Bomen Strategic Master Plan

COMMUNITY STRATEGIC PLAN Our City... Our Tomorrow

2008/2018

City ofWagga Wagga

Wagga Wagga City Council Community Strategic Plan 2008/2018 -

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Wagga Wagga City Council Community Strategic Plan 2008/2018 - Page 2 Wagga Wagga City Council Community Strategic Plan 2008/2018 -

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

Our Councillors .............................. 5

Introduction to Wagga Wagga Local Government Area ........................... 7

The Planning Process of Council ....... 8

Community and Council ................. 9

What is a Strategic Plan ? ................ 10

Strategic Goals

Social .......................................... 13

Economic ................................... 16

Environment ............................... 19

Governance ................................ 22

Table of Contents


I am pleased to present the Community Strategic Plan 2008-2018. This document will guide the City’s strategic direction for the next 10 years and will provide many opportunities for development and growth as both a Community and a City.

The Community Strategic Plan builds on our previous Strategic Plan Toward 2010 and has been developed after extensive consultation and research with community members, councillors and staff together with analysis of Australian Bureau of Statistics data and the NSW State Plan.

A number of priority areas have been identified and core goals and strategies have been developed to address these priorities. In doing so significant consideration was given to many issues facing the Community and Council – these included asset and infrastructure maintenance and renewal strategies, ensuring a safe, healthy and social community, providing effective leadership, sustaining and building economic viability and protecting our natural environment.

This plan has been a collaborative effort with invaluable contribution from the community, councillors and staff. I thank you all for your efforts in sharing our vision for this wonderful City.

I commend this Community Strategic Plan to you as a sound, viable and comprehensive document which will guide the city towards achieving its potential.

Kerry Pascoe Mayor

Message from the Mayor

Councillor Kerry Pascoe MayorElected: 2004

Councillor Jan HayDeputy Mayor 2006 - Elected: 2004

Councillor Brian Andrews (PSM)Elected: 2004

Councillor Peter DaleElected: 1983, 1987, 1991, 1995, 1999, 2004

Councillor Kerry Geale Elected: 2004

Councillor Michael GeorgiouElected: 1995, 1999, 2004

Councillor Mark GoodenElected: 1999, 2004

Councillor John HardingElected: 1987, 1991, 1995, 1999, 2004

Councillor Rod KendallElected: 2004

Councillor Ken KlemkeElected: 2004

Councillor Diana SimpsonElected: 1999, 2004

Councillor Lindsay VidlerElected: 1991, 1995, 1999, 2004

Councillor Karen WrightElected: 1999, 2004

Councillor Kevin WalesElected: 1995, 1999, 2004


Our Council - Elected Representatives

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The Wagga Wagga Local Government Area is a rural and residential area, with commercial, industrial and military areas occupying an area of 4,866 square kilometres.

Nestled on the banks of the magnificent Murrumbidgee River in the heart of Wiradjuri Country in Southern NSW, Wagga Wagga is central to Sydney, Melbourne and Canberra. Wagga Wagga is a dynamic and cosmopolitan regional city with strong community links to the surrounding farmlands and villages of Collingullie, Currawarna, Galore, Uranquinty, Mangoplah, Humula, Tarcutta, Ladysmith and Oura.

The original inhabitants of the Wagga Wagga area were the Wiradjuri Aboriginal people with European settlement dating from the early 1830s. The Murrumbidgee River, then the railway line, stimulated the emergence and continued success of cattle stations and sheep graziers, creating the area’s pioneering history.

The Local Government Area (LGA) offers a temperate climate and is home to 60,000 residents supported by thriving business, sports and arts communities as well as a diverse calendar of events, rich cultural heritage and a wealth of fantastic attractions.

Major features contributing to the character and community of the Local Government Area include the Murrumbidgee River, Charles Sturt University, TAFE NSW Riverina Institute, Kapooka Army Recruit Training Base, RAAF Base Wagga (Forest Hill), Wagga Wagga CBD, Wagga Wagga Art Gallery and National Art Glass Gallery, Museum of the Riverina, Wagga Wagga Botanic Gardens, Oasis Aquatic Centre, Lake Albert, Livingstone National Park, Willans Hill Reserve and a wide range of wineries.

Over 90% of Wagga Wagga’s population resides in the urban area with surrounding villages and farmland contributing to the variety and diversity of lifestyle options within the community.

Wagga Wagga has experienced a significant growth rate of 2.3% for 2005/06, indicating strength going forward. Age distribution statistics reflect that Wagga Wagga has a comparatively young population with a median age of 33 years and a wide range of employment opportunities available.

INTRODUCTION TO WAGGA WAGGA LOCAL GOVERNMENT AREA


The Planning Process of Council

Hierarchy of

Plans

Delivery Program 4 years

(Management Plan)

Community Strategic Plan

10 years +

Operational Plan (Business Plan)

Annual Report

Ongoing monitoring, evaluation and review

Wagga Wagga City Council has developed a solid planning framework to ensure that it is better able to deliver agreed services and strategic objectives to the community.

Based on the endorsed corporate planning framework contained in the Department of Local Government’s discussion paper ‘Integrated Planning and Management’ released during 2006/07, Wagga Wagga City Council’s model encompasses a 10 year Strategic Plan, a four year Delivery Program (Management Plan) and a one year Operational Plan (Business Plan).

The corporate planning framework is designed to cascade the strategic objectives to measurable action items at all levels of the organisation and reported to the community, as shown below.


Hierarchy of

Plans

Community and Council

Community

Community

Residents

Gov

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Visitors Service

Providers

Business

Community

Groups

Council Elected Representatives

Council has many responsibilities in serving the local community and working towards meeting the goals of the Community Strategic Plan. These include directly running services, maintaining and building local infrastructure, overseeing and supporting local services, working with State and Federal Governments, organisations, businesses and community groups as well as understanding and advocating for local needs.

Many of the challenges and strategic goals set out in this Plan will be achieved as a result of working in conjunction with the community. This partnership is illustrated in the diagram below.


According to the Department of Local Government guidelines, the community strategic plan should contain the desired outcomes that Council could achieve by:

• Providing direct services or programs• Providing or facilitating services and programs in partnerships with other agencies• Acting as a community advocate, to lobby other agencies for change

As a result, Council’s Community Strategic Plan contains goals (desired outcomes) in the form of vision statements, with broad strategies to provide direction and focus to Council’s operational activities. This is in line with the Department of Local Government guidelines which require a strategic plan to: • Be a plan for the community’s future• Have a minimum 10 year timeframe – reviewed and rolled forward by each new council (every four years)• Address quadruple bottom line of Economic, Social, Environment and Governance• Consider relevant state and regional plans• Include a series of strategic goals/outcomes• List a series of strategies for achieving outcomes • Be supported by 10 year financial strategy• Be delivered by a four (4) year Delivery Program prepared after each Council election and reviewed each year• Link to Council’s performance management system

The strategic plan document is acknowledged as being a broad, overarching document with broad goals and strategies to allow for emerging issues to be addressed within an agreed framework.

Specific items, services or activities of Council are not contained in the strategic document, but rather are outlined in Council’s Management Plan (four year delivery document) and the supporting Business Plans.

WHAT IS A STRATEGIC PLAN?


HOW DID COUNCIL DEVELOP THIS PLAN ?

The Wagga Wagga Community Strategic Plan, Our City…Our Tomorrow 2008-2018 is based on a shared vision for the Wagga Wagga Local Government Area. Throughout this document the terms Wagga Wagga, the community and the City, encompasses all of the Local Government Area.

The process for the creation of the strategic plan commenced with Council’s community survey conducted in 2006 and continued with input from rural village meetings and various Council committees.

Consideration was also given to community input during the development of other important Council plans such as the Cultural Plan, Social Plan, Recreation and Open Space Strategy, Integrated Transport and Movement Plan, and the Economic Development Strategy.

From the data gathered, Council was able to develop an understanding of what the community identifies as priorities for the Wagga Wagga LGA. To build on the background information, further consultations took place with a broad cross-section of the community to create both Council’s Social Plan and Community Strategic Plan during 2007, including:

• Focus groups to target specific demographic categories including older people, children and families and people from cultural and diverse backgrounds• Defence, Charles Sturt University, Riverina Institute of TAFE• Targeted business representatives• NSW Farmers’ Federation• Council committees, progress associations and organised community groups

With information from the community, Councillors and Council staff categorised the data into the four spheres of Economic, Social, Environment and Governance and over a two month period, refined the concepts into representative strategies and goals in a Draft Working Document.

The NSW State Plan ‘A direction for NSW’, released in November 2006 was an additional reference document. Community issues for the Riverina-Murray region were identified by the State Government during research for the State Plan. These findings were of particular use in ensuring the Community Strategic Plan aligned with the aims of the State Plan.

The Draft Working Document was placed on public exhibition to allow for the community to make written submissions on the draft strategies and goals. An additional two open public consultation sessions took place to discuss the draft during the exhibition period and numerous written submissions were received and considered during the final document compilation.


HOW DOES THE COMMUNITY KNOW COUNCIL ACHIEVED THE GOALS?

The Community Strategic Plan contains the goals and broad strategies related to their achievement. Council’s Management Plan and Business Plan documents provide further detail into the Council activities and services specific to each goal.

Each quarter Council issues a public report detailing the activities for the previous quarter, how we are working towards the achievement of the strategic goals and providing performance measurement against management plan targets.

These documents are available for the community via Council’s website as well as at the Customer Service desk within the Civic Centre.

Council also publishes an Annual Report detailing the achievements and activities for the year in relation to the budget, activities, goals and targets contained in the four year Management Plan.


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The building of a healthy, active and social community is a key focus of this strategic plan. The opportunities for engagement in leisure, cultural, educational and recreational activities including shopping, dining, entertainment, the arts, sports and community celebrations is key to the creation of healthy lifestyles. Council will continue to build cooperative and collaborative partnerships with key stakeholders, including government, non-government organisations and community groups, to ensure the provision of inclusive, accessible services for community members.

As a community Wagga Wagga will continue to celebrate its diversity, encourage harmony, facilitate equal access and promote a healthier and richer social environment for our community.

As a community, Wagga Wagga takes pride in being an attractive and vibrant place to live. The places we live are central to our wellbeing and enjoyment. A healthy community has neighbourhoods and villages that provide key focal points of social interaction. The Strategic Plan builds on this understanding and provides the basis for strong, resilient communities into the future.

In recognition of the changing demographics of our community, Wagga Wagga is developing a more diverse, cosmopolitan lifestyle. Equitable access to opportunities by all members of society, from different age groups, family structures, ability levels and ethnic backgrounds is fundamental. The needs of a growing and evolving community include provision of choice in housing types, safe spaces, quality transport, and opportunities for education and employment.

SOCIAL


The key Social goals for the community of Wagga Wagga Local Government Area (in bold) and the strategies related to their achievement are:

1.1 A vibrant and attractive place that offers a range of lifestyle choices and a liveable environment

1.1.1 Market the range of lifestyle choices 1.1.2 Improve connections to the Murrumbidgee River and the environment which enhance the natural feel of the river precinct 1.1.3 Strengthen opportunities for shopping, dining and entertainment

1.2 A growing, diverse and dynamic community

1.2.1 Develop the central business district as the regional commercial and retail centre whilst encouraging local urban and village neighbourhood hubs 1.2.2 Facilitate higher population density in central Wagga and near neighbourhood hubs 1.2.3 Facilitate the provision of a range of housing types in a manner which builds strong residential communities 1.2.4 Facilitate equal access for residents to community services and facilities 1.2.5 Develop and promote partnerships for regional community programes 1.2.6 Acknowledge and celebrate diversity within the community 1.2.7 Identify changing community needs and provide leadership to the community

1.3 A broad range of leisure, sport, cultural and educational pursuits for the varying needs of the community

1.3.1 Provide opportunities for life-long learning, social interaction and creativity 1.3.2 Provide a range of social, sport, recreation and cultural services, facilities and programs for all stages of the life cycle 1.3.3 Establishing integrated community / cultural / tourism facilities within the Murrumbidgee River precinct

1.4 A safe, healthy and active community

1.4.1 Encourage and facilitate an active and healthy community 1.4.2 Support and promote the safety, health and wellbeing of the community 1.4.3 Support preventative public and environmental health programs

1. SOCIAL


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Wagga Wagga has experienced significant population growth equated to a 2.3% growth rate for 2005/06. This has resulted in the creation of a wide range of employment opportunities together with significant capital investment.

There are, of course, challenges that lay ahead including environmental changes and the availability of skilled labour. In this regard, we as a community need to be adaptable to changing economic conditions as well as regional, national and international trends.

Council will continue to have a long term economic strategy as a means to develop and sustain economic opportunities. It is important that well balanced economic development throughout the Wagga Wagga Local Government Area is sustained through the stimulation of local business growth and attraction of new business to the city. This will enable a quality of life expected and enjoyed by us all.

Wagga Wagga has the ongoing opportunity to continue to market itself as an attractive place to live, work and invest. National and

international exposure continues to grow and with it the potential for population growth, increased tourism and industry development.

Strong economic growth is essential in creating employment opportunities and providing resources required to meet current and future community needs. Those needs include the provision of appropriate infrastructure and services that are maintained and renewed appropriately and cost effectively.

Developing core partnerships is key to fostering economic growth. Council will continue to maintain strong partnerships with education, employment and community groups to ensure job creation, skill development opportunities and adequate pathways between education and work.

The promotion of career opportunities, whole of lifespan employment options and flexible and affordable lifestyle choices is the basis for economic sustainability. With this base, the Wagga Wagga Local Government Area can reap the resulting positive social and environmental rewards.

ECONOMIC


2. ECONOMIC

The key Economic goals for the community of Wagga Wagga Local Government Area (in bold) and the strategies related to their achievement are:

2.1. A strong, sustainable and well balanced economy that generates growth & employment opportunities

2.1.1 Stimulate prosperity through economic development strategies 2.1.2 Identify and attract business to ensure a well-balanced economy 2.1.3 Increase national and international exposure as a preferred location for business, recreation and tourism through appropriate branding 2.1.4 Work proactively with key stakeholders to ensure essential services are provided to meet the needs of the community

2.2 Sustainable infrastructure and services that support current and future needs of the community

2.2.1 Provide and maintain appropriate infrastructure and services to support current and future needs 2.2.2 Develop cost effective infrastructure maintenance and renewal strategies

2.3 A skilled workforce that accommodates the changing needs of the Wagga Wagga Local Government Area

2.3.1 Work together with government, private sector, education, employment and community groups to develop regional partnerships and investment in training 2.3.2 Engage with key stakeholders to facilitate labour availability through the promotion of career opportunities, whole of lifespan employment options and flexible and affordable lifestyle choices

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natural environment. Smart land use planning is paramount in optimising this resource. The need to ensure land resources are managed effectively and efficiently for both present and future generations is reflected as key goals within this Strategic Plan.

Strategies to protect and enhance our biodiversity and natural ecosystems are essential to conserve the native flora and fauna of the region and maintain the region’s uniqueness.

The ambient air quality of the City has, in recent years, consistently exceeded the recommended National Environment Protection Measure (NEPM) for particulates. Accordingly, it is a priority that the community and Council work together to support and promote improved air quality.

The global impact of climate change will be a significant challenge to face the region. Greater variation in temperature, reduced rainfall, higher evaporation and more intense storm events will confront traditional practices and historical ‘norms’. The reduction of greenhouse gas emissions through greater energy efficiency and renewable energy technologies is a priority.

ENVIRONMENTThe wellbeing of the Local Government Area and its people are dependent on the health of the natural environment.

Our natural environment is impacted by a number of factors. This includes naturally occurring events such as storm and drought, and those which result from human activities such as pollution, land use change, population growth, and increased demand for natural resources. To achieve sustainability we, as a community, need to ensure responsible management of the environment and natural resources so they remain viable and healthy into the future.

Water is the single most important substance required for life. The continuing drought has demonstrated the crucial need for improved water management practices. A growing population and increased industry will require significant water conservation, reuse and efficiency to ensure sustainability. Developing Wagga Wagga as a “Global Water Smart City” is a key strategy for achieving an integrated approach to water resource management.

Land is an essential resource that drives the economy, as well as a critical component of the


3. ENVIRONMENTThe key Environment goals for the community of Wagga Wagga Local Government Area (in bold) and the strategies related to their achievement are:

3.1 An integrated approach to water resource management

3.1.1 Facilitate research and planning including Global Water Smart City to ensure water conservation, reuse and efficiency 3.1.2 Develop and promote partnerships with key stakeholders

3.2 A sustainable built and natural environment

3.2.1 Maintain a contemporary Local Environment Plan and vision for the Wagga Wagga Local Government Area 3.2.2 Promote the principles of ecological sustainable development 3.2.3 Promote stewardship and best practice land use policies to protect the environment and enhance the economy 3.2.4 Encourage development that protects biodiversity and natural ecological processes

3.3 Sustainable management of natural resources

3.3.1 Manage waterways and land use to minimise detrimental environmental impact 3.3.2 Protect, enhance and rehabilitate native vegetation and ecosystems to enhance biodiversity 3.3.3 Support and promote the improvement of ambient air quality 3.3.4 Encourage the community to participate in programs to enhance the environment

3.4 Promote environmental sustainability

3.4.1 Minimise the ecological footprint of, and reduce resource consumption within the Wagga Wagga Local Government Area through greater energy efficiency and renewable energy technologies 3.4.2 Minimise waste to landfill through reduce, reuse and recycle strategy 3.4.3 Reduce greenhouse gas emissions across the local government area 3.4.4 Facilitate community education for the achievement of a sustainable environment

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Enabling democracy is the role of both community members and elected representatives. This is achieved through involving communities in the decision making processes and providing strong leadership to ensure decisions are made in the best interests of the community as a whole.

Effective and transparent leadership are key goals of an organisation embracing best practice. Accordingly, core strategies which implement ethical and corporate governance standards at the highest level are imperative to the creation of community support and confidence.

A goal of this Strategic Plan is the forging and development of cooperative partnerships with adjoining councils, government and non-government organisations, community groups and the private sector. These partnerships will be focused on funding opportunities, resource sharing and service provision. A desirable outcome is the presentation of a single voice to Government on matters of mutual interest to, and promotion of, the Riverina.

Good corporate governance underpins the foundations of an organisation and enhances its viability. This occurs through a variety of ways, including the implementation of financial and management systems and the provision of

GOVERNANCE

resources to sustain the delivery of appropriate services and infrastructure to the community. A number of strategies focused on customer service delivery and ensuring best practice have been included in this Plan.

Council has employed the principles of the Business Excellence Framework to guide the organisations activities related to continual improvement. In adopting good corporate governance, the Business Excellence Framework will continue to be utilised by Councillors and staff to identify areas for improvement. In addition, the Framework provides Council with the tools to implement new processes that promote the effective and efficient delivery of Council’s operations and activities.

Community engagement is paramount in the functioning of Council. Council will continue to strive to consult, engage and involve the community in its activities and decision making. Through the dissemination of information to community members and provision of forums in which community members may actively participate, important feedback can be captured and incorporated into decision making. Council will continue to review methods of community consultation to ensure the ability for active participation by community members is preserved.


The key Governance goals for the community of Wagga Wagga Local Government Area (in bold) and the strategies related to their achievement are:

4.1 Lead the Region into the future

4.1.1 Promote a clear strategic direction and vision for the future of the region 4.1.2 Embrace leadership for the region 4.1.3 Promote Council as a regional service provider 4.1.4 Build and foster relationships, strategic networks and work collaboratively with all levels of government, non-government organisations, the private sector and community groups

4.2 Effective and transparent leadership that enjoys the support and confidenceofthecommunity

4.2.1 Council implements best practice ethical and corporate governance standards 4.2.2 Engage and effectively consult with the community and foster participation and collaboration

4.3 Council’soperationsandactivitiesareeffective,efficientandcustomer focussed

4.3.1 Develop and maintain a “best practice” proactive Council that is recognised as a leader in its field 4.3.2 e-Enable all relevant council services 4.3.3 Implement strategies to ensure excellence in customer service 4.3.4 Become an employer of choice

4.4 Councilhasthenecessaryfinancial,humanandotherresourcesand management systems to provide appropriate services and infrastructure

4.4.1 Establish agreed levels of service and infrastructure provision to ensure they are aligned with community needs and build Council’s financial and management capacity to deliver

4.4.2 Empower and enable employees to undertake their roles through adequate resources, skills and knowledge

4. GOVERNANCE


Wagga Wagga City Council would like to thank community members who provided valuable input into the development of this Plan.

Council’s Planning Framework incorporates ongoing monitoring, evaluation and review, to allow for changes in community priorities and issues. Council welcomes community correspondence regarding works and service delivery schedules. These can be provided to Council via the contact details below.

Wagga Wagga City Council PO Box 20

Cnr Baylis & Morrow StreetsWAGGA WAGGA NSW 2650

Phone: (02) [email protected]

www.wagga.nsw.gov.au

City of Wagga Wagga

Wagga Wagga City Council PO Box 20

Cnr Baylis & Morrow StreetsWAGGA WAGGA NSW 2650

Phone: (02) [email protected]

www.wagga.nsw.gov.au

Bomen Strategic Master Plan

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