Temora Shire 2030 Issues Paper
Temora Shire 2030
Issues for Community Consultation
Preparation of a Community Strategic Plan for Temora Shire
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Temora Shire – Issues Paper
Temora Shire 2030 Issues Paper
01 Introduction
Most progressive organisations have a clear idea of why they exist and where they are heading. In 2009, State Parliament enacted legislation to require every council in NSW to work with their communities to plan for the long term – a minimum period of ten years – within the next Council term. Temora Shire Council has taken the initiative to commence the preparation of a long term Community Strategic Plan, engaging Blackadder Associates Pty Ltd to assist in the preparation of the Plan.
Government requirement or not, it is inherently desirable for any community to plan for the longer term. Previously, Temora Shire Council has involved its community in planning for the future through the development of numerous plans including: the three year management plan; state of the environment report; social and cultural plans; and the local environmental plan.
The plans have placed the shire in an excellent position to develop an overall community strategic plan for the next ten years and beyond.
It must be emphasised that the community strategic plan is for the Shire – the community - and not for the Council. The council must of course ensure its budget, programs and actions respond to the community plan. The community plan must fairly reflect the needs, desires and expectations of the community.
02 Current vision, mission, values and critical success factors
Fundamental to any discussion on the setting of strategic planning is the establishment of a vision, mission and values. In recent years, the Council has adopted a number of statements to describe its role and function as a local government authority.
VISION
The manner in which Council would like the Temora Shire to be developed and maintained for the future is described in the following statement:
“To sustain and grow the Temora Shire as a rural community of choice for current and future residents, being united in our heritage yet open to growth and diversity.”
“To celebrate our past achievements in sport, culture and enterprise whilst maintaining our commitment to the future in providing a safe, happy and healthy environment for all.”
MISSION
Council’s mission statement, describing its purpose, is as follows:
“To achieve the best possible outcomes for our community.”
The mission provides a focus for all of the principal activities undertaken by Council.
VALUES
In striving to achieve its vision, Temora Shire Council will place a high priority on:
• Integrity and transparency• Innovation
• Teamwork and co-operation
• Future custodianship / • Effective partnerships
• Community focus
• Continuous improvement
• Leadership and respect
CRITICAL SUCCESS FACTORS
Council will evaluate how successful it’s efforts have been through time by monitoring the following:
• Economic growth• Job creation / retention
• Community satisfaction
• Continuous improvement
• Legacy for the future / • Employee satisfaction
• Positive financial performance
• Quality of life
• Environmental sustainability
It is noted that the above statements – mission, values and critical success factors – are for Temora Shire Council. The challenge ahead is to define the values and aspirations of the Temora community – not the Council.
03 Community Involvement
ISSUES IDENTIFICATION
The past plans provide an excellent foundation to examine the issues of relevance to today and tomorrow. Statements of issues have been prepared to cover key themes of relevance to the community strategic plan; namely the consideration of:
· community leadership related to contributing “engaging, and supporting, the community”;
· the economical issues related to achieving “building our economy”;
· the social issues related to achieving “retaining our quality of life”; and
· the environmental issues related to achieving “preserving our beautiful surrounds”;
A summary of some of the key issues identified are presented in Figure 1.
It must be emphasised that the issues outlined are only pointers to what the Council believes are relevant and they are not exhaustive. The issues paper is designed to stimulate thinking about what might be of relevance for Temora Shire in the future. The community is invited through workshops and other opportunities to contribute their views and thoughts on the future of the Shire.
CONSULTATIONS – SUGGESTIONS FOR PRIORITIES
The consultations will ensure every resident and stakeholder with an interest in the future of Temora Shire will be able to have their say. All community groups and representatives will be invited to participate in the workshops.
After consideration of all suggestions and views, the council will develop a draft community strategic plan for public exhibition in 2011. The final plan will guide the Council in developing its own plans and projects to deliver on the community plan aspirations over the 20 year period.
04 To Contribute to the Plan
Temora Shire residents have the opportunity to contribute to the development of the community plan through community forums and other means. Comments can also be made on the following questions. Forward comments or suggestions to:
Gary Lavelle
General Manager
Temora Shire Council
Ph: 02 6980 1100
Stephen Blackadder
Blackadder Associates Pty Ltd
0412 255 149
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Temora Shire – Issues Paper
Temora Shire 2030 Issues Paper
Figure 1. A Summary of Key Issues to be Considered
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Temora Shire – Issues Paper
Temora Shire 2030 Issues Paper
TEMORA SHIRE – The Issues
Community Leadership: Engaging, and Supporting, the CommunityIssue / Questions
Community Engagement: decision making is strengthened by input from the community; yet, the Shire has struggled with engaging the community in our collective future. / · How can the community become more engaged in debating our key issues?
· Is there more that Council can do to promote meetings? Should they try a different means to engage with the community?
The Farming Community: while the future of the area needs a vibrant agricultural sector, ten years of drought has created serious impacts for our farmers. / · How is the mental wellbeing of farmers supported within the region?
· What can we, as a community, do to strengthen our agricultural sector?
· Apart from water security (see below), what other opportunities and challenges do we expect will be present in twenty years’ time?
Drought and Water Security: Drought and water security are issues that touch upon all aspects of our community. At the time of writing this document, the Draft Basin Plan is proposing to reduce long-term diversion limits locally by between 26 % to 35 % / · With an expected long term decline in water availability within the region, is there a readiness within the community for the change necessary? Do people realise that we must continue adapting?
· What support will we need?
· What opportunities may be available in a new carbon market eg become carbon offset providers?
Leadership and Community: For any community to achieve its long-term objectives, it cannot rely simply on Council to undertake all necessary actions. / • How have we been working together to instil a sense of a community identity?
• How do we assist young community leaders to build their confidence and capability? What role does Advance Temora play?
Changes in Our Population: we must manage the implications of an ageing population, which is made all the more complicated by the loss of many of our younger people to larger cities for work. / · Are the needs of the ageing population understood and adequately addressed?
· What needs to be done to ensure services are available and accessible, particularly for those in outlying areas or smaller villages so that they do not become isolated?
· How is the Shire trying to remain in contact with younger people who leave the Shire for work? How do we try to encourage them to return?
· What is being done to attract and retain younger people from the region, for example, to make Temora Shire home?
Economic Sustainability: Building Our Shire’s Economy
Issue / Questions
Tourism: our wide array of tourism sites may have the potential to create further economic development opportunities / · Do we have a coordinated tourism strategy?
· Do we believe that tourists go away delighted because of their experience with:
§ Motels, caravan and camping facilities?
§ Our tourism attractions?
§ Our service and how we, as a community, treat them?
The Farming Economy: Whilst the sector has struggled in the past decade due to drought and changes in world commodity prices, farming will always be vital not only to the economy, but also to our identity and the wellbeing of the community. / · How will the community ensure that farming remains viable? How will farming remain innovative and adaptable?
· Is there a role for the Temora Agricultural Research Station?
· How can we add value to the existing products that we sell to attract greater sales and loyalty from customers?
· Are there new markets that we could enter? What role does government need to fill to assist with this?
Business Development: to grow our economy, we must not only build tourism and strengthen our farming sector. We must grow existing businesses and attract new investment as well. / · Do we have an opportunity to develop a cluster industry sector that can compete in larger markets?
· What opportunities are there for the local economy from being located near Wagga Wagga?
· Are there opportunities for greater cooperation with nearby Shires? What involvement does the Temora Business Enterprise Group (TBEG) have in developing the economy?
Infrastructure: provision, maintenance and expansion of infrastructure is an issue that consistently remains at the top of the agenda for all spheres of government. / · What further investment in infrastructure is needed to grow our economy?
· What are expected to be the key issues for the community with respect to infrastructure management in ten years’ time? Twenty years’ time?
Post-School Education and the Workforce: Investing in education for employees is just as important as investing in physical infrastructure for the long-term economic success of the Shire. / · Do we have an adequate supply of skilled labour? Do we have a strategy to manage an ageing workforce?
· What role could Council or community groups play in advocating greater links between regional educational service providers (eg Dept. of Education, Council, Charles Sturt Uni and TAFE)?
· If the economy diversifies over time, will new services and skills need to be acquired? How will these impact upon the services provided by TAFE or CSU? How will these be managed?
Social Sustainability: Retaining Our Quality of Life
Issue / Questions
Health: the Shire offers a diverse range of health and aged care services and facilities within the Shire and in Wagga Wagga.
Yet, as the population ages and the Shire loses some of our younger workers, there will be challenges to effectively meet the needs of all residents. / · Is there a Health and Aged Care Services Management Strategy? What is the vision for health and aged care services within the Shire?
· What services should be considered a necessity to remain within the Shire? And what should be based within Wagga Wagga?
· How have Council and key stakeholders (eg Greater Southern AHS) been able to collaborate to develop strategies for recruiting additional medical practitioners?
School Education: the Shire is well serviced by schools and some tertiary facilities. Through time, it will be vital to retain quality education providers within the Shire. / · What are expected to be the key issues with respect to education in ten to twenty years’ time?
· Can greater links be made between the schools, Charles Sturt University at Wagga Wagga, the local TAFE and local business (particularly with respect to traineeships or apprenticeships)?
Community Services and Facilities: with constrained budgets, all communities must assign priorities to particular community services and facilities as we try to balance the needs of all within the Shire. / · Do we have high quality services and facilities available within the Shire? Or nearby, in Wagga Wagga? Where are there currently gaps?
· Is an integrated approach taken to community services (eg Government and Non-Government groups)? Could there be more coordination to reduce duplication?
Transport and Access to Services and Facilities: whilst Temora Shire is ideally located near a major population centre in the form of Wagga Wagga, nevertheless, residents of the Shire are dependent on private transportation / · Is the amount of heavy traffic through town an issue? If so, how should it be managed?
· Do we have adequate access to services and facilities within the Shire? To those in Wagga Wagga? What opportunities are there to improve public transport within the Shire?
· Do our services and facilities provide easy access to parents with prams? To the elderly or disabled?
Sports, Recreation and Culture: “Kids” of all ages, from 0 to 90 years of age, require sporting, recreational and cultural facilities and interests. / · What are expected to be the key issues and opportunities for the community with respect to sports, recreation and culture in ten years’ time? Twenty years’ time?
· Has there been any success in the sharing of resources between members of nearby councils?
Alcohol and anti-social behaviour: concerns have been raised about alcohol abuse within the Shire / · What can be done to reduce binge drinking in the Shire? Greater education? Greater penalties?
· What can be done to reduce other forms of anti-social and unacceptable behaviour such as hoons driving loudly around the streets at night as well as domestic violence?
Environmental Sustainability: Protecting Our Beautiful Surrounds
Issue / Questions
Management of noxious weeds and introduced pests: Australia has a history of introducing many species that have affected farming land and bushland. / · Have local weed and pest management programs been effective? Is a collaborative approach undertaken?
· What impact has introduced species had locally on native animals?
Habitat is heavily disturbed: Due to, in particular, the Shire having few nature reserves present, the clearing of native vegetation has adverse effects not only on native animal populations, but also the economy and tourism. / · How much land is retained for biodiversity protection? Is there a management plan for reserves owned by Council?
· What opportunities are there for the Council to take the lead in the development of a Shire – or Regional - Environmental Sustainability Strategy or Management Plan for the resolution of prioritised challenges?
Education and awareness: landholders require support so that they can retain productive lands whilst still conserving natural resources. / · What programs have been implemented to promote sustainable land practices in the Shire?
· How are the community groups such as Landcare coordinated to ensure that they learn from each other’s wealth of knowledge?
Water quality: to retain good quality drinking water, a place for recreation and maintain aquatic animals, we must always be considerate of the impact of land use on waterways. / · What education programs have been implemented at a Federal, State or Local level to make the community and industry appreciate the potential impacts of their activities on water quality within local waterways?
· How have community and business members taken leadership on the issue?
Salinity: to retain productive farm lands, we must continue to manage soil salinity within the Shire. / · Are saline affected lands and waterways in the Shire being managed effectively?
· What is being done to prevent further salinity outbreaks? What are the consequences for the local economy and environment if inadequate funding is allocated to its management?
READING MATERIAL
Murray-Darling Basin Authority, 2010, Summary of Murrumbidgee Region: From the Guide to the Proposed Basin Plan.