and project management.



A summary of community feedback

Measuring progress

If strategic actions are effectively delivered through good project planning and management then progress needs to be monitored and measured against what has been delivered against the expectations at the start of the process. A small number of key measures need to be developed to assist in measuring progress.

Hospital and medical facilities/services upgrade

This is considered essential and the State and Federal Governments need to provide the funds required to undertake the works.

Seniors services Our ageing community requires additional services and facilities for the future.

Community safety The image of the City needs to be enhanced through a safer community over time.

Internal ownership of the Zoo

The loss of the “Dubbo” name in the Taronga Western Plains Zoo has not settled well with the community and a new relationship with the zoo as “one of us” needs to be re-developed.

2013/2014 Review: Since the creation of Council’s Community Strategic Plan, Taronga Western Plains Zoo has deliberately enlisted the support of the Local Community. Zoo Friends, of which Dubbo locals account for almost 9,000, has experienced a 300% increase in membership numbers since December 2011. In conjunction with Zoo Friends, the Zoo now has over 35% of the local Dubbo population involved in zoo programs. These issues, combined with extensive volunteer support and the opening of the Savannah Visitor Plaza, have added to the Dubbo Community’s relationship with the Zoo.

Opportunities for 18 to 35 year olds

Skills development through expanded tertiary institutions, improved night life and the lime are initiatives to keep our young adults in Dubbo. A new age of volunteerism – the wider Dubbo community should be encouraged to provide free time in support of the community.

Promote and enhance family values

An active promotion of the identified values is seen as essential to reduce the incidence of domestic violence and to provide growth opportunities for children.

Regenerate landscapes To ensure our land is arable and sustainable for future generations.

Balance energy use To ensure sustainability in our use of resources.

A Forum of Community Leaders

As the community strategic plan is owned by the Dubbo community, it would be highly desirable that a forum of Dubbo community leaders be involved in monitoring and measuring progress and ensuring the community expectations are met. The forum would have a part to play in working closely with the Council to report to the Community on progress.

Address inequity in opportunity

There are many in the Dubbo community who may not have the same opportunity as some others – such as our elderly, our financially disadvantaged, our Aboriginal community, our disabled, and our youth. Every effort must be made in the future to provide equitable access to services and facilities.

Attention to village lifestyle and rural engagement

The attractiveness and charm of small village life is a feature the community wants to see maintained, and an understanding of the needs of the rural community is required.

Embracing Aboriginal culture Identifying and implementing opportunities to celebrate the culture .

Big infrastructure items

Before the community embarks on any new major infrastructure projects the available funding needs to be devoted to fixing and maintaining our existing infrastructure. Thereafter, opportunities such as an upgraded indoor aquatic centre, the showground improvements, airport expansion, saleyards improvements, a VFT to Orange/Sydney, a second crossing of the Great Dividing Range should be considered.



Lots of ideas – but which ones?

Summary of specific activities the community wants to pursue

Fix the infrastructure we have before spending more resources on new facilities

Council to work together to provide community leadership for the good of Dubbo

All levels of government work together to identify and provide funding for key infrastructure and services for the city to serve the city and the region

Everyone work together to ensure a greater commitment of government funding for Dubbo

Build a weather structure over the Olympic pool to increase usage of the pool

Establish a group outside of Council to monitor progress of the delivery of Dubbo 2036

Support the Multicultural Festival

Continue to lobby for the construction of a new Dubbo Base Hospital and improved/expanded health services and facilities for the city and the region

Build a weather structure over the skateboard ramps

Open a kiosk adjacent to the skate park

Ensure pricing for children and young people does not deny access to facilities and events

Promote existing facilities such as PCYC

Align with a national AFL/Rugby League club for the club to provide “nursery” facilities in the city to grow future football stars

Establish a venue and service where young aspiring musicians, authors, artists can get assistance/mentoring getting established such assistance with how to go about publishing, recording, marketing, etc

Develop a Master Plan for sporting and recreation facilities – showing baseline data; facilities required to match current and expected demand; and to match expected population growth and participation rates; and to address facilities, costs, participation etc, emerging sports

Provide relevant university courses to make Dubbo the university of first choice

Government and local business work together to attract appropriate funding for the university

Establish a centre of excellence for mining related tertiary studies and training courses

Provide a broader range of artistic and creative courses at CSU

Create a volunteer mentoring program that runs twice a year that educates and involves middle and senior school students in high school

Define and identify suitable community role models

Support Aboriginal role models to become role models in the broader community

Develop an outdoor dining precinct with appropriate street scaping

Develop the university as a university of first choice

Take art, theatre, dance and music out into the community - public art along the river; sculpture by the river competition; restaurant by the river – to gain wider public appeal.

Leverage the Evocities promotion to position Dubbo as the hub of the west

Identify and align with Chinese and Indian investors to promote investment opportunities

Implement the Economic Development Strategy to grow the city

Engage with mining companies to attract a permanent workforce to Dubbo

Continue to implement the city image and marketing program to promote the city and what it has to offer

Ensure the community has ownership of and celebrates the Zoo

Provide clear and welcoming community messages on city entrances

The community demonstrates unity in all of its actions within the city and outside the city

Introduce a Dubbo Ambassadors program – both internal and external ambassadors

Create social opportunities, cafes, etc to leverage attendance at arts and culture facilities

Commit 2% of any public works project budget towards funding public art for that project

Establish a Dubbo Regional Arts and Culture Foundation to be supported by benefactors, grants and corporate sponsorship to fund high priority facilities

Create an iconic art prize and encourage national support and sponsorship

Plan appropriate housing and short term accommodation stock to service the mining industry

Deliver appropriate housing and accommodation

Provide more aged care and respite care facilities and services to respond to increasing demand

Provide hospitality and customer service training for business

Improve health care services and provide specialists such as psychiatrists and psycho geriatricians

This feedback regarding the issues and concerns affecting Dubbo raised at the workshops were then taken by the participants and turned into ideas and actions that the community believes will address the areas of concerns.

A new bridge connecting South Dubbo with West Dubbo.



Ensure easy access for our ageing and disabled – automatic/electronic doors; footpath condition and widths; transport to services (community transport/taxis, accessible taxis/buses); facilities for motorised scooters.

Support the school programs for Aboriginal education

Create access to local apprenticeship opportunities for Aboriginal people

Provide Aboriginal art and culture in city streetscapes and in public buildings

Audit the Vision 2020 Plan and identify and pursue residual actions

Ensure leadership training is provided to Aboriginal Working Party members

Continue to implement the Aboriginal Employment Strategy

Major city businesses to introduce an Aboriginal apprentices programme

Brand each event and celebration with a Dubbo unity and pride theme

Provide public art and performances in community areas with themes suitable to the character of Dubbo – “hub of west”/the zoo?

Encourage a broad base of organisers (the ‘movers and shakers’) to avoid ‘volunteer fatigue’

Grow elite level sports people

Change the culture of Dubbo to be one of “It’s cool to be proud of Dubbo”

Encourage more use of the river by creating opportunities for the river corridor to be activated such as providing connections to/with the CBD, improved facilities, events, walking/bike paths

Activate the town centre in day and evening hours with al fresco dining, promotions and events

Plant more native trees and plants where appropriate

Implement more sustainability initiatives to use less water and energy

Encourage late night trading venues to operate

Conduct/encourage street parties/celebrations, competitions (e.g. Dubbo’s Tidiest Street Awards”), other social events, community gardens, etc to build a greater sense of community and pride at the neighbourhood level

Introduce colour and movement with banners in the CBD and other key locations

Provide a second flood free crossing over the Macquarie River

Dubbo should be a city with city services and facilities but with a ‘country feel’

The Villages in the Dubbo Local Government Area are important and should be developed in line with what the people who live there want to see happen into the future

Increase transport access to the coast and other cities e.g. a fast train, increased air destinations

Attract more retail outlets to the city to provide more competition, variety and choice

Support alternative venues and opportunities for young people to socialise after hours, such as Midnight Basketball, Midnight (Under 18’s) Café

Encourage higher density dwellings in the town centre to activate the centre at night

Development of an ampetheatre and facilities at the Sir Roden Cutler Park for community events and performances

Make the CBD more pedestrian friendly

Establish heritage walks, cycleways, drives and special tree planting areas to promote our heritage

Community Engagement: Lots of ideas – but which ones? (continued)

To continue to increase products, offerings and facilities in the town to attract people to the town and hold people in the community.


Identifying our prioritiesWhile working through the list of community ideas and issues, the challenge was to identify and explore financially sound ways of financing them. Council’s long term financial planning highlights that there is currently a gap between the funds Council has available and the cost of the existing services and facilities Council provides.

This means that Council will need to pursue funding options outside key revenue sources of rates (at their current level) and developer contributions. It may also mean finding savings elsewhere, prioritising some projects as long term, and in some cases, choosing between projects.

In prioritising the Community’s aspirations Council must also consider the services and facilities it is required to deliver as well as focus areas and key projects. Council therefore has to balance a number of competing pressures to arrive at a list of priority strategies, programs/projects and actions.

The Delivery Program is the key point of reference identifying the strategy and showing the project, programs and actions that have been prioritised and aimed to be delivered in the next four years.

The Operational Plan provides more specific details as to what will be delivered within a particular year and the budget to achieve this. Council will amend the Resourcing Strategy including the financial model that shapes the Long Term Financial Plan when there are significant changes to revenue and income sources and/or pressure to increase expenditure.

In addition to the consideration of funding there were two important observations arising from the conversations with the community that need to be acknowledged. These were that there were no additional major strategic issues of concern that had not already been identified in Council’s Strategic Plans to date and that the issues and ideas could for the most part be included into strategic programs for delivery over the next 25 years, for delivery in a very short time frame.

So the challenge in the development of is Community Strategic Plan is to ensure that it looks into the future and sets the direction that the community want, while integrating it into the other plans and programs Council is required to deliver under the NSW Integrated Planning and Reporting Framework.


The Delivery Program is the key point of reference identifying the strategy and showing the project, programs and actions that have been prioritised and aimed to be delivered in the next four years.

Top 10 ideasThe top ten (10) ideas that evolved from the conversations around Dubbo 2036 included:

• Redevelop the Dubbo hospital and create Dubbo as a regional centre of excellence for health;

• Define and promote Dubbo’s unique culture and cultural heritage; harnessing community pride and defining a promotional aspect for Dubbo;

• Develop an iconic Dubbo festival or event and promote artistic and creative expression in the community;

• Prepare a Sports and Recreation Strategy for the City to ensure the best use of existing resources and facilities, and plan for future growth and opportunities;

• Revitalise the river and use it as a focus for leisure and dining activities;

• Grow Dubbo’s university offerings to attract and retain young people in Dubbo;

• Encourage retail and hospitality ventures to create a vibrant city centre;

• Encourage community leadership and community involvement;

• Create a centre of excellence in environmental sustainability that involves the entire community; and

• Improve roads and public transport to support community mobility and future growth.

The top 10 ideas have guided the development of the Strategic Outcomes under each of the themes in the Action Tables. At the same time all of the individual ideas have been addressed as actions within the Council’s Delivery Program and Operational Plan. They will not be “lost”.


Dubbo 2036 – Our Plan

The Plan is based on five key principles:

• Enhance community wellbeing and quality of life through the empowerment of all people and the provision of safe neighbourhoods;

• Develop safe and sustainable built and natural environments;

• Maintain and improve infrastructure and services in Dubbo to ensure it continues to be a place where people want to live, work and visit.

• Achieve long-term economic security and prosperity through the creation of long-term employment options and a diverse population base;

• Ensure strong civic leadership with an engaged community who participate in decision making processes; and

Underlying the community’s desire for unity and its readiness to commit to a strong future for Dubbo, the Dubbo vision will resonate into the future:

“A vibrant city of lifestyle and opportunity”

This vision is characterised by these elements:

Vibrancy – the city lacks vibrancy compared with other cities in NSW. This then is an aspirational component of the vision.

City of Lifestyle – the type of city and lifestyle needs to be clearly defined in the action strategies contained in the Community Strategic Plan so that this part of the vision can be realised.

City of Opportunity – this will require a range of opportunities to be provided in the future – for all age groups, for all social-economic groups and for all interest groups.

Similarly there is a set of Community Values which underpins the vision and these were frequently referred to in the workshops. They include:

• Progressive – we value progress in all its forms – population growth, sustainable living, and opportunity for all.

• Pride – we value our intense pride in our city and our region, and will do all we can to promote our unique identity and build a positive image of our community and lifestyle

• Safe – we reject any threat to the safety of our residents and our visitors and through progress, leadership and pride in our city and region we will be known as the friendly city.

• Leadership – we value unity in purpose and consistency in actions to promote the city and support each other.


ThemesAs previously outlined, the legislation requires each Council and its community to address at least four principal themes as part of the Community Strategic Plan – social, environmental, economic and leadership. In developing Dubbo 2036 a number of initial consultations were held (including workshops with Councillors and the Council Executive). These initial workshops identified relevant themes which could be used in discussions with the community about Dubbo. These themes were then tested for their relevance in the workshops and evolved into the following key ideas which are important to the community:

Our PeopleThe key elements that will underpin the future development of Dubbo are lifestyle and opportunity in the areas of social, cultural, educational, health and recreational facilities and services and community protection.

As a community we seek an enhanced community wellbeing and quality of life for the people who live and work in Dubbo. Our arts and culture; education; social services; youth services, facilities and activities; Aboriginal cultural heritage; healthcare services; crime prevention; public health and safety; animal welfare and community celebrations all contribute to that wellbeing and quality of life.

Our PlaceDubbo is the City in western NSW and provides facilities and services to more than 120,000 people. The key built and natural environment issues that will underpin the future development of Dubbo are environmental management, strategic land use planning and development control.

The feedback received during the initial Dubbo 2036 engagement was that we are seeking population to facilitate growth and diversity in the services and facilities provided here, however this was not to come at the expense of the Village and Rural lifestyle or the natural environment that is also available in Dubbo.

Our InfrastructureThe key infrastructure elements that will underpin the future development of Dubbo are transport infrastructure, water supply, sewerage services, drainage infrastructure and solid waste management.

Our infrastructure provides the foundation of our community activities; roads, footpaths, water, sewage, stormwater and flood mitigation, transport including the airport, public buildings and street lights are just a few of the essential services we rely on.

The community raised the need to maintain existing infrastructure to a reasonable standard as a key priority above that of providing new and improved infrastructure the delivery of this priority will be a key outcome to be addressed in this plan and balanced with the desire for Dubbo to continue to grow and expand.

Our SustainabilityDubbo needs a robust local economy, a safe and secure society and a natural and built environment that provides a liveable community for future generations. The role of Dubbo City Council is to provide the necessary leadership to manage the funding and resources to deliver the community’s vision for the future.

The key elements that will ensure the future sustainability of Dubbo are a strong economic base that reflects competitive advantages and key emerging and developing industry sectors and economic growth that is driven through realising opportunities and increasing awareness of the City’s offering. Supporting development of a united and positive image will drive the recognition of Dubbo as the leading regional centre in Australia.

Our LeadershipPlanning and delivering the future of the Dubbo Local Government Area is a shared responsibility which can only be achieved through focused partnerships and relationships. Every person has a stake in that future – individuals and groups working with the local council, state and federal governments and regional interests – all contributing their own leadership to achieve that future.

Dubbo 2036 – Our Plan (continued)


The themes of people, place, infrastructure, sustainability and leadership underpinned discussions through the period of engagement and so provide the structure on which to base the desired Outcomes and Strategies as detailed in the following tables.

A table has been created for each theme based on the legislative requirements of the Integrated Planning Framework. These tables include clear statements of:

• Outcome – what we want to achieve over the next 25 years (coloured);

• Strategy – the approach to be taken to achieve the outcome (black);

• Timeframe* – the expected time to undertake the actions:

– Ongoing – Council will continue to implement an ongoing basis

– Short Term – 1 to 4 years;

– Medium Term – 5 to 10 years;

– Long Term – 10 to 25 years;

• Responsibility – states the primary ‘drivers’ of the actions (other stakeholders will provide support).

These tables are the key tool of this Plan as they:

• Reflect the ideas and opportunities identified by the community and stakeholders through the consultation process as outcomes or strategies which will then be developed into Actions within the Delivery Program and Operational Plan;

• Define how to deliver the community vision; and

• Provide a unifying focus for all the community

Put simply, these tables illustrate the Vision. By clearly showing each stakeholder their role(s) and responsibility, and the steps that must be taken for Dubbo to achieve the vision, these tables will be a driving force for Dubbo to be a “vibrant city of lifestyle and opportunity”. The tables not only include the specific strategies identified by the community but they also reflect the other responsibilities that Council and other stakeholders have to ensure that together we can deliver the Vision for the City.

It needs to be understood however that this is indeed a Strategic Plan for the next 25 years and some of the strategies will take time to achieve, however with a plan it is ensured that the focus on these strategies will remain.

The tables not only include the specific outcomes identified by the community but they also reflect the other responsibilities that Council and other stakeholders have to ensure that together we can deliver the Vision for the City

A plan for action


Our PeopleThe key elements that will underpin the future development of Dubbo are lifestyle and opportunity in the areas of social, cultural, educational, health and recreational facilities and services and community protection.

Strategies By When By Whom

1.1 Outcome: The health, welfare and education of the community is maintained through effective medical care and a full range of educational opportunities.

1.1.1 Dubbo is recognised as the regional medical centre for western NSW. Council, NSW Ministry of Health, OROC

1.1.2 Priorities of all levels of government are aligned and funding is attracted for improved medical facilities and services.

NSW Premiers Dept, Local State & Federal Members, Dept of Education & Communities, Dept of Education, Employment & Workplace Relations, CSU, OROC

1.1.3 The availability of health and allied health tertiary courses and training available in the City is increased.

1.1.4 An expanded tertiary education curriculum is available that provides additional opportunities for education within the City and region.

1.1.5 A variety of high quality primary and secondary education and vocational training facilities and opportunities are available in the City.

NSW Premiers Dept, Dept of Education & Communities, OROC

1.1.6 Dubbo has an appropriately skilled workforce that supports the economic development and growth of the City.

NSW Premiers Dept, Dept of Education & Communities, Chamber of Commerce

1.2 Outcome: The community’s lifestyle and social needs are supported through the provision of a range of essential social and community services.

1.2.1 Childcare facilities, preschools and after hours care meet the needs of the community. Council, Private Enterprise

1.2.2 The social services needs of the community are identified and monitored. Council

1.2.3 A variety of youth activities and entertainment are available in the City based on input from the youth of the city.

Council, Dubbo Youth Council

1.2.4 The needs of older people and people with a disability are monitored to ensure appropriate services and facilities are available in the City and the region. Council, Private Enterprise

1.2.5 The education, health, employment and economic development opportunities of Aboriginal people are improved. Council, NSW Premiers Dept

1.2.6 A variety of cemetery facilities are available in the City. Council, Private Enterprise

1.2.7 An Interagency Group is established in the City. NSW Premiers Dept

1.2.8 A central data base for community service information is available and maintained that can be accessed by the community.

NSW Premiers Dept/Interagency Group, Dubbo Neighbourhood Centre

1.2.9 An Ageing Strategy is developed and implemented to provide appropriate services and facilities are available for an ageing population.

Council, Dept of Health & Ageing

1.3 Outcome: The community’s lifestyle needs are well catered for through the provision of a range of facilities and services.

1.3.1 The high profile of existing cultural services and facilities such as the Western Plains Cultural Centre and the Dubbo Regional Theatre and Convention Centre is maintained. Council, Community

1.3.2 The Dubbo community participate in and celebrate the high quality cultural services and facilities available in the City. Community

1.3.3 Aboriginal culture is celebrated by the community.Community, Dubbo Aboriginal Community Working Party

Outcomes Strategies

Ongoing Short Term - 1-4 years Medium Term - 5-10 years Long Term - 10-25 years

A Plan for Action Tables (continued)



1.3.4 Existing arts and cultural facilities in the City are leveraged to provide and promote complementary facilities and opportunities.

Council, Community, Private Enterprise

1.3.5 An iconic event for the City is embraced by the community. Community

1.3.6 The high standard of library facilities and services to the community is maintained to meet the educational, recreational and informational needs of the community. Council

1.3.7 The iconic Old Dubbo Gaol is maintained as a quality tourist attraction form both a historical and entertainment perspective. Council

1.4 Outcome: The community has the opportunity to participate in a diverse range of lifestyle, sporting and passive recreational pursuits.

1.4.1 Improved access is available to recreation facilities for young people. Council, Private Enterprise, Youth Council

1.4.2 The Sports and Recreation Masterplan for the City promotes efficient use of existing sporting facilities and identifies future sporting facility requirements.

Dubbo Sports Council, Council

1.4.3 Achievements are celebrated and support is provided for activities that foster cultural diversity, recreational opportunities and community pride.

Council,Community

1.4.4 The Strategic Masterplan for the Macquarie River corridor improves the amenity and increases the utilisation of the river corridor for a range of pursuits.

Council, NSW Dept of Trade & Investment

1.4.5 High quality (fit for purpose) passive and active recreational open space is available to and used by the community. Council

1.4.6 Dubbo is recognised for its first class sporting facilities, which cater for a wide range of local, regional and state sporting events and opportunities.

Council, Sporting Groups, Sports Council, Private Enterprise

1.4.7 Aquatic facilities are available and maintained to improve the health and wellbeing of the community. Council, Private Enterprise

1.5 Outcome: Dubbo is a safe community.

1.5.1 The health and safety of the community is ensured through the delivery of appropriate human environment services. Council, NSW Health

1.5.2 High level Police and Ambulance services are available to the community. Dept of Attorney General & Justice

1.5.3 People and property located within urban area of the City are protected from fire related incidents by Fire and Rescue NSW.

Dept of Attorney General & Justice, Council, Community

1.5.4 People and property located within the rural area of the City are protected from fire related incidents by a responsive volunteer based rural fire service.


1.5.5 The Local Emergency Management Organisation and the Local State Emergency Services are capable of responding to emergencies.


1.5.6The community displays a high level of understanding of and compliance with the legislation in regard to the keeping of and control of companion animals and other animals.

Council, Community

1.5.7 New development within the Macquarie and Talbragar River floodplains is appropriate and does not place the community at risk from flood impacts.

Council, NSW Office of Environment & Heritage

1.5.8 The City’s stormwater flows are managed and controlled through specific stormwater infrastructure that caters for the continued expansion of the urban area. Council

1.5.9 Potential pollution from discharges from the drainage network into receiving water is limited. Council

1.5.10 Drainage improvements are provided within the villages and urban area to ensure the risk of inundation is minimised. Council

1.5.11 Stormwater quality improvement works with GPTs are provided on most drainage outfalls. Council, CMA

1.5.12 Education programmes promote awareness of stormwater issues. Council, CMA

Outcomes Strategies




Our PlaceThe key built and natural environment issues that will underpin the future development of Dubbo are environmental management, strategic land use planning and development control and landcare.


2.1 Outcome: Environmental Sustainability and Management is a priority for the City.

2.1.1 The Environmental Management Plan for the City is implemented, monitored and reviewed on an ongoing basis. Council

2.1.2 The principles of Ecological Sustainable Development are implemented. Council, Community

2.1.3 The community is supported in becoming environmentally sustainable.Council, Dept of Environment & Heritage, Energy providers,

2.1.4 The environmental impact from Council’s activities and operations are reduced. Council

2.2 Outcome: Land use management improves and sustains the City’s built and natural environment.

2.2.1 Public land management throughout the City ensures that land degradation is minimised and the natural assets of the City are maintained or enhanced and that the land is available for use by the community.

Land & Property Management Authority, Council

2.2.2 The management of private lands throughout the City ensures that land degradation is minimised.

Land & Property Management Authority, Council, Community

2.2.3 New development and land uses in the city are of a quality that compliments the existing built environment of the city. Council, Private Enterprise

2.2.4 Dubbo is recognised as a Centre of Excellence for horticultural amenity. Council, TAFE

2.2.5 Future mining investment in or adjoining the City is planned for. Council

2.2.6 Urban and rural open space areas support increasing biodiversity. Council, CMA

2.2.7 Sustainable land use practices are implemented to reduce water and energy use and the removal of vegetation. Council, CMA

2.2.8 The quality of the environment and life of residents and visitors to Dubbo is enhanced by the provision of regulatory services and education. Council

2.2.9 New development in the City is facilitated through sound advice and timely determination of land use applications. Council

2.3 Outcome: Dubbo’s rural areas continue to have the capacity to be a significant contributor to the local, regional and national economy.

2.3.1 There is adequate land appropriately zoned and managed to promote the ongoing agricultural land use activities. Council

2.3.2The Dubbo Local Environmental Plan ensures that there are opportunities available to rural landholders to pursue alternative land uses to support the ongoing productivity of agriculture land.

Council

2.3.3 Rural Villages are provided with village services and facilities that support the rural community.

Community, Private Enterprise

Outcomes Strategies





2.4 Outcome: Sufficient residential, industrial, recreational, commercial and institutional land zones are available to meet business, retail and lifestyle needs.

2.4.1 There is adequate land suitably zoned to support the growth of the City and provide adequate retail and investment opportunities. Council

2.4.2 Strategic land use strategies guide further growth and development of Dubbo and related infrastructure. Council

2.4.3 Planning Instruments reflect the intent and direction of the adopted land use strategies and facilitate sustainable development and growth of the City. Council

2.5 Outcome: Village amenity is enhanced.

2.5.1 Separate Village Improvement Plans are in place for each of the rural villages. Council, Community

2.6 Outcome: Dubbo is an attractive and vibrant City.

2.6.1 Urban design guidelines promote good development. Council

2.6.2 A Public Art Strategy is implemented which includes City entrance statements and thematic public art in strategic locations throughout the City. Council, Community

Outcomes Strategies




Our InfrastructureThe key infrastructure elements that will underpin the future development of Dubbo are transport, water supply, sewerage services, drainage and solid waste management.


3.1 Outcome: The various community and industry sectors can travel in a safe, convenient, efficient and comfortable manner throughout the Dubbo local government area.

3.1.1 Road users within City demonstrate a high level of road safety awareness. Community

3.1.2 Additional traffic management facilities improve safety and efficiency in the road transport network.

Council, RTA,Local Members

3.1.3 Additional road access over the Macquarie River, including at least one additional flood free access, is provided to provide for the City’s growth.

Council, RTA,Local Members

3.1.4 The road network meets the City’s transport and infrastructure needs in terms of traffic capacity and driver comfort. Council

3.1.5 The rural road network meets the economic and social needs of the rural community. Council

3.1.6 The Rural Bridges and Causeways Improvement Programme is implemented. Council, RTA

3.1.7 Railway level crossing upgrades are undertaken based on relative risk at each site. ARTC, Council

3.1.8 The economic life of the road network is maximised. Council

3.1.9 State and Federal Governments commit to improvements to State and Federal road and rail facilities. Council, Local Members

3.1.10 High level road and rail transport systems into, out of and within Dubbo are available. Council, Private Enterprise, Government, RTA, ARTC

3.1.11 Roadside landscaping, street trees and verges are strategically developed and maintained to optimise the standard of the City’s presentation. Council

3.1.12 Adequate carparking spaces are available within the Dubbo CBD to support CBD growth. Council, Private Enterprise

3.1.13 The adopted Strategic Cycleways Plan provides residents and visitors with an extensive network of cycleways throughout the City. Council, RTA, BUG’s

3.1.14 The public transport system facilitates the mobility of residents and visitors to the City and meets the requirements of the Disability Discrimination Act. Council, Private Enterprise

3.1.15 All built up areas of the City are lit to agreed standards using the most energy efficient lighting and at a competitive cost. Council, Energy Provider

3.1.16 An appropriate level of pedestrian amenity is provided throughout the city. Council, Private Enterprise

3.1.17 The Freight Ring Road Transport Strategy provides for the efficient and effective movement of heavy vehicles through the City.

Council, RTA, Local State & Federal Members

3.1.18 The operating systems at the Dubbo Regional Airport support the facility being the premier airport in central NSW.

Council, Private Enterprise, CASA

Outcomes Strategies





3.2 Outcome: The Dubbo community has a high standard of living through the provision of a superior water supply.

3.2.1 Water is available to the Dubbo community. Council, Office of Water, State Water

3.2.2 Additional water sources are developed to secure the future water supply needs of the City.

Council, Office of Water, State Water

3.2.3Long term options to “drought proof” the City, such as stormwater harvesting, more aggressive demand management and as a worst case scenario direct piping from Burrendong Dam, are pursued.

Council, CMA, Office of Water, State Water

3.2.4 An ongoing programme of capital works augmentation is implemented to improve water supply to the urban area and villages. Council

3.2.5 The community has access to a water supply system that has sufficient capacity for current and projected growth requirements. Council

3.2.6 Water conservation is demonstrated by consumers and encouraged by pricing policies. Council, Community

3.3 Outcome: The community has a high standard of living through the provision of superior sewerage services.

3.3.1 The community has access to a sewerage system that has sufficient capacity for current and projected growth requirements. Council

3.3.2 Sewerage treatment and effluent disposal is managed in accordance with the principles of Ecologically Sustainable Development. Council

3.3.3 The operation of the sewerage treatment system results in a high quality services to customers. Council

3.3.4 All trade waste discharges in the City are licensed with a charging structure that reflects costs of treatment and encourages onsite treatment of trade waste.

Council, Office of Water, Private Enterprise

3.4 Outcome: The community has a high standard of living through the provision of superior waste management services.

3.4.1 The Waste Management Strategy for the City is implemented for domestic recycling, greenwaste collection, processing and industry waste reduction plans.

Netwaste, Council, Private Enterprise

3.4.2 The community exhibits positive waste avoidance and reduction behaviour within the City.

Council, Community, Netwaste

3.4.3 High quality, environmentally sensitive and cost effective waste management services with the capacity to meet current and future growth requirements are provided. Council, Private Enterprise

3.4.4 Systems are in place to maximise resource recovery at the Whylandra Waste Depot. Council, Netwaste

3.4.5 Dubbo is a regional waste management service provider. Council

3.4.6 The Whylandra Waste Depot is operated to comply with standards and regulations relating to pollution control and climate change. Council

Outcomes Strategies




Our SustainabilityThe key elements that will ensure the future sustainability of Dubbo are a strong economic base that reflects competitive advantages and key emerging and developing industry sectors and economic growth that is driven through realising opportunities and increasing awareness of the City’s offering. Supporting development of a united and positive image will drive the recognition of Dubbo as a leading regional centre in Australia.


4.1 Outcome: Through business investment, Dubbo has a strong economic base that reflects competitive advantages in key emerging and developing industry sectors.

4.1.1 The Dubbo Economic Development Strategy – “Ten Steps to Economic Success” and adopted Economic Development Action Plan are implemented. Council, Community

4.1.2 Dubbo is recognised as the ‘hub’ of central NSW and a leading regional centre in Australia. Council, RDA

4.1.3 A strategic framework exists that maximises the realisation of economic development opportunities for the City and the region.

Council, Dept of Trade & Investment

4.2 Outcome: Economic growth of Dubbo is achieved through realising opportunities and increasing awareness of the City’s offerings.

4.2.1 Implement the adopted City Image Marketing Strategy and associated City Image Programme. Council

4.2.2

The City Marketing Programme encourages and supports growth across many sectors of the local economy, which focus on four key markets:• Visitation: Business, Visiting Friends and Relatives (VFR) and Group Tourism• Events: attraction and capitalisation• New residents: skilled professionals• Investment: major development and catchment area

Council, Community, Private Enterprise

4.3 Outcome: Dubbo is recognised as a leading regional centre in Australia through the development of a united and positive image of the City.

4.3.1 The City has a brand that reflects the opportunities available in and the diversity of the City. Council

4.3.2 The Community demonstrates ownership of and pride in being the home of the Zoo. Community, Taronga Western Plains Zoo

4.4 Outcome: The business activities of Council are an important sector of the local economy and provide financial returns to the community.

4.4.1

Business Plans are developed, implemented, monitored on an ongoing basis, that support and direct each of the following corporate businesses:• Dubbo Regional Livestock Markets• Dubbo City Regional Airport• Dubbo City Holiday Park• Property development programme

Council, Stakeholders

4.4.2 The development of the City is supported by Council’s strategic, best practice and sustainable development of competitively priced residential and industrial land. Council

4.4.3The infrastructure and operating systems of the Dubbo Regional Livestock Markets support the facility being recognised as the market leader in terms of volume and selling price achieved.

Council, Stakeholders

4.4.4 An economically viable caravan park business is operated which meets the contemporary requirements of tourists and visitors to the City. Council, Stakeholders

4.4.5 A high quality showground facility is provided which meets the demands of a wide range of user groups and the community generally. Council, Stakeholders

Outcomes Strategies




Our LeadershipPlanning and delivering the future of the Dubbo local government area is a shared responsibility which can only be achieved through focused partnerships and relationships.


5.1 Outcome: Dubbo is a proud city.

5.1.1 There is demonstrated unity throughout the Community. Community

5.2 Outcome: Dubbo City Council is a representative and responsive government

5.2.1 The Community acknowledge that Dubbo Council is a representative and responsive Council. Council

5.2.2 The outcomes and strategies of the Dubbo Community Strategic Plan – Dubbo 2036 are implemented through Council’s adopted Delivery Program and Operational Plan. Council

5.3 Outcome: Sound management of the resources of Council is undertaken.

5.3.1 The organisation displays the elements of sound management and strategic planning. Council

5.3.2 The system of raising revenue is regarded as equitable and revenue from grants and other income sources is maximised. Council

5.3.3 The Organisations information management capability meets the requirements of the organisation and the community. Council

5.3.4 Council’s ability and capacity to deliver services and respond to emergencies is enabled by the utilisation of a modern and efficient plant fleet that meets operational needs. Council

5.3.5 Council strives for transparency and is an organisation that values two way communication and engagement with stakeholders and the broader community.

Council, Community

5.3.6 A corporate culture with an emphasis on quality customer service and community engagement is demonstrated by the Organisation.

5.3.7 A highly skilled and motivated workforce is maintained. Council

5.3.8Council addresses the recommendations and issues identified in the Professor Percy Allan Sustainability Review and ensures Council’s ability and capacity to maintain infrastructure and deliver services at the adopted service levels as identified by the Community.

Council, Community

5.4 Outcome: Statutory requirements are met and services are provided to the organisation in a cost effective and timely manner

5.4.1 The Organisation structure maximises the competitive provision of services and is adaptable to potential growth of the Organisation. Council

5.4.2 The Organisation meets all statutory requirements

5.4.2 Council is recognised as a relevant, well managed, cost effective, and operationally efficient and customer focussed organisation that connects with all of its stakeholders. Council

Outcomes Strategies




Our commitment to Dubbo 2036

Plan responsibilitiesThe Community Strategic Plan identifies a range of initiatives and actions to be taken by many stakeholders – the community itself, State Government agencies, Federal Government agencies, and Dubbo City Council. This fact emphasises the point that the Community Strategic Plan belongs to the Dubbo community, is NOT just a Council plan, and does not rely on Council alone for its actions to be achieved.

Dubbo City Council plays a custodian role in ensuring the Plan is implemented, reviewed and progress is reported to the Dubbo community. Throughout the development of the Plan the Mayor and fellow Councillors acknowledged the important responsibility of the Council on behalf of the community to bring to life many of the strategies outlined in the Plan. Not only will the Council take direct action on its responsibilities but it will also make representations on behalf of the community to State and Federal Governments to address those strategies and issues under their responsibility – such as school education, health services, emergency services and policing.

Council responsibilitiesDubbo Council has a number of important statutory responsibilities – delivering on the Council actions listed in the Plan; advocating with the State and Federal Governments to deliver their actions in the Plan; reviewing progress with each action in the Plan; and reporting to the community on progress.

To deliver on its actions the Council is required by legislation to develop and adopt both a Four Year Delivery Program and a One Year Operational Plan:

Four Year Delivery Program – this contains details of all actions to be taken by the Council during the four year period after the Council is elected. Dubbo 2036 was initially adopted by the Council in June 2012 for the 4 year period ahead. It has now been reviewed after the new Council was elected in September 2012 to ensure it meets the new Council’s priorities, effective July 2013.

The One Year Operational Plan – the Council’s annual budget is the core of the One Year Operational Plan. Specific strategic initiatives will be funded each year.

The Resourcing Strategy – while the Community Strategic Plan provides a vehicle for expressing long term community aspirations, these will not be achieved without sufficient resources – time, money, assets and people – to actually carry them out. The Resourcing Strategy also reviewed by Council effective July 2013, consists of:

• Long Term Financial Planning• Workplace Management Planning• Asset Management Planning.

Four-Year Delivery Program 2013–2017

Operational Plan 2013/2014

Dubbo 2036 Resourcing Strategy2013 – 2017

Long-term Financial Plan

Asset Management Strategy

Asset Management Policy

Workforce Management Strategy


Success measuresThe community engagement leading to the development of this Community Strategic Plan highlighted a need to ensure that every year success is measured to gauge whether things have actually changed. The Champions Group in particular stressed this point. The Champions asked “How will we know when we have achieved some of the initiatives in the plan?”

For example, how will we know when the vision “A vibrant city of lifestyle and opportunity” has been achieved?

What is a vibrant city? What is the lifestyle sought? What opportunities are sought?

These things must be defined, actively pursued and measured for achievement.

This Plan provides outcomes for each theme, with a series of strategies to be undertaken for each outcome. The Champions Group, on behalf of the community, have developed some simple measures to gauge whether that outcome has been achieved over time.

As the Plan evolves, the community will need to consider the ongoing involvement of the Champions group as representatives of the community.

In addition, while some performance measures can be clearly quantified, this may not mean the community is aware of, or fully appreciates, or is fully satisfied with, the extent of progress.

A community survey is proposed every two (2) years to gauge community happiness or otherwise with progress and where priorities could or should be assigned to particular areas in the future. This is a survey of the community to gauge or measure progress made on the Plan, the community’s plan.

Reporting on progressAn annual report on progress will help identify whether a change in direction is necessary based on the results of the community survey and annual review. The two year community survey will also identify whether the community truly understands the changes made in the intervening two years.

During the year Council’s General Manager is required to report to Council on progress in implementing Council actions in the Operational Plan.

The Mayor will report to the Dubbo community every year on progress with the Community Strategic Plan – not progress of the Council but progress with the whole plan. This will be supported by the Champions Group Audit Paper.

This annual “State of the City” report will be in a simple and friendly format, and launched at an appropriate function or event - where community leaders, government representatives and media are invited.

With the assistance of Council, the Champions Group workshopped the Community Strategic Plan and developed Community Performance Indicators for priority areas to assist in measuring the performance of the Plan and a way that is meaningful to the community.

The Champions Group has also agreed to act as Community Auditors to assess these measures on behalf of the community.

The Champions Group will undertake an annual audit based on the community Performance Indicators at the same time as the annual review of the Operational Plan.

Our commitment to Dubbo 2036 (continued)


Community Performance IndicatorsIt was acknowledged by Council with the development of the Delivery Program that Council is very good at setting targets and Key Performance Indicators to measure progress and success for everything is does, however it was also acknowledged that a lot of these measures may not be particularly relevant or understood by the community as a whole. Accordingly, it was determined that the best judge of the success or otherwise of a Community Strategic Plan should be the Community! Accordingly, the Champions Group were enlisted to assist in the development of Community Performance Indicators.

The Community Performance Indicators are measures of critical success factors of the priority areas of the Plan.

To develop the Community Performance indicators there were a number of workshops held with the Champions Group following the first exhibition of the draft Community Strategic Plan. These workshops were designed to get the Champions Group to identify the priority areas and develop the measures that would be meaningful and understood by the Community.

These measures are as follows:

Community Performance Indicators (CPI)

CPI 1% of community members who believe that an appropriate range of medical services are available locally for a regional centre

CPI 2% of community members who believe that an appropriate range of educational services are available locally

CPI 3 Reduction of local people seeking post secondary education away from Dubbo (% change)

CPI 4

% of community members who believe that a range of essential social & community services are provided to meet the community’s lifestyle & social needs

CPI 5 % increase in visitors to cultural facilities (per year compared to previous year)

CPI 6 % increase in visitors to tourism facilities (per year compared to previous year)

CPI 8 % of community who are library users (per year compared to previous year)

CPI 7 % community members believe that Dubbo offers first class sporting facilities

CPI 8 Increase in number of visitors to the Dubbo Aquatic and Leisure Centre

CPI 9 % reduction in overall crime incidents reported

CPI 10 % of village homes affected by individual localised floods is reduced

CPI 11 Existing: annual consumption of energy by Council (% reduction)

CPI 12 Reduction in tonnes of waste received at Whylandra waste depot (per year or % change per year)

CPI 13 Average Dubbo household water consumption (% reduction per year)

CPI 14 % reduction in inappropriate native vegetation clearance (per year)

CPI 15 % increase in appropriate native vegetation planting.

CPI 16% increase in village residents who believe their community needs are identified, documented and met.

CPI 17 % increase in investment in commercial development (per year)

CPI 18 % increase in investment in residential development (per year)

CPI 19 Vacancy / occupancy rates for retail floor space.

CPI 19 % community members who have pride in their City

CPI 20 % occupancy of parking spaces

CPI 21 % reduction in road accidents (per year)

CPI 22 % increase in community satisfaction with the provision of sewerage services.

CPI 23 Tonnes of waste generated per capita

CPI 24 Tonnes of recyclables diverted from landfill

CPI 25 Increase in new residents

CPI 26 Increase in investment in development

CPI 27 Population increase.

CPI 28 % change in housing and rental prices

CPI 29 Increase in visitors to the city and length of stay and overall spend

CPI 30 Take up of “mates rates” (e.g. residential purchasing schemes at the zoo or gaol)

CPI 31 Positive/negative media reporting and commentary

CPI 32 % increase in non rate income generated by Council businesses.

CPI 33 Customer requests attended to within adopted customer service level standards by Council

CPI 34 % overall community satisfaction with elected representatives/councillors

CPI 35 % overall community satisfaction with the operations of the council



These adopted documents, the initial Dubbo 2036 Integrated Plan, comprise:

• Dubbo 2036 Community Strategic Plan and Engagement Report

• Dubbo 2036 Delivery Program

• Dubbo 2036 Resourcing Strategy (including the Long Term Financial Plan, Asset Management Strategy, Asset Management Policy and Workplace Management Strategy).

• Dubbo 2036 2012/2013 Operational Plan

The Plan was publicly launched by the Mayor, Cr Mathew Dickerson, General Manager Mark Riley and the member for Dubbo, Troy Grant in the presence of Councillors, Dubbo 2036 Champions, Council Staff and the media at a formal commitment ceremony on 26 June 2012.

As part of the launch a pledge committing to the implemetation of the Dubbo 2036 Community Strategic Plan was signed.

(above) Mayor with Dubbo 2036 Champions

(above) Troy Grant, Cr Mathew Dickerson and Mark Riley signing the pledge


Community engagement does not stop with the adoption and implementation of the Dubbo 2036 Integrated Plan.

Council has committed to ongoing evaluation of its progress including reporting from Council, the Mayor and the Dubbo 2036 Champions. In addition, the separate components that make up the Dubbo 2036 Integrated Plan will be the subject of public review and consultation in accordance with the State Government Planning and Reporting Manual.


Acknowledgements

Contacts

The success of this Plan and of the suite of Plans to be implemented by Council under the Integrated Planning and Reporting Framework will rely on collaboration between Council, the community and the agencies and stakeholders that operate within and around our Local Government Area.

Dubbo City Council would like to thank everyone who has participated in the enjoyment process and activities, in particular Mr Stephen Blackadder of Blackadder and Associates and the Dubbo Champions Group. Your contribution to the development of the Dubbo 2036 Community Strategic Plan is valued; particularly for sharing your views about and your passion for Dubbo and our community.

If you would like more information or would like to submit feedback on this Plan please send your comments to the General Manger. Dubbo City Council:

Dubbo 2036, PO Box 81, Dubbo NSW 2830

Dubbo City Council, Church Street, Dubbo

dubbo2036.com.au

Phone (02) 6801 4000


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