Armidale Dumaresq Community Strategic Plan 2013

Transcription

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

Armidale Dumaresq Community Strategic Plan 2013

Transcription

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