revision table - carrathool shire · • a long term financial plan all plans must integrate with...

Revision Table Minute /Date Amendment Summary Reason or Reference 0296 / 25.06.2013 Revision of Community Strategic Plan following election

of new Council in September 2012 Public Exhibition 22.5.13 to 21.6.13

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Contents Introduction ............................................................................................................................................. 2

About Carrathool Shire ............................................................................................................................ 3

Mayor’s Message ..................................................................................................................................... 4

General Manager’s Message ................................................................................................................... 5

What is Integrated Planning and Reporting ............................................................................................. 6

How was the Community Plan Developed ............................................................................................... 8

Key Strategic Themes and Goals ............................................................................................................ 11

The Ten Year Plan – Delivering the Vision ............................................................................................. 12

How the Plan Works .............................................................................................................................. 15

Promoting Community Health and Wellbeing ................................................................................... 16

Caring For and Protecting Our Natural and Built Environment ......................................................... 31

Developing Community Strength and Capability ............................................................................... 40

Growing and Diversifying our Economic Base ................................................................................... 46

Fostering and Promoting a Rich Cultural Life .................................................................................... 56

An Innovative, Effective and Representative Council? ...................................................................... 67

Alignment of the Carrathool Shire Community Strategic Plan with the NSW State Plan ...................... 78

Alignment of the Carrathool Shire Community Strategic Plan with the RDA Riverina Plan .................. 81

Tracking and Assessing Progress ............................................................................................................ 82

Limitations ............................................................................................................................................. 82

What Happens Now ............................................................................................................................... 83

Contributing Documents ........................................................................................................................ 83

Acknowledgements ................................................................................................................................ 84

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Introduction

The Carrathool Shire Community Plan has been prepared by Council in partnership with local residents, the business community, government agencies, both State and Federal, non-government bodies, and cultural and educational organisations.

The Carrathool Shire Community Plan sets the strategic direction for where the people of the Shire want to be in 2022. It is a long term plan to deliver the best possible outcomes for the community.

The Carrathool Shire Community Plan represents a strategy for the future of the Shire. It establishes far reaching goals that when realised will have a profound effect on the wellbeing, strength and sustainability of the Shire as a whole.

At its heart the plan is a vision of where we want to be in ten years time.

The Carrathool Shire Community Plan is a strategy that requires leadership and engagement at many levels if the vision is to be realised.

To achieve the vision Council must assume a leadership role but success will only be realised when other parties are active partners. This includes other government agencies, both State and Federal, non-government agencies, local businesses and the community of Carrathool Shire.

The Carrathool Shire Community Plan is an exciting document, reflecting the aspirations and priorities of the community. As Council, we are committed to working with all parties to achieve the vision you have for your community.

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About Carrathool Shire

Carrathool Shire Council is located on the western plains of New South Wales approximately 700 kilometres south-west of Sydney and 550 kilometres north of Melbourne.

Carrathool Shire is a predominantly rural area, made up of the town of Hillston and the surrounding villages of Goolgowi, Merriwagga, Rankins Springs and Carrathool.

The Shire encompasses a total land area of about 19,000 square kilometres and has a population of approximately 2587 people (2011 Census). The rural land is used largely for agriculture and horticulture, particularly sheep and cattle grazing also cotton and rice growing. Citrus and other fruits, nuts, olives and vegetables also contribute strongly to the local economy.

Carrathool is named from an Aboriginal word meaning “Native Companion”. The original inhabitants of the Carrathool area were the Wiradjuri Aboriginal people.

The people of Carrathool Shire are a close knit community, some families have lived in the Shire for generations and others are new settlers. They are hard workers, with traditional values and place a great significance on sense of family and community spirit.

Carrathool Shire Council’s vision is to protect and promote quality of life with economic development and environmental sensitivity.

Council’s mission is to provide the community of Carrathool Shire with cost effective works, services and planning, fundamental to the progression of quality of life.

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Mayor’s Message

The role of Mayor for Carrathool Shire is one of great honour. Despite the many challenges we have faced over the last decade or so and at other times in our history we continue to flourish.

We are strong economically, socially, environmentally.

We are fortunate to live and work in an area of NSW rich in natural beauty, prime agricultural land, and strong, resourceful, creative and compassionate people.

It is these attributes which underpin this Community Plan and which, if we all work together, will ensure we realise the goals set out by you for the next ten years.

This Plan is all about ensuring our future is strong for all in our community and one element stands out clearly. This plan is about being proactive; identifying what needs to be done, who is best placed to do it and setting out to make it happen. It is about having a clear picture of the type of place and community we want to live in and making sure that we work with all levels of government and non-government agencies to make this a reality. At the same time, it is about taking up our own role in creating this place and working with energy, commitment and enthusiasm to create the future we want for ourselves and for those who will come behind us.

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General Manager’s Message

Developing the Community Strategic Plan for Carrathool Shire has been both exciting and challenging. As something new, both for Council and the community, it has required a willingness to ‘see things through new eyes’. Throughout the process it has been encouraging to see the level of engagement from the community.

It was heartening to see the clear direction and enthusiasm coming from the community consultations and to see the many and varied aspirations encapsulated in the Community Strategic Plan 2012-2022.

We are moving into exciting times with the community, Council and other agencies actively working side by side to realise the aspirations and priorities you have set in the Community Strategic Plan.

In an environment where Council’s revenue base does not keep pace with growing expectations and requirements this truly collaborative approach is critical to enable us to be the place we want to be.

Carrathool Shire is fortunate to boast active, creative communities; a skilled, committed and visionary staff; an innovative and dedicated Council; and strong working relationships with neighbouring councils and other agencies.

Whilst the Plan has a strong focus on maintaining and improving service levels and infrastructure it resonates with a vision for a community that is cohesive, sustainable, healthy and vibrant. Many of the goals identified through the consultation process reflect a wish to build community, foster creativity and encourage good mental, social and physical health.

It is with confidence and enthusiasm that we, as a community, can embark on this process knowing that we can continue to build Carrathool Shire into the place you have envisioned.

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What is Integrated Planning and Reporting

The introduction of integrated planning and reporting legislation in NSW in 2009 has required all councils to prepare a Community Strategic Plan which identifies the aspirations and strategic directions for the community.

Councils across NSW were divided into three groups with Carrathool Shire sitting in group 3. As such, our Community Plan was finalised by June 2012.

With the election of a new Council in September 2012 and in line with IP&R legislation, the new Council has undertaken a fresh round of consultations and subsequently developed this revised Community Strategic Plan in 2013.

To support the Community Plan effectively, councils are also required to develop a ten year Resourcing Strategy which includes:

• a Workforce Plan • an Asset Management Plan • a Long Term Financial Plan

All plans must integrate with other internal documents including the Local Environmental Plan and Development Control Plans.

This new planning framework places greater emphasis on Council’s role as an advocate with other levels of government and non-government service providers. Council must now engage to a larger degree with issues outside its area of immediate influence and responsibility. It is also required that the Community Strategic Plan reflect the key objectives of the State Plan (NSW 2021; A Plan to Make NSW Number One).

Four key areas must be addressed covering what is known as the Quadruple Bottom Line. The four areas are: social, environmental, economic and civic leadership (governance). The plan must also be based on the social justice principles of equity, access, participation and rights.

Sitting under the ten year plan Council is required to develop a four year Delivery Program and a one year Operational Plan. These plans will provide the detail of actions taken to implement the strategies and objectives outlined in the ten year Community Plan.

Whilst development of such a plan is a legislative requirement Carrathool Shire Council has enthusiastically embraced the opportunity to work closely with the community in setting its own vision and priorities and identifying the respective partners to ensure realisation of the vision.

The new IP&R Framework fosters an environment where greater outcomes may be realised when vision is mutual, ownership is shared and the workload is reflective of the skills, strengths and responsibilities of the varying parties.

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How was the Community Plan Developed

In order that the Community Plan reflects as broad a cross section of the community as possible a number of strategies were adopted to gather community thought and opinion. From this, the key priorities and aspirations for Carrathool Shire have been identified. This plan incorporates these priorities and aspirations and sets a strategy to achieve them over the next ten years. Tools used in gathering public comment include:

Community Engagement Strategy

Late 2010 Council developed a Community Engagement Strategy which was put out for public exhibition before final adoption by Council in February 2011. Community Survey:

From February to April 2011 all residents of Carrathool Shire were invited to respond to a written survey rating Council’s performance on activities and to provide any views on State Government related services in the community. 62 responses were received. Community Consultations:

Two different rounds of community consultations were held. The first were targeted stakeholder meetings covering: 1. Social issues 2. Economic and Environment issues

Relevant government and non-government agencies and identified community members were invited to attend these focus group meetings. The second was a series of open community consultations held for each of the towns and villages. Four meetings were held:

1. Goolgowi, Merriwagga, Gunbar and Tabbita 2. Hillston 3. Rankins Springs 4. Carrathool

All meetings were advertised through local papers, Council Corner, school and church newsletters and fliers displayed in shops and businesses. The Mayor, Councillors, General Manager, executive staff and the Community Development Officer attended all consultations.

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An invitation was also extended to submit written comment further to the open consultations. After acceptance of the draft Community Strategic Plan by Carrathool Shire Council the draft plan was put out for public comment and sent to key stakeholders, including government and non-government agencies, for further comment. Upon adoption of the final plan by Council the Community Strategic Plan was submitted to the Division of Local Government. 2013 Review

Following state wide Local Government elections in September 2012 and as agreed through the former round of Community Consultations, Council undertook a fresh round of consultations during February and March 2013 with a daytime consultation held at Merriwagga. These consultations provided the communities with an opportunity to review and revise the CSP and community priorities. A range of new and exciting initiatives were put forward and have been included in this revised plan.

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Carrathool Shire’s Community Vision

‘Carrathool Shire Council and the Community will work together to protect and deliver quality of life in harmony with economic development and environmental Sustainability.’

Goolgowi Pioneer Park Photo: Carrathool Photo Library Bus Tour Birds of the Bush Festival 2011, Rankin’s Springs Photo: Jane Favero

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Key Strategic Themes and Goals

From the consultations six key strategic themes and goals were identified:

• Promoting Community Health and Wellbeing • Caring For and Protecting Our Natural and Built Environment • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council

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The Ten Year Plan – Delivering the Vision

Through the process of developing the Community Strategic Plan both Council and the community will have a better understanding of:

• Expected pressures that will affect the community socially, environmentally and economically and the drivers behind the change • Expected economic growth rates • The community’s aspirations and priorities for improving its economic, environmental and social outcomes • The community’s priorities in terms of expected levels of service and community projects.

The Integrated Planning and Reporting Framework calls for fully integrated plans. Each of the following plans forms a component for realising the ten year Community Strategic Plan. The various plans are:

The Resourcing Strategy

• Long Term Financial Plan (LTFP)

The Long Term Financial Plan is a decision-making and problem-solving tool. It is not intended that the LTFP is set in concrete rather it is a guide for future action. It will provide an opportunity for Council to identify financial issues at an earlier stage and gauge the effect of these in the longer term.

This is the point where Council and the community may decide what resources council needs to influence and work with other parties so that they can deliver on the plan.

It is not expected that the 10th year of the 10 year plan will include specific detail.

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• Workforce Management Plan

Workforce planning will help to ensure that the community’s strategic goals, as expressed in the Community Strategic Plan, are met. The development of an effective workforce strategy will enable Council to focus on the medium and long term and also provide a framework for dealing with immediate challenges in a consistent way.

An effective workforce strategy aims to provide Council with the people best able to inform its strategic direction, develop innovative approaches to complex issues and deliver appropriate services effectively and efficiently.

• Asset Management Planning

Council assets include roads, water and sewerage assets, drains, bridges, footpaths, public buildings, recreational facilities and parks and gardens. As custodian, Council’s are responsible for effectively accounting for and managing these assets. This is a core function of Council as stated in the Local Government Act 1993.

Furthermore, a strong and sustainable local government system requires a robust planning process to ensure that assets are managed in the most appropriate way on behalf of the local community.

The Delivery Program

The Delivery Program is developed every four years and is the point where the community’s strategic goals are systematically translated into actions.

The Delivery Program is a statement of commitment to the community from each newly elected council. In preparing the Delivery program, Council is accounting for its stewardship of the community’s long term goals, outlining what it intends to do towards achieving these goals during its term of office and what its priorities will be.

It is designed as the single point of reference for all principle activities undertaken by Council during its term of office. All plans, projects, activities and funding allocations must be directly linked to this Program.

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The Operational Plan

The Operational Plan is developed each year and details how the Delivery Program will be realised. It itemises the individual projects and activities that will be undertaken for the year to achieve the commitments made in the Delivery Program.

The Operational Plan is a sub-set of the Delivery Program not a separate entity.

From: Planning a Sustainable Future: Manual 2010. Division of Local Government, Department of Premier and Cabinet.

Outlining the major Issues for Carrathool Shire as we head to 2022

Council is committed to working with the community to realise the goals established in this plan. The following issues have been identified as the key challenges facing Carrathool Shire over the next ten years.

• Water Security • Changing demographic; aging population, young people moving from the district • Economic constraints • Government regulations • Managing the balance between community expectations and Council’s ability to deliver.

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How the Plan Works

Vision A short statement defining the sort of community we want to be.

Key Strategic Themes and Goals (Goals)

These are the key ideas that the Community and Council have agreed are priorities for the next ten years. These are the ‘Big Picture’ ideas.

Related Areas

Many of the Goals are interrelated and fall across a range of Council and non-Council departments. This section identifies areas of interconnectedness across the plan.

Targets

What are the specific areas for attention?

Strategy What is the overarching action to achieve the Goal?

Actions for Council

What will Council do to realise the Goals and Strategies?

Actions for the Community and Others

What actions are required from other parties to realise the Goal and Strategies?

When

An indicative time frame for undertaking the actions: there are many factors which may impact on the ability to deliver the goals identified in this plan however, the timeframes provide some indication as to where the actions fit in Council’s plans and provide one measure for final reporting.

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Promoting Community Health and Wellbeing

Halloween 2011 Rankins Springs Photo: Kate Parsons

Access to services, programs and opportunities to enhance community health and wellbeing was a key priority identified during the Community Consultation Process. Whilst many aspects of this area lie outside Council’s area of direct control Council is nonetheless committed to working with all stakeholders to ensure our residents have access to quality, timely and local services.

Goal 1.1 Sustainable Access to Services and the Multi Access Centre Recognising the value of access to education, services and support Council will work with the Community and other agencies to develop a well serviced multi access centre with a well equipped virtual learning environment

Related Areas • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council

Targets • Provide a space for the provision of services such as Roads and Maritime Services, Centrelink, boat licences, Legal Information Access Centre etc • Develop an education hub which also allows for Tele/video conferencing, webinars etc

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Strategy 1.1.1 Development of a Multi Access Centre

Actions for Council Actions for the Community and Other Agencies When Outcome

• Ensure adequate provision is made for the multi access centre when developing plans for the new Hillston office.

• Advocate and negotiate with service providers to establish a presence in the multi access centre

• Support the installation of suitable technology to support an Education Hub providing Tele/Video conferencing, webinars etc

Potential Partners • Roads and Maritime Services • Centrelink • NSW Maritime Authority • Registry of Births, Deaths and Marriages • Office of Fair Trading • NSW Housing • National Parks and Wildlife Service • State Debt Recovery Office • NSW Seniors Card • Countrylink • Department of Veterans Affairs • State Forests

2012 – 13 then ongoing The community has access to services facilitating quality of life.

Strategy 1.1.2 Support and Facilitate Access to Services

• On behalf of the community and in line with community need and priorities lobby for provision of services such as visits by the Blood Bank within the shire

• Community to support services to maintain access

• Service providers to be responsive to community need

2013 and ongoing The community has access to services facilitating quality of life.

Strategy 1.1.3 Optimise Opportunities Arising From the NBN • Lobby for early and comprehensive roll

out of the NBN • Lobby for Merriwagga to be included in

the NBN roll out with optimal coverage possible

• Facilitate community knowledge of the benefits and capacity of the NBN

• NBN Co • RDA Murray-Riverina to deliver NBN

information sessions across the community

2013-2017 Carrathool Shire has the best telecommunications network possible augmenting social, educative, informational and business outcomes.

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Goal 1.2 Promote Physical Activity Related Areas • Caring for and Protecting our Natural and Built Environment • Developing Community Strength and Capability • An Innovative, Effective and Representative Council

Targets Physical activity is vital for good health and underpins strong social health in a variety of ways. Council will work with the community to support and encourage physical activity for all residents Strategy 1.2.1 Develop Walking Trails


• Establish/improve walking trails around Lake Woorabinda and the Lachlan River in Hillston town ship.

• Support the running/walking track being developed as part of the Outdoor Gym installation

• Work with other communities to determine what is needed and wanted within the villages

• Ensure provision of walking trails suitable for the elderly, frail and disabled

• Healthy Hillston program to deliver a running/walking track as part of the Outdoor Gym installation

• Service Clubs (eg Lions) as possible partners

Funding Bodies (eg Heart Foundation)

Work to commence during 2012 for the outdoor gym area. The rest over the course of the ten year plan

Physical activity is promoted and supported for all of the community irrespective of physical ability Overall health outcomes of the community improved.

Strategy 1.2.2 Ensure Access to lakes and rivers • Install a kayak launching ramp on the

Lachlan River if permissible • Liaise with State Water to gain public

access to Lake Brewster

State Water to consider public access to Lake Brewster

2013-15 Construction of kayak launching ramp to be determined in Operational Plan pending authorisation

Optimise access to lakes and rivers for recreational and sporting pursuits

Strategy 1.2.3 Support the Healthy Hillston Project The Community Development Officer to continue to work with the Healthy Hillston Project Officer to encourage physical activity by all in the community through education and promotion of events

• Interagency groups who work with the Healthy Hillston Project

• South West Arts – explore dance, physical theatre and other opportunities

2012 – 2013 The community is supported and encouraged in undertaking physical activity.

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Strategy 1.2.4 Sponsor an Annual Sports Trophy


• Explore the possibility of sponsoring an annual Shire wide sports trophy (perhaps an annual tennis competition hosted on a rotational basis by the different communities)

• Work with the community to establish the competition

• Engage with Council to assess interest and viability of such a competition.

• If establishment is agreed then work with Council to ensure shire wide acceptance and success

Commence discussions and planning 2012-13 for first competition 2014-15

Community spirit and physical activity enhanced by the introduction and an annual shire wide sporting event.

Strategy 1.2.5 Support the Hillston Sports Pavilion Committee • Council will support the Hillston Sports

Pavilion Committee to build a new multi-purpose pavilion at the Stan Peters Oval (Hillston)

• As appropriate, Council will apply for funding on behalf of the Hillston Sports Pavilion Committee

• Hillston Sports Pavilion Committee to source funding for construction of the pavilion.

• Hillston Sports Pavilion Committee to seek support from Federal and State Members

2012 – 2014 Facilities are built at the Stan Peters Oval meeting the needs of locals and enabling the hosting of regional carnivals.

Strategy 1.2.6 Support the establishment of an outdoor gym area in Hillston • Work with the Healthy Hillston project

and the outdoor gym committee to realise the establishment of an outdoor gym area in Hillston near Lake Woorabinda

• Outdoor gym to become an asset of Council and to be covered by Council’s insurance and maintenance program

Healthy Hillston and Outdoor Gym Committee continue to secure funding for the installation of the outdoor gym in Hillston

2013 and ongoing Provision of facilities supporting healthy lifestyles.

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Strategy 1.2.7 Investigate the possibility of outdoor gym equipment in all villages


• Council will investigate the practicality of outdoor gym equipment in Carrathool, Goolgowi, Merriwagga and Rankins Springs

• Council will work with the communities to source funding for purchase and installation

• Communities to work with the CDO and other Council staff to source funding for outdoor gym equipment in the villages as desired and practical

• Communities to work with the CDO and other Council staff to install outdoor gym equipment in the villages as desired and practical

2013 ongoing All communities have access to quality exercise equipment promoting good health and fitness.

Strategy 1.2.8 Development of Cycle Tracks


• Work with communities to identify suitable areas for development of cycle tracks

• Work with communities to source funding to install cycle tracks

• Communities to work with Council to identify suitable areas for development of cycle tracks

• Communities to work with Council to source funding to install cycle tracks

2013 - 2017 Enhanced opportunities for safe physical exercise particularly for young people.

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Goal 1.3 Encourage, Support and Advocate for Quality Health Services Related Areas • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council

Targets Council is committed to facilitating, supporting and providing services to residents of Carrathool Shire to support quality of living. Strategy 1.3.1 Access to Quality Local Health Services


• Advocate with relevant bodies to ensure that the standard of health services available across the Shire is the best possible within recognised constraints

• Support community initiatives as they align with Council policies

• Murrumbidgee Local Health District and Murrumbidgee Medicare Local to ensure that services provided are maintained and developed

• Local health providers including Doctor, Pharmacists, Allied Health Professionals and others

Ongoing All communities have access to quality health services

Strategy 1.3.2 Support Appropriate Access to Community Nursing across the Shire • Advocate for community nurse to visit

villages on a monthly basis • Advocate for additional funding

through Greater Western Area Health Service

Murrumbidgee Local Health District Ongoing All communities have access to the community nurse

Strategy 1.3.3 Facilitate the engagement of a visiting dentist • Explore the opportunity for a visiting

dentist to service the district on a regular basis providing adult dental services to augment the children’s dental visits already occurring.

• Negotiate with Greater Western Area Health to support use of facility by a visiting dentist.

• Dental suite to be made available to a visiting dentist

• Health services to support

Commence discussions in the first year

Dental services available within the shire

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Strategy 1.3.4 Undertake a Children’s Health Needs Survey Across the Shire


Work with health providers (Murrumbidgee Medicare Local and others) to implement a children’s health needs survey across the shire.

Relevant and interested agencies support the initiative as appropriate

2014 A clear and accurate understanding of children’s health needs across the shire will enable appropriate programming and resources to be implemented supporting good health outcomes for our children.

Goal 1.4 Access to Suitable Transport Options Related Areas

Targets A serious challenge for Carrathool Shire is our relative isolation. Without private transport it is extremely difficult to travel across the Shire or to other communities such as Griffith. The rising cost of fuel and other living expenses is also having a significant impact on the ability to travel. Strategy 1.4.1 Explore Possibilities for Regular Transport to Griffith


Council will lobby as opportunities arise to encourage the provision of a regular bus service between the Shire and Griffith

Transport for NSW Ongoing Improved transport options for the shire

Strategy 1.4.2 Plan for Increased use of Motorised Gophers etc Council will work to ensure that services and infrastructure meet the needs of an aging community

• Community to advise Council of identified needs and problem areas

• Agencies to recognise the needs of regional communities when allocating grant funding

Ongoing Access and travel around the shire is supportive of those with mobility support needs

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Goal 1.5 Foster Adult Literacy and Numeracy Related Areas Developing Community Strength and Capability

Targets Adequate levels of numeracy and literacy are important for all members of the community to participate in community life, pursue educational and recreational opportunities and engage in civic life Strategy 1.5.1 Promote Access to Adult Literacy and Numeracy


• Work with other service providers to support the provision of adult literacy and numeracy

• Make Council buildings available, where possible, to support classes.

Hillston Interagency to work with other service providers to support the provision of adult literacy and numeracy

Adult literacy and numeracy support available to residents

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Goal 1.6 Support Initiatives to Promote Strong Mental Health Related Areas • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council • Fostering and Promoting a Rich Cultural Life

Targets Numerous factors affect an individual’s capacity to maintain strong mental health at all times. Council acknowledges that encouraging and facilitating services and programs to support strong mental health has an impact on all of our community and many areas of community life. Strategy 1.6.1 Promote Access to Programs and Services to Support and Foster Strong Mental Health


• Council will seek funding to support initiatives that promote strong mental health

• Council will work with service providers and other agencies to provide local opportunities for support, encouragement and advice

• Council will explore opportunities to support carers recognising the valuable role family and others make in caring for those who need support.

• Hillston Interagency • Healthy Hillston Project • Murrumbidgee General Practice

Network • Greater Western Area Health Service • South West Arts – Arts & Disability

projects and programs • Ningana Enterprises

Information and opportunities available to support residents

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Goal 1.7 Support HACC and Other Aged and Disability Services Across the Shire – Home and Community Care Related Areas Developing Community Strength and Capability

Targets Supporting people to maintain independence during short or long term periods of need is of benefit to the whole community. Council is committed to providing access to services through the Home and Community Care Program Strategy 1.7.1 Retain and Expand the Provision of HACC Services in the Shire


• Apply for funding to enable the provision of HACC Services to all who need it

• Be proactive in forecasting needs and lobbying to ensure needs are met

Department of Family and Community Services

Ongoing Adequate levels of HACC services are available

Strategy 1.7.2 Advocate for the Extension of Community Transport throughout the Shire • Council will lobby relevant bodies in line

with community need • Be proactive in forecasting needs and

lobbying to ensure needs are met

Work with Council to understand the changing/growing needs in the community

Ongoing Adequate levels of Community Transport are available

Strategy 1.7.3 Support the Provision of and Access to Home Modifications for Aged and Disabled • Lobby for adequate funding to meet

community needs for home modifications

• Disseminate relevant information regarding planning, education and building requirements – community education

Ongoing The community is informed and those in need are able to access funding and information to carry out home modifications supporting quality of life.

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Goal 1.8 Aged Care Services Meet the Needs of the Community Related Areas • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • An innovative, effective and representative Council

Targets Carrathool shire like most communities is facing the challenges and opportunities presented by an aging community. Council supports endeavours to assist the elderly to stay in their local community and to continue to contribute to community life. Strategy 1.8.1 Promote Positive Aging


• Develop a Positive Aging Strategy • Work with the Community to engage

with all sectors, including the aged, through programs and events

• Look for funding opportunities to provide activities, services and opportunities for the aged

• Provision of a senior’s component in the outdoor gym

• Provision of appropriate walking tracks

• Work with Council to support and engage with our aging community

• Continue to provide services and programming which support the aged

Ongoing The needs of the elderly are recognised and met providing an environment supportive of positive aging

Strategy 1.8.2 Provision of Aged Care Residential Facilities • Support the expansion of aged care

accommodation in line with growing demand.

• Council will lobby as appropriate for funding and service provisions

• Hillston District Hospital • Greater Western Area Health Service • Murrumbidgee Medicare Local • Department of Family and Community

Services • Community to work with Council to

assess, monitor and identify the need for Aged Residential Housing

2012 Ongoing Aged care facilities meet the needs of the community

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Goal 1.9 Supporting Education Related Areas • Caring for and Protecting our Natural and Built Environment • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council

Targets Maintaining and expanding education opportunities was highly rated throughout the Community Consultation process. All schools were highly valued as was the provision of early learning services. However, challenges are experienced as a consequence of relative isolation. Council and the Community are committed to supporting our schools, preschools, early learning centres, and other educational providers and to offering rich and varied additional experiences to provide the best possible education environment. Strategy 1.9.1 Supporting Local Schools


• Council will explore ways to support local schools, primarily though skill sharing and advocacy

• Council to actively attract opportunities to support local schools through guest speakers, arts opportunities, sporting opportunities and others

• Advocate for development of active partnerships focussing on music and art (between Council and schools, schools and other agencies)

• Advocate for education funding to support visiting performing artist opportunities.

• Celebrate and promote the calibre and achievements of our schools (Website, Country Change etc)

• Schools to consider possibilities for relationship development between schools and Council

• South West Arts, LCMA, MCMA and others to initiate supportive opportunities

• Community to promote the strength and excellence of opportunities provided by our local schools, both government and non-government

Ongoing Council is an active partner in supporting our local schools to provide high level opportunities to students

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Strategy 1.9.2 Grow and Strengthen Provision of Early childhood Services


A need for additional early childhood places and extended hours have been identified as key to supporting our young and also supporting workforce growth. Council will support moves to expand child care and advocate where possible.

Work with Council to identify early childhood needs

Ongoing Early childhood facilities meet the needs of the community

Strategy 1.9.3 Foster a Strong and Active Isolated Children’s and Parents’ Association Council will explore opportunities to work with and support the local Isolated Children’s and Parents’ Association.

The local Isolated Children’s and Parents’ Association group to inform Council of opportunities that may provide avenues for support.

Ongoing Support is provided to the Isolated Children’s and Parents Association for the benefit of local families and children

Strategy 1.9.4 Promote Opportunities for School Based Trainees • Council to continue to support the

School Based Trainee program • Council to encourage uptake of School

Based Trainees by other businesses as a way of building a strong and skilled workforce

Employers to look for opportunities to engage school based trainees

Ongoing Young people are given opportunities to engage with work places before school completion. In some instances, this can be part of Council’s and business succession plans supporting a strong, skilled local workforce.

Goal 1.10 Celebrating and Supporting the Indigenous Community Related Areas

Targets Strategy 1.10.1 Supporting Indigenous Communities


• Council will affirm, promote and support recognition of the local aboriginal community.

• Work with the community to celebrate significant events such as Naidoc Week.

• Indigenous communities, education providers and others to identify and develop opportunities.

• South West Arts

Ongoing Significant events are celebrated and the indigenous community recognised within the broader community

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Goal 1.11 Celebrating and Supporting Culturally and Linguistically Diverse Communities (CALD) Related Areas

Targets Strategy 1.11.1 Celebrating and Supporting CALD (Culturally and Linguistically Diverse) Communities


• Council, through the library and other avenues, will support our CALD communities, both permanent and itinerant.

• Undertake an audit of CALD needs and establish strategies to meet these needs.

• Look for opportunities to celebrate cultural richness (e.g. Harmony Day).

• Hillston Interagency to work with Council in identifying and delivering initiatives

• South West Arts

Audit of CALD needs in 2013 and every three years following. General delivery ongoing

All CALD communities across the Shire will be supported and have suitable access to resources and activities

Goal 1.12 Build Cultural Diversity through Refugee Resettlement in Hillston Related Areas

Targets Strategy 1.12.1 Explore the possibility of supporting and facilitating Refugee Resettlement in Hillston


• Council to work with the community to explore the possibility of facilitating refugee resettlement in Hillston considering all implications and the best interests of the community and refugees

• Facilitate a community meeting to inform and discuss

The community to work with Council to explore the possibility of facilitating refugee resettlement in Hillston considering all implications and the best interests of the community and refugees

Ongoing commencing 2013-14

Carrathool Shire will make an informed decision as to the ability of the district to appropriately support the needs of refugee resettlement

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Goal 1.13 Emergency Service Levels are Appropriate Related Areas Targets Strategy 1.13.1 Emergency Services across the shire are appropriate to each community


• Council to lobby emergency service providers to access the best possible level of service for communities (Police, Ambulance, Fire)

• Council to support the investigation of Ambulance (first responders) in outlying communities.

Emergency Service Providers to work with Council to provide service levels appropriate for each community


All communities feel safe and have access to appropriate levels of emergency care

Goal 1.14 Our Youth are Recognised and Valued Related Areas Targets Strategy 1.14.1 Communities provide opportunities for young people to be engaged and consulted


• Council to support Youth Week and other youth focussed initiatives across the shire.

• Council to support schools and other agencies in developing and providing programmes which support our young people

• Council to work with communities to develop infrastructure to meet the recreational needs of young people

• Council to develop a Youth Advisory Council/Youth Forum to provide an avenue for youth participation in decision making

Schools and community groups to work with Council to develop and provide programs and infrastructure which meet the needs of our young people.


Young people are engaged and have access to programs and opportunities that are relevant.

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Caring For and Protecting Our Natural and Built Environment

Carrathool Shire boasts many rich and remarkable natural attributes. From rich, fertile agricultural land, vital river systems, national parks and abundant wildlife to important remnants of our early built environment. These elements are highly valued by the community and elements of them contribute significantly to the economic and cultural life of Carrathool Shire.

Lachlan River, Hillston Photo: Carrathool Shire Photo Library

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Goal 2.1 Protect and enhance biodiversity Valuing our native plant and animal species Council will work with the Community and other parties to minimise threats posed to biodiversity and to achieve positive and sustainable conservation outcomes. Related Areas • Developing Community Strength and Capability • Growing and Diversifying our Economic Base

Targets • Continuous improvement of council owned land (birdlife, water ways etc) • Continuous improvement of all land across the Shire • Carrathool Shire is managed under principles of sustainability Strategy 2.1.1 Protect and preserve existing natural habitats and land


• Provide education to the community about the importance and value of protecting our natural bushland, animal life and rivers.

• Support community projects through the Community Grants Scheme and other means that support this goal.

• Continue to develop an effective working relationship with LCMA, MCMA, NPWS and others

• Lobby to ensure National Parks are acting in the best interests of local communities

• LCMA and MCMA to work with Council and the Community through education, programs, funding and other avenues to meet the shared values of LCMA. MCMA and the CSP

• NPWS

Ongoing. The natural environment is protected and preserved for current and future generations. The land, flora and fauna are healthy and sustainable

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Goal 2.2 Reduce our Ecological Footprint Both Council and the Community are committed to adopting and encouraging practices which minimise our impact on the environment Related Areas • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council Targets • Water consumption – agricultural, domestic • Implement a trial Green Waste Strategy • Explore alternate energy both production and use Strategy 2.2.1 Support installation of rain water tanks in residential properties


• Investigate and promote subsidies • Provide community education about

rain water collection and use

• Possible grants through Clean Energy Future Program www.cleanenergyfuture.gov.au

• Possible grants through Department Sustainability, Environment, Water, Population and Communities http://www.environment.gov.au

Ongoing The community has access to relevant information regarding rain water collection and relevant subsidies or grants

Strategy 2.2.2 Implement a trial green waste strategy


• Establish a community consultative committee to work with Council to explore and establish a suitable program

• Work with the RAMROC Riverina Waste Group to explore possibilities

• Establish green waste projects at Council tips

• Promote the benefits of green waste recycling and educate the Community as to how to recycle and how to use compost.

Schools and other organisations to educate and promote the role and benefits of recycling and reuse.

2012 Ongoing Green Waste Strategy investigated and implemented as appropriate reducing waste going to landfill

http://www.cleanenergyfuture.gov.au/�

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Strategy 2.2.3 Work with the community to develop a feasible recycling strategy across the shire • Work with the community to research,

cost and develop a feasible recycling program

• Work with the RAMROC Riverina Waste Group to explore possibilities

• Provide education and promotion regarding individual reuse and recycling strategies.

• Investigate an annual kerbside hard garbage collection service

• Investigate capacity for small scale business development

• Work with Council to research, cost and develop a feasible recycling program

• Schools and other organisations to educate and promote the role and benefits of recycling and reuse

2014-15 and Ongoing Recycling Strategy investigated and implemented as appropriate reducing waste going to landfill

Strategy 2.2.4 Support investigation of alternative energy options


• Investigate and promote subsidies • Work with the RAMROC Riverina Waste

Group to explore possibilities • Provide community education about

alternative energy options including solar power – support residential installation

• Explore the benefits of solar installations at Council’s halls and discuss with Section 355 committees

• Explore the benefits of solar installations on Council buildings and assets

Section 355 committees work with Council Ongoing Alternative energy options investigated and implemented as appropriate

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Strategy 2.2.5 Continue to work towards managing Council waste management facilities to the highest standard practical • As practical seek to implement best

practice at waste management facilities.

• Ensure that tipping charges are commensurate with cost of waste management

• Seek funding, grants and subsidies to implement improvements leading towards best practice

• Users to abide by regulations and guidelines

• Community to look at reuse and recycling as a means of reducing waste creation

ongoing Waste management facilities are well run and the volume of waste generated is reduced from current levels

Goal 2.3 Promote and Advocate for Sustainable Farming Related Areas Growing and Diversifying our Economic Base

Targets To ensure the long term viability of agriculture for the Shire recognising its pivotal role in contributing to the local economy. Strategy 2.3.1 Continuous Improvement of Irrigation Practices


Council will support continuous learning and development where possible through supporting key agencies, developing strong working relationships with government departments and others and if possible, facilitating forums, field days and other events to support producers.

• Murray Darling Basin Authority • Irrigators • Department Primary Industry • NSW Department of Water • Lachlan Catchment Management

Authority • Murrumbidgee Catchment

Management Authority

Ongoing Farming land in good health with best practice methods applied ensuring sustainable use of land and resources

Strategy 2.3.2 Strongly advocate for support of the Agricultural Industry Council will work with producers to encourage all levels of government to understand the importance of supporting and maintaining a strong sustainable farming industry in Australia.

Ongoing and in response to particular issues as they arise (eg Murray Darling Basin Plan)

Value of agriculture understood across all sectors

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Strategy 2.3.3 Protection of existing agricultural land Council will work with producers and other bodies to protect existing agricultural land for food and fibre production and to lobby or advocate against actions which would jeopardise the ongoing viability of farming in the Shire.




Ongoing and in response to particular issues as they arise

Value of agriculture understood across all sectors and land protected for sustainability

Strategy 2.3.4 Improve and Maintain Ground Cover


Council will support continuous learning and development where possible through supporting key agencies, developing strong working relationships with government departments and others and if possible, facilitating forums, field days and other events to support producers.




Ongoing Farming land in good health with best practice methods applied ensuring sustainable use of land and resources. Information disseminated to the local community.

Strategy 2.3.5 Actively encourage young people to consider farming as a desirable career • Work with local schools and agencies to

provide opportunities for young people to learn from a range of producers about different farming options

• Continue to work to develop facilities, infrastructure, services and opportunities in the Shire so that young people will see living in Carrathool Shire as a desirable choice.




Ongoing Young people choosing to pursue farming as a career

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Strategy 2.3.6 Educate local and broader communities about the importance of a sustainable farming industry • Council will work through forums such

as the Country Change network, Waste Not Want Not and other forums to inform and educate the broader community about the importance of agriculture and to showcase best practice methodologies that have been implemented (countering the misinformation about irrigation for example)

Ongoing Value of agriculture understood across all sectors

Strategy 2.3.6 Educate local and broader communities about the importance of a sustainable farming industry Cont..


• Council will support continuous learning and development where possible through supporting key agencies, developing strong working relationships with government departments and others and if possible, facilitating forums, field days and other events to support producers.

• Council will advocate and participate in discussions about food security at a National level.

Ongoing Value of agriculture understood across all sectors

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Goal 2.4 Protect and Conserve Heritage in the Shire Related Areas • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council

Targets Every generation is custodian of both the land and our heritage for future generations. Both built and natural heritage once lost are lost forever. Carrathool Shire values, respects and celebrates our history and will work with others to protect, interpret and conserve both the built and natural environment. Strategy 2.4.1 Protect and interpret heritage items


• Recognise heritage items as identified in the Local Environmental Plan (LEP) and work with the Community and other agencies and organisations to preserve and protect the built environment.

• Install interpretative panels at significant locations to recognise heritage significance and to provide an educative/informative experience for tourism and locals.

• Support historical societies, town committees and others in sourcing grant funding to protect, conserve and interpret local heritage.

• Heritage Council of NSW • Royal Australian Historical Society • Hillston Historical Society, Merriwagga,

Tabbita, Gunbar and Goolgowi Historical Society, town committees and others to conserve, document and interpret heritage of the districts through collections, publications and other means.

Ongoing Local heritage protected and interpreted

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Goal 2.5 Maintain Memorials Related Areas • Developing Community Strength and Capability • Fostering and Promoting a Rich Cultural Life An Innovative, Effective and Representative Council

Targets Carrathool Shire has a number of war memorials and other markers of significance. There may also be areas where it is appropriate for new memorials/markers to be installed. Strategy 2.5.1 Maintain and install War Memorials throughout the Shire


• Complete an audit of memorials • Work with villages and towns to design

and create memorials as appropriate • Apply for grant funding to support

memorials (RSL, DVA, RAHS) • Work with local communities and

historical societies to ensure that memorials are appropriate and representative of the community.

• Consider needs for 2014 100th anniversary of the beginning of the First World War and 2015 100th anniversary of Gallipoli

• Hillston Historical Society and the Merriwagga, Tabbita , Goolgowi and Gunbar Historical Society to work with Council

• Town Committees and local communities to work with Council to identify areas for development

Commencing 2012-13 through 2016-17

War service recognised and Centenary of World War One and Anzac Day commemorated

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Developing Community Strength and Capability

A key strength of Carrathool Shire is its people. The shire has a long history of individuals and groups taking responsibility to make things happen. Whether building infrastructure, running successful events or working together to create a strong social life, the local community has been a key driver in the progress of the district.

We are therefore coming from a strong base when we work with the Community to develop resilience, skills and capacity

Jennifer Caughey, Andrea Finch, Dr Milton Lewis (Lachlan Catchment Management Authority), Melinda Roberts, Ellen Walker – Birds of the Bush Festival 2011, Rankin’s Springs. Photo: Jane Favero

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Goal 3.1 Continue to Provide Community Grant Schemes Related Areas • Promoting Community Health and Wellbeing • Caring for and Protecting our Natural and Built Environment • Growing and Diversifying our Economic Base • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council

Targets Support Community initiatives through the Council’s Community Grant Scheme


• Continue to allocate budget funds to support the scheme

• Advertise the scheme through recognised information avenues

• Explore ways to grow and develop the Community Grants Scheme

• Community groups throughout the shire to take an active role in applying for funds for projects across the Shire

• RDA-Riverina – grant writing workshops

Community groups supported to undertake projects of benefit to the community.

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Goal 3.2 Support Strong and Effective Section 355 Committees Related Areas • Promoting Community Health and Wellbeing • Caring for and Protecting our Natural and Built Environment • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council

Targets Council values the opportunity to work with the community to care for, develop and manage community halls and other facilities Strategy 3.2.1 Support Section 355 Committees to Manage Facilities and Fulfil Legislative and Administrative Requirements


• Ensure all Section 355 committees are informed of their responsibilities and the functions of committees and of the role of Council in supporting Section 355 committees

• Develop a detailed manual for committees to provide assistance and guidance.

• Ensure that communication channels between Council and Section 355 committees are understood and functional

• Ensure adequate funds are available (either directly from Council or through other means) to maintain facilities to a high standard optimising use.

• Section 355 committees to actively care for, control and manage the facilities assigned to them.

• Promote, encourage and support the use of facilities for the benefit of the local community

• Engage with Council in open and meaningful communication

• Comply with all reporting requirements

Ongoing Section 355 committees functioning well and informed of their responsibilities

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Goal 3.3 Facilitate a Youth Advisory Council/Youth Forum Related Areas

• Promoting Community Health and Wellbeing • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council

Strategy 3.3.1 Establish a Youth Advisory Council/Youth Forum


• Endorse the establishment of a Youth Advisory Council (YAC)/Forum

• Provide mentorship from Council staff and Councillors

• Allocate funds to support the YAC/Forum

• Young people to participate in the Youth Advisory Council/Forum

• Young people to support the activities and actions of the YAC/Forum

• Community groups to utilise the voice of the YAC/Forum as appropriate to support decision making

• Community to support initiatives of the YAC/Forum

Establishment 2012-13 then ongoing

Young people are active participants in forming and delivering community priorities. Young people have a voice and are represented in decision making Young people have an opportunity to engage in the political arena.

Goal 3.4 Develop and Support the Waste Not Want Not Program Related Areas • Promoting Community Health and Wellbeing • Caring for and Protecting our Natural and Built Environment • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council

Targets Waste Not Want Not was launched in April 2011 and has as its primary goal the distribution of out of specification and surplus produce from Carrathool Shire to Foodbank (NSW) for distribution to welfare agencies. This project was born out of the community and is community owned and managed. Council is proud to work with the Community providing advice and support where possible. Whilst WNWN is about helping others in need it has enormous benefits for the local community in building social capital, providing mentoring opportunities, building relationships between the schools and other organisations and much more. The community of Carrathool Shire is keen to see this project become firmly established and adopted across other areas of regional NSW.

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Strategy 3.4.1 Waste Not Want Not to become established and sustainable in the local community


• Primarily through the Community Development Officer Council will support the WNWN project wherever possible

• Council will seek out media opportunities, speaking engagements (conferences etc), award opportunities and grant possibilities to promote and develop the project

• WNWN committee undertake all tasks necessary for success and longevity of the project

• Community groups, service groups, schools, churches and others work with the committee to support the project

• Producers and other businesses continue to support the project as possible

Ongoing Waste Not Want Not project is well presented across a range of forums and opportunities to inform others are seized.

Strategy 3.4.2 Support the Development of Educative and Business Opportunities • Register the business name “Waste Not

Want Not- Riverina’ and logo on behalf of the community

• Support the committee to develop nutritional fact sheets promoting local produce for distribution with product being sent to Sydney.

• Support the committee to explore opportunities for extending the program for the benefit of the local community (e.g. a coffee table book celebrating local produce)

Support and develop initiatives to promote and advance the project

Ongoing A range of opportunities are explored to optimise the project and benefits for the community and recipients

Strategy 3.4.3 Work with the Committee to mark the first anniversary of the Project in April 2012 • Support the committee and

community’s initiatives for a significant celebration in April 2012.

• Explore ways to make this a community building opportunity, promoting local business, talent etc (e.g. a Market Day)

The committee to work with the community and Council to develop a highly successful event

2011-2012 Anniversary celebrated

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Goal 3.5 Support Strong and Effective Community Groups Related Areas • Promoting Community Health and Wellbeing • Caring for and Protecting our Natural and Built Environment • Growing and Diversifying our Economic Base • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council Strategy 3.5.1 Support community driven initiatives as they align with the Community Strategic Plan


• CDO and other staff to be aware of community groups across the shire and to bring matters to Council attention as appropriate

• CDO and other staff to provide capacity building opportunities as practical

• Council to support community initiatives in line with the CSP

Community groups to approach Council when support required

Ongoing Carrathool Shire continues to grow in community strength, capacity and resilience

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Growing and Diversifying our Economic Base

The economy of Carrathool Shire is founded on a highly successful and diverse agricultural base. However, for long term sustainability and recognising key latent strengths within the Shire, a more diverse economic base must be fostered. Value adding in the food industry, tourism, light industry, new technologies all provide avenues for growth and diversification.

Capers in the Springs – Photo Credit, Conapaira Capers

http://www.facebook.com/photo.php?fbid=255690984479284&set=a.213768902004826.57574.100001151530272&type=1&ref=nf�

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Goal 4.1 Attract investment to the Shire Related Areas • Caring for and Protecting our Natural and Built Environment • Developing Community Strength and Capability • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council

Targets Identifying opportunities for development is key to growth and building resilience. Anticipating trends, including consumer and workforce, will underpin successful growth. Therefore, both Council and the business community must be proactive and well informed Strategy 4.1.1 Foster a Strong and Resilient Local Economy


• Participate in organisations and forums designed to support and foster economic growth such as NSW Business Chamber Murray Riverina; Economic Development Australia; RDA Development Officers Forum and others

• Disseminate information to local business

• Explore and initiate projects which promote economic diversity and growth

• All Council departments to work collaboratively when new business ventures are proposed

• Businesses to approach Council’s Economic Development Officer as needed

• Businesses to utilise Council supported advertising opportunities as relevant

An environment which supports and encourages economic development

Strategy 4.1.2 Promote Council Land Sales • Continue to advertise Council land

available for sale • Investigate opportunities for releasing

further land for sale to support business development

Community to seek opportunities to promote living in Carrathool Shire

Ongoing Blocks sold

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Strategy 4.1.3 Promote Business Development Through Country Change


• Continue engagement with the Country Change Project whilst in the best interests of Carrathool Shire to do so

• Identify business opportunities and promote through the Country Change website and at trade shows

Inform Council of major opportunities that arise that can be promoted through Country Change

Ongoing All opportunities from the Country Change program realised encouraging

Strategy 4.1.4 Be Responsive to Inquiries for Development • Ensure all enquiries are met with an

attitude of engagement • Review processes to ensure that

Council does not create unnecessary obstructions to development that is in the best interests of the Shire

• Be aware of current trends, discussions and policies that pertain to economic development and action as relevant

• Work with Council to understand challenges faced by potential developers

• Regional Development Australia • Department of Trade & Investment,

Regional Infrastructure & Services • Strengthening Riverina Irrigation

Communities Project • WorkCover NSW • Business Enterprise Centre

Ongoing All enquiries handled expeditiously

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Goal 4.2 Foster a Strong Tourism and Visitor Economy Across the Shire Related Areas • Caring for and Protecting our Natural Environment • Developing Community Strength and Capability • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council

Targets Carrathool Shire boasts a number of inherent strengths which lend themselves to building a strong tourism industry as part of the overall economic base. Sitting on the cross roads of a number of highways and with inherent natural beauty, rich and diverse bird life, river systems, national parks, rich heritage and opportunities for agri-tourism all see the Shire poised to benefit from tourism. Strategy 4.2.1 Establish a Tourism Advisory Committee


In order to best represent the interests and priorities of local businesses engaged in the Tourism Industry Council will establish an Advisory Committee to work with Council on setting and delivering tourism strategy and priorities

• Local business engaged in the tourism industry to work with Council to identify key issues, strategies and opportunities

• Riverina Regional Tourism • South West Arts • Regional Development Australia • Riverina Visitor’s Information Network

To commence 2012 and then ongoing

Industry engagement with tourism strategy development

Strategy 4.2.2 Explore and Maintain membership of peak and regional tourism organisations • Maintain current memberships to

organisations such as Kidman Way Committee, Riverina Regional Tourism, Riverina Visitor Information Network whilst there is demonstrable benefit for doing so.

• Be aware of new opportunities and pursue as possible

• Riverina Regional Tourism • Kidman Way • Outback Tourism • Riverina Visitor’s Information Network

To commence 2012 and the ongoing

Memberships maintained providing regional opportunities

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Strategy 4.2.3 Support Tourism through Council Website, Print and other avenues


• Keep the Carrathool Shire Tourism components of the website and Facebook page current and fresh

• Develop and grow the current scope of the website

• Tourism operators in the Shire to work with Council providing material and information

• Riverina Regional Tourism • South West Arts • Regional Development Australia • Riverina Visitor’s Information Network

To commence 2012 and then ongoing

Online engagement optimised

Strategy 4.2.4 Develop a Destination Management Plan • Work with Riverina Regional Tourism

and other agencies to develop the regional Destination Management Plan

• Work with local businesses and agencies to develop a Carrathool Shire Destination Management Plan

Work with Council to develop the Destination Management Plan

2013-14 Carrathool Shire has an effective Destination Management Plan optimising potential and enabling access to Destination NSW funding

Strategy 4.2.5 Promote and Develop Caravan Parks • Improve signage • Continue to improve and develop

Council’s Caravan Parks • Consider endorsement of free camping

sites

Ongoing The Shire offers quality caravanning and camping facilities supporting the tourism strategy

Strategy 4.2.6 Promote and Develop Agri Tourism • Promote agri tourism across the shire • Investigate the development of a

Harvest Festival or other annual event

Work with Council to develop strong agri tourism

2013 then ongoing Agri tourism becomes a strong element of the Tourism Strategy

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Goal 4.3 Capitalise on the Country Change Program Related Areas An Innovative, Effective and Representative Council

Targets Along with other regional councils Carrathool is a member of the Country Change Program. In order to realise optimum benefit from this relationship Council must be proactive in seeking advantage and in working with the Country Change committee for continuous improvement and relevance Strategy 4.3.1 Participate in the Country Change Program


• Maintain membership of Country Change if such continues to be advantageous

• Participate regularly in meetings and attend trade shows and other events as organised by Country Change

• Be a leading partner in identifying possibilities and setting direction

Carrathool residents to be familiar with the Country Change program and promote it with people outside the region

Ongoing Increased opportunities to promote Carrathool Shire realised through the Country Change Program

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Goal 4.4 Implement the Economic Development Strategy Related Areas • Promoting Community Health and Wellbeing • Caring for and Protecting our Natural and Built Environment • An Innovative, Effective and Representative Council

Targets An Economic Development Strategy for Carrathool Shire has been developed through the Strengthening Riverina Irrigation Communities Project. Council has worked closely with the Project Manager to develop a strategy which reflects the community’s priorities and aspirations as identified through various focus group meetings. Strategy 4.4.1 Ensure the Economic Development Strategy is actioned and reflected in relevant Council strategies and plans


• Council to ensure that decisions of Council are in accord with the Economic Development Strategy

• Community Development Officer to action the Economic Development Strategy in line with other Council strategies and plans

• All Directors and departments of Council to work to support the Economic Development Strategy

Businesses and other agencies to work with Council to realise the Economic Development Strategy

Strategy to be adopted 2012. Actions in line with Plan and ongoing

Council has an effective Economic Development Strategy which informs decision making contributing to building a strong and sustainable economic environment

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Goal 4.5 Revitalise Main Streets in all Villages Related Areas • Promoting Community Health and Wellbeing • Caring for and Protecting our Natural and Built Environment • Developing Community Strength and Capability • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council

Targets Main Street Revitalisation was identified by each of the towns during the consultation process. Many of the villages have rich heritage architecture and/or strong local stories which can be utilised to develop local identity (e.g. a bird thematic for Rankin’s Springs). Revitalising the main streets through beautification and development is seen as important for enhancing business growth and community pride. Strategy 4.5.1 Ensure Revitalisation of the Main Streets across the Shire


• Ensure revitalisation is placed within operational plans over the next ten years

• Work with local communities to develop and implement a vision for the main streets

• Ensure that maintaining works once completed is part of ongoing operational plans

• Pursue funding opportunities to implement or augment the revitalisation process.

• Ensure High Street in Hillston is at peak condition for the Sesqui-Centenary 2013

• Work with Council to develop and implement a vision to revitalise the main streets

• South West Arts – Growing our Place (Public Art) project 2012

In consultation with the towns and in line with council’s operational plans develop a strategy to implement revitalisation over the course of the Community Strategic Plan 2012-2022

All communities have vital, attractive main streets

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Goal 4.6 Value Add Food Industry Related Areas • Promoting Community Health and Wellbeing • Developing Community Strength and Capability • Fostering and Promoting a Rich Cultural Life • An Innovative, Effective and Representative Council

Targets Carrathool Shire has a strong, rich and varied agricultural base and is a highly productive area. Some work has been done in value adding to the natural product grown in the region but there is scope for further development and for unified branding optimising market opportunities. Strategy 4.6.1 Explore opportunities to develop a value add food industry


Develop a consultative group to work with the Community Development Officer to explore building a value add food industry including branding

• Existing and potential value add food industries to work with Council to explore establishing a local value add industry and branding.

• RDA-Riverina, link with RDA-Riverina projects including Riverina Food Group/Country Change 100 Mile Challenge

Initial discussions and exploration 2012 with likely establishment by 2017

Enhanced marketing of value add products

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Goal 4.7 Workforce Planning Related Areas • Promoting Community Health and Wellbeing • Developing Community Strength and Capability • An Innovative, Effective and Representative Council

Targets A skilled, reliable workforce is critical for any endeavour and is as true for business throughout the Shire as it is for Council. A Workforce Management Plan forms part of the IP&R process for Council and assesses what staffing level and skills Council will need to deliver the Community Strategic Plan. Throughout the process of consultation, broader issues of workforce reliability were raised by employers. A sustainable economy requires the right people in the right jobs. Projecting future trends and needs and utilising existing knowledge, Council and the business community must proactively plan, recruit and up-skill for the required workforce. Strategy 4.7.1 School Based Trainees


• Council will maintain the program of School Based Trainees equipping our young people for positions both within Council and the broader labour market

• Council will promote the School Based Trainee Program

Employers to be receptive to the idea of engaging a school based trainee

For Council ongoing Young people given opportunities to develop skills and taste possible career paths

Strategy 4.7.2 Ongoing Training and Development • Council will continue to ensure its

workforce maintains currency in training and required knowledge

• Council, through its Economic Development area, will assist to attract and promote training opportunities for the broader community

• Businesses to support initiatives sourced by Council as relevant

• Organisations such as the Business Enterprise Centre and RDA-Riverina to provide training opportunities

Ongoing A skilled and relevant workforce

Strategy 4.7.3 Consideration of Alternate Labour Sources Council to investigate assisted migration and other avenues for recruiting skilled, semi-skilled and unskilled labour

RDA-Riverina Skilled Migration Program 2013-15 A skilled and relevant workforce

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Fostering and Promoting a Rich Cultural Life

A strong, rich and vibrant cultural life contributes to community health in many ways and is fundamental to fostering social cohesion and an individual sense of fulfilment. It will also be a key element to enriching tourism and creating diverse economic development opportunities.

This plan seeks to build opportunities for engaging with the arts and culture as participant, audience and consumer. Council will work with the Community, South West Arts, Regional Arts and other bodies to provide and support opportunities to participate in and build a vibrant cultural life for the Shire.

Callum Stewart (Liam Budge Quartet) toured as part of the Jazz on the Red Dust Plains Tour: Country Arts Support Program Funding Photo: supplied by Callum Stewart

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Goal 5.1 Provide a dynamic, responsive and well equipped library service. Related Areas • Promoting Community Health and Wellbeing • Developing Community Strength and Capability • An Innovative, Effective and Representative Council

Targets The community places great value on our library service. Libraries in the modern world are diverse places offering access to resources, innovative programming, places to meet, learn and grow and comfortable welcoming places to connect as a community. Council will strive to provide the best possible quality of service, programming and opportunities utilising the space for the benefit of the whole community Strategy 5.1.1 Continue to work as part of the Western Riverina Library Service


• Maintain membership of the Western Riverina Library Service

• Lobby for increased funding • Library to actively seek grants to

support programming and service provision

Western Riverina Library Service Ongoing Carrathool Shire receives the best possible library service

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Goal 5.2 Support the Red Dust and Paddy Melons Gallery Related Areas • Promoting Community Health and Wellbeing • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council

Targets The Red Dust and Paddy Melons Gallery is a key contributor to Carrathool Shire’s cultural landscape. Council will work with and support the volunteer community members who manage the Gallery and provide an invaluable service operating the Visitor Information Centre Strategy 5.2.1 Promote and Grow the Gallery


• Support the volunteer committee of management

• Promote activities and events where possible

Gallery to continue to source funding to provide training and workshop opportunities

Ongoing Red Dust and Paddy Melons Gallery continues as a strong and vital facility. Visitor Information services continue to be delivered through the gallery

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Goal 5.3 Engage with South West Arts to Provide Quality Arts and Cultural Opportunities Related Areas • Promoting Community Health and Wellbeing • Caring for and Protecting our Natural and Built Environment • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council

Targets Engagement with a representative arts body is beneficial in sourcing advice, expertise, opportunities and funding that are of benefit to the broader community. Strategy 5.3.1 Maintain Membership of South West Arts


• Allocate annual funds • Work with South West Arts to optimise

benefits of membership • Seize opportunities for visiting

performances, workshops etc as offered by SWA

• Work with South West Arts to identify areas of interest and opportunities

• Support arts and cultural opportunities

Commence 2012 and Ongoing

Membership maintained enhancing arts based opportunities for the shire

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Goal 5.4 Celebrate our Heritage Related Areas • Caring for and Protecting our Natural and Built Environment • Growing and Diversifying our Economic Base

Targets Carrathool Shire has a rich and interesting history and has a relatively small number of extant examples of the built environment. Additionally, there are three collecting agencies which have preserved examples of material and documentary history. Ensuring these collections are cared for into the future and that they are interpreted and made available to the community is critical. Strategy 5.4.1 Grow Strong Collecting Agencies


• Support the Library and other collecting agencies to collect, conserve, interpret and make available our material and documentary heritage

• Source funding opportunities to support the agencies

• Celebrate and promote heritage for tourism

Collecting agencies to engage with learning opportunities to be meeting best practise in regards to care and storage of collections

Ongoing Collecting agenices are strong and sustainable and significant cultural heritage preserved and interpreted

Strategy 5.4.2 Commemorate the 100th anniversary of the start of World War 1 • Source funding for commemorative

services and other activities • Work with schools and other agencies

to research, interpret and document local war service stories including the experiences of those in “Essential Services”

• Work with individual communities to prepare suitable commemorations

• Schools and other agencies to work with Council to plan and deliver commemorations

• Ex-Servicemen’s Clubs • Department of Veteran’s Affairs

2013-2025 Commemorative events reflect community sentiment and provide an educative opportunity

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Strategy 5.4.3 Commemorate the Anniversary of Anzac Day 2015


• Source funding for commemorative services and other activities

• Work with local schools and other agencies to research, interpret and document local Anzac stories

• Work with individual communities to prepare suitable commemorations

• Schools and other agencies to work with Council to plan and deliver commemorations

• Ex-Servicemen’s Clubs • Department of Veteran’s Affairs

2013-2015 Commemorative events reflect community sentiment and provide an educative opportunity

Goal 5.5 Access to the Arts Related Areas • Promoting Community Health and Wellbeing • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council

Targets Access to the arts supports strong mental and social health, builds community cohesion and enriches lives. Strategy 5.5.1 Encourage Access to the Arts for all Ages and Communities


• Support Initiatives, in line with the Cultural Plan, which promote access to the arts (performing, and visual)

• Support local schools in their endeavours to provide quality and diverse artistic (music and other) opportunities to their students

• Sponsor an annual community art prize

• Red Dust and Paddy Melons Gallery continue to provide opportunities to engage with the arts as artist, student and consumer

• Community to support arts initiatives • Schools and other agencies continue to

actively seek funding and opportunities to provide quality and diverse artistic (musical and other) opportunities to their students

Ongoing and as opportunities arise

The arts are a vital part of community life supporting physical, mental and social health and engaging with all demographics

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Goal 5.6 Support the Hillston Community as it Celebrates the Sesqui Centenary Related Areas • Promoting Community Health and Wellbeing • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council

Targets Celebrating significant events and milestones are important ways to build community. Council and the community will work to celebrate this important event and to use it as an opportunity to record and share the history of Hillston over the last 150 years. Strategy 5.6.1 Support the Planning Committee in the lead up to the Celebrations


• Community Development Officer to liaise with the Committee and provide support as appropriate.

• Encourage support of business and others

• Committee to source funding to support celebrations

• Committee and others to develop a program of activities to celebrate the sesqui-centenary

2011 – 2013 The community participates in a range of successful celebrations to mark the sesqui centenary

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Goal 5.7 Utilise Halls Related Areas • Caring for and Protecting our Natural and Built Environment • An innovative, effective and representative Council

Targets The community halls provide a vital service to all communities. As places to gather for celebrations, memorials, concerts and other events they are a pivotal asset which Council provides in partnership with Section 355 committees. Ensuring that all members of the community can access the halls for community purposes in line with agreed use is a priority Strategy 5.7.1 Maintain, Develop and Promote the Halls


Work with Section 355 committees to ensure halls are in good order and provide the best possible facilities at reasonable hire charges recognising the costs of maintaining the halls and the needs of community

Section 355 committees to work with Council and the community to ensure that halls are well utilised

Ongoing All halls are in good condition and meets the needs of the community

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Goal 5.8 Public Art Related Areas • Promoting Community Health and Wellbeing • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council

Targets Public Art can enrich and beautify landscapes and buildings. Working with local artists where possible and telling local stories adds value to public art installations Strategy 5.8.1 Support Public Art Installations


• Develop a Public Art Policy • Council to commit to working with the

community to install at least five pieces of public art throughout the shire during the life of this plan (at least one in each community)

• Work with local artists where possible • Source funding • Work with South West Arts on the

Growing Our Place Project • Place a suitable installation in the new

Hillston Office when built.

South West Arts Growing our Place Project Public art installations in all communities

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Goal 5.9 Events and Significant Days Related Areas

• Promoting Community Health and Wellbeing • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council

Targets Marking significant days such as anniversaries or celebrations (Australia Day, Anzac Day, Naidoc Week) are important ways of building community. Such events can also foster economic development as well as providing opportunities for cultural pursuits

Strategy 5.9.1 Continue to support significant celebrations and memorials such as Australia Day and Anzac Day


• Allocate funding to support these events

• Work with local community to plan and deliver

• Support local businesses and groups wherever possible

• Celebrate local talent (school bands, individual performers etc)

Community to work with Council to plan and deliver significant events

Annual and ongoing Major events celebrated across the shire

Strategy 5.9.2 Continue to Support Community Run Events (e.g. Merriwagga Spring Fair, Hillston Triathlon, Carrathool Races) • Where possible facilitate smooth and

safe operation of these events through provision of council property, expertise, time

• Promote events through Council Website, Council Corner, Country Change , Riverina Regional Tourism and other avenues

• Liaise with Council well in advance of any such event to ensure availability of resources and staff

• Liaise with Council well in advance of any such event to ensure all OH&S, risk, insurance and other matters are addressed.

Ongoing Community run events supported enhancing and enriching local community life and contributing to economic and social vitality

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Goal 5.10 Grow and Develop Festivals Related Areas • Promoting Community Health and Wellbeing • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • An Innovative, Effective and Representative Council

Targets Development and promotion of festivals is an important way of building community. Such events also foster economic development as well as providing opportunities for cultural pursuits Strategy 5.10.1 Support and Develop Festivals


• Work with community to grow and develop local festivals (Harvest Festival Hillston- new initiative) (Star Gazers Ball and Festival Weekend Goolgowi – New Initiative)

• Work with the community to source funding opportunities

Local committees continue to develop and operate their festivals

Ongoing Potential new festivals explored and initiated if viable

Strategy 5.10.2 Support the Birds of the Bush festival • Work with the Birds of the Bush

Committee to continue to grow and build this festival as a premier event in the shire and a significant contributor to the Visitor Economy

• Seek funding as appropriate to support and grow the festival

• Work with the committee and community to build and grow community based capacity

• Birds of the Bush Committee continue to plan and deliver the festival

• Birds of the Bush Committee continue to seek funding and partnerships to support the festival

Ongoing Birds of the Bush Festival is a premier event in the shire fostering community strength, capacity building, economic development and contributing to positive environmental outcomes

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An Innovative, Effective and Representative Council?

Goal 6.1 Carrathool’s communities are well informed and engaged Related Areas • Promoting Community Health and Wellbeing • Developing Community Strength and Capability

Targets Council will utilise a range of measures to ensure the community is informed and will offer meaningful opportunities for engagement Strategy 6.1.1 Maintain and Improve Council Corner


• Continue to publish a monthly Council newsletter

• Ensure that the newsletter contains a mix of information and ‘news’ stories about happenings across the shire.

Community groups to provide Council with information, stories and photographs to be published (at Council’s discretion) in Council Corner

Immediate and ongoing Council newsletter published regularly reflecting a mix of council information and community news

Strategy 6.1.2 Continue to Improve Council’s website so it is easy to navigate, attractive and informative. • Ensure Council’s website meets

community needs and is a useful business tool including promotion of the shire for business investment, tourism and relocation.

• Develop and maintain a structure for regular updates of the website

• Utilise the website to support Section 355 committees

Community groups to provide Council with information, stories and photographs to be published (at Council’s discretion) on the website

2012 ongoing Council website kept up to date and engaging

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Strategy 6.1.3 Continue to build strong Community Engagement • Council will ensure that it meaningfully

engages with local communities to ensure we are well informed about community needs, aspirations and priorities.

• Hold at least one community meeting in each district once a year

• Investigate an electronic community noticeboard for Hillston

Community groups to provide Council with information, stories and photographs to be published (at Council’s discretion) in Council Corner

Immediate and ongoing Community is informed and engaged

Goal 6.2 Community Halls are in good condition and well utilised Related Areas

Targets Council will work with the Community, particularly Section 355 committees to ensure that all Council Halls are well maintained and accessible by the communities. Strategy 6.2.1 Ensure maintenance and ongoing improvement


• Work with Section 355 committees to ensure halls are well maintained and continue to develop

• Work with Section 355 committees to source funding to support ongoing work

• Work with Section 355 committees to investigate alternative energy options as appropriate

• Work with Section 355 committees to develop long term maintenance and improvement plans

• Work with Rankins Springs and Goolgowi Hall Committees to secure funding for new kitchens

• Section 355 committees to work with Council to maintain and develop halls

• Section 355 committees to work with Council to develop long term maintenance and improvement plans

• Section 355 committees to work with Council to source funding to support ongoing work

Ongoing Halls are in good condition meeting community needs. Section 355 committees supported

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Strategy 6.2.1 Ensure maintenance and ongoing improvement Cont..


• Work with Merriwagga Hall Committee to secure funding for new floor and restumping

• Work with Carrathool Combined Hall and Sports Club Committee to secure funding for sports ground and hall enhancements

Goal 6.3 Recreational facilities meet the needs of the community Related Areas • Promoting Community Health and Wellbeing • Caring for and Protecting our Natural and Built Environment • Developing Community Strength and Capability • Growing and Diversifying our Economic Base • Fostering and Promoting a Rich Cultural Life

Targets Recreational facilities include sporting and cultural venues and elements of the natural environment Strategy 6.3.1 Development of Sporting and Recreational Facilities


• Council to source funding opportunities to develop sporting facilities

• Council to support the community in initiatives which develop facilities (Carrathool Sports Ground, netball court, showers, tennis shed and court resurfacing. Merriwagga development of existing tennis courts with the potential to include netball hoops etc)

• Local committees to efficiently and effectively manage the facilities in their control

• Department of Sport and Recreation

Ongoing Recreational facilities are in good condition meeting community needs.

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Strategy 6.3.1 Development of Sporting and Recreational Facilities Cont..


• Work with community groups to source funding to maintain and develop facilities including showgrounds recreational reserves

•

Strategy 6.3.2 Development of Carrathool Race Course Support the Carrathool Jockey Club in sourcing funding to undertake improvements at the Carrathool Race Course

• The Carrathool Jockey Club to source funding for major improvements identified for the race course

• The Carrathool Jockey Club to liaise with Council as required to support applications for funding

2013 and ongoing Facilities at the race course meet a suitable standard for patrons, ultimately enabling further development of the races as a significant tourism and community event for the shire

Goal 6.4 Carrathool Shire has a strong, representative, effective and innovatve Council Related Areas Developing Community Strength and Capability

Targets The 2013 round of community consultations acknowledged and commended Council for its professionalism, vision and community engagement. The opportunity to contribute directly to Council decision making was appreciated. Maintaining a professional, open, effective and representative Council was valued and seen as a priority. Council elections which are fully supported and which provide a range of candidates representative of the whole Shire is a key goal for future elections. Strategy 6.4.1 Encourage a representative Council


• Encourage greater participation on Council to represent all demographics

• Encourage strong voter participation

• Electoral Commission • Division of Local Government

2012, 2016, 2020 Council has a broad cross section of elected representatives Strong voter participation in all elections

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Strategy 6.4.2 Provide a Framework Which Fosters Good Governance Provide requisite resources to support Councillors to perform their duties in accordance with legislative requirements and community expectations.

ongoing Carrathool Shire Councillors are informed, effective and representative

Strategy 6.4.3 Council Supports Social Justice Principles of Equity, Access Participation and Rights across all endeavours • Councillors and staff to ensure that the

principles of equity, access, participation and rights are reflected in decision making

• Council to source funding to support principles of equity, access, participation and rights

• The community to support principles of equity, access, participation and rights when developing programs and events

• The Community to bring matters of concern to Council’s attention

• Other agencies to support council in pursuing principles of equity, access, participation and rights.

Ongoing The community is one in which all feel valued, heard and included.

Strategy 6.4.4 Council to Maintain a Workforce With the Requisite Skills to Support the Needs of Council and Community Priorities


• Council to ensure its Workforce Plan is informed and reflective of Community Strategic Plan priorities

• Council to consider enhancing support for community groups with regards grant applications (Grants Officer)

• Council will ensure all staff are suitably trained and qualified for the tasks required

Ongoing Workforce plan reflects needs of Council to realise community priorities and statutory requirements

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Goal 6.5 Foster Youth Participation Through a Youth Advisory Council Related Areas Developing Community Strength and Capability

Targets Council is keen to work with our youth both to ensure a representative council and to proactively foster future leaders Strategy 6.5.1 Establish a Youth Advisory Council


• Through the Community Development Officer establish a Youth Advisory Council

• Appoint an elected Councillor to help mentor the YAC

Support initiatives of the Youth Advisory Council

2012 and ongoing Young people in the shire have a voice and a means to participate in the democratic process

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Goal 6.6 Improving Asset Management techniques Related Areas • Caring for and Protecting our Natural and Built Environment • Developing Community Strength and Capability

Targets Effective and timely asset management is good stewardship. Council is committed to utilising best practise asset management Strategy 6.6.1 Council will manage and monitor asset management across the shire.


Maintain and improve proactive asset management across Councils asset base

Inform Council of assets requiring attention

Ongoing All assets are effectively managed with relevant maintenance and improvement plans in place bearing in mind anticipated life cycle

Strategy 6.6.2 Management of Crown Reserve for Community Benefit • Council holds a range of Crown Reserve

in trust for community benefit and will continue to manage and improve this land as appropriate

• Council will undertake an audit of all known Crown Land to ensure that appropriate Trust Management arrangements are in place

• Department of Lands to work with Council ensuring all lease and Trust Management arrangements are in order

• Community Trusts Managers to manage assigned land for community benefit

Ongoing Council has a clear knowledge of all Crown Land in the Shire and all Crown Land is being managed effectively on behalf of the community.

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Goal 6.7 Maintaining a reliable road network and Water Supplies Related Areas Growing and Diversifying our Economic Base

Targets Through the community consultations is was clear that poor road infrastructure is having a serious impact on efficient, safe and affordable transportation to support our agricultural base. Road standards have a significant impact on ease of travel for recreational, personal and tourism purposes. Similarly, Council’s responsibility for town water supplies poses challenges to maintain across such a large network Strategy 6.7.1 Ensure that the road network is well maintained


• Seek relevant government funding • Maintain a program of upgrading roads

to road-train rating • Provide adequate resources to continue

to provide cyclic maintenance and repair across the Shire

• Respond to storm damage in a timely manner within budget

• Communicate and build community understandings of adopted condition ratings and road maintenance triggers.

• RMS to provide adequate funding to match the scale and needs of our major rural roads network

• State Government continue to provide financial assistance grants to match the scale and needs of our extensive rural roads network

Ongoing Roads are in good working order with good asset management applied

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Strategy 6.7.2 Ensure secure and quality town water supplies (TWS) are maintained and rural water supply networks effectively managed. Related Areas Growing and Diversifying our Economic Base

Targets Water security is identified by the community as a key priority under this plan. Provision of town water supplies ensures that the critical human needs of the community can be met and also provision made for the growth of towns and villages. Our rural water supply networks support the important stock sector and also offer opportunities for future development of water-dependent industries.


• Manage and monitor Town Water Supply water quality to meet Australian Drinking Water Guidelines at all times

• Develop and maintain effective asset management and maintenance of critical water assets

• Manage a forward capital works and asset renewal program

• Adopt water conservation strategies • Monitor consumptive use and

implement demand management • Identify grant funding opportunities for

needed capital works • Report annually to community and the

NSW Office of Water on system-wide performance

Ongoing Town water supplies are in good working order with good asset management applied. Water conservation strategies applied where possible

Strategy 6.7.3 Implement the Roadside Vegetation Management Plan • Utilising funding from the LCMA engage

a consultant to develop a roadside vegetation management plan

• Review plan, prioritise and action

• LCMA funding partner • Consultants to develop plan

2013 Council has an informed plan for managing roadside vegetation and the plan is enacted improving Council’s ecological management

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Goal 6.8 Cemeteries are in Good Order and Operating Effectively Related Areas • Caring For and Protecting our Natural and Built Environment • Developing Community Strength and Capability

Targets Carrathool Shire has six operating cemeteries with a range of management arrangements. Hillston and Goolgowi are managed by Council, Council has been approached by Crown Lands to take on the position of trustee for the Carrathool cemetery and Merriwagga, Gunbar and Rankins Springs are all Crown Reserve operated by community trustees appointed by the Department. Council will work with all agencies and committees to ensure that cemeteries are properly managed and meet community needs Strategy 6.8.1 Council Will Manage and Support the Management of Local Cemeteries


• Council will ensure that the Goolgowi and Hillston cemeteries are appropriately managed

• Council will progress discussion with the Department of Lands regarding their request that Council take on Trust Management role for the Carrathool cemetery

• Council will support the Merriwagga, Gunbar and Rankins Springs communities in their roles as Trust Managers

• Council will work with all cemeteries to identify clean up, restoration and ongoing infrastructure programs

• Department of Land to work with Council to formalise Trust Management arrangements

• Community Cemetery Committees to manage respective cemeteries.

2013 - Ongoing All cemeteries are in good order and operating effectively meeting the needs of their local communities.

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Goal 6.9 Provision of Waste and Recycling Services Strategy 6.9.1 Investigate Waste Collection Service at Rankins Springs


• Cost provision of a town waste collection service for Rankins Springs

• Undertake community consultation once costing has been determined

Rankins Springs community to work with Council to determine whether the Rankins Springs community is willing to absorb costs of providing waste collection in Rankins Springs

2013-14 Investigation of viability of a waste management service for Rankins Springs undertaken and community consulted as to decision

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Alignment of the Carrathool Shire Community Strategic Plan with the NSW State Plan

State Plan CSP – Promoting Community Health and Wellbeing

CSP – Caring For and Protecting Our Natural and Built Environment

CSP – Developing Community Strength and Capability

CSP – Growing and Diversifying our Economic Base

CSP – Fostering and Promoting a Rich Cultural Life

An Innovative, Effective and Representative Council

Rebuild the Economy 3. Drive economic growth in

regional NSW √ √ √ √

Return Quality Services 10. Improve road safety √ 11. Keep people healthy and out of

hospital √

13. Better protect the most vulnerable members of our community to break the cycle of disadvantage

√ √ √

14. Increase opportunities for people with a disability by providing supports that meet their individual needs and realise their potential

√ √ √

15. Improve education and learning outcomes for all students √ √

Renovate Infrastructure 19. Invest in critical infrastructure √ √ 20. Build liveable centres √ √ 21. Secure potable water supplies √

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State Plan CSP – Promoting Community Health and Wellbeing






Strengthen our local environment and communities

22. Protect our natural environment √ √ √ √ 23. Increase opportunities for people

to look after their own neighbourhoods and environments

√ √ √ √

24. Make it easier for people to be involved in their communities √ √ √ √ √ √

25. Increase opportunities for seniors in NSW to fully participate in community life

√ √ √ √ √

26. Fostering opportunity and partnership with Aboriginal people

√ √ √ √

27. Enhance cultural, creative, sporting and recreation opportunities

√ √ √ √ √

Restore Accountability to Government

30. Restore trust in State and Local Government as a service provider

√ √ √ √

31. Improve government transparency by increasing access to government information

√ √ √

32. Involve the community in decision making on government policy, services and projects

√ √ √ √ √ √

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Alignment of the Carrathool Shire Community Strategic Plan with the Riverina Regional Action Plan

Riverina Regional Action Plan

CSP – Promoting Community Health and Wellbeing






Priority 1 Support Economic Growth

√ √ √

Priority 2 Deliver Integrated and coordinated human services and improve community safety

√ √

Priority 3 Improve regional infrastructure

√

Priority 4 Deliver accessible quality health services that attract skilled health professionals

√

Priority 5 Improve education outcomes and increase community participation

√ √ √ √ √ √

Priority 6 Manage natural resources effectively to achieve environmental and economic sustainability

√ √ √ √ √

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Alignment of the Carrathool Shire Community Strategic Plan with the RDA Riverina Plan

RDA Riverina Plan CSP – Promoting Community Health and Wellbeing






Goal 1. Encourage Economic Growth, diversity & Industry Innovation

√ √ √

Goal 2. Nurture the Development of a Sustainable Environment

√ √ √ √

Goal 3. Support Education and Skill Development

√ √ √ √

Goal 4. Facilitate a collaborative Approach between all tiers of government, business and the community

√

Goal 5. Encourage a Proactive Approach to Health and Living

√

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Tracking and Assessing Progress

In order to ensure this plan is an active document and is used by Council and others to inform planning and delivery a number of mechanisms will be applied

• Council is committed to holding a 12 month review. Community meetings will be held across all communities providing an opportunity to reflect upon the first 12 months. Council will seek the communities’ thoughts on how things are progressing. Have we done what we said we would do? Is the Plan working?

• A qualitative community survey undertaken every three years • Feedback from other organisations (Government and non-government) • Development of a matrix to measure and illustrate progress. • Reporting to outgoing Councils. Part of the legislative requirement for the Integrated Planning and Reporting process is the need to report to all

new councils after Council elections. This provides an opportunity to reflect on progress three times within the Plan’s ten year time frame.

Limitations

Council is committed to working with the Community and other agencies to realise the priorities and aspirations of the community as identified in this plan. It should, however, be noted that there are matters which will influence this outcome.

Limitations which may impact the delivery of this plan include:

• Budget and other financial matters • Aging community and a changing demographic • Government legislation • Increasing government regulation • Government inaction • Grant funding not keeping pace with increasing needs and costs

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What Happens Now

With the adoption of the Community Strategic Plan Council will:

• The plan will be lodged with the Division of Local Government. • Continue to work to ensure that all relevant policies and plans align with this document. • Ensure that the annual operational plan reflects the priorities and gaols identified in the plan. • Undertake to hold a series of community meetings within the next 12 months to seek community feedback about the outworking of the plan. • Take action to realise Council’s actions in this plan • Encourage the community to fulfil its role in the plan • Encourage Government (State and Federal), service providers and Non-Government Organisation’s to support the outworking of the plan.

Contributing Documents

• Carrathool Shire Council, Economic Development Strategy – DRAFT • Carrathool Shire Council, Local Environment Study 2007 – A copy is available by contacting Carrathool Shire Council. • Digital Strategic Implementation Guide – DRAFT • Extract from Carrathool Shire Council Business Paper & Minutes for the Ordinary meeting held 19 June 2011- A copy is available by contacting

Carrathool Shire Council. • Lachlan Action Plan 2006 – 2016 -A copy is available by contacting Carrathool Shire Council. • Melbourne Principles for sustainable Cities – www.dse.vic.gov.au/_data/assets/pdf_file/0011/99650/melb_sus_citiespdf • Murrumbidgee Catchment Action Plan – www.murrumbidgee.cma.nsw.gov.au/about/mcma-cap.aspx • NSW 2021, A Plan to make NSW number one – www.2021.nsw.gov.au/sites/default/files/nsw2021_webversion.pdf • Regional Development Australia – www.rdariverina.org.au/upload/docs/regionalPlan03112011.pfd • South West Arts Incl – Business Plan 2010 to 2020 – www.southwestarts.com.au

http://www.dse.vic.gov.au/_data/assets/pdf_file/0011/99650/melb_sus_citiespdf�

http://www.murrumbidgee.cma.nsw.gov.au/about/mcma-cap.aspx�

http://www.2021.nsw.gov.au/sites/default/files/nsw2021_webversion.pdf�

http://www.rdariverina.org.au/upload/docs/regionalPlan03112011.pfd�

http://www.southwestarts.com.au/�

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Acknowledgements

The Carrathool Shire Community Strategic Plan has been born out of the generous, enthusiastic and visionary contributions made by the residents of the Shire. Through the community consultations and written submissions the community has set a very clear picture of its priorities and aspirations. Thank you to all who contributed.

Additional:

Photo page 7: Australia Day Rankin’s Springs 2010