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COMMUNITY STRATEGIC PLAN 2025

END OF TERM REPORT 2017

Oberon 2025 – END OF TERM REPORT - COMMUNITY STRATEGIC PLAN 2012-2017 2


MAYORS FORWARD It is my pleasure to introduce the 2012 - 2017 End of Term report for Oberon Council. The past five years have presented many challenges for the community, council staff and elected representatives. We have emerged from under the cloud of proposed amalgamation and undergone significant staff changes in the organisation. Despite this council has just delivered one of the biggest budgets in its history, allocating $314,327 over the last five years to support community groups and organisations and we continue to deliver on the Special Rate Variation agreed to by the community in 2015/16 to improve road infrastructure. Whilst undergoing the Fit for the Future assessment was difficult on many levels the end result will ensure that Oberon remains a financially viable and efficient council delivering good outcomes for the community. There has been a significant transformation in local government over the past five years especially in the areas of planning, financial reporting and the long term sustainability of the sector. This can only be a positive for Local Councils going forward. With an emerging tourism sector and extensive economic growth and development the future looks very bright. With the help and support of the community Oberon Council can continue to move forward with its plans to provide a great level of service, good facilities and infrastructure and build a solid social fabric around our greatest resource – a vibrant and well connected community. Building our relationships both locally and regionally have been a focus and a benefit. Our achievements as listed in the End of Term Report are a good foundation for the years ahead. So my thanks go to the community, the Oberon Council Staff and outgoing Councillors for remaining steadfast in the face of adversity, getting on with the job ensuring we remained on track. The next three years will be important for Oberon as we find our place regionally and cater for the good economic times ahead.

Clr Kathy Sajowitz MAYOR


INTRODUCTION

This is our first COMMUNITY STRATEGIC PLAN END OF TERM REPORT for the Oberon LGA. The Community Strategic Plan is for the people of the LGA and provides a direction for enhancing community and social wellbeing. The Plan also looks at groups within our community who need additional support like the aged, youth, and people from culturally diverse backgrounds. Council is committed to responding to the aspirations and needs of our community; however it takes a whole of community approach to improve community and social wellbeing. All levels of government, community and businesses need to play a role if we want to make a difference. The CSP highlights the community and social priorities based on consultation with our community, and it gives us strategies to work together towards achieving these priorities.

OBERON 2025 - MAKING OUR FUTURE TOGETHER is a “working title” for the community consultation processes that helped in preparing our first Community Strategic Plan. From the start of the planning process we engaged our community to help create the picture of what the community wanted the Oberon Shire LGA to be like in the future. The participation and contribution was positive and this Community Strategic Plan provides a blueprint for our future. In the initial community consultation process we sought to determine:

A description of the preferred future; A description of the values to guide future choices and how we will work together; An outline of the strategic outcomes to achieve the preferred future; A long-term focus for decision making and resource allocation – including financial

planning, workforce management and asset management. To provide a basis for measuring our progress; Opportunities for community participation in decision making; Ways to address social, economic, environmental and civic leadership issues.



OUR PRESENT SITUATION – Overview of Oberon LGA The information in this overview has been sourced from the 2016 census data, which is the most recently published Australian Bureau of Statistics information.

AT A GLANCE The Oberon Local Government Area (LGA) is located adjacent to the Blue Mountains of New South Wales on the Great Dividing Range, 196 km west (two-hour drive) of Sydney. Much of the area is considered to be sub-alpine with the Oberon township 1,113 metres above sea level.

Our LGA neighbours are Bathurst Regional, Blue Mountains City, Upper Lachlan Shire, Lithgow City and Wollondilly Shire. Within our LGA is the town of Oberon and the villages of Black Springs, Burraga, Edith, Mount David, O’Connell, and Shooters Hill. Jenolan Caves is in Oberon LGA.

The current Oberon Council was proclaimed and commenced operations on May 26th 2004. The total land area of the LGA is 3660 square km. This area includes the Kanangra-Boyd National Park, which is approximately 180,000 hectares of rugged high country. The Jenolan Caves Reserve is World Heritage listed and a major visitor attraction within the area.

The population of the LGA at the 2016 census was 5,301 persons, 52% being male and 48% female.78.8% of persons living in Oberon were born in Australia. English is spoken by 84.4% of persons compared to 72.7% in Australia.

The population has grown by 3.1% since 2006. The median age here is 45 compared to that of 41 in 2011 and 38 for Australia.

A higher percentage of people are married in our LGA than in NSW. There is a lower percentage of separated and divorced people here than in NSW and a lower percentage of one-parent families than in NSW and Australia. There is a higher percentage of home ownership compared to NSW and Australia. Income here is on average, being 92.3% of the levels for Australia. Oberon has a large number of unoccupied dwellings within the LGA. This is not to say that the dwellings are abandoned, to the contrary a majority are owned outright however were not occupied at the time of the Census. According to figures in the 2016 Census it indicated that 21.2% (506) of dwellings, were not occupied on Census night. These figures correlate with a desk top investigation of owners undertaken by Oberon Council in 2015 which indicated that approximately 28% of all rate notices go to other postcodes that that of 2878 or 2795. This large percentage has a significant impact on population projections when finding a true population for Oberon. However, it seems that landowners who own more than one dwelling but live in two separate locations holds true for both Councils own assessment and that undertaken during Census calculations.


THE BUILDING BLOCKS OF OUR FUTURE - our strengths & challenges One of the key advantages of living in Oberon is its location on the Tablelands Way and its close proximity to the larger cities of Sydney, Canberra and the regional centre of Bathurst. Oberon Shire also enjoys a temperate climate of four distinct seasons. These seasons not only provide scenic beauty but also deliver a rich and diverse range of agricultural produce and products. Combined, the location, productive landscapes and cool climate, facilitate the area’s economic activities. There are many value adding opportunities that could be explored and developed and also used to build the reputation of the area’s productive landscapes. Although Oberon is connected to other centres, the road network in places, does not adequately meet the needs of industry. Both residents and visitors to the area also use the road network. This potential conflict of purpose needs to be understood and where possible managed to assist both safety and efficiency. The new digital communications throughout the LGA is not adequate to maintain connections to each other and the rest of the world. The lack of fast, reliable internet connection is a significant barrier to attracting professionals and others to this desirable ‘tree-change’ destination. The LGA’s town, villages and rural communities are spread throughout a beautiful landscape of rolling hills and tablelands. Here there is the potential to live a life that is genuine, relaxed and invigorating. Community spirit is strong and caring and there is a tradition of helping each other in times of need. Newcomers to the area however, sometimes feel resented. This is a tension between continuing to do things as they have always been done and new perspectives and ways of doing things. Oberon is not ‘an island unto itself’. New people will come to the area and they may have different ideas. Everyone is responsible for working towards being welcoming and tolerant. The community is proud of its health and education assets. At the moment however, there are some services that can only be accessed in the larger regional centres. Whilst there is an understanding and acceptance of the relationship between population and economies of scale, the community is keen to maintain and improve the services they have. There is also concern over being able to grow old in the community. The development of aged care facilities will, to some extent address this concern, but successful ageing means being able to remain fit and healthy, living in your own home in your own community, for as long as is possible. The LGA also has a full range of sport and recreation facilities. An integrated sport and recreation centre will provide a hub for programs and activities. Access to the swimming pool during summer months, regardless of weather, needs to be assured. Also programs and activities should take into account the shift work patterns of some members of the community. Oberon is also home to the iconic Jenolan Caves as well as other caves, walls and visitor experiences. The area enjoys a broad range of events that also attract visitors to the area. Whilst the community is eager to build visitation and length of their stay in the area they do not want to lose the relaxed rural environment and pace of living they enjoy. Like many rural areas, opportunities and facilities to help young people fully reach their potential and engage in community life need to be provided.


INTEGRATED PLANNING & REPORTING FRAMEWORK

WHAT IS A COMMUNITY STRATEGIC PLAN (CSP) The purpose of the Community Strategic Plan (CSP) is to provide a road map of what is important to the community and where it envisages itself to be in 10 years time. It is a working document that will be regularly reviewed and amended to ensure its relevance remains current. The aims of this document includes exploring and establishing partnerships - what can individuals, community groups, state agencies and Council do together to deliver the desired outcomes that have been identified in the CSP.


THE DELIVERY PROGRAM The DELIVERY PROGRAM is developed for each elected term of Council. It is a four year Program that sets out ACTIONS across the full range of Council’s Services & Operations. Council has carried over the DELIVERY PROGRAM for a fifth year due to the State Government’s Fit for the Future Process that put Oberon Council in a pending amalgamation with Bathurst Regional Council. The amalgamation was squashed by the new State Leader, Gladys Berejiklian, in February 2017 and Local Government elections will take place in September 2017. Once the new Councillors are voted in, a new Community Strategic Plan will be developed to ensure it is adopted by 1 July 2018. The DELIVERY PROGRAM is a statement of commitment to the community developed by each newly elected Council. It is a single point of reference for all activities undertaken by each Elected Council during each term of office and will identify priorities. All plans, projects, activities and funding allocations will be directly linked to the DELIVERY PROGRAM. The DELIVERY PROGRAM contains the Future Directions and Strategic Outcomes outlined in the CSP, which are directly Council’s responsibility. The DELIVERY PROGRAM includes measures to monitor our success, along with a detailed Long Term Financial Plan for this four-year period, which is Council’s Resourcing Strategy. The only new Action to the DELIVERY PROGRAM is “1.1.8 Develop a Disability Inclusive Action Plan”. This plan is a requirement of the State Government by 1 July 2017. This was endorsed by Oberon Council in June 2017. The END OF TERM REPORT is a legislative requirement under the Integrated Planning and Reporting Framework and must be tabled at the last Council meeting of the 2012-2017 Council. The END OF TERM REPORT provides a summary of the progress on the implementation and effectiveness of the Community Strategic Plan (CSP) in achieving the social, environmental, economic and civic leadership objectives since its adoption in June 2012. The END OF TERM REPORT provides a comprehensive summary of the outcomes achieved by this Council along with its community partners in meeting the six key objectives outlined in the CSP. The six objectives are: 1. Our Community 2. Basic Services 3. Economic Prosperity 4. Responsive & Caring 5. Open Communication 6. Natural Resources The CSP, through the Council focused DELIVERY PROGRAM and Operational Plan, took effect from 1 July 2012. The END OF TERM REPORT 2017 has focused on the period from 1 July 2012 to 30 June 2017.


COUNCIL’S ROLES The CSP is for the whole LGA and Council cannot deliver all the strategic outcomes. Council is only able to contribute where there is a role. Broadly speaking Council has three key roles:

Provider: Council does the work e.g. road maintenance. Council is also a regulator and this is a subset of being the provider. It is where Council fulfils its regulatory responsibilities e.g. the local planning scheme.

Facilitator: Council will help out or work with others to get things done.

Advocate: Council will speak up for and support a community initiative or issue. Where Council is not the provider or the regulator, relevant members of the Oberon community will need to work on these things.

Top Row – Clr John Morgan; Deputy Mayor Kerry Gibbons; Clr Clive McCarthy; Clr Ian Doney Bottom Row – Clr Sam Lord; Mayor Kathy Sajowitz; Clr Jill Evans; Clr Neil Francis

The development of the CSP was corner stoned by the Vision and Values prepared by the community in preparation of our first Community Strategic Plan. They are:

COUNCILS VISION STATEMENT A prosperous town, villages and rural communities set amongst the rolling hills, rivers, forests, mountains and caves of the Great Divide. A breath of fresh air in a landscape of light, colour and seasonal beauty. Life as it should be! The town, villages and rural communities throughout the Shire thrive and prosper. Each area has its own identity and together make up ‘Oberon’; a place for all ages and aspirations; the place we call home.


Our physical attributes define us. We are inspired by the natural landscape. Here the big rivers of the area have their beginnings; the rolling hills are rich and productive; the forests add to the wealth of our community both economically and culturally. We are home to the iconic Jenolan Caves and Kanangra Walls. People from all over the world come to visit. You can come up here to Oberon for a breath of fresh air in a clean and healthy environment. Four distinct seasons provide the backdrop for life and living here. Each offering its own colour range, temperatures, spoils of the land and calendar of events. Here in Oberon we enjoy. A pace of living that is both relaxed and invigorating; A welcome that is warm and genuine; Community life that is caring, full and active. Rural living in a beautiful landscape.

VALUES STATEMENT To guide our choice and behavior – As a community, in all we do, we will:

We respect the past, the future and position of others. We take pride in community achievement. We work together in an open and co-operative manner The knowledge and wisdom of the past guides our present and future. We do for today with tomorrow in mind, aiming to leave a better place for those to come. We seek to understand the thoughts, ideas and ways of others so our own lives are enriched. We are proud of what our community achieves, the skill and creativity of our people. We take the initiative and don’t wait for someone else to do what we can do ourselves. Working together is the way we approach our challenges and opportunities. We seek to be open to new ideas and ways and to co-operate with each other.


FIT FOR THE FUTURE Destination 2036 In 2011 all NSW local councils were invited to participate in “Destination 2036”, a two day workshop held in Dubbo with a purpose of “planning how local government could meet the challenges of the future”. NSW Treasury Corporation (TCorp) Sustainability Review In April 2013 the Financial Assessment, Sustainability and Benchmarking Report on Oberon Council prepared by TCorp. Oberon Council was considered to be in a sound sustainability position with a negative outlook. Local Government Infrastructure Audit In June 2013 the then Division of Local Government publicly released the Local Government Infrastructure Audit Report which contained the results of audits of infrastructure backlogs for all Councils in NSW. In response to the results for Oberon Council, Councillors and staff conducted Workshops to consider borrowing and accessing the Local Infrastructure Renewal Scheme (LIRS) to address the infrastructure backlog. Two items highlighted in the Audit considered by Oberon Council:

1. A Local Infrastructure Renewal Scheme application was submitted and accepted for a $1.6m project which otherwise would not have been funded.

2. Council considered a Special Rate Variation at an Extraordinary Meeting on 9 Dec 2014.

Independent Local Government Review (the Panel) In March 2012 the Minister for Local Government appointed the Panel to conduct the Independent Local Government Review. The Panel completed its work in October 2013 and its final report and recommendations were exhibited for public comment in early 2014. Oberon Council made formal submissions to the Panels progress reports and to the final report with a consistent approach to oppose forced amalgamations. In addition boundary adjustments were suggested to include in the Oberon LGA parts of Bathurst Regional Council and Lithgow City Council, which can be better, serviced by Oberon Council and therefore provides further economies of scale to improve the sustainability of all 3 LGA’s. The recommendation for Oberon Council is to be a member of the proposed Central West Joint Organisation (JO) and a “potential” merger with Bathurst Regional Council (BRC). Local Government Acts Taskforce (LGAT) The Minister for Local Government appointed the LGAT to re-write the Local Government Act 1993 and to review the City of Sydney Act 1988. The LGAT released a Discussion Paper which outlined a number of options and proposals for the principles of the new legislation. Some of the key features proposed were:

a new Role of Local Government and a set of Principles replacing the current Charter

changes to Integrated Planning & Reporting to provide more effective leadership roles and increase flexibility (for expenditure resulting from community consultation)

guidelines in place for consultation and engagement

enhanced use of technology

possible improvements to the election process

changes to meeting provisions

review pecuniary interest provisions and using technology to assist in submitting, maintaining and accessing this information

changes to management of public land


Fit for the Future Reform In September 2014 the NSW Government released details of the Fit for the Future Reform Program and the NSW Premier Mike Baird and Local Government Minister Paul Toole announced a funding package of up to $1billion “to help strengthen communities and ensure councils as Fit for the Future”. The FFTF Reform Program centres around 4 key elements – Scale & Capacity, Financial Sustainability, Effective Services & Infrastructure, and Efficiency. The OLG provided a self-assessment tool to assist Councils in making a FFTF proposal and identify improvement plans. All NSW Councils were required to submit a proposal by 30 June 2015. Benchmark Criteria was established for the Self-Assessment Tool, with seven ratios as follows:

Sustainability o Operating Performance Ratio – core measure of financial sustainability, shows

capacity to meet ongoing operating expenditure requirements TCorp recommends at least break-even over longer term (1:1)

o Own Source Revenue – the higher own source revenue means increased ability to control operating performance and financial sustainability

TCorp recommended 60% as a minimum o Building & Infrastructure Renewal Ratio – measures if assets are deteriorating

faster than they are being renewed, shows trend in backlog increasing ratio greater than 100% required

Service & Infrastructure Management o Infrastructure Backlog Ratio – effectiveness in managing infrastructure

benchmark is less than 2% o Asset Maintenance Ratio – measures spending to avoid backlog increasing

benchmark ratio of greater than 100% is required o Debt Service Ratio – measures if debt is used wisely to share life-long costs

it is appropriate than some level of debt is maintained Efficiency

o Real Operating Expenditure Per Capita – economies of scale, efficiency decline in real expenditure per capita shows improved efficiency

Oberon Council resolved to submit a “Council Improvement Proposal” template and forward a submission to the Office of Local Government. Oberon Council also decided to support and be part of the Pilot Central West Joint Organisation, which effectively will replace the voluntary Centroc Regional Organisation of Councils. In October 2015 the Independent Pricing and Regulatory Tribunal (IPART) report into NSW Councils Fit for the Future (FFTF) submissions was handed down. Oberon along with 60% of NSW Councils was deemed Not Fit. NSW Premier & Cabinet requested that all Councils unfit in scale and capacity undertake further consultation and respond to the IPART by 18 November 2015. Oberon Council engaged the University of Technology – Centre of Local Government (UTS-CLG) to undertake a business case analysis for all possible options. No brief was outlined to UTS-CLG other than to undertake the options analysis based on the information each Council had supplied in their Fit for the Future submission. On 9 November 2015 one of the biggest public meetings in Oberon’s recent history was held. More than 600 people attended the Oberon RSL where the options for the future of Oberon were outlined.


Merger Proposals On 18 December 2015 the NSW Government announced merger proposals for local government areas. The number of councils proposed to be reduced by 40. It was proposed to merger Oberon Council with Bathurst Regional Council. On 6 January 2016 the Minister for Local Government referred the merger proposal for the Bathurst and Oberon Local Government Areas to the Acting Chief Executive of the Office of Local Government for examination and report under the Local Government Act, 1993. During February 2016 the NSW Government conducted a public inquiry to enable members of the public to express their views on the merger proposal. Over 300 people attended the meeting with over 80 speakers opposing the proposed merge. At an Extraordinary Meeting held on 13 April 2016, Oberon Council resolved to join a court action against the lawfulness of the provisions used by the State Government in its merger proposal of Bathurst Regional Council and Oberon Council. On 12 May 2016 the NSW Government announced it had created 19 new councils across Sydney and NSW. A further 9 mergers were proposed pending the outcome of litigation over council mergers, of which Oberon was one. As a result of the court action on 7 October 2016 the Land and Environment Court dismissed Council’s action in this regard leading Council to formally appeal the decision in the Supreme Court of NSW. On 14 February 2017 after a long and exhaustive process the NSW Government under the new leadership of Premier Gladys Berejiklian and Deputy Premier John Barilaro announced they were abandoning all merger proposals in Regional NSW. As a result Oberon Council were formally advised they would stand alone.

Gladys Berejiklian Premier of NSW

MEDIA RELEASE

Tuesday, 14 February 2017

ALL NSW MERGED COUNCILS TO REMAIN IN PLACE All merged councils across NSW will remain in place as communities continue to enjoy the benefits of savings and improvements to services, Premier Gladys Berejiklian, Deputy Premier John Barilaro and Minister for Local Government Gabrielle Upton announced today. “Since becoming Premier, the Deputy Premier and I have been travelling across NSW, listening to the views and considering the evidence,” Ms Berejiklian said. “In addition to maintaining all existing mergers, we will push ahead with those councils in Sydney that are before the courts. “Local government reform is particularly important in Sydney if we are to deliver on our commitments to increase housing supply, improve planning and deliver local infrastructure and amenity to communities. These are strong justifications for proceeding with mergers. “Before the mergers last year, Sydney had 41 councils compared to 1 in Brisbane. “We have also listened to concerns about local character in Sydney and will continue to ensure individual wards of merged councils will have a say in strategic planning processes so that local residents get an even stronger say in the planning of their neighbourhoods.” Ms Berejiklian and Mr Barilaro also announced that the NSW Government would not be proceeding with regional councils that have yet to be merged. “Whilst there have been a number of significant improvements in merged regional councils, we accept that a one size fits all model does not always apply outside Sydney,” Ms Berejiklian said. “The financial benefits over the next 20 years will be 6 times greater in the Sydney councils than those in regional areas.” Mr Barilaro said the NSW Liberals & Nationals Government is committed to listening, and delivering, for the communities across regional NSW. “Local councils in the bush have done their fair share to contribute to stronger local government in NSW, and today we draw a line under local government amalgamations in the regions,” Mr Barilaro said. “This decision has been made to ensure that we put an end to the confusion and uncertainty for those councils locked in drawn-out legal battles. I am looking forward to the local government elections in September to restore local decision-making to our regions.” Ms Upton said three rounds of mergers in regional NSW over recent decades had seen

significant consolidation of councils, while metropolitan council numbers had remained largely unchanged since the 1940s, with some boundaries unchanged for more than 100 years. “The reform process was particularly designed to weed out the duplication, mismanagement and waste of Sydney’s councils, an issue far less prevalent in regional NSW,” Ms Upton said. “With more than 1.74 million people set to make Sydney home over the next 20 years, metropolitan councils need to keep up with housing and local infrastructure demands. “The five remaining metropolitan mergers are expected to generate $530 million in benefits over 20 years. Communities deserve to see these benefits.” The Premier said new councils created last year will continue to serve their communities. “New councils across NSW have been working hard to deliver better services for their communities,” Ms Berejiklian said. “Residents and ratepayers would be worse off if this was undone.”

MEDIA: Ehssan Veiszadeh | Premier | 0418 986 206 Frank Coletta | Deputy Premier | 0419 181 493 Michael Cox | Minister Upton | 0429 465 227


FUTURE DIRECTIONS There are six FUTURE DIRECTIONS we will follow to achieve our preferred future

OUR COMMUNITY

BASIC SERVICES

ECONOMIC PROPSERITY

RESPONSIVE and CARING

OPEN COMMUNICATION

NATURAL ENVIRONMENT

FUTURE DIRECTIONS AND STRATEGIC OUTCOMES For each FUTURE DIRECTION there are identified Strategic Outcomes

FUTURE DIRECTION 1 – OUR COMMUNITY Background and Issues Active communities are healthier communities, better able to respond positively and constructively to present and future opportunities and challenges. There are many facilities within our community that can help maximise health and fitness. The emerging integrated Sport and Recreation Centre is central to this objective. Covering the Swimming Pool so aquatic activities and learning can proceed during summer no matter what the weather is a key issue. Existing facilities need to be promoted to not only encourage participation but also to avoid wasteful duplication of community assets. The Showground and utilization of school facilities can also be used to support active community living. Activities and programs should be available and appropriate to all ages and capabilities. The work patterns of the community also need to be taken into consideration when setting opening hours and developing programs. Active communities are also volunteering communities. Volunteer involvement should be encouraged and appreciated. Young people should also be encouraged to participate in volunteering with their ideas and aspirations being listened to and heard. Rules, regulations and requirements can be overwhelming for volunteers and community groups. Understanding the rules and regulations and the reasoning behind them should be communicated, and a whole of community approach to risk management investigated. The Oberon Library and Community Technology Centre are central to community life. Their use needs to be promoted. Opportunities should be developed and encouraged to showcase our community’s creative talents, stories and identities. Performances and activities from outside the area should be facilitated so our community has the opportunity to experience a broad range of cultural endeavours. The Parks and Gardens of our Shire provide many opportunities for recreational and cultural activities.

No. Strategic Outcome Council Role

Who should collaborate

1.1 Healthy active community members Facilitator Advocate

Health care professionals Community groups Personal trainers Schools Village communities Sporting groups and PCYC Oberon Neighbourhood Centre


1.2 Integrated well utilised and appropriate facilities for sporting arts and community activities

Provider Facilitator Advocate

Churches and Schools Clubs Showground Trust PCYC NSW State Departments Charitable trusts Village Associations Oberon Neighbourhood Centre

1.3 Young people prepared for and involved in community life

Facilitator Advocate

PCYC Schools Church groups Service and sports clubs Library and Community Technology Centre Men’s Shed Oberon Neighbourhood Centre

1.4 Well maintained and utilised Parks and passive recreation opportunities


State Government Agencies Private gardens Jenolan Caves Oberon Arts Council Service Clubs Men’s Shed Oberon Plateau Tourism Association

1.5 Lake Oberon a recreational asset Advocate Facilitator

State Water Lake user groups Acclimatisation Society Fishing Clubs Oberon Plateau Tourism Association

1.6 Strong community participation in Arts & Cultural activities


Arts Out West Oberon Arts Council Schools Men’s Shed Craft groups Service Clubs Oberon Neighbourhood Centre Friends of Oberon Library Inc.

Key Performance Indicators

Attendance at community events

Number of volunteers

Number of young volunteers

Health statistics

Facility usage

Participation in sporting activities

Youth employment statistics

Grant funding achieved

Library usage

Community Centre usage


FUTURE DIRECTION 2 – BASIC SERVICES Background and Issues Physical infrastructure is the skeleton of the community. A functional and strong skeleton will support and promote social, economic and environmental activities. Providing functional physical infrastructure requires adequate funding to make sure what is needed is not only developed but also well maintained. Water quality and security are major social, economic and environmental issues. Road and adequate road maintenance is essential to all activities that occur in, out and around the Shire. Good roads will assist in decreasing the conflict between economic transportation and the movement of residents and visitors throughout the Shire. The new infrastructure and highways of the 21st Century are digital in nature. The terrain of Oberon Shire is challenging to achieving comprehensive communication technology coverage. To make sure that the entire Shire has the opportunity to be connected to the world and the world to them, communication coverage and access to new technologies needs to be assured. This is also a key issue in the Shire’s ability to present itself as an attractive alternative for new business and people relocating. The financial capacity of a community is linked to population. Investigating how to increase capacity and diversify the Shire’s potential funding mix will help build an understanding and realisation of how future infrastructure can be provided.



2.1 Ongoing and secure water supply for domestic and industrial use


State Water Fish River Water CENTROC Save Water Alliance NSW Office of Water Industry

2.2 Effective collection and treatment of Sewage

Provider Regulator

Office of Environment and Heritage Environment Protection Authority

2.3 Continue Council management and control of water and sewerage systems


State Water State Treasury CENTROC Media Community groups

2.4 A useful and safe local, regional and state road network that connects communities

Provider Roads and Maritime Services Forestry and Industry Local Members of Parliament

2.5 Full coverage and access to wireless, NBN and mobile communication technologies

Advocate Federal Government Telco’s NBN Co. Local Members of Parliament

2.6 An effective public transport system between communities


State Government Agencies Community user groups Transport companies


2.7 An effective commercial and domestic waste management.

Provider Facilitator

Office of Environment and Heritage Environment Protection Authority Netwaste Land owners and Industry

2.8 Effective Plant and Fleet Management Provider Local Dealers Local Government Procurement Industry


Funds to provide water for future growth

Number of breakdowns in the water supply

Benchmarked costs for providing services

Non Compliance events with water and sewer

Road accident statistics

Road usage data

Per-capita water consumption

Water restrictions

Water system loss

Coverage of technology

Public transport availability and usage

Volumes of waste collected and transferred to landfill

Asset management plan data

Customer satisfaction and complaints


FUTURE DIRECTION 3 – ECONOMIC PROSPERITY Background and Issues Agriculture and forestry are integral to the prosperity of our community. International influences, external costs, generational and community expectations affect the viability of both farming and forestry. Strategies need to be developed to innovate and value add to these economic pillars. We also need to ensure that our agricultural land is maintained. The produce and products of the area should be easily recognized as coming from Oberon. In this way, the reputation of our Shire will grow. There is a potential for mining activity in the area and this needs to be managed to ensure harmony between community aspirations and mining endeavours. Tourism is also an important and continually emerging economic activity. Oberon is home to the Jenolan Caves, an iconic Australian attraction. This attracts visitors from around the world. The physical attributes of the area – rolling hills, rivers, forests, mountains and caves facilitate activities for the visitor to experience. The town, villages and rural communities of the Shire also offer the visitor the opportunity to experience authentic rural life. Showcasing local produce, products, arts and culture is integral to this experience. Customer Service levels need to be continually improved. An active program to ‘buy local and locally’ can be a way of supporting existing businesses. Encouraging new businesses, particularly in areas where there are gaps will also help ensure business is vibrant and prosperous.



3.1 A diverse economic base Facilitator Advocate

Section 355 Committees Oberon Timber Complex Essential Energy PGL State Water Forest NSW Roads and Maritime Services Oberon Business Association Employment Agencies Oberon Plateau Tourism Association

3.2 A diverse and viable agricultural industry with a strong brand


NSW Farmers Federation Section 355 Committees Oberon Business Association Sydney University Ag. College Farming businesses Rural suppliers

3.3 Customer responsive businesses and services


Oberon Business Association Oberon Plateau Tourism Association Service clubs Training organisations Business owners

3.4 A value adding Timber Industry


State Government Timber companies Oberon Timber Complex Roads and Maritime Services Environment Protection Authority State Water Community groups


3.5 A thriving tourism sector


Oberon Business Association Oberon Plateau Tourism Association Blue Mountains Lithgow and Oberon Tourism Oberon Tarana Heritage Rail Mayfield Garden Highland Steam and Vintage Fair Oberon Show Jenolan Caves Forest NSW National Parks Accommodation and experience providers


Visitor numbers and yield

Employment data

New industry start ups

Development applications Local output data

Customer service satisfaction

Brand recognition

Customer service satisfaction

Former Mayor John McMahon at the Official Opening of Lake Oberon for recreational non-motorised boating


FUTURE DIRECTION 4 – RESPONSIVE and CARING Background and Issues Social infrastructure and services provide the support within a community and should be based on need. The people of Oberon Shire should be able to go from birth to ageing well in their communities with services to support their changing life circumstances and abilities. The provision of health services through the hospital and health professionals delivers certainty to the community and needs to continue to respond to changing community needs. Policing services however need to be more consistent with an officer located in the Shire at all times. Other emergency services need to be maintained and the skills and knowledge of locals on emergency responses developed. Our schools are important to our children and the community’s future. The young people of Oberon Shire should have the same educational opportunities as young people anywhere else in the nation. The standards of education and learning need to help each and every child reach their full potential. The entire community can play a role as well, encouraging our young people, mentoring them, seeking to understand their world and perceptions and celebrating their achievements. Activities and programs for young people of all ages will help keep them engaged in community life.



4.1 Responsive, local and well trained emergency services


Police Ambulance service Rural Fire Service State Emergency Service State Government Agencies

4.2 Local schools providing quality education services and facilities

Advocate Local Schools Dept. of Education Parents and Friends Teachers

4.3 Locally available vocational and adult learning, facilities and opportunities


Central West Community College TAFE Local Business Distance learning providers Dept. of Education Dept. Corrective Services

4.4 Locally available core health and medical services


Greater Western Area Health Service HACC Ageing Disability and Home Care Dept. of Health and Ageing Medical Centre Health professionals

4.5 Ageing well in Oberon Facilitator Advocate

Columbia Homes HACC Section 355 Committees State Agencies Aged service providers Churches Oberon Neighbourhood Centre


4.6 Utilised after school and holiday programs for young people


Parents and friends Schools Education Dept. Service groups Parkview Family Day Care Library

4.7 A safe community with a high standard of public health


Police Health professionals Food shops and restaurants Pet owners Oberon Neighbourhood Centre


Emergency service response times

Emergency services coverage hours

School retention rates

Enrolment in adult training and learning courses

NAPLAN results

Health services usage stats

Participation in after school and holiday programs

Number of retirement living places.


FUTURE DIRECTION 5 – OPEN COMMUNICATION Background and Issues The strength of a community will be gauged on their ability to agree and plan where they want to be in the future and their capacity to do the things they need to do to get there. This will require leadership and the knowledge and skills to work together on projects. Often these skills need to be learnt. Building the capacity and capabilities of community members is central to success. Communication and engagement in community life across the Shire needs to be strengthened. This is also part of building strong, connected communities. When we know what is going on we are better able to participate and contribute. Different communication mediums can be used to make sure all areas and sectors of the community have the opportunity to be listened to and heard. The preservation and celebration of the built, social, oral and natural heritage of our area is important to the community. Within our heritage are ‘our stories’ which help define who we are and how we relate to the rest of the world. Part of the presentation of our unique identity is planning and implementing beautification programs for our town, villages and rural communities. We all have a role to play in this.



5.1 Vibrant connected and engaged villages Provider Facilitator Advocate

Progress Associations Community groups Oberon Arts Council Section 355 Committees Oberon Business Association Schools Government providers Oberon Neighbourhood Centre Friends of Oberon Library Inc. Oberon Plateau Tourism Association

5.2 Conserved and valued heritage Provider Facilitator Advocate

Heritage Office Local committees Owners National Trust Library

5.3 Well planned, presented and maintained towns and villages


Land use planning agencies Service groups Industry and property owners Progress associations Tidy Towns Keep Australia Beautiful Oberon Business Association Oberon Plateau Tourism Association

5.4 Well-informed communities whose views are heard.


Service groups Oberon Business Association Oberon Plateau Tourism Association Progress Associations Section 355 Committees Media Government Agencies Schools Oberon Neighbourhood Centre


5.5 Sound governance and leadership across the community


Business Community groups

Key Performance Indicators:

NBN connection

Articles and media coverage

Website statistics,

Heritage projects funded and completed

Attendance at community events Population statistics

Development applications

Awards won

Community satisfaction

Compliance with planning requirements.


FUTURE DIRECTION 6 – NATURAL ENVIRONMENT Background and Issues The environment surrounds us and is the source of both the beauty of the area and our economic prosperity. It is an inspiring environment, a productive environment and a defining environment. Ensuring it remains healthy is a responsibility we all have. We need to be good at balancing the protection of our natural resources with the needs of industry particularly farming and forestry. This is our challenge and it is also an opportunity to show the rest of the world how it can be successfully achieved. Food production through our agricultural efforts is well known. There is growing consumer demand for organic food production and our Shire can respond and further its reputation by producing organic foods. Each of us within our daily lives can take responsibility for reducing our impact on the environment. This can begin with learning more about how to care for our environment as well as conserving, reducing and recycling. Also, as a community we need to eradicate noxious weeds and pest species. There will be both the need and the opportunities to develop and use alternative energies more widely in the future. All future planning and developments should take this into consideration.



6.1 Compliance with environmental legislation and guidelines

Provider State Gov’t agencies Industry Developers Community members Contractors

6.2 Scenic beauty and landscapes are protected

Provider Advocate

Developers Forests NSW Land owners Industry Contractors

6.3 An environment free of weeds and feral animals


National Parks Upper Macquarie County Council Landcare and National Resource Management groups Land owners Farmers Livestock Health and Pest Authority

6.4 Responsible management of natural resources


State Government Agencies Landowners Environment Protection Authority Landcare and NRM groups Farmers Industry


6.5 Diversified energy sources and usage Facilitator Advocate

Essential energy Energy suppliers and retailers Industry Emerging technology developers


Breaches of environmental requirements

Loss of scenic areas

Participation in recycling and volumes

Landfill reduction Removal of pest species

Health of waterways

Loss of agricultural land

Alternative energy usage

Community involvement in environmental activity


LINKAGES

PRINCIPLES OF SOCIAL JUSTICE AND SUSTAINABILITY The principles that underpin our first Community Strategic Plan are social justice and sustainability. All FUTURE DIRECTIONS and STRATEGIC OUTCOMES seek to achieve sustainability and aspire for equity, access, participation and equal rights particularly for the disadvantaged and vulnerable within our community. SOCIAL JUSTICE Equity: Decisions will reflect equality in prioritising and allocating resources Access: All people should have access to services, resources and opportunities to maintain

and improve their quality of life. Participation: Everyone should have the opportunity to genuinely participate in decisions that

affect their lives. Rights: Equal rights should be established and promoted, with opportunities provided for

people from diverse linguistic, cultural and religious backgrounds to participate in community life.

SUSTAINABILITY Sustainability describes the integration of environmental, social, economic and governance goals, processes and performances. However, these elements are not always in harmony. Oberon has many competing elements and a balance is required to ensure that the environment, agriculture, natural resources, population growth and economic development are considered at a local, state and national level; and that we remain attractive to live in and visit.

THE QUADRUPLE BOTTOM LINE The quadruple bottom line approach ensures that the CSP is balanced. It needs to adequately address social, environmental, economic and civic leadership considerations. The following table shows the relationship of the Strategic Outcomes in each Future Directions to the quadruple bottom line framework. Some Strategic Outcomes address more than one area of the quadruple bottom line framework.

Future Direction Strategic Outcome Social Environmental Economic Civic Leadership

OUR COMMUNITY Healthy active community members

√

Integrated well utilised and appropriate facilities for sporting arts and community activities

√

Young people prepared for and involved in community life

√ √

Well maintained and utilised Parks and passive recreation opportunities

√

Lake Oberon a recreational asset

√ √

Strong community participation in Arts & Cultural activities

√


BASIC SERVICES

Ongoing and secure water supply for domestic and industrial use

√ √ √

Effective collection and treatment of Sewage

√ √

Continue Council management and control of water and sewerage systems

√

A useful and safe local, regional and state road network that connects communities

√ √

Full coverage and access to wireless, NBN and mobile communication technologies

√ √

An effective public transport system between communities

√

An effective commercial and domestic waste management.

√ √ √

ECONOMIC PROSPERITY

A diverse economic base √

A diverse and viable agricultural industry with a strong brand

√

Customer responsive businesses and services

√

A value adding timber Industry

√

A thriving tourism sector

√

RESPONSIVE AND CARING

Responsive, local and well trained emergency services

√ √

Local schools providing quality education services and facilities

√

Locally available vocational and adult learning, facilities and opportunities

√

Ageing well in Oberon √ Utilised after school and

holiday programs for young people

√

A safe community with a high standard of public health

√

OPEN COMMUNICATION

Vibrant connected and engaged villages

√

Conserved and valued heritage

√ √

Well planned, presented and maintained towns and villages

√

Well-informed communities whose views are heard.

√ √

Sound governance and leadership across the community

√

NATURAL ENVIRONMENT

Compliance with environmental legislation and guidelines

√

Scenic beauty and landscapes are protected

√

An environment free of weeds and feral animals

√

Responsible management of natural resources

√

Diversified energy sources and usage

√ √


PROGRESS ON THE IMPLEMENTATION OF THE CSP

FUTURE DIRECTIONS, STRATEGIC OUTCOMES AND ACTIONS There are six Future Directions with 35 Strategic Outcomes and 143 Actions in the Delivery Program to be addressed during the 5 year period.

6 FUTURE DIRECTIONS

35

STRATEGIC OUTCOMES

143

ACTIONS

OUR COMMUNITY 5 32

BASIC SERVICES 8 38

ECONOMIC PROSPERITY 5 16

RESPONSIVE AND CARING 7 23

OPEN COMMUNICATION 5 23

NATURAL ENVIRONMENT 5 11

The tables on the following pages show the ACTIONS achieved or ongoing that helps achieve the STRATEGIC OUTCOMES within each FUTURE DIRECTION.


FUTURE DIRECTION 1 – OUR COMMUNITY

STRATEGIC OUTCOMES

1.1 HEALTHY ACTIVE COMMUNITY MEMBERS

Action Performance Measure Actions and outcomes

1.1.1 Develop a program to promote healthy lifestyle to decrease obesity

Health statistics Low impact fitness equipment grant in 2013/14 installed in March 2015 in The Common

Preparation of Pedestrian Accessibility Mobility Plan (PAMP) to promote active lifestyle opportunities for the community

Healthy Town Challenge participation

1.1.2 Provide access to the Community Centre for community groups

Facility Usage Grant funding Success

Booking system in place and Council policy provides for free use for not for profit community groups

Development of community hub project complete and funding allocated

Community Centre usage up 182% from 2012 to 2017

1.1.3 Organise and coordinate community events

Facility Usage

Lea Lead role in:

Australia Day

International Women’s Day (IWD)

Youth Week activities

Seniors Week

Local Government Golf Day (staff coordination/support)

Oberon Democracy Day

HSVF

ANZAC

OYC Fun Run/Walk

1.1.4 Seek grant funding to provide appropriate programs

Grant funding Success Council continue to facilitate requests from community groups to actively seek grant funding

Grant funding applications submitted

IWD; Youth Week (Skate Park proposal); Seniors Week; U3A initiatives; Community Hub

Secure a Grants Officer.

Youth Week

Seniors Week

Library

Lake Oberon Access

Oberon Leagues Club Seating

Canteen for Leagues Clubs

NSW Cancer Institute Shade Shelter Program for young children’s playground

Upgrade Facilities Burraga Sport & Rec Club

Canteen upgrade Recreation Ground-Oberon Soccer Club

Kitchen Upgrade at Oberon Showground

Women Weavers of the West workshop

Willow clearing and rehabilitation river bank

Long Jump Facility at Oberon Recreation Ground


Pool upgrades

Golf Club improvements

School drop off zone

Back to Business Week

Upgrade Sewer Treatment Works

Water Refilling Stations

Safer Streets Program CCTV Cameras

National Reconciliation Week

1.1.5 Support community health initiatives

Community engagement opportunities taken up

Council continues to have active participation in Centroc Health Workforce Committee, including Beyond the Range.

Council continues to aid Oberon Health Council initiatives., e.g. Healthy Town Challenge

Council continues to facilitate the Oberon Community Transport program.

External providers such as U3A undertaking niche activities.

1.1.6 Provide swim and aquatic programs

Ongoing funding levels needed to maintain program

Dolphin Swim School; U3A Gentle Exercise; School Swim Programs; H2O Xercise; are all programs that have continued throughout the period

1.1.7 Develop a program to increase level of volunteering

Community Engagement Use Community Newsletter to encourage volunteering; promote volunteering;

assist with volunteer programs; such as Fairies/FEVs;

The Common Working Party;

MOU with Corrective Services

1.1.8 Develop a Disability Inclusive Action Plan

Legislative requirements DIAP in place June 2017

1.2 INTEGRATED WELL UTILISED AND APPROPRIATE FACILITIES FOR SPORTS, ARTS AND COMMUNITY ACTIVITIES INCLUDING LIBRARY AND COMMUNITY CENTRE

Action Performance Indicator Action and outcomes

1.2.1 Investigate the feasibility of covering the pool

funding levels needed Stage 1 completed.

Stage 2 shovel ready awaiting grant funding

1.2.2 Seek grant funding to provide gym facilities

Grant funding Success Seek grants to continue to provide additional facility like a 24 hour gym at Multi purpose Sports Facility

1.2.3 Own, maintain and expand the Indoor Multi Purpose Sports Complex and Pool

Ongoing funding levels needed to maintain infrastructure

Seek opportunities through grant funding for additional infrastructure. 24 hour gym; stage 2 of pool

New 10 year lease entered into for the Multi Purpose sports Facility

1.2.4 Implement the Sports field maintenance program and lease to user groups


Maintenance continues of parks, gardens & sporting fields.

Section 355 Oberon Sports Facilities Committee continues to integrate users

1.2.5 Own, expand and maintain the Community Centre


Operation & maintenance of Community Centre

Work towards development of Community Hub in 2016/17; completion in 2017/18

1.2.6 Implement the pool operations and maintenance program


Operation and maintenance of Oberon Swimming Pool continues.

1.2.7 Assist the golf course with plant maintenance and irrigation water


Assistance provided; new license 2016/17; long term lease 2017/18;

assistance through S356 donations

1.2.8 Lease building facilities to the Rugby Leagues Club

Ongoing funding levels needed to maintain infrastructure WED/GM

Long term; lease in place


1.2.9 Investigate lighting of sporting facilities


Seek opportunities for grant funding for lighting at Leagues Ground and Cunynghame Oval Seek funding for lighting

1.3 YOUNG PEOPLE PREPARED FOR AND INVOLVED IN COMMUNITY LIFE


1.3.1 Continue to encourage participation in Oberon Youth Council

Community engagement Participate in Youth conferences

Facilitate Oberon Youth Council Meetings and events

Seek opportunities for installation of a Skate Park in consultation with the Oberon Youth Council

Youth Coordinator role

1.3.2 Seek opportunities for Life Skill programs for young people

Community engagement Liaising with government authorities

Continue advocating for opportunities.

Continued facilitation of Oberon Youth Council; CSC program

1.3.3 Seek grant funding for youth programs

Grants secured Application lodged and funding received for Youth Week.

Continued facilitation of Oberon Youth Council (OYC)

Encourage Oberon Men’s Shed to provide bicycle maintenance courses for young people.

1.3.4 Investigate Youth Support Initiatives

Grants secured Volunteer numbers

Initiatives such as:

“Head Space”

Mentoring Programs

Youth off the Streets

Chifley Local Area Command Youth Programs

1.3.5 Organise Youth Week Ongoing funding levels needed to maintain program

Liaise with Oberon Youth Council, promote Youth Week activities through youth networks.

1.4 WELL MAINTAINED AND UTILISED PARKS AND PASSIVE RECREATION OPPORTUNITIES


1.4.1 Implement the Parks, walkways and playgrounds maintenance program


Programmed annually; risk assessments on all council park facilities

1.4.2 Promote the use of walkways and cycle ways for recreation

Community engagement Development and implementation of Pedestrian Accessibility Mobility Plan (PAMP).

Use of community newsletter and community groups to promote.

1.4.3 Prepare a future development plan for The Common


Master Plan being developed as part of 2015/16 Operational Plan. Completion and ongoing implementation of actions

1.4.4 Encourage State Govt. Agencies to improve the maintenance and appearance of their parks and reserves

Liaising with government agencies Ongoing discussions with State Government Agencies including Forestry Corporation, National Parks and Wildlife and Department of Primary Industries - Lands

1.4.5 Implement footpath and cycle ways development and maintenance program


Continue to develop and maintain Pedestrian Accessibility Mobility Plan (PAMP)

Ongoing risk assessment and maintenance

1.5 STRONG COMMUNITY PARTICIPATION IN ARTS & CULTURAL ACTIVITIES


1.5.1 Seek grant funding to provide arts and cultural opportunities

Grant Funding Success Continue to seek funding for art and cultural opportunities.

Liaise with Oberon Arts Council (OAC), Oberon Business and Tourism Association (OBTA) and Friends of the Oberon Library (FOOLs)

1.5.2 Provide a financial contribution to Arts OutWest


Provide annual funding.

Council continue to have a delegate on Arts OutWest (Fran Charge)


1.5.3 Provide craft program opportunities through the Library & CC


Activities provided through weekly story time and school holiday activities programs; MakerSpace program from April 2017.

1.5.4 Use Council buildings and facilities to assist with art exhibitions

Attendance at community events Number of Arts & Cultural Events

Continue to offer Waste 2 Art annual exhibition.

1.5.5 Conduct Photo competition Community Engagement

Assist OBTA to organize 2016 seasonal photographic competition.

Seek sponsorship to re-initiate Annual Photographic Competition.

MAJOR PROJECTS OUTCOMES

Development of the Pedestrian Accessibility Mobility Plan (PAMP)

Installation of low impact fitness equipment at The Common

Successful significant Council grant projects include Community Hub; Lake Oberon Access; Pool and Shading upgrades; Canteen and Long Jump upgrades at the Recreation Ground; Willow clearing and rehabilitation river bank O’Connell; school drop off zone at Oberon Public; and digital CCTV camera upgrades in Oberon Street.

Successful significant Community grant projects include: Upgrade Facilities Burraga Sport & Recreation Club; Kitchen Upgrade at Oberon Showground; Women Weavers of the West workshop; Golf Club kitchen improvements; Water Refilling stations

Swim and aquatic programs developed and ongoing

Community Newsletter to all households in Oberon LGA

Active Oberon Youth Council, including participation at NSW Youth Conference

Community highly successful at Oberon competition, feeding into successful Regional W2A competition

Reef Reserve upgrades to cater for alpine waters recreation

The Oberon Common Working Party, developing the Common Masterplan

Oberon Common – Picnic BBQ Shelters/clearing of noxious weeds/Master Plan $100k

Concrete Footpath Construction – Albion Street $20,000

The Reef – Installation of new boat ramp and toilet facility $80,000

Swimming Pool Roof enclosure completed $400,000



FUTURE DIRECTION 2 – BASIC SERVICES

STRATEGIC OUTCOMES

2.1 ONGOING AND SECURE WATER SUPPLY FOR DOMESTIC AND INDUSTRIAL USE ACTION Performance Indicator Action and outcomes

2.1.1 Provide potable water to Oberon residents, business and industry

Funding levels needed to maintain infrastructure Benchmarked service provision costs Asset management plan data

Continue potable water supply through best practices.

2.1.2 Manage, maintain and improve the water treatment plant


Continue monitoring and managing facility.

2.1.3 Maintain and improve the water reticulation system


Maintain in accordance with the Dept. Health Regulations, the NSW Drinking Water Guidelines and Oberon Council’s Risk Based Drinking Water Management System.

2.1.4 Negotiate with State Water for a secure and reliable supply of raw water

Engaging with Government agencies

Staff actively participate as a member of the Fish River Water Supply Customer Council.

2.1.5 Implement measures to manage and meet the long term demand for water supply within Oberon


Continued compliance with Water Demand Management Plan.

Review Developer Servicing Plan to allow future growth of Oberon.

2.1.6 Investigate opportunities for water protection and reuse


Council continue to advocate for water security in conjunction with Water NSW for projects including the Duckmaloi Weir to Oberon Dam water return pipeline.

2.2 EFFECTIVE COLLECTION AND TREATMENT OF SEWAGE

ACTION Performance Indicator Action and outcomes

2.2.1 Provide sewage treatment at Oberon township


Continue to meet current demands and legislative requirements

Implement Restart STP program

2.2.2 Maintain the sewerage reticulation system in Oberon township


Allow for expansion to cater for future growth in Oberon.


2.2.3 Approve the installation of onsite sewage treatment systems

Legislative requirement Quality of waste water

Continue compliance for the approval of onsite sewerage treatment systems.

2.2.4 Investigate uses for treated waste water


Continue to source opportunities for the reuse of treated waste water.

2.2.5 Comply with State Government licence requirements for the discharge of treated waste water

Legislative requirements Ongoing with test results monitored and action taken as appropriate. Reported annually through the Environmental Protection Licence requirements.

2.2.6 Investigate and cost the upgrades needed for the sewage treatment plant to continue to meet more demanding licence requirements


Application currently being sought through the Restart NSW Grant Program. Submission submitted.

2.3 CONTINUE COUNCIL MANAGEMENT AND CONTROL OF WATER AND SEWERAGE SYSTEMS ACTION Performance Indicator Action and outcomes

2.3.1 Lobby for continued Council ownership and management of water and sewerage services

Liaise with government authorities Continued use of Centroc for advocacy role.

2.3.2 Maintain the sewerage rising mains, pumping stations and reticulation systems in Oberon township


Upgrade and provide telemetry services to all pump stations

Upgrade completed online

Restart for East Oberon

2.4 A USEFUL AND SAFE LOCAL, REGIONAL AND STATE ROAD NETWORK THAT CONNECTS COMMUNITIES ACTION Performance Indicator Action and outcomes

2.4.1 Implement the maintenance program for roads, bridges and walkways in the Oberon LGA.


Continue to advocate for linkages for pedestrian access and mobility through community consultation (PAMP).

2.4.2 Implement the road drainage maintenance program


Continue and improve the storm water network to eradicate localized flooding issues

Continue to build curb & gutters

2.4.3 Implement the road reseal and re-sheeting program


Continue to manage the maintenance of the road network through Council’s Asset Management System


2.4.4 Develop and implement the road capital works program


Delivered in conjunction with the priorities identified in Council’s Asset Management System.

2.4.5 Apply for funding for natural disasters as they arise

Provider WED

Investigate and apply for natural disaster funding as required

National funding received following roads/win storms during 2016/17

2.4.6 Continually seek grant funding opportunities for road works

Grants secured Continue to source funding through grant opportunities such as:

Black Spot

Fixing Country Roads

Roads to Recovery

Repair FC bridges

safer roads program

2.4.7 Maintain, upgrade and improve road signage, line marking and associated road furniture


Investigate development of a signage plan for the LGA as part of overall branding strategy

2.4.8 Undertake road works for the State Government under Roads Maintenance Council Contract (RMCC) and compliance with quality and other contract requirements


Continue to source additional revenue with increased road work under the RMS Roads Maintenance Council Contract (RMCC)

2.4.9 Seek contributions from the forest industry to assist local road maintenance.


Meet with representatives of Forest Corporation and other Government stakeholders on a regular basis to sought forward planning and protection of Council’s road network and associated infrastructure.

2.4.10 Manage and operate quarries, for road base material within legislation


Continue to seek new quarry opportunities and maintain existing quarries in accordance with Mining Legislation requirements.

2.4.11 Seek opportunities to undertake private works roads contracts to offset costs and augment Council revenue

Funding levels needed to maintain infrastructure Benchmarked service provision costs

Continue to be proactive in seeking future revenue opportunities within the scope of Council’s resources.

2.4.12 Purchasing, procurement and contract management to facilitate implementation of construction and maintenance programs


Continued involvement with the Centroc initiated joint procurement project; continuation of Council’s Procurement Working Party; implementation of online purchase orders

2.4.13 Continued approach to continuing Council’s sealed road network


Investigate opportunities to extend Council’s unsealed road network through Council resolution; Special Rate Variation and Roads to Recovery.


2.5 FULL COVERAGE AND ACCESS TO WIRELESS, NBN AND MOBILE COMMUNICATION TECHNOLOGIES ACTION Performance Indicator Action and outcomes

2.5.1 Lobby to gain access to current technologies and full coverage across the Local Government Area

Funding levels needed to maintain infrastructure Benchmarked service provision costs

Federal Government indicates the roll out of the NBN Fibre Network will take place in Oberon during 2017/18. Roll out of Fixed Wireless continues

2.5.2 Provide community access to the internet and computer education

Funding levels needed to maintain infrastructure

Continued access provided to the community at the Community Technology Centre, Library and Visitor Information Centre. Community Hub will centralize these services to the community.

2.6 AN EFFECTIVE PUBLIC TRANSPORT SYSTEM BETWEEN COMMUNITIES ACTION Performance Indicator Action and outcomes

2.6.1 Liaise with public and private transport providers to improve services to meet community needs

Benchmarked service provision costs Community engagement

Continue to provide Community Transport services in Oberon. Continue to cooperate with Community Transport providers to facilitate ongoing delivery of the service.

2.6.2 Provide community transport through external providers

Benchmarked service provision costs Community engagement Funding levels needed to maintain infrastructure

Continue to provide a Community Transport Program including Taxi vouchers and subsidised funding for bus trips.

2.6.3 Lobby for Opal Card Kiosk in Oberon

Benchmarked service provision costs

Avocation to Government Agencies has secured an Opal Card Kiosk in Oberon

2.7 EFFECTIVE COMMERCIAL AND DOMESTIC WASTE MANAGEMENT INCLUDING RECYCLING INITIATIVES, KERBSIDE COLLECTION FOR BULKY GOODS AND FREE TIP DAYS ACTION Performance Indicator Action and outcomes

2.7.1 Introduce waste recycling service Funding levels needed to maintain infrastructure

Recycling trial was an overwhelming success. Implement recommendations from Waste Strategy; continue to expand and deliver recycling from waste strategy

2.7.2 Manage and future development of landfill sites, waste transfer stations


Licence for solid waste land fill issued. Compliance with the requirements of the licence ongoing.

2.7.3 Upgrade the landfill site to meet environmental licence requirement

Provide and limit Waste to landfill Licence for solid waste land fill issued. Compliance with the requirements of the licence ongoing.

2.7.4 Initiatives for community use of solid waste landfill

Provide and limit Waste to landfill Investigate opportunities for community incentives through vouchers or free tip days

2.7.5 Manage the garbage collection contract and associated policies

Provide and limit Waste to landfill Initiate contract in accordance with requirements of Waste Strategy.

2.8 EFFECTIVE PLANT AND FLEET MANAGEMENT ACTION Performance Indicator Action and outcomes

2.8.1 Develop plant and fleet management programs to enable effective use of plant and fleet vehicle including optimum replacement strategies

Benchmark plant and fleet maintenance costs against industry figures

Fleet replacement program incorporated annually into Operational Plan. Utilize expertise in current workforce to determine appropriate timing for plant replacement in accordance with established procedures.



LIRS – Local Unsealed Road Network Improvements $3.4M

LIRS Dog Rocks Road - $900,000

Town Improvement fund allocation within Oberon

Roads To Recovery - Local Road Upgrades of $3,792,692

RMS Repair Program – Edith Road Upgrades $1.6M

RMS Repair Program - Abercrombie Road $1.6M

Safer Roads Program - Abercrombie Hill $1.7M

Fixing Country Roads – Beaconsfield Road & Sewells Creek Road Intersections $980,000

Special Rate Variation - Campbell’s River/Hazelgrove/Carlwood/Lowes Mount/ Dog Rocks/Beaconsfield/Burraga/Arkstone Roads $378,505

Private Work Projects – 5 years $12,470,089 which includes RMCC – Oberon West O’Connell Rd $2.4M/ Wattle Grove Project O’Connell Rd $1.2M/ Mini Rehab O’Connell Road $455k/ Duckmaloi Shoulder widening Fish River $130k/ O’Connell Memorial Avenue Upgrade $290k/ O’Connell Road Pipe Culvert Oberon Mount $330k / Trunkey 2 x projects 2.8km & 4.2km $2.4M /Wattle Flat $188k /Kelso Rest Area $140k Heavy Patching –average $400K x 5 years

RFS Brigades – Secured Land O’Connell & Wisemans Creek Brigade

Rail Crossings – Reinstatement Albion Street & Lowes Mount Road $160,000

Local Roads Bitumen Reseals $240,000

Water Main Renewal $480,000

Sewerage Pump Station Telemetry Installation - $60,000

Edith Road, Industrial land subdivision


FUTURE DIRECTION 3 – ECONOMIC PROSPERITY

STRATEGIC OUTCOMES

3.1 A DIVERSE ECONOMIC BASE


3.1.1 Prepare and initiate economic development strategies for the Oberon LGA

Provide up to date legislative requirements

Look at opportunities to engage an Economic Development Officer. Develop strategies for economic development including Tourism, Waste, Long Term Financial etc.

3.1.2 Maintain regular communication with local business and industry to identify local issues

Community engagement with local production and output data

Delegate appointed to OBTA; Council attends the Community Consultative Committee for the Oberon Timber Complex; Back 2 Business event

3.1.3 Prepare a register of land with development potential

Community engagement LEP 2013 provided for development opportunities around the LGA. Council will continue to encourage and support developer opportunities of these release areas.

3.1.4 Promote and initiate opportunities for other industries

Engage with new providers in business opportunities

Look to use existing industries as a catalyst to promote value add industry spin offs. Continue to provide industrial land to accommodate for value add industries.

3.2 A DIVERSE AND VIABLE AGRICULTURAL INDUSTRY WITH A STRONG BRAND


3.2.1 Encourage the development of an Oberon brand for local produce

Community engagement Continued opportunities in developing a signage plan; branding strategy

3.3 CUSTOMER RESPONSIVE BUSINESSES AND SERVICES


3.3.1 Review customer service policies and systems to ensure a consistent , acceptable level of service is provided


Policies evolving and fluid; Oberon Business and Tourism Association MOU in place for easier access to ideas and information; introduction of Service NSW partnership

3.4 A VALUE ADDING TIMBER INDUSTRY


3.4.1 Support and help facilitate development and value adding in the timber industry


Ongoing through availability of industrial land and avocation through the Oberon Timber Complex Community Consultative Committee.

3.5 A THRIVING TOURISM SECTOR


3.5.1 Provide visitor information Visitor numbers and yield Continue to provide a Visitor Information Centre and participate in Family Training Programs for staff. Look at opportunities to develop a profile of visitors to the region.

3.5.2 Assist with the organisation and promotion of community events

Community engagement with local production and output data

Liaise with OBTA and event coordinators to assist with promotion; Oberon Democracy Day; HSVG, Oberon Show; Mayfield


3.5.3 Investigate opportunities to collaborate with other tourism entities

Employment statistics, and new businesses

Continue to investigate opportunities for collaboration; tourism strategy

3.5.4 Assist with the development of local tourism product

Collaborate with community organisations

Development of strategies around an Oberon brand; tourism strategy; in accordance with Councils Tourism Strategy look at actions to support opportunities.

3.5.5 Liaise with local tourism operators

Community engagement Continue association with Oberon Business and Tourism Association, their membership and other tourism providers.

3.5.6 Lease the caravan park and assist with maintenance

Employment statistics, and new businesses

Finalise long term lease for Caravan Park finalized; continue to assist with maintenance as required.

3.5.7 Investigate development of camping areas

Community engagement Investigate opportunities for RV Friendly Town status including free dump point, water connection and suitable signage; investigate opportunities for Primitive Camping in nominated Council reserves.

3.5.8 Develop a plan with State Water for increased recreational use and development of Lake Oberon


From the development of initial infrastructure develop and enhance the potential for utilization of Lake Oberon primitive camping and the Reef Reserve.

3.5.9 Promote and deliver one off and special events within the Oberon LGA

Funding levels needed to maintain infrastructure Articles and media coverage Community engagement

Working with Oberon Business and Tourism Association and other community groups to develop new events; liaise with event coordinators to assist with promotion and coordination of events. Provide guidance and assistance with statutory requirements for holding events such as traffic management plans and road closures.


Implementation of the Oberon Tourism Strategy

Implementation of RV friendly town initiative

Implementation of the Service NSW Centre into Council operations

Oberon Business and Tourism Association Memorandum of Understanding renewal

MOU with Oberon Correctional Facility

Long term lease for Jenolan Caravan Park renewed

Attendance at Regional Living Expo

Back to Business Week initiative


FUTURE DIRECTION 4 – RESPONSIVE AND CARING

STRATEGIC OUTCOMES

4.1 RESPONSIVE LOCAL AND WELL TRAINED EMERGENCY SERVICES


4.1.1 Actively lobby to provide competent emergency services

Community Engagement Continue to lobby for adequate emergency services.

4.1.2 Provide financial contributions to the RFS and SES


Provide levies to NSW Emergency Services; License agreements for NSW Police to utilize Mt Ryan and Mt Defiance towers are ongoing; Fire & Emergency Services Levy

4.2 LOCAL SCHOOLS PROVIDING QUALITY EDUCATION SERVICES AND FACILITIES


4.2.1 Support schools to improve services and facilities

Community Engagement Reinstate informal meetings with School Principals. Advocate for niche training opportunities for Oberon community. Continue to support School initiatives through donations and in kind support.

4.2.2 Coordinate the provision of library services with schools

Funding levels needed to maintain infrastructure Articles and media coverage

Regular visits to Burraga and Black Springs Public Schools; Burraga school closed December 2016 by State

4.3 LOCALLY AVAILABLE VOCATIONAL AND ADULT LEARNING FACILITIES AND OPPORTUNITIES


4.3.1 Utilise the CTC as a facility for vocational and adult learning


Successful Community Newsletter produced monthly; move facilities within the Community Hub; engage with U3A to promote and provide education activities.

4.3.2 Volunteers for computer classes Community Engagement Volunteers continue to assist and participate on a regular basis

4.3.3 Provide library services and utilise the facility for programs


Community programs being undertaken with FOOLs, U3A and Oberon Youth. Library regularly invites Australian Authors to conduct talks.

4.3.4 Lobby State Government agencies to provide adult education opportunities for learning through quality distance education

Community Engagement Investigate opportunities to be proactive in this area.

4.4 LOCALLY AVAILABLE CORE HEALTH AND MEDICAL SERVICES


4.4.1 Provide opportunities for a continued dental practice


Building and equipment providing dental service by dental providers. Potential opportunities exist to advocate for the transfer of services to other areas.

4.4.2 Lobby for the retention of existing medical services and additional allied health services

Community Engagement Lobbying through the Oberon Health Council and the Community Services Committee. Councillor involvement through Centroc Health Workforce network.


4.5 AGEING WELL IN OBERON


4.5.1 Facilitate the provision of aged care facilities and services across the Oberon LGA


New facility built by Columbia Homes now operational. Seniors Welfare Committee looking at opportunities from the sale of Hathaway Cottages. Council owns and manages 12 self care units

4.5.2 Support the work of the Section 355 Seniors Welfare committee

Community Engagement Seniors Welfare Committee meets every 2 months; closed and combined with Community Services Committee

4.5.3 Organise and participate in Seniors Week

Community Engagement Continue to provide, sponsor and promote Seniors Week Activities.

4.6 UTILISED AFTER SCHOOL AND HOLIDAY PROGRAMS FOR YOUNG PEOPLE


4.6.1 Conduct holiday craft programs Participation in and availability of after school programs.

Continue to provide School Holiday Activities at Council facilities; MakerSpace introduced in April 2017

4.6.2 Use Library facilities to provide after school study spaces

Participation in and availability of after school programs

Study area available; Community Hub to improve services

4.6.3 Lobby for increased after school activities

Participation in and availability of after school programs

Continue discussions with Oberon High School and St Joseph’s

4.7 A SAFE COMMUNITY WITH A HIGH STANDARD OF PUBLIC HEALTH


4.7.1 Maintain public cemeteries Funding levels needed to maintain infrastructure

Continue to operate and maintain to an appropriate community standard; expansion of lawn cemetery

4.7.2 Advocate for public access to private cemeteries

Community Engagement Provide opportunities for members of the public to gain access to Private Cemeteries where possible. Investigate possibility of securing Crown Land as public road to enable public access.

4.7.3 Provide & maintain public toilets


Keep clean and tidy daily

4.7.4 Provide animal control services living with a safe and friendly community

Provide animal control presence

4.7.5 Provide CCTV security system living with a safe and friendly community

CCTV security is currently being improved through grant funding. Additional opportunities investigated to provide high definition cameras; digital CCTV implemented

4.7.6 Participate in road safety programs

living with a safe and friendly community

Continue to have a Local Traffic Advisory Committee in consultation with Roads and Maritime Services. Implementation of PAMPs to promote community safety.

4.7.7 Facilitate provision of street lighting

living with a safe and friendly community

Continue to participate in Centroc initiatives. Advocate for appropriate maintenance to be undertaken by energy provider to look at street lighting.



Enclosure of Oberon Pool through installation of a roof structure – stage 1 of overall project

Oberon Pool - Shade Sails $40,000

Development of the HUB Project linking Oberon Library with the Oberon Community Centre $800,000

Implementation of new CCTV cameras in Oberon Street

Development of Oberon and O’Connell Pedestrian Access Mobility Plans

Provision of dental services through Greater Western Area Health and Bathurst Dental Care outreach services to Oberon

WaveSound e-platform initiative for easy access to audio books and magazines

Disability Inclusion Action Plan endorsed June 2017

Installation of exercise equipment at Oberon Common and Oberon Recreation Ground

Installation of Water Refill Stations around Oberon


FUTURE DIRECTION 5 - OPEN COMMUNICATION

STRATEGIC OUTCOMES

5.1 VIBRANT CONNECTED AND ENGAGED VILLAGES


5.1.1 Provide opportunities for communities in all parts of the LGA area to participate in Civic and community events

Community Engagement, Articles and media coverage

Continue to promote Civic activities. Deliver community expectations in accordance with Council’s Community Engagement Strategy.

5.1.2 Provide additional opportunity for individuals to participate in activities as members of working parties and volunteers

Funding levels needed to maintain infrastructure Articles and media coverage

Continue to encourage community members to participate in Working Parties and Section 355 Committees

5.2.4 Develop a signage and branding profile for the LGA

Heritage projects completed Seek opportunity to provide consistent signage, both corporate and community through a branding strategy Branding strategy established through the development of the Tourism Strategy developed in 2016

5.2 CONSERVED AND VALUED HERITAGE


5.2.1 Provide grant funding from the local heritage fund for the enhancement and protection of built heritage

Successful Grant allocation Continue funding a Heritage Advisor

5.2.2 Provide heritage advice in collaboration with Council’s Heritage Advisor and Section 355 Committee

Heritage projects completed Continuing

5.2.3 Control the management of built and natural heritage items

Heritage projects completed Continue and build on providing cultural heritage landscapes through use of conservation areas. LEP provides for unique opportunities in heritage areas otherwise not available; develop heritage trails

5.3.1 Update and amend where appropriate Councils Local Environmental Plan (LEP) and Development Control Plans (DCP)

Compliance with legislative requirements

Oberon LEP2013 approved in late Dec 2013 DCP is a priority

5.3.2 Complete a Main Street strategy for Oberon Township

Community Engagement,

Investigate options for Main Street projects that formulate a Main Street Strategy

5.3.3 Along with local communities undertake village beautification plans and local improvements


Allocation of Village fund provided annually. Purchase of land for O’Connell Recreation Ground Project continues with limited take up Common Working Party Masterplan Daffodil Fairies


5.3.4 Participate in Tidy Town Programs


Investigated community interest in participating as part of the Tidy Towns program. In principle support from Council was provided however working party had limited success..

5.3.5 Provide building approval service Compliance with planning requirements PDD

Continuing

5.3.6 Develop, maintain and improve Council properties

Compliance with planning requirements

Work undertaken as identified and incorporated into the Asset Management Plan.

5.4 WELL INFORMED COMMUNITIES WHOSE VIEWS ARE HEARD


5.4.1 Keep the community informed about matters that affect them

Appropriate Community Engagement

Facebook, Newsletter, Website, noticeboards

5.4.2 Seek input from the community on the provision of services and future planning

Community Engagement, and attendance at Community Consultation (and Community Engagement Strategy)

Continue to invite community participation in CSP process in accordance with Community Engagement Strategy.

5.4.3 Operate Section 355 Committees as a conduit with the community


Continue to operate Section 355 Committees:

Community Services Committee

Heritage Committee

Black Springs Community Hall Committee

Oberon Sports Facilities Committee

Hazelgrove Public School Reserve Committee

5.4.4 Develop use of social media to provide information in a timely manner

Appropriate Community Engagement

Facebook, Newsletter, Website, noticeboards Councillor electronic devices

5.4.5 Communications and Social Media Guidelines

Improved Community Engagement Review Community Engagement Policy to provide best practice for community engagement.

Implementation of a Social Media Policy

5.5 A COMMUNITY WITH CONTEMPORARY GOVERNANCE AND CIVIC LEADERSHIP


5.5.1 Provide resources to enable Elected Members to better represent community


Appropriate devices supplied for all Councillors to provide up to date and instant information. Informal Briefing Sessions held monthly and more frequently as required.

5.5.2 Provide effective meeting structures and procedures


Improved training for Councillors and delivery of ongoing internal workshops and briefing sessions.

5.5.3 Engage community in planning for Civic events


Continue community forums and visits to villages. Implementation of Councils Community Engagement Strategy

5.5.4 Provide effective systems for complaint management, information systems, work health & safety, risk management and procurement


Participate in internal and external audit initiatives.

Risk Management Action Plan revised and actions implemented.


5.5.5 Provide sound financial management - creditor & debtor, investments ,internal audit

Statutory finance compliance A continued review of all internal financial practices in conjunction with External Audit processes; continue processes to deliver external debt recovery; continued involvement in the Internal Audit Committee; continue to comply with new legislation with Audit General

5.5.6 Provide ongoing Councillor Training

Compliance with planning requirements

Specialised training as needs identified.

Provide training appropriate for new Councillors.


Introduction of new technologies to allow for easier engagement with Councillors and the community

Draft Social Media Policy developed for implementation

Introduction of a monthly Community Newsletter

Implementation of Service NSW Council Agency

Back to Business initiative

Introduction of Community Survey

People at Work Initiatives


FUTURE DIRECTION 6 - NATURAL ENVIRONMENT

STRATEGIC OUTCOMES

6.1 COMPLIANCE WITH ENVIRONMENTAL LEGISLATION AND GUIDELINES


6.1.1 Provide regulatory services required by the Environmental Planning and Assessment Act 1979 and legislation

Breaches of environmental regulations

Council continue to provide regulatory services under the provision of current and future legislation.

6.1.2 Provide environmental health services


Council continue to provide services including waste, sewer, waste water, essential services and trade waste in accordance with legislative requirements.

6.1.3 Build community awareness and understanding of environmental issues

Community involvement in Natural Resource management projects

Council to continue to seek grant funding to improve community awareness. Continue in partnership with providers such as NetWaste to increase community awareness.

6.2 SCENIC BEAUTY AND LANDSCAPES ARE PROTECTED


6.2.1 Implement the scenic protection provisions of the planning scheme

Minimise loss of scenic areas Completed as part of strategic planning processes and included in the Oberon LEP 2013 and individual assessment

6.3 AN ENVIRONMENT FREE OF WEEDS AND FERAL ANIMALS


6.3.1 Control weed growth on road verges


Provide proactive maintenance in addition to being an active member of Upper Macquarie County Council (Weeds Authority for Bathurst, Blayney, Lithgow & Oberon)

Council continues to engage additional road side weeds maintenance contractors $50,000 over last 5 years above that which has been provided to UMCC

6.3.2 Contribute to the weed and pest control activities of Upper Macquarie County Council


Contribution made annually as an active member of UMCC

6.3.3 Advocate for more resources to be applied to weed and pest management

Removal of pest species

Council continues to lobby for additional resources for Upper Macquarie County Council and Local Land Services.

6.4 RESPONSIBLE MANAGEMENT OF NATURAL RESOURCES


6.4.1 Provide regulatory services to protect natural resources


Continue to be active in strategic planning processes with the implementation of Oberon LEP 2013. Continued participation in Regional State of the Environment Report. Maintain compliance role under legislative regime

6.4.2 Advocate for the responsible management of natural resources

Advocate PDD

Continue to be active in strategic planning processes with the implementation of Oberon LEP 2013. Continued participation in Regional State of the Environment Report.


6.5 DIVERSIFIED ENERGY SOURCES AND USAGE


6.5.1 Investigate the use of alternative energy in Council operations

Alternative energy usage Continued work with CENTROC. Council is involved in the E21 program and other carbon neutral initiatives

6.5.2 Reduce Councils carbon footprint Reduction in carbon footprint Ongoing investigation required and in accordance with Action 6.5.1


Development of Local Environmental Plan 2013

Significant increase in Development Applications

Regional State of the Environment Reports

Development of Roadside Verge Management Plan

Implementation of E21 Electricity project

Waste Management Strategy Implementation

Solid Waste Landfill improvements totaling $450,000

Licensing of the Waste Landfill

Implementation of initiatives through Centroc to reduce Carbon Emissions

Introduction of the free Resource Recycling Centre in North Street

Resource Recovery Centre implemented at Oberon Solid Waste Landfill


COMMUNITY ENGAGEMENT All Councils are required to prepare and implement a Community Engagement Strategy with the local community in the review and development of the CSP. The Community Engagement Strategy details how Council will involve the community in decision making. The CSP contains the following:

A Vision Statement for the Community

High level objectives to be achieved over the 10 years: and

Strategies that will achieve these objectives. In 2013 Oberon Councils Community Engagement Strategy was endorsed and implemented. It has been reviewed each year since then as part of Councils development of its Operational Plan. This document is presented as ATTACHMENT 1 to this document. Ongoing community engagement is outlined in the Community Engagement Strategy document and includes visits to village areas by both Councillors and Council staff. This is a key part of the engagement process with more “personalised” presentations to those directly affected individuals and groups as well as those who live in the town of Oberon.

THE PROCESS USED TO DEVELOP THE CSP The process for engaging the community in the development of the Community Strategic Plan began with identifying the ‘whole system’ of Oberon LGA; the complex network of groups, organisations and networks that influence or are influenced by what happens in the Shire. The following groups were consulted:

Council, government and neighbours Agriculture Forestry Business Education, training and learning Arts and culture Health and Well being Transport and Infrastructure Sports and Recreation Emergency Services

Representatives from each of these groups were invited to participate in a day-long planning workshop to explore the area’s present situation – internal strengths and weaknesses, external opportunities and threats; and design the preferred future. On Friday 13 April 2012, 61 community members, who were representative of the Shire’s whole system and demographic profile, worked together to create the framework of what became the “working title” for our community consultation processes: “OBERON 2025 - MAKING OUR FUTURE TOGETHER”


Following this workshop a smaller group consisting of Councillors and Council Management came together again and over two half days shaped an INTERIM DRAFT Community Strategic Plan 2012, using the unedited outputs of the Community Planning Workshop, other relevant plans – national, state and local – and an understanding of the present situation that had been developed during the consultation process. Details of the INTERIM DRAFT CSP were distributed to the Workshop participants for feedback. Using the feedback received Council Management and Councillors “worked” up the INTERIM DRAFT CSP document, including several Workshops and prepared a DRAFT CSP for formal consideration by Oberon Council. Additional components of the Integrated Planning and Reporting (IP&R) requirements were also prepared.

ONGOING COMMUNITY ENGAGEMENT In 2016, to gauge Community feedback, a community survey was conducted by telephone with permanent residents of Oberon Local Government Area, 18+ years, who have lived in the area for at least 6 months. It was a random sample of residents using White Pages and ‘Plus 5 method’, and supplemented with additional mobile numbers. The survey commenced on 12 December 2016 and ran through to 14 December 2016. There were 405 completed interviews with a response rate of 68%. That is for every 100 people called, 68 were completed, which is considered a very high response rate for this type of survey. Information was gathered on the following ten (10) areas:

- Council services and facilities - Prioritising services and facilities - Overall satisfaction with Council performance - Willingness to pay for kerbside recycling - Sealed roads - Unsealed roads - Council performance - Councillor’s performance - Communications, and - Challenge to merger proposal.

Information gathered from the online survey conducted between 20 December 2016 to 20 January 2017 is not included in this analysis as there is no way of ‘cleansing’ the data, i.e. ensuring that the surveys belong to individuals within our community, or if they are entered by more than one person. Information gathered from both surveys will be used as a platform for the 2017 Community Strategic Plan. This Community Survey sets a benchmark for when surveys are conducted in future years. It is preferred that Council conduct community surveys every 2 years as part of Councils integrated planning and reporting guidelines. Council’s Executive Management Team will be conducting a workshop with Councillors during March to work through the analysis of the survey, to ensure that the community requirements and concerns drawn from this survey are addressed through Council’s Community Strategic Plan.


Below is a summary of the results from the phone survey: Overall Satisfaction

Services


Facilities

Roads


Performance by Council Staff

Performance by Councillors


FINANCIAL PERFORMANCE

As part of the Local Government Reform process, all NSW Local Governments were required to report on a series of benchmark ratio’s which were assessed to rate Council’s performance across NSW. Oberon Council as part of its ongoing improvement plan has assessed its compliance with these ratios during the three year program as required by the reforms. Below is a graph which demonstrates Council’s ongoing ability to meet the performance ratios.

Fit for the Future Benchmark Ratios 2013/14 2014/15 2015/16

Operating Performance

(Ratio: ≥ to breakeven over 3 years) X

Own Source Revenue

(Ratio: > 60% average over 3 years) X

Building and Infrastructure Asset Renewal

(Ratio: >100% average over 3 years)

Infrastructure Backlog

(Ratio: < 2%)

Asset Maintenance

(Ratio: > 100% average over 3 years) X

Debt Servicing

(Ratio: > 0% and ≤ 20% average over 3 years)

Real Operating Expenditure Per Capita

(Ratio: A decrease in ROE per capital over time)

SPECIAL RATE VARIATION

As part of the Fit for the Future process, it was considered under the TCorp Sustainability Report Card for Council’s that Oberon Council needed to consider the introduction of ways to increase own source revenue. As a result in 2014/15 Council held public meetings and conducted a survey to gauge the community’s agreement with an application for the first ever Special Rate Variation in Oberon.

This included a mail out to all ratepayers seeking their comments as to how an SRV could be implemented for Oberon. A copy of the mail out is provided on the following pages which outlined Council’s options. The below table outlines the response received as part of that mail out.

309 189

87 17

0

200

400

SRV Community Survey 2014




Following the community consultation, Council resolved to apply to the Independent Pricing and Regulator Tribunal (IPART) for a Special Rate Variation (SRV) of 7% (35% cumulatively) over 5 years. IPART approved a cumulative increase of 34.35% over 5 years in the following format: 2015/16 2016/17 2017/18 2018/19 2019/20 6.5% 6.90% 6.95% 7.00% 7.00% Council advised the Community that this will raise an additional $1.46 million funding during the 5 year period. In accordance with IPART’s approval, the table below demonstrates how Council utilised the funds during 2015/16 and 2016/17, as well as the forecast use for 2017/18.

SRV approved allocation 2015/16 2016/17

Additional funds to supplement grading on all rural unsealed roads (15%

This year Council subsidised the rural roads grading program and applied the 15% Special Rate Variation to help assist the improvements to the Carlwood Road. The funds assisted with such activities as gravel resheeting drainage improvement works and widening sections of the road to improve user safety.

15% = $43,888

The funds assisted with activities such as gravel resheeting, drainage improvement works and widening sections of the road to improve user safety. 15% = $25,792

Upgrade and improve heavily utilised rural freight transport routes.

(Dog Rocks, Lowes Mount, Hazelgrove, Beaconsfield, Sewells Creek, Campbells River, Burraga and Abercrombie Roads)

Funding was used for improvement to Hazelgrove Road (2.6km) and Campbells River Road (1.2km).

84% = $234,069

Funding was used for improvements to Dog Rocks and Campbells River roads. 84% = $144,436

Develop asset based data sets Part of the funding contributed to the purchase of state of the art Trimble handheld GPS equipment which has enabled very accurate survey data collection of infrastructure assets. GIS files have subsequently been improved. Funds will be used to purchase an asset system which enables modelling of future asset replacement scenarios. 1% = $11,703

Funding was allocated towards the completion of Council’s Infrastructure Asset Management Plan (IAMP).

1% = $1,719


Further as part of our Community Engagement Strategy, it was acknowledged that Council needed to provide its community with a simplistic example of what each rate dollar was being used for under our identified strategic directions. A Rates Newsletter was developed and has been mailed out with each rate notice to all ratepayers for the last 3 years. The Newsletters include the following charts which provide information on how each $100 of the rates paid is spent in accordance with the Delivery Plan.

2014/15

2015/16

2016/17

$3.63

$75.74

$1.03 $2.77

$10.26

$6.57


REVIEW OF COMMUNITY STRATEGIC PLAN EFFECTIVENESS Council has developed long term plans complying with the Integrated Planning and Reporting legislation. The Office of Local Government reviewed the suite of planning documents in 2012 as part of their Better Practice Review Program and acknowledged the significant effort by Council in transitioning the new planning and reporting framework. The effectiveness of implementation of the integrated planning documents has seen a greater input by the community in setting Council’s strategic direction and more detailed resourcing strategies outlining how Council will endeavor to achieve the communities future directions broken down by strategic outcome areas. Achievements and future projects have been detailed within this report however there area areas of improvement that will need to be implemented in order to achieve the outcomes expected by the community. These include:

Assets management strategies by class of asset are required to be developed and linked to Councils long term financial plan

Continuation of the implementation of the internal audit and review program

Council will continue to actively pursue grant funding opportunities for critical Council infrastructure assets

Develop and implement long term Section 94 and Development Control Plans that outline the needs and requirements of the current community implementing the changing needs and wants for the LGA.

Overall Oberon Council is committed to implementing the strategies outlined in the planning documents and to achieving Council identified programs and projects as detailed in its Operational Plan and delivering in the Delivery Program. The Council, Councillors and staff are and will continue to be accountable to the local community that we represent and serve.

ATTACHMENT 1 COMMUNITY ENGAGEMENT STRATEGY

Community Engagement Strategy – May 2014 Page 1

Community Engagement Strategy replaces Policy 1120

May 2014

TABLE OF CONTENTS ................................................................................................... page

INTRODUCTION ...................................................................................................................... 2 1.

WHO WE ARE .......................................................................................................................... 2 2.

BACKGROUND ........................................................................................................................ 2 3.

THE ENGAGEMENT FRAMEWORK, PRINCIPLES & OBJECTIVES ..................................... 3 4.

Framework ................................................................................................................................ 3

Engagement Principles ............................................................................................................. 3

Objectives ................................................................................................................................. 3

RECENT ENGAGEMENT ........................................................................................................ 4 5.

RESOURCING REQUIREMENTS ........................................................................................... 4 6.

Resources ................................................................................................................................. 4

ENGAGEMENT TECHNIQUES ................................................................................................ 4 7.

Engagement Tools .................................................................................................................... 4

Tools for Oberon Council .......................................................................................................... 4

Visitations ................................................................................................................................. 5

Newsletters and Advertising ..................................................................................................... 5

Public Exhibition Processes ...................................................................................................... 5

ENGAGEMENT FOR THE DRAFT COMMUNITY STRATEGIC PLAN ................................... 6 8.


INTRODUCTION 1.This Community Engagement Strategy has been prepared to explain how the Oberon Council will consult and engage with the community in future planning and decision making processes. The Strategy confirms the Council’s commitment to meaningful engagement and collaboration with the community in general and with specific local organisations and groups. Council wants to ensure that all groups and members of the community have an equal opportunity to participate in the development of the Community Strategic Plan, Delivery Program and Operational Plan as well as in general decision making by the Council that will affect parts or all of the Oberon Local Government Area (LGA) community. The Strategy will also provide a guide as to how the Council will consult with and engage with the community on other specific issues, such as topical State Government and Federal Government initiatives and other issues referred directly from segments of our community.

WHO WE ARE 2.Our Community The Oberon Council LGA consists of a community of with a resident population around 5,500 and an area of 3660 square km. The main centre of population and commercial “hub” is the town of Oberon, with three smaller communities at Black Springs, Burraga and O’Connell, together with a number of other rural localities. The character of the LGA is mainly rural/agricultural with softwood forest plantations, and an emerging tourism industry. A large proportion of the Oberon LGA consists of National Parks and State Forests, which are non-rateable. The town of Oberon is the base for many commercial businesses that service the local community and industries. The Oberon Timber Complex which processes the softwood timber produced in the area employs over 500 people when in full production. The area prides itself on the relaxed lifestyle enjoyed by residents and with the natural beauty that can be enjoyed by both visitors and locals alike. Our Council Oberon Council is a relatively small local government area however the efforts of Council are highly visible and highly scrutinised by ratepayers and residents. The Elected Council consists of nine Councillors, with a Mayor and Deputy Mayor elected annually by the Elected Council. The Council is responsible for making “strategic decisions” with the General Manager responsible for the day to day management of employees and in the operational aspects of Council work. The work done by Oberon Council is considered more obvious than in larger towns and cities because what we do is so crucial to basic expectations, like having decent roads to travel on. Nearly everyone who lives in the Shire knows several people who work for Council, and the Elected Councillors themselves are generally well known within the community.

BACKGROUND 3.As part of the process of preparing and adopting a Community Strategic Plan (CSP), Council is required to adopt a Community Engagement Strategy (CES). This Strategy will guide Council on how to engage the community and the tools and techniques it will use to be more effective.


Outside the town of Oberon and the village areas of Black Springs, Burraga and O’Connell the population is generally quite remote and this provides a practical challenge in engaging with the whole community. In addition to this challenge, new long-term financial sustainability and accountability requirements along with increased reporting have placed an increased emphasis on community engagement. This means that Council decisions need to be made with the knowledge of community aspirations and preferences. This does not mean that Council will “abdicate” its decision making, but rather when making key decisions that Council will consider the views of the community. One of the new requirements is the development of a Community Strategic Plan. The CSP seeks to identify the community’s main aspirations and priorities over the next 10 years including establishing objectives and strategies to help achieve these priorities. An integral part of developing the CSP is engaging with the community to determine these aspirations and priorities. The Community Engagement Strategy will guide Council in its community engagement initiatives.

THE ENGAGEMENT FRAMEWORK, PRINCIPLES & OBJECTIVES 4.Framework Council’s community engagement activities will focus on providing information to, consultation with and involvement of the community. Council will use involvement techniques and collaborative engagement processes where these are practical. Engagement Principles Oberon Council is committed to meaningful community engagement. In order to meet this commitment the following principles will apply:

Social Justice – All parts of the community should have an equal opportunity for input Creating the right debate – Council will seek to inform and educate the community on the key

issues and available options when decisions are made that affect the community. Community input is valued – Council is open to ideas and values all contributions. All input

will be considered and acknowledged. Engage Creatively – The community will be creatively and actively engaged to maximise the

value and range of feedback. This may involve multiple methods of engagement. Objectives Through the application of the engagement principles above and the application of selected engagement tools, the community engagement process will:

“ground truth” previous assumptions made by Council; ensure residents are informed and educated on key issues identify and confirm community views on issues, challenges and priorities; focus discussion on the strategic issues facing the Council and the community; seek to create community “buy-in and ownership” of local issues and strategies; provide input for future decision making by Council; develop ongoing community partnerships and shared responsibility for local issues.

A successful community engagement process will deliver on the majority of these objectives. Council will measure the success of these methods of engagement by:

a reasonable level of community involvement in the engagement process; the representative nature of those individuals or groups who are engaged; the level of support for the identified strategic directions.


RECENT ENGAGEMENT 5.Due to the nature and size of the Oberon LGA community, Councillors and key employees know personally many people within the community. This can greatly assist in keeping in touch with the views of the community. The Council however does not wish to ‘over consult’ its residents when it already has considerable community feedback on key issues, nor does Council want to ignore, nor appear to have ignored, the valuable information that came from earlier engagement processes, which have included: Proposed Fluoridation of Town Water Supply – Information Session & Community Forums Land Use Strategy (LUS) developed for the current Local Environmental Plan (LEP)

Review process (final Public Exhibition of these documents in May 2013); Our first Community Strategic Plan adopted in June 2012; and the Oberon CSP 2013 Social and Community Plan reviewed in 2010; Management Plan adopted in June 2011 (and previous versions); Regular “Informal” Meetings with residents of Black Springs, Burraga and O’Connell; Consultation on specific issues (for example proposals for waste management facilities at

Black Springs and Burraga).

RESOURCING REQUIREMENTS 6.Resources This Community Engagement Strategy (CES) will be undertaken by Council employees, mainly through the direction of the General Manager, and with the involvement of the Elected Councillors. In addition there will be involvement from external resources on an ‘as needs’ basis, particularly with respect to specific skill sets that are not held by current Council employees. For example with “heritage issues”, a Heritage Consultant has been engaged to assist as required.

ENGAGEMENT TECHNIQUES 7.Engagement Tools There are a number of different and complimentary engagement tools available when seeking to engage with the community. The characteristics of Oberon Council and its community means that the techniques used should be selected for their “appropriate fit” to our local circumstances. To be effective the engagement techniques must take into consideration Oberon LGAs:

Geographic area Population size, density and location Demographics (age, ethnicity, education, etc.) Social structure Cultural sensitivities

Tools for Oberon Council From previous experience the most effective consultation techniques for Oberon LGA are those that engage directly with the community. The preferred means of consultation is a combination of:

Visitations – to villages and other locations; Small meetings & focus groups – as a result of a specific request or on a needs basis; Newsletters – distributed to either selected groups or the whole community; Formal Submission and Public Exhibition processes; Individual letters and letterbox drops for specific projects.

In addition electronic engagement tools including social media will be used where practical. However given the community demographic, this form of engagement will not be used as a primary tool.


Where Significant Community Engagement is important the following five stages will be used: A. Prepare:

a. Define the purpose of the engagement; b. Review and select engagement tools; c. Plan engagement; d. Review relevant information; e. Develop supporting information.

B. Awareness - create awareness of the engagement initiatives among:

a. Councillors; b. Employees; c. Community.

C. Engage- implement an Engagement Plan. D. Respond:

a. Summarise engagement; b. Advise participants of result.

E. Validate – Submissions and Public Exhibition. Visitations A visit to village areas by Councillors and key employees is seen as a key component of the engagement process. Personal representations to those individuals and groups directly affected and those who live away from the town of Oberon is also integral to the consultation process. Management staff and Councillors will arrange Informal Visits to meet with groups and individuals: October – Oberon

December – O’Connell

March – Black Springs

June - Burraga

The Informal Visits will be without an Agenda and will follow a format of “we’re here to listen” Newsletters and Advertising Newsletters sent directly to residents and ratepayers are a useful engagement tool. This may also include linking into promotional material for local events and will be a means of engagement as well as informing the community of road shows or the attendance at events. Other appropriate methods of advertising to be considered include: Rate Notice Insertions – for particular topical issues, and also printed messages on Notices

Regular Newsletter – Oberon and Surrounding Villages Community Newsletter as well as

Oberon Council e-newsletter (generally issued each month)

Newspaper Insertion – a feature Oberon Council single page advertising is now in place.

Australia Post-delivery or other mail-outs for topical issues.

Public Exhibition Processes Council is required by legislation, regulations and guidelines to have a formal Public Exhibition of documents and to invite submissions. This must be done in accordance with those requirements. For all Public Exhibition of documents copies will be available at the Oberon Library and the Oberon Council Administration Centre. All documents will contain a QR Code with a link to the Oberon Council Website and all Notices will include the QR Code. Notices will be placed on the Community Notice Boards in Black Springs, Burraga, O’Connell and Oberon.


ENGAGEMENT FOR THE DRAFT COMMUNITY STRATEGIC PLAN 8.Council and Management Staff (General Manager and Department Directors) will identify a range of key stakeholders and will endeavour to ensure that each group or individual is engaged in and able to participate in the initiatives below: Public Exhibition – the period for Public Exhibition of the draft documents will be determined by a Council decision and documents will be available on the Oberon Council website www.oberon.nsw.gov.au and hard copies available at the Oberon Library, Visitor Information Centre and Council’s Administration Centre. Meetings and Visits – these will be held in Oberon and the villages of Black Springs, Burraga and O’Connell with Councillors and Management Staff attending. At these meetings a PowerPoint presentation (or similar) is to be made and an Information Sheet to be available as well as a Submission Form to facilitate written submissions. Councillors and Management Staff will also be available to meet with smaller groups and attend meetings and to make a brief presentation or answer questions relating to the draft CSP documents. Advertising & Promotion – this should be generated to maximise community awareness of the Public Exhibition of the DRAFT CSP. This will include the Weekly Single Page Advertising in the Oberon Review, and placement of a copy of the formal advertisement in the Community Noticeboards plus details on the Oberon Council Facebook Page. Approving Authority Oberon Council

Contact General Manager

Approval 26 June 2014

Revised replaces May 2013 / Policy 1120

Revision Date May 2015

Issue Date to Staff July 2014

Documents

COMMUNITY STRATEGIC PLAN 2025 END OF TERM REPORT 2017 › sites › oberon › files › public › 13.11 - ATTA… · Oberon 2025 – END OF TERM REPORT - COMMUNITY STRATEGIC PLAN