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Your Hill. your home. your vision.

Broken hill 2O33

Community Strategic Plan

Broken hill 2o33 – community strategic plan2

Privacy Statement

The Broken Hill City Council (Council) iscollecting information to inform policy decisionsin relation to the preparation of the Broken Hill2033 Delivery Program 2014-2017 and personalinformation received will be used only for thatpurpose. The Council will receive commentsand submissions, as well as collect and storeinformation, in accordance with the PrivacyAct 1988 (Commonwealth).

Adopted 25 June 2014

This Plan was compiled by Broken Hill CityCouncil.

Images were sourced from Council’s imagelibrary.

Copies of this plan/document can be viewedon-line at www.brokenhill.nsw.gov.au

© Copyright Broken Hill City Council 2014


ACKNOWLEDGEMENTS

ACKNOWLEDGEMENT OF BROKEN HILL CITY council role

Broken Hill City Council has a custodial role ininitiating, preparing and maintaining the CommunityStrategic Plan on behalf of the community, but is notwholly responsible for its implementation.

Achieving the goals of this Plan for the future BrokenHill will require joint action by the whole community.

Council has attempted to honestly record andfaithfully translate community comments in thisdocument to reflect a balance of the issues raised.

ACKNOWLEDGEMENT OF THE BROKEN HILL

COMMUNITY

A number of community engagement activitieshave contributed to the contents of this Plan.

Thank you to all the inspired and responsivemembers of our community who attendedmeetings, participated in workshops and forums,completed surveys, and/or logged commentsonline – your contributions are highly valued.


StakeholdersOur Commitment

The following organisations/groups were involved in the development of this plan.

Centrelink CentaCare Edgnett

The Salvation Army NSW Police Force St Vincent De Paul

Far West Local Health District National Trust CBH Resources

Broken Hill AboriginalCommunity Working Party Broken Hill Community Inc Active After-school

Communities

Department of AboriginalAffairs Royal Flying Doctor Service


Table of contents

ACKNOWLEDGEMENTS ......................................................................................................................................3

Stakeholders..............................................................................................................................................4

COMMUNITY PLANNING.....................................................................................................................................6

THE FRAMEWORK ...........................................................................................................................................7

WHAT YOU SAID IN 2o1o..................................................................................................................................8

WHERE ARE WE AT? .......................................................................................................................................9

THE REVIEW ...............................................................................................................................................10

COMMUNITY & STAKEHOLDER ENGAGEMENT.........................................................................................................11

New priorities ..........................................................................................................................................13

community vision.......................................................................................................................................14

Community values - what we believe in .......................................................................................................15

GUIDING PRINCIPLES......................................................................................................................................20

yOur hill. yOur home. your vision. ...............................................................................................................21

what must be done to achieve our vision .....................................................................................................26

KEY DIRECTION 1: Our community ...............................................................................................................26

KEY DIRECTION 2: Our ECONOMY..................................................................................................................34

KEY DIRECTION 3: Our environment ............................................................................................................41

KEY DIRECTION 4: Our leadership...............................................................................................................47


COMMUNITYPLANNINGBroken Hill 2033 is a long term planthat identifies where, we as acommunity would like to be 20 yearsfrom now and what areas we shouldfocus on to get us there.

Uniting together as community to plan our future

The Broken Hill 2033 Community Strategic Planis a document for the whole community thatencompasses all aspects of life in the iconicCity of Broken Hill and sets a vision for thefuture.

The Plan acknowledges that not one partyalone can make this happen. It takes apartnership to achieve this vision.Government, business and industry,community groups and individuals all have arole to play.

The Plan outlines the social, economic,environmental, governance and leadershipdirections expressed by the Broken Hillcommunity.

It includes:

Objectives – where do we want to be?Strategies – how do we achieve this?Measures – how do we know we are headingin the right direction?Contributors – who has a role to play?

Taking action:

Our Community Strategic Plan requires anddeserves commitment and action from all ofour community. Therefore residents,government, business and community groupswill all need to work with the Plan and takeresponsibility for key areas.


THE FRAMEWORKIn 2009, the NSW Government introducednew legislation in the form of the LocalGovernment Amendment (Planning andreporting) Act 2009 to improve strategicplanning in NSW Councils.

The Integrated Planning and ReportingFramework require Councils to develop aCommunity Strategic Plan, which outlines theVision, Goals and Strategies. The plan is notlimited to the responsibilities of any onegovernment or organisation.

Under the Framework, Broken Hill City Councilwill use the Community Strategic Plan todetermine which goals and strategies canbe implemented at a Local Governmentlevel. These goals and strategies are includedin a four year Council Delivery Program.

To ensure that Council has the requiredresources to achieve the goals and strategiesset out in the Delivery Program, a ResourcingStrategy is prepared to address long termasset management, financial managementand workforce planning.

The Operational Plan is a plan which focuseson the short term. It provides a one yeardetailed plan of which activities and projectsfrom the Delivery Program will beimplemented.

Each year, our success in achieving the goalsand strategies set out in these plans will bereported through Council’s Annual Report.

Although considered long term, ourCommunity Strategic Plan and DeliveryProgram will remain current through a fouryearly review in line with Local GovernmentElections.

The first Community Strategic Plan for BrokenHill was endorsed in 2010 and we are proudof the achievements made since this time.The Plan was subsequently reviewed after asignificant community engagement exercisein 2013.


WHAT YOUSAID IN 2o1o

One of the most confronting aspects was thepotential future exhaustion of miningresources and the need to focusemployment and economic opportunitiesinto other industries.

Our challenge was to actively and seriouslyaddress the issues identified during theconsultation activities so that the future ofour City could be assured.

Some of the issues and challenges were ofimmediate concern and required actionwithin the first few years, while many relatedto significant and complex issues whichrequired longer term planning and resolution.

At a glanceThe City of Broken Hill has a proud history.

The City is in a period of transition – at somestage in the future the mining resources on

which the City has prospered will bedepleted. Broken Hill is acutely aware of the

need to reinvent itself.

At the same time other facilities, attractionsand ventures need to be explored and thisCommunity Strategic Plan identifies future

opportunities to sustain the City as a vibrantplace to live, play, work and invest.

2o1o consultation aspirations

A centre for tertiary education

Clever technology

A transport hub

Integration in the population

Increased population

Increased job opportunities

A cleaner and greener City

Reliable and affordable water & electricity

Increased social investment in environmentand community by the mining sector

Improved recycling programs

Harness existing resources

Brand Broken Hill to attract investment

Investment in education and training foryouth and the elderly

Youth patrol

Heightened cooperation betweenIndigenous and non-Indigenous

Increased Indigenous home ownership

Reduction in vandalism

Encourage volunteering

Financial stability and security


WHERE ARE WE AT?Since 2010 a number of significant achievements had been made. The Community’sprogress on the plan is set out below:

Key Direction 1: Our Community

Achievements from Broken Hill 2030 Midnight Basketball Program Introduction of Off Leash Dog Areas Completion of Broken Hill

Regional Aquatic Centre Increased visitation to Broken Hill Regional

Art Gallery Annual Community Services Forum Redevelopment of North Family Play

Centre New amenities at Sturt Park

Redevelopment of Gasworks Commencement of City cycleway

Key Direction 2: Our economy

Achievements from Broken Hill 2030 Increased mining exploration New air services between Broken Hill &

Melbourne (via Mildura) Announcement of Broken Hill as a

Federal Government Solar FlagshipProject Site

Development and implementation of ‘ForReal’ Broken Hill Brand Strategy

Key Direction 3: Our environment

Achievements from Broken Hill 2030 Community education campaign on

water sustainability Waste education workshops in Primary

Schools Undertake audit of water quality and

monitor and report status Living Desert link road and consolidated

entry established Free TV Recycling Program Developed community-wide recycling

strategy

Key Direction 4: Our leadership

Achievements from Broken Hill 2030 Continued extensive community

engagement Grant funding submissions for various

projects


THE REVIEWThis is a long term plan, however as we live ina changing world we must ensure our planstays relevant.

As changes occur in our community we mayhave to adjust our strategies in order to meetour overall vision. This is why we refer to ourCommunity Strategic Plan as a livingdocument. Whilst it is anticipated thedocument will be reviewed every four years,the 2014 revision was deemed necessary tostrengthen the Plan by further developing thegoals and actions of the Key Directions.

The 2014 revision has focused on integratingother important activities and planning thathad previously been undertaken in BrokenHill. This includes the Broken Hill brandingconsultation and development as well otherstrategies and plans currently in place.Extensive information and research wasundertaken to refine, inform and align thePlan.

Overall there has been significant communityconsultation between 2011 and 2013 wherestrong input was provided through a varietyof activities and events. During the process ofthe 2014 review, the results of this consultationhave continued to inform this plan. Given the“freshness” of this consultation, furtherextensive engagement did not occur for the2014 revision.

In reviewing the Plan, one of the mainchanges made to the document was theremoval of the "Our Services" Key Direction. Itwas decided that this was more about whatwe were doing rather than what we weretrying to achieve. As such, the strategieswithin this Key Direction have been moved toone of the four others based upon theunderlying outcomes being Community,Environmental, Economic and Leadership.

Other goals and strategies throughout thedocument may be worded a little differently;however the overall goals and strategieshave remained consistent with the aspirationsof the 2013 review.

The Plan will now be reviewed every fouryears, in line with the Local Governmentelection cycle. A Progress Report will beprepared to make sure we are heading in theright direction. The report will documentprogress against the community,environment, economy and leadership keydirections outlined in this Plan.

At a glanceThe Community Strategic Plan belongs to allBroken Hill community and land owners andrelies on all of us to achieve the outcomes

we seek in the future. At the same timeBroken Hill City Council has a major

responsibility to achieve or facilitate many ofthe outlined strategies.

In order to measure how successful thecommunity has been in addressing the

strategies and achieving the type ofcommunity and lifestyle outlined in the Vision,

two measures – in the form of keyperformance measures and communitysatisfaction with progress - are proposed.


COMMUNITY &STAKEHOLDERENGAGEMENTA number of community engagement activities havebeen undertaken to inform the contents of this plan.

The consultation activities allowed for the community toidentify a number of significant and important issuesconfronting the City.The most recent significant communityconsultation and engagement undertaken toinform this Plan was in 2013. During thisconsultation a variety of engagementtechniques and activities were held toencourage high participation by the localcommunity.

The following table provides a summary ofthe consultation during April 2013.

Event Date Attend-ance

Summit for CommunityStakeholders

9th 44

Youth Forum 9th 30Outdoor Councilemployees

10th 67

Administration Councilemployees

10th 47

Community SausageSizzle

10th 50

Think Tank ThursdayCivic Centre Open Day

11th 10

Think Tank Thursday city‘Pop-ups’ Airport Hospital Plaza Skate Park HACC Town Square Bells Milk Bar Aquatic Centre

11th 300

Formal correspondence was forwarded to allPrimary School Principals asking for studentsto contribute to the Community StrategicPlan by answering the following questions:

What is your favourite thing to do inBroken Hill? What would you like to see in Broken Hillin the Future?

A total of 233 responses were received anddisplayed at the Civic Centre during ThinkTank Thursday.

Further to the above listed consultationmethods a 10 question survey wasdeveloped considering the issues andpressures that may affect the communityand the level of resources that will realisticallybe available to achieve aims andaspirations. 122 community membersresponded to this survey.


2o11 community branding engagement

other consultation

A number of specific planning documents forBroken Hill and the Far West have been usedto inform this Plan.

It should be noted that the authors of thoseplans have also undertaken a variety ofcommunity consultative activities prior tofinalisation.

These plans include but are not limited to:

Regional Development Far West NSW –Regional Plan 2012-2022

Broken Hill Strategic Tourism Plan – 2010-2020

Far West Regional Action Plan – NSW2021

Safer Broken Hill - Community Safety andCrime Prevention Plan – 2013-2017

The Community Strategic Planning process in2010 identified the need to understand thetrue identity of the City. The development ofa Brand Strategy became an action inBroken Hill’s first Community Strategic Plan in2010.

The process involved significant andextensive community consultation as well asinterviews with leaders in key drivingsegments of community and economicdevelopment for the city. Consultationincluded Council and community workshops,reference groups and online feedbackopportunities.

Understanding the needs and attitudes ofthe local community and key stakeholderswas an important element in developing theBroken Hill brand.

The branding process was one of discoveryfor many, with a concentration on what wevalue and what we should be recognised foras a community.

In 2011, the FOR REAL branding was launchedand unites the community through itssymbolism of Broken Hill’s history, values andattributes.


New prioritiesDuring April 2013, the communityconsultation identified additionalpriorities to those in the existingBroken Hill 2030

New priorities included: One community, one plan: Involvement

of Government and Non-GovernmentDepartments in its facilitation andsuccess.

Council to play a greater advocacy/lobbyist role.

Provision and retention of facilities andopportunities for youth.

Management of health impactsassociated with environmental lead.

The strategies to address the outcomes ineach Key Direction have either a short,medium or long term timeframe:

The Plan has been developed based on theissues, challenges, opportunities and prioritiesidentified by the community and relevantplans. All feedback received as a result of theconsultation has been analysed within thecontext of the existing Plan and amended toincorporate the community’s feedback andnew priorities.

Short term - 2013 – 2017Medium term - 2013 – 2021Long Term - 2013 – 2033

Health, Community& Recreation

Facilities

Road Maintenance

Training &Education

highest priority issues for the next 1o years











SustainableEconomy

Health, Community& Recreation

FacilitiesAirport Re-

Development

Training &Education

Population Growth

Trees, Parks & OpenSpace

Arts& Cullture

Transport












Sense ofCommunity

Tourism

Population Growth



community vision“Broken Hill will be a self-reliant, strong regionalcommunity with services and facilities to support anactive, vibrant residential population, valuing and sharingthe region’s unique natural and built environment withregional, national and international visitors…..”

KEY DIRECTIONS

Our CommunityWe are a connected community and enjoy

our safety and wellbeing. We keep ourheritage alive and relevant; it is the

foundation for the way we unite to get thingsdone and maintain our inclusive lifestyle.

Our EconomyWe are accustomed to tackling our

problems for real; our willingness to createchange and diversify makes us resilient,

securing our long term economic prosperityand paving the way for other communities to

follow.

Our EnvironmentWe value our wide streetscapes, quality of

life and stunning vistas; we are committed toconservation and preservation of the natural

environment and greater reduction of thehuman impact to ensure a sustainable and

healthy community.

Our LeadershipWe have strong civic and community

leadership. We are inventive, inclusive andinnovative; when we work together there isnothing we can’t do and our achievements

continue to write history.


Community values -what we believe inAwe-inspiring

“The magnificence of the place is deeply touching –beautiful vistas that seem to last forever, stunningheritage streetscapes, the amazing light and richAboriginal heritage. Then there’s the Line of Lode itself,and the stunning crystals that came out of it. Plusthere’s the people whose stories and ongoing positivitysimply amaze. It inspires you to the core.”

Amazing

Magnificent




Awe-inspiring

Beautiful

Impressive

MovingAmazing

Magnificent





Community values -what we believe in

Open

“The openness of our landscape is an invitation to stripaway protective layers and see with clarity. Limitlesslandscapes create a sense of freedom and unrestrictedpotential. The feeling of welcome abounds.”

Accessible

Approachable



Open


Open

Clear

Limitless

FreeAccessible



Open



Community values -what we believe inOriginal

“Our circumstances of being an isolated placesurrounded by expansive beauty have produced auniqueness that can’t be matched. We are compelled tocreate and express our individuality and eccentricities.We pave the way for others to follow. We honour ourheritage and keep it alive and relevant. Our strong senseof identity is a skill for this century”

Creative

Pioneering




Original

Eccentric

Nostalgic

UniqueCreative

Pioneering





Community values -

what we believe in

Humanity

“Here we are constantly reminded of the very best ofwhat makes us human – caring for others, supportingthose in need and being honest to each other andourselves. We use humour to bring us back down to earthand forge deep bonds of friendship. There is a fire in ourbelly and a twinkle in our eye”

Supportive

Mateship


Community values -

what we believe in

Humanity


Humanity

Caring

Funny

HonestSupportive


Community values -

what we believe in

Humanity



Community values -what we believe inFEARLESS

“If we need to get something done, we do it – with no BSattached. No-one can tell us what to do or how to do it.We use whatever we can get our hands on to make ithappen. There’s no choice but to get on with it. Weknow exactly who we are, what we want and how to getit. Our bravery and confidence makes those around usfeel safe.”

FEARLESS

Resourceful




FEARLESS

Fearless

Resilient

Wise

DeterminedBold

Resourceful




FEARLESS


GUIDINGPRINCIPLESThe Broken Hill 2033 Community Strategic Plan is underpinned by the following guidingprinciples.

Open and embracing

The Community Strategic Plan is committed to ensuring equitable and inclusive decision-making, actions and opportunities. All residents are provided the opportunity to participatein decisions that affect their lives.

Ethical

The Community Strategic Planning process is committed to ensuring that decision-making isfair and focuses on reaching agreement. It will look to involve the whole community so thatconcerns are understood and considered. Reporting on the Community Strategic Plan willbe accountable and transparent and readily available to all residents.

Collaborative

The Community Strategic Plan is committed to enhancing partnerships and acknowledgingthat everyone has a role to play in achieving the future we desire. We are stronger if wework together to meet our challenges and embrace our opportunities as we work towards acommon and sustainable future.

Enduring

The Community Strategic Planning process will recognise our actions today have an impacton future generations. We will consider the needs of current and future generations and willensure that services are prioritised according to whole of community needs and adequatelyresourced.

Useful

The Community Strategic Plan will clearly outline the direction for all in a user friendly, easy toread format that includes relevant information for the local community and stakeholders.

Informed

The Community Strategic Plan considers a range of information sources such as legislation,industry research, and community and stakeholder issues.


yOur hill.yOur home.your vision.“At Broken Hill we’re for real. We believe in realexperiences. Real places, real friendships and realvalues.”

Since its birth as a little mining village in the1880s, Broken Hill has gone on to berecognised as the boldest place in theAustralian outback, a reputation pressure-cooked over decades of hardship andheroic survival in the desert.

The ore body discovered in 1883 immediatelymade Broken Hill famous - a frontier outpostpromising great fortune and luring peoplefrom all over the world.

Broken Hill Propriety (BHP) boomed in the1880s and the population reached 20,000 by1891.

There have been periods of boom and bustbut in the 70s and 80s something changed.The dominant workers’ culture gave way to alocal passion for the arts.

Artists like Pro Hart and locally-made filmssuch as Mad Max 2 and Priscilla: Queen ofthe Desert gave birth to tourism.

Soon, Broken Hill began to be seen throughthe eyes of the world as a place of beautyand an iconic travel destination.

No longer content with its 2-speed miningeconomy, Broken Hill begun a new era asmore than an engine of sweat and stone.

People began to regard the City and itspeople as a culture in its own right, a placewith a definite outback soul that might beexported to the rest of the world.

Through the efforts of community leadership,Broken Hill is a living museum, an artefactthat survives in the desert.

Art deco shopfronts petition to customersfrom a bygone age and there are buildingsboth grand and made of tin.

Yet there is also a sense of luxury, comfortand sophistication thanks to decadesaccommodating mining magnates, moviemoguls and visitors from around the world.There literally is no-where quite like it onearth.

Most of all…….there are few places in theworld where one can stand in a street at theurban boundary, some 20,000 people and alltheir dwellings immediately at one’s back,and view nothing but red desert in front, asfar as the eye can see.

This is the essential experience of Broken Hill.


yOur hill.yOur home.your vision.“We are surrounded by the real things in life, magnificentopen landscapes, connection to the land, the pure nightsky and bona fide characters who aren’t afraid to bethemselves.”

Beyond the Darling River on the edge of thesundown, is where they used to say youwould find Broken Hill, as if there wasnowhere further to travel in Australia. Perhapsit was the feeling of suddenly beingconfronted by such vast space, like an inlandsea rolling into the sunset.

The desolate landscape surrounding BrokenHill is like driving towards a painting of softmauve and sage hues. It is no wonder thatthe City has become known as a mecca forartists.

It is here that the big red roos run 200kilometers in a night chasing a thunderstorm,and the unique Sturt Desert Peas bloom indark red soils.

The City of Broken Hill is the largest regionalcentre in the western half of New SouthWales. It lies in the centre of the sparselysettled New South Wales Outback, close tothe South Australian border and midwaybetween the Queensland and Victorianborders.

The nearest large population centre isMildura in Victoria, 300 kilometers distant tothe south on the Murray River. The nearestcapital city is Adelaide, South Australia,approximately 500 kilometers to thesouthwest.

Because of its location, Broken Hill has strongcultural and historical connections with SouthAustralia and operates on Central AustralianTime, one half hour behind Eastern StandardTime.

Broken Hill is an ideal place to raise a familyin a friendly regional City that embraces truecountry values.

Accessing Broken Hill is easy with a goodnetwork of sealed highways connecting theCity with Sydney, Melbourne and Adelaideand Regional Express Airlines offering regularreturn flights to these three state capitals.

CountryLink provides a rail link betweenBroken Hill and Sydney while Great SouthernRailway’s Indian Pacific services Broken Hillfrom Adelaide and Sydney.


yOur hill.yOur home.your vision.“We believe in hard work and getting things done. Wesay what we really think and act on what we really feel.Bullshit, fakes, virtual living and superficiality are ourenemies”

Our People

Based upon the 2011 Census, the populationof Broken Hill City was 18,517 of which 48.7%were male and 51.3% female, with 1,398 or7.5% identifying as Aboriginal and Torres StraitIslander.

Our people occupy 8,056 dwellings, whilst afurther 1,558 dwellings are recorded as beingunoccupied. The average household size perdwelling is 2.22 persons.

Broken Hill City has a lower proportion ofhouseholds in the medium to high categorycompared to New South Wales.

Overall, 17.9% of the workforce earned ahigh income, and 18.1% earned a lowincome, compared with 22.1% and 15.8%respectively for New South Wales. Income isan indicator of socio-economic status.

Population projections indicate that thepopulation as a whole will decrease by 20.2%between 2006 and 2026. The population hasalready decreased by 8.0% between 2006and 2011 Census collections. The proportionof people aged 65 years and over isprojected to rise from 19.8% in 2011 to 24.8%by 2021, 28.0% by 2026 and to 31.1% by 2036



Our People








Our People







yOur hill.yOur home.your vision.“When you come here what’s real gets into your pores.Broken Hill delivers a dose of reality that will put you intouch with the real things in you too – so we can all carryon the fight for the things in life that really matter.”Our Economy

Broken Hill City’s Gross Regional Product isestimated at $0.90 billion, which represents0.2% of the State’s GSP (Gross State Product).

Gross Regional Product (GRP) is a measure ofsize or net wealth generated by the localeconomy. Changes from year to year arereflective of changes in employment,productivity or types of industry.

In 2011/2012, the total tourism and hospitalitysales in the City was $74.2m, the total valueadded was $33.9m.

The job to resident ratio for Broken Hill City in2011/2012 was 0.95, meaning that there werefewer jobs than employed residents. In thesame year, 86.2% of the City’s workingresidents were employed locally, decreasingsince 2006.

1,693 people in Broken Hill held a tertiaryqualification in 2011. Overall, 31.0% of thepopulation aged 15 and over heldeducational qualifications and 52.8% had noqualifications, compared with 41.5% and46.8% respectively for regional NSW.

Whilst education levels do not comparefavourably with Regional NSW, the trend ispositive, with 461 more people havingundertaken tertiary education between 2006and 2011.

7,008 people living in the City in 2011 wereemployed, of which 62% worked full time and35% part time. There are more techniciansand trades workers than any otheroccupation.




















The unemployment rate was 8.3%, animprovement on 2006 figures with anadditional 129 people employed. Analysis ofthe labour force participation rate of thepopulation in Broken Hill in 2011 shows thatthere was a lower proportion in the labourforce 50.3% compared with Regional NSW at56.4%.

More people in the City work in health careand social assistance than any other industry,with 16.2% of people working in this sector.The 13.2% of people employed within retailtrade and 9.7% in accommodation and foodservices reflects the City’s diversification intoareas such as tourism. Mining now representsonly 10.4% of employment.

Our Environment

Broken Hill is nestled amongst the BarrierRanges in Far West New South Wales, aunique arid environment that includes manyriver systems (many seasonal) and has thelargest and most diverse natural rangelandswithin NSW.

The City prides itself on the establishmentand commitment to the Living Desert. TheLiving Desert Reserve is located 12km fromthe City of Broken Hill and covers 2400ha ofland. Within the reserve is the 180ha LivingDesert Flora and Fauna Sanctuary andprovides for the protection of native floraand fauna for the benefit of our ecosystemand sustainability.

As a community built around mining, the Cityhas long been challenged with theassociated environmental impacts and overthe years has adopted a number of

Initiatives to reduce this impact, including theintroduction of a Lead Reference Group tocontribute to the management ofenvironmental lead in the City. Aconcentrated effort must continue to bemade now and into the future includingmonitoring of current operations andrehabilitation of unused mine sites.

Water security is an important issue for theCity. There are no natural permanent waterbodies in the Broken Hill area and the City’swater supply is piped from the Darling Riverat Menindee and from manmade reservoirsat Stephens Creek, Umberumberka andImperial Lake.

The dry conditions are highlighted by BrokenHill’s average annual rainfall of 243.6mm,with the wettest month being January at anaverage of 26mm.




Our Environment










Our Environment








what must bedone to achieveour visionKEY DIRECTION 1: Our community

In Broken Hill ourpeople are ourgreatest asset.We are resilientand believe inhard work,getting thingsdone and unitingto make adifference.

“Sense ofCommunity” wasidentified by ourresidents asbeing amongst

the most important areas of priority forBroken Hill. A sense of community representsa sense of belonging and identity. It requirespersonal investment and shared influence,participation and commitment.

Broken Hill is full of genuine people withgenuine values and this was capturedthrough the adoption of the FOR REALbranding, which is how we represent our City.

The people of Broken Hill are champions ofwhat’s true, right, sincere, solid, tangible,unaffected, genuine, meaningful andauthentic. We are like the Hero – wherethere’s a will there’s a way. We value beingopen, original, fearless, human and awe-inspiring.

We know our isolation is as much a strengthas it is a weakness, but it delivers a dose ofreality - if we need to get something donewe just do it. This creates a real sense of whowe are, in an age where individuality andtechnology is vastly affecting the fabric ofother communities and how they interact tosolve their problems.

Broken Hill has an inclusiveness not easilyfound elsewhere. Our rich mining heritagehas brought people from all over the world,yet together they have combined toinfluence a nation. Their stories are heroic,inventive and bold. There is still a sharedcommitment amongst us to make Broken Hilla place that will continue to survive andthrive in the desert. We warmly welcomepeople from ‘away’ and they take treasuredmemories with them.

The focus of the Key Direction – OurCommunity is our people and how we canwork together to ensure we position ourselvesto retain our sense of identity, our health,wellbeing, social inclusion andconnectedness.

The tables below provide objectives to helpus meet the overall goal for “OurCommunity” which contributes to thecommunities combined vision for the future.Under each objective we show strategies toallow us to meet our goals along withmeasurements to help us ensure we are onthe right path.


Objectives

OBJECTIVE 1 .1 – PEOPLE IN OUR COMMUNITY ARE IN SAFE HANDS

How do we achieve this?

CSP # Strategy1.1.1 Increase community awareness of safer community initiatives1.1.2 Promote a whole of community approach aimed at reducing preventable crime

and nuisance within the city1.1.3 Strengthen and encourage partnerships that promote a coordinated approach to

community safety1.1.4 Provide protection from natural and technological disasters

How do we know we are heading in the right direction?

Indicator Measures DirectionHow safe do we feel in ourneighbourhood?

Perception of safety in theCitySource: Community Safety Survey

Increase in perception ofsafety in the City

Perception of crime or publicnuisanceSource: Community Safety Survey

Decrease in perception ofproblems with crime andpublic nuisance

Perception ofneighbourhood trustSource: Community Safety Survey

Increase in the number ofresidents who feel safe athome

Is reported crimedecreasing?

Recorded offences for breakand enterSource: NSW Bureau of Crime Statistics

Decrease in recordedoffences for break and enter

Recorded offences forassaultSource: NSW Bureau of Crime Statistics

Decrease in recordedoffences for assault

Recorded offences formalicious damageSource: NSW Bureau of Crime Statistics

Decrease in recordedoffences for maliciousdamage

Who is going to work together to make it happen?

Key Contributor Informationprovision &or serviceprovider

Advocate Partner

Broken Hill City Council

Business and business groups

Community members and groups

Department of Education and Communities

Department of Family and Community Services

Department of Justice and Attorney General

Department of Premier and Cabinet

Non Government Agencies

NSW Police Force (Barrier Command)

Office of Liquor, Gaming and Racing


ObjectivesOBJECTIVE 1.2 – our community works together


CSP # Strategy1.2.1 Develop and implement initiatives to celebrate the achievements within the

community1.2.2 Encourage volunteering and create initiatives to support the strong volunteer base

currently engaged in Broken Hill1.2.3 Develop relationships to address local issues and create opportunities1.2.4 Openly share information to allow participation and inclusion1.2.5 Promote the coordination of services and facilities where possible to ensure effective

and efficient service delivery1.2.6 Develop, implement and evaluate strategies to address the impact of a changing

population on local facilities and services1.2.7 Provide access to appropriate facilities, services and information based on

community needs


Indicator Measures DirectionAre we celebratingachievements?

Recognition activitiesundertaken

All significant achievementsare recognised

Are we maintaining a strongvolunteer base?

Volunteer numbersSource: ABS Census statistics

Increase or maintainvolunteer numbers

Are we working together onlocal issues?

Involvement fromstakeholders in activitiesaddressing the CommunityStrategic Plan strategies

Increase in the number ofactive stakeholders workingtowards community goals

Are we aware of activities,events, decisions andopportunities to allowparticipation?

Participation in activities andeventsSource: Community Survey

Increase in participation atactivities and events

Participation in decisions-making affecting thecommunitySource: Community Survey

Increase in opportunity forcommunity to have their say



Advocate Partner




Mining and Industry

NSW Department of Premier and Cabinet

Federal Government Agencies


NSW Office of Education and Communities

State Government Agencies


ObjectivesOBJECTIVE 1.3 – OUR HISTORY, CULTURE AND Diversity IS EMBRACED AND CELEBRATED


CSP # Strategy1.3.1 Raise awareness of cultural and community events that celebrate Broken Hill’s

cultural diversity1.3.2 Increase our capacity to plan and conduct public events in Broken Hill1.3.3 Ensure our residents and visitors are aware of the importance of Broken Hill in

Australian History1.3.4 Provide cultural services and facilities that celebrate our rich history


Indicator Measures DirectionDo people know aboutcultural and communityevents?

Number of events listed onevents calendarSource: data collected

Increase in visitation towebsite containing eventscalendar

Are events being held? Number of eventsSource: Data collected

Increase in number of events

Do our residents and visitorsknow about the history ofBroken Hill?

Community knowledge andappreciation of local historySource: Community Survey

Increase in communityknowledge of local history

How often do we attend arts,cultural and creativeactivities?

Attendance to arts andcultural activitiesSource: Community Survey

Increase in attendance toarts related activities

Participation in arts andrelated activitiesSource: Community Survey

Increase in participation inarts and related activities



Advocate Partner

Australian Council for the Arts





Department of Environment (Heritage Branch)

Department of Families and Community Services

Mining and Industry


NSW Department of Environment & Heritage

NSW Office of Communities

Regional Development Australia

West Darling Arts


ObjectivesOBJECTIVE 1.4 – OUR BUILT ENVIRONMENT SUPPORTS OUR QUALITY OF LIFE


CSP # Strategy1.4.1 Maintain the character of our historic City through good design1.4.2 Social and recreational opportunities are provided for the enjoyment of all1.4.3 Our heritage is maintained and enhanced by initiatives to increase heritage value1.4.4 Improve the quality of roads in and around the City and region1.4.5 Develop, implement and evaluate strategies to address the impact of a changing

population on local facilities and services


Indicator Measures DirectionDo we value the builtheritage of our City?

Number of heritage relatedbuilding projects undertakenSource: data collected

Increase in number ofheritage related buildingprojects

How do we spend our freetime and are we satisfiedwith the facilities provided?

Visitation to leisure venuesSource: Community Survey

Increase in visitation to leisureand sporting events andvenues

Do we feel safe whentravelling around the City?

Satisfaction with transportinfrastructureSource: Community Survey

Increase in satisfaction withlocal transport infrastructure

Do we feel confident that wecan adapt to the changingpopulation?

Perception of impacts onquality of life due topredicted populationchangeSource: Community Survey

Increase in confidence in thesustainability of quality of lifein the City



Advocate Partner




Department of Environment (Heritage Branch)

Mining and Industry

NSW Department of Environment & Heritage



NSW Roads & Maritime



ObjectivesOBJECTIVE 1.5 – OUR HEALTH AND WELLBEING ENSURES THAT WE LIVE LIFE TO THE FULL


CSP # Strategy1.5.1 Create opportunities for people to participate in active and healthy recreational

activities1.5.2 Provide quality health, medical and allied services to meet demographic changes,

particularly 24-hour medical services, specialist services and mental health supportservices

1.5.3 Provide a suitable range of disability and aged care services1.5.4 Provide equitable and appropriate access to public transport within Broken Hill City

and regionally1.5.5 Provide and maintain efficient and reliable utilities and services to the Broken Hill

community1.5.6 Provide our children with equitable access to a range of opportunities1.5.7 Encourage cycling and walking, through developing safe tracks and paths


Indicator Measures DirectionIs our community healthy? Regularity of physical activity

of residentsSource: Community Survey

Increase in residentsundertaking daily or weeklyphysical activity, anddecrease in residents that donot do any physical activity

Participation in fitness andsporting activitiesSource: Community Survey

Increase in proportion ofresidents that participate inany fitness or sporting activity

Residents reported healthstatusSource: Community Survey

Increase in residents healthstatus compared with priorreporting period

Are we able to accessappropriate medicaltreatment?

Residents reported access tomedical servicesSource: Community Survey

Increased satisfaction inrelation to accessibility tomedical services

Are there services availableto support the needs of agedand disabled residents?

Availability of aged careaccommodationSource: data collection

Reduced waiting lists foraged accommodation

Satisfaction with aged carepackagesSource: Community Survey

Increased satisfaction withaged care packagessupporting independentaged living




Advocate Partner





Department of Family and Community Services


NSW Ministry of Health

Maari Ma Health

Far West Local Health District

Far West Medicare Local


Non Government Education and Care Providers


IDEAS TOMAKE IT HAPPEN

Get to know your neighbours

Participate in community events

Utilise public spaces

Observe the speed limit especially in local neighbourhood streets

Walk or ride around your local neighbourhood

Promote inclusion

Support local events and festivals

As a community celebrate our successes

Learn about our local history

Join a community group

Become a volunteer

Attend/support cultural venues, events and activities

Develop leadership skills in young people

Keep your neighbourhood tidy

Get involved in sporting and recreational activities

Become an organ donor

Advocate to improve your community

Become a mentor

Share your local memories with others

Embrace creativity


what must bedone to achieveour visionKEY DIRECTION 2: Our ECONOMY

Broken Hill is a leader in remote communityresilience; where the community unite totackle problems and a global perspective isapplied to deliver broad prospects foreconomic participation.

Our community understands the importanceof economic diversity to guarantee asustainable future for the City. A sustainableeconomy was by far the largest priorityidentified through the 2013 communityconsultative process, further acknowledgingthat diversification is the ‘key’ to addressingchallenges associated with the contractionof the mining industry.

A sustainable economy is inclusive,equitable and diverse. It is an economywhere businesses prosper and everyonestands to benefit. The performance of oureconomy directly impacts on the way wework, live and play and the mining peaksand troughs do provide a challenge.

The emphasis our community has giventowards a sustainable economy recognisesthe imperative to innovate, problem solveand create new opportunity in order toremain relevant in a global environment thatis marked by rapid social and technologicalchange.

It also marks a shift in community appraisal,recognising that, although technology hasreduced the need for labor over the years, ithas also delivered efficiencies and bridgedthe isolation gap. Technology paves the wayto operate on a national and global scaleand delivers far greater opportunities ineducation, tourism and business. Now thelocal community is not the only sourcemarket for our goods and services and we allsee the clear need for high-speed

broadband to connect Broken Hill to theworld and enable us to fully capitalise on theopportunities that this infrastructure creates.

In order to reduce our reliance on the miningindustry, the community identified strategiesthat reflect a commitment anddetermination to expand our thinking andadapt to remain relevant in the world as it istoday. This means building on existingeconomic platforms, like art, culture andtourism, and building on new opportunitiessuch as technology, renewable energiesand education.

Not only must we seek prospects for newbusiness investment, we must alsoencourage and support localentrepreneurialism and innovation as oureconomy transforms to meet newopportunity.

Broken Hill has history of resilience andgetting things done. It is a leader in remotecommunity revitalisation and as end-of-minelife becomes a reality on the horizon, wecollectively recognise the need to work incollaboration, look ‘outside the box’ andbreak new ground in order to assure oursustainable future.

The tables below provide objectives to helpus meet the overall goal for “Our Economy”which contributes to the communitiescombined vision for the future. Under eachobjective we show strategies to allow us tomeet our goals along with measurements tohelp us ensure we are on the right path.

Objectives

OBJECTIVE 2.1 – our economy is strong and diversified and attracts people to work,live and Invest


CSP # Strategy2.1.1 Create greater collaboration and strategic planning capacity with a view to

identifying opportunities and increasing economic activity2.1.2 Develop and implement strategies and partnerships to encourage new investment

opportunities within the region2.1.3 Investigate transport hub options for Broken Hill and surrounds to drive and support

economic activity2.1.4 Increase economic opportunities by activating public spaces2.1.5 Manage and develop public infrastructure to enhance economic opportunities2.1.6 Secure high-speed broadband for the City2.1.7 Pursue new ideas and approaches for business and industry investment including

creative industries, renewable energy and technology related projects2.1.8 Both new and existing businesses are developed, supported and promoted


Indicator Measures DirectionAre we attracting newinvestment?

Number of jobs by industry inBroken HillSource: ABS data

Increase in localemployment and greaterdiversification of industrysectors

How is our populationchanging and are weminimising projecteddecline?

Net change and growth inestimated residentpopulationSource: ABS data

Greater resident populationcompared to projections

Do we have access totechnology that providesbusiness opportunity

Satisfaction with internetavailability and speedSource: Community Survey

Increased satisfaction withinternet quality and speed

How many unoccupieddwellings do we have?

Number of unoccupieddwellingsSource: ABS data

Decrease in number ofunoccupied dwellings

What is the value of our localeconomy?

Gross regional productBroken Hill

Local GDP maintained orincreased

Value and percentagecontribution of industrysectors

Increase in diversification

How do the workers andresidents contribute to localeconomic productivity?

Worker productivity byindustry sector

To be developed




Advocate Partner


Broken Hill Community Foundation

Broken Hill Chamber of Commerce



NSW Department of Environment and Heritage

NSW Department of Trade & Investment

NSW Department of Planning and Infrastructure





Politicians


ObjectivesOBJECTIVE 2.2 – we are a destination of choice and provide a real experience that

encourages increased visitation


CSP # Strategy2.2.1 Cooperatively engage government, business and community stakeholders in

developing a strategic approach to the management of tourism2.2.2 Institute a destination-based research program to better inform decision-making2.2.3 Investigate the development of industry led tourism to drive a robust tourism sector2.2.4 Ensure service excellence in the tourism, hospitality and retail sectors to enhance

visitor experience and maximise yield from tourism2.2.5 Enhance the provision and delivery of authentic visitor products and experiences2.2.6 Improve accessibility for visitors to and from Broken Hill2.2.7 Establish and deliver a consistent destination brand and image that positions Broken

Hill as a significant outback destination in Australia2.2.8 Develop a strategic and proactive approach to the development, management

and marketing of conferences, events and filming activities


Indicator Measures DirectionHow many tourists havevisited and how long did theystay?

Number of overnight visitorsSource: Tourism Research Australia

Increase in overnight visitors

Number of visitor nightsSource: Tourism Research Australia

Increase in visitor nights

How much did our visitorsspend?

$ per night spend Increase in estimated $ pernight spend

How many conferences wereheld in the City?

Number of conferenceeventsSource: data collected

Increase in number ofconferences held in the City

Are our target audiencesaware of us?

Number of visits/hits tomarketing promotionsSource: data collected

Targets of marketingcampaigns met

How is tourism contributing toour local economy?

Value added to theeconomy through tourismSource: Economic Online data

Increase in value addedthrough tourism




Advocate Partner





Destination NSW


Inland Tourism

NSW Department of Environment and Heritage

NSW Department of Trade & Investment

NSW Department of Planning and Infrastructure





Politicians


ObjectivesOBJECTIVE 2.3 – a supported and skilled workforce provides strength and opportunity


CSP # Strategy2.3.1 Gain a greater understanding about skills gaps in Broken Hill that are important to

both social inclusion as well as industry needs2.3.2 Identify and develop partnership opportunities with education and training service

providers to increase participation2.3.3 Target skills development amongst Indigenous and non-Indigenous disadvantaged

people to increase employment potential and participation2.3.4 Consider strategies and opportunities to overcome issues relating to accessing

education and training providers and facilities locally


Indicator Measures DirectionWhat are the levels of highschool completion at BrokenHill?

Full time high schoolretention rate for years 10–12Source: NSW Department Education andCommunities

Year 12 high school retentionrate above state average

Year 9 NAPLAN resultsSource: Australian Curriculum, Assessment andReporting Authority

Improve Yr 9 NAPLAN resultsfor reading and numeracy

How many of our residentsare participating in highereducation, traineeships andapprenticeships?

Participation in highereducationSource: ABS stats

Increase in higher educationparticipation

Participation in traineeshipsand apprenticeshipsSource: NSW Department Education andCommunities

Increase in new entranttrainees and apprentices

Are our minority groupsprovided employmentopportunities?

% employment for minoritygroups

% employment increase



Advocate Partner






NSW Department of Education and Communities





Politicians



Buy Local

Promote local business and industry

Encourage others to support local business and industry

Tell others how great Broken Hill is and encourage them to visit or work

Employ local people

Join local business groups

Set up new business

Undertake further education


what must bedone to achieveour vision

KEY DIRECTION 3: Our environment

We all depend upon our naturalenvironment. It provides the essentials of life;the air we breathe, the water we drink. It iscentral to our health and wellbeing andinspires us through the personal andeconomic benefits derived from itsexistence.

At the same time we value the naturalenvironment, using it for our social andeconomic gain but human activity leaves afootprint. Our consumption of resources andraw materials and our subsequent disposalimpacts not only our local environment butthe greater global environment.

As custodians of this land for futuregenerations, we have an obligation to treatthe natural environment with care andminimise the impact we have today. Manyof the environmental challenges for ourcommunity are similar to those of peopleacross the world as sustainability is givengreater focus and importance for our futuregenerations.

This Key Direction relates to the conservationand preservation of the natural environmentand greater reduction of the human impacton the surrounding environment to ensure asustainable and healthy community. Itcontains a number of strategies to bettermanage and use the natural resourceswithin the Broken Hill region.

Participants in Broken Hill 2033 consultationactivities expressed a number of significantaspirations for the future which have beenincorporated in the tables below.

The tables below provide objectives to helpus meet the overall goal for “OurEnvironment” which contributes to theCommunity’s combined vision for the future.Under each objective we show strategies toallow us to meet our goals along withmeasurements to help us ensure we are onthe right path.

Objectives

OBJECTIVE 3.1 – our environmental footprint is minimised


CSP # Strategy3.1.1 Reduce resource consumption and minimise waste3.1.2 Increase use of renewable resources and decrease the use of non-renewable

resources3.1.3 Change consumer behaviour to reduce impacts on the environment without

affecting quality of life3.1.4 Reuse and recycling of resources is embraced by the community3.1.5 Secure a clean, reliable and sustainable water supply for the area3.1.6 Investigate and plan for the minimisation of environmental impacts associated with

mining activity on the City


Indicator Measures DirectionWhat is the water quality ofour water supply

Quality of waterSource: Essential Water

Water quality meets qualitycontrol standards

What is our energyconsumption?

Electricity and natural gasconsumptionSource: Energy suppliers

Decrease in electricity andgas consumption

How much waste andrecycled material do weproduce?

Waste collected by Counciland taken to landfillSource: Broken Hill City Council data

Decrease tonnes of landfillwaste

Residential recycling andgreen wasteSource: Broken Hill City Council data

Increase tonnes per personof recycling and green waste

Are we managing bloodlead levels?

Blood lead monitoring No increase in blood leadlevels

Are disused mining sitesbeing remediated?

Disused mining landremediatedSource: Broken Hill City Council data

% area remediated inproportion to total area

Area of disused mine sitesthat have remediation plansSource: Broken Hill City Council data

% area disused mine sitesthat have remediation plans




Advocate Partner




Department of Planning and Infrastructure


Environmental Protection Authority

Essential Water

Local Land Services - Western

Mining and Industry


Office of Environment and Heritage


ObjectivesOBJECTIVE 3.2 – natural flora and fauna environments are enhanced and protected


CSP # Strategy3.2.1 Protect and enhance regeneration areas for the benefit of the City3.2.2 Increase awareness and understanding of the natural environment3.2.3 Increase involvement in actively protecting the natural environment3.2.4 Manage the impact of pests and weeds on Broken Hill’s natural environment


Indicator Measures DirectionHow often do we participatein environmental activities?

Participation inenvironmental activitiesSource: Community Survey

Increase residentinvolvement in environmentalactivities

Volunteering inenvironmental activitiesSource: Data collected

Increase in participation ofvolunteers in environmentalactivity

How is the local communityimpacted by localenvironmental issues?

Community perception ofthe impact of localenvironmental issuesSource: Community Survey

Decrease the impact of localenvironmental issues onquality of life



Advocate Partner







Local Land Services - Western

Mining and Industry




ObjectivesOBJECTIVE 3.3 – proactive and responsible planning supports the community and the

environment


CSP # Strategy3.3.1 Encourage environmentally sustainable building and subdivision design3.3.2 Preserve the heritage and streetscapes of the City3.3.3 Reuse and repurposing of the existing built environment is managed in a sustainable

manner


Indicator Measures DirectionAre we preserving andenhancing our heritage?

Number of building projectsundertaken enhancingheritageSource: Broken Hill City Council data

Increase in number ofheritage buildingenhancements

Number of enquiries andadvice provision fromHeritage AdvisorSource: Broken Hill City Council data

Increase in enquiries toHeritage Advisor

Are we reusing existingbuildings?

Number of modificationscompared to new buildingsSource: Broken Hill City Council data

%modifications compared tonew buildings



Advocate Partner







Mining and Industry





Recycle and reuse resources

Use alternate energy

Consider your impact on others and the environment

Become a volunteer

Donate to a worthy cause

Buy local

Join a community environment group

Participate in clean up days

Get pets desexed

Pick up rubbish if you see it

Eradicate weeds


what must bedone to achieveour visionKEY DIRECTION 4: Our leadership

Community leadership is essential to ensurethe goals and objectives of this long termplan are achieved. The creation andstrengthening of social capital within acommunity is extremely important to localcommunities, particularly those undergoingchange.

Social capital can be defined as “therelationships and networks within a socialstructure where individuals contribute to thecommon good” (Flora, 1998).

Over the history of Broken Hill, there havebeen a number of organisations that haveheld key leadership positions within the City.Most notable, the mining industry and theunions have held strong influence over thesocial, economic and environmentalwellbeing of our community in years goneby.

As the mining industry has contracted andthe economy has become less local andmore global, the community has increasinglylooked to Council for leadership.

Local Government is the level ofgovernment closest to the people, the voiceof the community and its strength ofleadership directly impacts upon thewellbeing of our people in Broken Hill.

Participants in Broken Hill 2033 consultationactivities expressed the need for strong civicleadership using a consultative approach to

engaging with the community on decisionsimpacting the City.

In addition to Broken Hill City Council, thereare a number of groups and associationsthat hold leadership positions within thecommunity. Participants in Broken Hill 2033believe everyone needs to work togetheracross the various interest groups to achievean integrated and coordinated approachand better outcomes for the City.

One of the key actions within this keydirection is the establishment andimplementation of a CommunityRoundtable. This Community Roundtable willbe made up of key contributors of this Planincluding community members.

It is believed that this co-ordinatedapproach will add value and ownership ofthe Community Strategic Plan.

Objectives

OBJECTIVE 4.1 – openness and transparency in decision making


CSP # Strategy4.1.1 Communication and engagement with the community increases confidence in

decision-making4.1.2 Social, environmental and economic sustainability is considered when making

decisions4.1.3 Decision-makers provide accountability through planning and reporting frameworks


Indicator Measures DirectionAre we confident in thedecisions made by ourleaders?

Confidence in decisionsmade by Broken Hill CityCouncilSource: Community survey

Increase in confidence indecision-making by BrokenHill City Council

Are we confident that ourdecisions today will ensure asustainable future?

Confidence that the longterm sustainability of the Cityis considered when makingdecisionsSource: Community survey

Increase in confidence indecision-making by BrokenHill City Council



Advocate Partner






Media

Office of Local Government

Politicians



ObjectivesOBJECTIVE 4.2 – our leaders make SMART decisions


CSP # Strategy4.2.1 Support leaders through the process of making difficult decisions4.2.2 Our leaders are well informed on external decisions and information that may

impact local decisions4.2.3 Our leaders are aware of emerging issues and new information in order to respond

appropriately4.2.4 Our local Council is strong and sustainable


Indicator Measures DirectionDo we understand thechallenges and opportunitiesfaced by Broken Hill CityCouncil?

Perceived understanding oflocal challenges andopportunitiesSource: Community Survey

Increase in reportedunderstanding of localgovernment issues in BrokenHill

Are we confident that BrokenHill City Council will besustainable into the future?

Confidence in Broken Hill CityCouncil’s sustainabilitySource: Community Survey

Increase in confidence



Advocate Partner






Media


Politicians



ObjectivesOBJECTIVE 4.3 – we unite to succeed


CSP # Strategy4.3.1 Opportunities to work together are identified and relationships are developed and

maintained for the benefit of the community4.3.2 A community round table is established to drive the implementation of the

Community Strategic Plan and report on progress to the community4.3.3 The leadership capacity within our community is increased4.3.4 Partnerships, role models and joint success is celebrated and promoted


Indicator Measures DirectionHow collaborative is ourleadership?

Joint initiatives undertakenthat provide value

Number/value ofachievements throughcollaborative approaches

Is our Community RoundTable successful?

Group satisfaction withoutcome of CommunityRound Table

High satisfaction



Advocate Partner






Media


Politicians



ObjectivesOBJECTIVE 4.4 – our community is engaged and informed


CSP # Strategy4.4.1 Increase community involvement in decision-making4.4.2 Engage the community through information and activities aimed at increased

participation4.4.3 Increase knowledge and awareness of challenges and opportunities facing the City


Indicator Measures DirectionHow are we involved incommunity decision making?

Opportunities to have a sayon important issuesSource: Community survey

Increase in sense of beingable to contribute toimportant decisions

Membership on communitydecision making committeeSource: Community Survey

Increase in involvement incommunity committees

Does Broken Hill City Councileffectively communicatewith residents?

Resident satisfaction withCouncil communicationSource: Community Survey

Increased satisfaction withcommunication from BrokenHill City Council



Advocate Partner






Media


Politicians




Vote at elections

Provide feedback to government on policies and plans

Try to consider others needs as well as your own when decisions are being made

Recognise that some tough decisions made today may be for the benefit of futuregenerations

Accept that sometimes things have to change

Attend a Council meeting

Advocate to elected representatives and government


Quality control table

Key Direction: 4 Our Leadership

Objective: 4.1 Openness and transparency in decision making

Function: Leadership & Governance

Strategy: 4.1.3 Decision-makers provide accountability through planning andreporting frameworks

File Reference No: 11/89 TRIM No: D14/6317

Responsible Officer: General Manager

Review Date: 2017

Date Action Minute No.

8 May 2013 Place on Public Exhibition 44318

19 June 2013 Adopted 44349

April 2014 Document Revised

30 April 2014 Place on Public Exhibition 44628

25 June 2014 Adopted 44687

This Plan outlines the changes members of the Broken Hill community would like to see by theyear 2033 and, just as importantly, what they do NOT want to see occur over the next 20years. Key responsibilities are also outlined in the Plan.

In developing this Plan, consideration has also been given to the following:

Broken Hill Bike Plan 2013 Broken Hill Pedestrian Access Mobility Plan 2013 Cultural Plan 2005/2010 Social Plan 2005/2010 State of the City Report 2011/2012 Three Year Heritage Strategy 2014/2017 City of Broken Hill Ageing Strategy 2009/2014 Broken Hill Airport Master Plan 2008 Community Safety and Crime Prevention Plan 2013/2017 Broken Hill Urban Stormwater Master Plan – Feb 2006 Strategic Companion Animal Management Plan – June 2007 Integrated Waste and Resource Recovery Strategy 2010/2030 RDA Far West Regional Plan 2012/2022 Far West NSW Regional Action Plan 2021 (NSW Government)

The Federal Government, the State Government, Broken Hill City Council, businesses andother organisations are committed to working with the community to implement this Planand to ensure the Vision for Broken Hill in 2033 becomes a reality. A demonstration of thiscommitment is provided at Appendix A.

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