10
YEAR PLAN 2013-2023
PA R T N E R I N G S T R AT E G Y What if our community could design its future?
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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A partnership commitment creating opportunities for community advantage Imagine Lismore and associated initiatives such as the Lismore Leaders Group have strengthened the resolve among service providers to embrace a partnership approach to achieve community outcomes. The Imagine Lismore 10 Year Plan identifies a series of specific partnership projects that will deliver on the community’s vision for Lismore over the next 10 years. Building upon the work initiated through the Lismore Leaders Group and successful partnering principles, there is a partnership commitment to the following actions: To collaborate on projects through sharing of knowledge, resources and time to achieve the best community outcomes. To commit to improving the lives of residents of Lismore and the Northern Rivers region through strategic alliances and service provision. To connect people and opportunities where possible and appropriate to secure community outcomes. To extend our capabilities and build capacity in our communities for sustainable practices.
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PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
Partnership conversations making the most of our strengths and opportunities
Good partnerships are built on trust. Building collaborative and sustainable relationships often takes time and many conversations before ultimate goals are achieved. This is accepted and encouraged as the results will be far reaching, long term and beneficial to stakeholders and the community.
Conversations for Generating Possibility
Conversations for Generating Opportunity
A conversation for possibility envisages the future as
A conversation for opportunity is concerned with
a rich scenario of inspiring possibilities. It is about
generating concrete joint commitment for
sharing creative and imaginative ideas. Questions of feasability are of no concern at this stage. Rather a conversation for possibility is intended to bring out
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breakthrough action. It is a conversation about shared accountabilities. It is through such a conversation that partners arrive at agreement about which of the
intuitive and aspirational views of how the best
possibilities that have been created earlier constitute
possible future might appear.
concrete opportunities for the future and could be realistically pursued by the partners.
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Conversations for Generating Completition
Conversations for Generating Action A conversation for generating action can be held at
Being ‘complete’ with something means being ‘whole’ with it. Completion not only applies when terminating a certain process, but it is equally important that partnerships are complete on an ongoing basis. This
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all stages of the partnering process, whenever joint or individual action is required. It helps to clarify individual responsibilities and create a common understanding of who is accountable for what. It
helps to promote understanding and create alignment
also helps to take the partnering process a step
between the partners. A conversation for completion
further, turning possibilities and opportunities into
can therefore be conducted at all stages of the
concrete activities.
partnering process.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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Partnership conversations a trajectory of change in the right direction
Contents
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Embracing the RAP (Reconciliation Action Plan) in the Region Project
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Lismore Health Precinct – Lismore Base, UCRH, St Vincents
6
Fit for School – Healthy Lifestyle
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Community Services Hubs – Lismore CBD, Nimbin, Goonellabah
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Lismore City Sports Hub – A Sporting Centre
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Living in Lismore – Housing Strategy
10
Regional Transport Plan – An Integrated Partnership
11
Travel Plans – Health/Lismore Base Hospital Pilot
12
Lismore CBD Commercial Office Building
13
CBD/Riverbank Master Plan Project
14
Business Friendly Council Project
15
Lismore City Infrastructure Alliance
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Procurement Website – Local Suppliers and Buyer Groups
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Lismore Education Plan – Learning Lismore
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Future Leaders Group/Entrepreneurs Assist Project
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Arts Hub – Creative Lismore
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Workforce Development Plan – Health
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Wilsons River Regeneration and River Walk Project
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Wilsons River Footbridge – Bridging the City
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Environmental Partnering Project – Rural Landholder Capacity Building
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Farming the Sun – Lismore Community Solar Farm Project
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Promotion & Marketing – Lismore Pride and Identity
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State of the Community Report
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PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
COMMUNITY VISION • Aboriginal recognition • A resilient economy
Embracing the RAP in the Region Project (Northern Rivers)
partners
Project Brief
Lismore City Council
Scope
Community Benefit
Private Enterprise
They say lessons are only good if you learn
Create positive, long-term relationships with
something. Australians have learnt the value
the Indigenous community in the Northern
of an apology and have taken a positive step
Rivers and develop opportunities to work
toward reconciliation. Lismore City Council
together to increase and support Indigenous
has embraced the opportunity to develop and
employment initiatives.
Reconciliation Australia Northern Rivers Councils Lismore Leaders Group key council contacts Community Services Coordinator Aboriginal Community Development Officer
implement their own Reconciliation Action Plan (RAP) and see the value in expanding on this breadth of work to share their understanding and knowledge with the broader community and organisations across the Northern Rivers region. Reconciliation Action Plans (or RAPs) are
What does success look like?
about turning good intentions into real actions. A RAP is a business plan that uses
outcomes. Timeframe 4 years Key Actions
relationships and sustainable opportunities
2014
Workshop sessions
2015
Monitoring and Evaluation
RAP Forum
peoples.
employment opportunities
commitment to delivering real action and
RAP Forum
provide a greater level of acceptance and
2013
for Aboriginal and Torres Strait Islander
• Increase Indigenous
approach to Aboriginal reconciliation will
a holistic approach to create meaningful
• Aboriginal community recognition initiatives
A whole-of-community and whole-of-region
Lismore City Council’s RAP provides a framework for the future, detailing steps
• A regional approach to
and priorities to advance both Indigenous
Aboriginal reconciliation
equality and social sustainability within the
and actions
Lismore LGA.
Resources Staff time and partnership funds towards RAP Forum and workshop sessions/ communication strategy (used in conjunction with existing RAP funding and LCC Aboriginal
Leveraging the positive framework of the RAP
Community Development Officer time).
and Council’s work in this area, the Embracing the RAP in the Region Project will involve a RAP Forum and workshop sessions to assist other stakeholders to develop and implement the RAP actions within their own organisations or workplaces. Specific focus areas include: • Community engagement • Cultural awareness and understanding • Employment PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • • •
Affordable health Partnerships with service providers Transport
Lismore Health Precinct – Lismore Base, UCRH, St Vincents
partners Northern NSW Local Health District
Scope
Community Benefit
Building on the early planning work undertak-
A coordinated approach to the development
University Centre for Rural Health
en, via the Northern NSW Local Health District
of health facilities and their allied services in
Charrette in November 2012, the Lismore
Lismore.
St Vincents Private Hospital Southern Cross University Goonellabah GP Super Clinic key council contacts ED Sustainable Development
What does success look like? • A stronger health facilities
offering in Lismore
• Well planned and
Project Brief
accessible health precinct
• Attracts a diversity of
health professionals/
capabilities
Health Precinct Project partners have expanded to include the University Centre for Rural Health and St Vincents Private Hospital. The Project was initiated as a land use planning project to strengthen the health facility offering in Lismore through coordinated and facilitated partnerships.
assist to attract health professionals and investment into Lismore. Timeframe 4 years Key Actions 2013
Partnering facilitation
Precinct development
partners are working towards and now
2014
Ongoing planning assistance and
includes the implementation of the Precinct
precinct charrettes as required
There is an ongoing facilitation role and planning priority process which all of the
Plan (section 3 of the Lismore Health Precinct report).
Resources Staff time and partnership contribution (funds)
Major considerations for the precinct are:
towards additional charrettes and stakeholder
• Car parking arrangements
presentations.
• Lismore Base Hospital Stage 3A
redevelopment
• McKenzie Street flats redevelopment • LEP and DCP requirements and • Access from Dalziel Street to LBH Taking the project forward, the partners will work to an itemised action plan and continue to meet every 2 months. This partnership project continues the development of actions and priorities to build on Lismore’s strength as an origin for major health providers to the region. Other associated partner projects include: • Travel Plans and Procurement Website.
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Improved health facilities and amenity will
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
COMMUNITY VISION • Affordable health • Partnerships with service providers
Fit for School - Healthy Lifestyle
partners
Project Brief
Northern NSW Local Health District Health Promotion Unit
Scope
Community Benefit
Lismore provides an extraordinary depth and
Better informed families, increased links with
breadth of community services for the region.
education programs, improved preparation for
Northern Rivers Social Development Council
This can often be a minefield for families
school and access to assistance for families.
YWCA
relating to school preparation.
TAFE
The Fit for School Project aims to map the
SCU
health, social and education services and
looking for specific assistance or programs
Timeframe 3 years Key Actions 2013
Service provider forum
toward better coordinated services and
Services mapping and
FACSIA
improved communication.
communications strategy
Lismore City Council
The first stage of the project would focus
Resources
key council contacts
on services for antenatal to six years (as an
Staff time, contribution towards project
identified high-need area).
partnership and one-day forum and project
Community Services Coordinator
The scope of the project includes:
GP Superclinic
gaps for children and families with a view
• A service provider one day forum with a ‘minus to six’ exchange to flesh out who
What does success look like?
• Mapping and gaps analysis
- Identify services that support children
• Improved services and
- Highlight families and communities
access to services for
families
• Better relationship with
education providers to
ensure improved
learning outcomes
• Young people and their
families feeling
supported with school
preparation leading to
longer term education
results
initiatives over the longer term.
is doing what and to test the concept
in need
- Identify gaps, opportunities for integration/alignment across programs
- Clarify data collection and opportunities for sharing
- Identify collaboration program activity in
new areas • Marketing and promotion of integrated collaborative program The Northern NSW Local Health District is currently facilitating the partnership group and its development.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • • •
Affordable health A resilient economy Partnerships with service providers
Community Services Hubs – Lismore CBD, Nimbin, Goonellabah
partners
Project Brief
Northern Rivers Social Development Council
Scope
Community Benefit
Lismore has three key ‘location touch points’
Retention of community service providers in
Lismore City Council
for access to community services; Lismore
Lismore. A multi-service offering from one
YWCA
CBD, Goonellabah and Nimbin. Each location
site provides for better community delivery.
FAHCSIA
has a differing depth and scope of services on
Increased and improved connectedness
Nimbin Community Centre
offer however each is seen as growing, with
between services providers and achieve
an expectation that there will be continued
economies of scale where appropriate and
LCC Nimbin Advisory Group
and substantial future growth in this sector. It
applicable.
Nimbin Neighbourhood and Information Centre
regional provider of services.
Goonellabah GP Super Clinic
in relation to ‘service provider office/admin-
key council contacts
should also be noted that Lismore CBD is a
This growth presents challenges, specifically
by providers and has the potential to impact
Data gathering on space
on service delivery in the future with current
requirements
Commence strategy development
2014
Property assessment and facilitation
Finalise strategy
2014
Working with all hubs to facilitate
service space and delivery needs
Community Services Coordinator
seamless service delivery across service
services organisations in
Lismore
• Improved scope and
access to services for a
regional community
multiple disjointed sites which can impact on areas and increased operational costs. The first stage of this project includes an extensive consultation process with service providers to map their growth, space needs and employment forecasts for the next 2, 5
Resources
and 10 years. This mapping would also allow
Staff time and partnership funds contribution
a property assessment to be undertaken and
towards the service provider forum and
identification of a suitable future ‘hub zone’ in
consultation program, data report and
Lismore’s CBD.
strategy development.
The longer term vision is to create Community Services Hubs and in the case of Lismore CBD a location where multiple services can be provided from one site. The risk of not doing this consultation, strategy and scoping work could be the loss of services to Lismore if longer term needs are not planned for and met as a collaborative group.
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Key Actions Service provider consultation (forum)
Business Facilitator
• Retention of community
3 years
2013
istration space’. This is a real challenge felt
services (particularly in Lismore) operating from
What does success look like?
Timeframe
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
COMMUNITY VISION • Sporting Centre • Partnerships with service providers
Lismore City Sports Hub – A Sporting Centre
partners Lismore City Council APN/Northern Star North Coast Academy of Sport Clubs and other sporting organisations (local and regional)
Project Brief Scope
Community Benefit
The passion for sport and recreation is
Increased use of sporting infrastructure.
abundant in Lismore with a broad community
Leveraging the sports/recreation economy
offering that ranges from athletics, cricket and
as a tourism drawcard.
baseball to karate, gymnastics and pony club. Lismore is a sporting centre for the region and
aspirants and galvanise longer term
has the capacity to draw and service a state-
community partnerships.
LCC Sports and Recreation Advisory Group
wide interest in a variety of pursuits. Lismore is
Southern Cross University
There are four key fundamentals to being a
NSW Trade and Investment
successful and competitive sports centre:
key council contacts Community Services Officer (sport infrastructure) Tourism Manager
What does success look like?
host to the region’s key sporting associations and home to over 50 individual clubs.
• Sporting infrastructure – fields, tracks,
Showcase Lismore as a sporting centre and create a sense of pride around sporting achievements. Timeframe 2 years
grounds, lighting, amenities, maintenance
Key Actions
plan.
2013
Partnership development
• Proactive Clubs and Associations –
Sports Directory content
sustainable management, active members,
development
talent support.
2014
Sports Directory production
and distribution
• Community – value sporting infrastructure,
support young sportspeople endeavours,
actively support events.
Resources
• Marketing & Promotion – maximise use
Staff time and partnership funds contribution towards project outputs.
of facilities, create community leverage
opportunity, acknowledge and promote
• A comprehensive directory
rising stars and sporting codes.
of Lismore’s sporting
This partnership project will look to leverage
infrastructure, support
each of the four areas and strengthen and grow
services and rising stars
our capacity across each.
• Secured partnerships for
An early partnership initiative will be the
development of a Sports Directory to promote
longer term initiatives
Develop support for young local sporting
• Increased awareness of
the breadth of Lismore’s sporting infrastructure,
Lismore as a Sporting
support services rising stars, clubs and related
Centre
services such as SCU’s School of Health and Human Sciences.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • • •
Affordable housing Partnerships with service providers A resilient economy
Living in Lismore – Housing Strategy
partners Lismore City Council North Coast Community Housing Real Estate Industry Private Enterprise Northern Rivers Social Development Council Master Builders Association Southern Cross University key council contacts ED, Sustainable Development Strategic Planning Coordinator
What does success look like? • Lismore has a part-time
Housing Officer
• Housing Strategy
partnership initiatives are
being implemented
• Lismore’s diversity of
housing offering has
increased/is more
accessible and caters for
both existing residents
looking to relocate in
Lismore and new
residents looking to
establish in Lismore
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Project Brief Scope Lismore City Council has taken a proactive approach to supporting and encouraging further land release and housing development in Lismore and in collaboration with a group of project partners has developed the Lismore Housing Strategy which was endorsed by Council in 2012.
Community Benefit
Council is now looking to continue this partnership and invite similarly focused organisations and private sector stakeholders to reinvigorate a partnering approach to the implementation of the Lismore Housing Strategy.
in Lismore to meet current and future housing
The Housing Strategy provides a comprehensive response to addressing housing issues by identifying a range of planning, advocacy, partnership, education and awareness actions. These actions will facilitate an increase in dwelling and land supply, improve housing choice and diversity and assist in providing socially responsive housing. To implement the Housing Strategy and facilitate further partnering opportunities and collaboration a Housing Officer resource is critical to this process and to meeting longer term objectives of the Strategy. The creation of this position (for a minimum of 3 years), whose only role is the implementation of the Housing Strategy, is considered essential to ensure the proposals in the Housing Strategy Action Plan are not ‘lost’ and that collaboration, communication and partnerships are facilitated so as to fast track outcomes and achieve economies of scale across multiple organisations. The provision of a partnering and marketing budget is included in this scope.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
Whilst the provision of a part-time Housing Officer will not solve all of Lismore’s housing needs, it will make a marked difference in the ability to facilitate increased community housing and private sector activity in the delivery of housing and address the critical need to increase the rate of housing requirements. Timeframe 3 years (to ongoing) Key Actions (immediate) 2013
Recruit part-time Housing Officer
Establish partners group
Commence implementation of
Lismore Housing Strategy
partnering projects
Resources Staff time, partnership contribution funds towards implementation of housing strategy (in particular a marketing campaign).
Background note: Council has also been successful in securing Federal Government Building Better Regional Cities funding which (whilst an infrastructure delivery project for Council) is contingent on the provision of affordable housing.
COMMUNITY VISION • Transport • Partnerships with service providers
Regional Transport Plan – An Integrated Partnership
partners Lismore City Council Business and Industry State and Federal Government Northern Rivers councils
Project Brief Scope
Community Benefit
Elevating the importance of transport
Elevating Lismore and the Northern Rivers as
planning, policy and partnerships at a regional
a priority area with Transport NSW.
level is high priority for Lismore. As the regional centre for the Northern Rivers, Lismore City Council works closely
Ensuring a coordinated and collaborative effort on all transport projects is achieved. Addressing the transport needs of rural
key council contacts
with business and industry, community
ED, Infrastructure Services
councils to ensure the Far North Coast is seen
Timeframe
as a priority area in relation to transport
4 years
infrastructure and assistance.
Key Actions
What does success look like?
The intent of this project is to formalise the
2013
Ensure opportunities to partner in
intent as a regional initiative and build further
model development are initiated
partnerships to ensure the Northern Rivers
Development of a formal response
• Lismore/Northern Rivers
can maximise the Regional Transport Plan
paper highlighting the transport
outcomes.
challenges and opportunities for
Key priorities include:
Lismore/ Northern Rivers
• Lismore/Northern Rivers
• Bruxner Highway improvement
Participation in Transport NSW
achieves transport
• Pacific Highway upgrades
forums and communication on
solutions for the
• Bus service enhancement
outcomes to local/regional
community
• Tabulam Bridge upgrade/replacement
stakeholders
Advance local transport solutions
has a place at the table
with Transport NSW
• There is a significant focus
on transport needs in
regional NSW – in
balance with metropolitan
demands
organisations and other Northern Rivers
• Cross border travel and transit • Public transport and community transport
communities and villages.
• Regional landing slots at Sydney Airport
Resources
• Quality of road networks – primary
Staff time and funds towards development of
a formal issues paper and progression of local
producers
• Preserving the amenity and character of
transport solutions.
regional towns
• Meeting the needs of an ageing regional
population
• Improving the mix of transport options
across regional NSW
Background: Reference materials – http://draftplanreview.transport.nsw.gov.au/ providing-essential-access-for-regional-nsw/ your-region/
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • • •
Partnerships with service providers Transport Safety and wellbeing
Travel Plans – Health/Lismore Base Hospital Pilot
partners
Project Brief
Northern NSW Local Health District
Scope
Community Benefit
Travel plans are widely used for hospitals to
The implementation of travel plans can
Lismore City Council
reduce car/traffic congestion and parking
reduce pressures on car parking and traffic
issues.
congestion, reduce land-use conflicts,
Sustain Northern Rivers
Northern NSW Local Health District in
key council contacts
partnership with Lismore City Council,
ED, Sustainable Development
public transport providers and community
What does success look like? • A pilot travel plan has
been developed for
Northern NSW Local
Health District and this
model for the
development of a travel
plan has been showcased
• The implementation of the
travel plan shows a
reduction on car parking
pressures and traffic
congestion
• Other stakeholders are
undertaking the
development of travel
plans
Sustain Northern Rivers, local and regional
transport costs for employees and make commuting to work easier and in some instances increase physical activity.
organisations will initiate a Travel Plan
Timeframe
pilot project for the Lismore Base Hospital/
3 years
Health Precinct.
Key Actions (immediate) 2013
Confirm partnership agreements
Engage consultant to develop
Travel Plan
assessment of the workplace’s situation and
2014
Travel Plan implementation over
geographical footprint and be designed to
3 stages
increase the use of sustainable transport
Workshop with other organisations
options including walking, cycling, car
to share learnings and develop
pooling and public transport.
their plans
This project was developed as an outcome
Resources
f the Health Precinct Charrette held in
Staff time and contribution towards partnering
November 2012. The hospital redevelopment
facilitation, promotion and communications to
project, including the Stage 3A upgrade,
broader stakeholder group.
Lismore Base Hospital and its employees will be the basis for a strategy which helps to better manage how people travel to, from and for work. The Plan will be built on a thorough
will put more pressure on car parking in the hospital precinct and this is to be addressed through the Travel Plan pilot. A partnership approach is being embraced to facilitate a collaborative way of identifying both challenges and solutions and the sharing of this information for longer term outcomes at a service provider and community amenity level.
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showcase sustainability principles, reduce
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
COMMUNITY VISION • • •
A resilient economy A vibrant CBD Partnerships with service providers
Lismore CBD Commercial Office Building
partners Lismore City Council Private Enterprise Lismore Chamber of Commerce Northern NSW Local Health District
Project Brief Scope
The Lismore CBD Commercial Office
A need has been identified by industry stake-
Building is also an important aspect of
holders and commercial property agencies for
Lismore’s broader CBD/Riverbank
the provision of high quality ‘green-star’ rated
Master Plan.
office space in Lismore’s CBD as a proactive way to retain key government service providers and stimulate further investment
Community Benefit Building collaborative partnerships and attracting investment into the Lismore CBD
key council contacts
attraction and CBD revitalisation. To address this need, a commercial
community assets for economic stimulus and
ED, Sustainable Development
‘sustainable building’ project be developed
with this grow employment opportunities for
through collaborative partnerships between
Lismore and the region.
Manager Assets & Support Services
government and/or the private sector is
Business Facilitator
being encouraged.
provides an opportunity to maximise
Timeframe 4 years (to ongoing)
As a collaboration partner, Council is in a position to put forward prime CBD land
Key Actions (immediate) 2013
Prepare a project prospectus/EOI
proposals and/or further discussion on
Promote the partnership opportunity
appropriate models to ensure this project
to the marketplace
• A project partnerships
delivers an economic stimulus to the Lismore
2014
Facilitate partnership discussions
CBD and attracts or retains key industry and
What does success look like? prospectus is developed
suitable for such a venture and is open to
• There is a proactive
organisations who provide employment
approach to develop
opportunities for the residents of Lismore and
partnerships and attract
the region.
investment
Investment attraction is an important aspect
Resources Staff time and costs associated with prospectus development and further modelling scenarios and promotion.
• Partnerships are formed
of building a resilient economy. This
Background note:
to develop the Lismore
partnership project is a proactive approach
In 2012 a large Lismore-based regional service
CBD Commercial Office
towards facilitating private and public sector
provider identified a potential need for
Building
partnerships and the provision of AAA-rated
significant office space (due to their impend-
commercial real estate.
ing site developments) at which time Council
The initial project output includes the
looked at the feasibility for a commercial office
development of a project partnership
building partnership in the Lismore CBD.
prospectus and EOI process for use by
Whilst this venture did not progress due to
Council’s Asset Management Team to
changes in the organisation’s development
facilitate and encourage potential partnership
situation, it is likely that this opportunity or
opportunities.
similar will reappear.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • • •
A vibrant CBD A resilient economy Partnerships with service providers
CBD/Riverbank Master Plan Project
partners Lismore City Council
Scope
Community Benefit
Business and property owners
A dynamic and thriving city centre has a
Building on the investment and efforts already
critical role to play in both the economic and
actioned in the CBD revitalisation program
social foundations of a community. Lismore’s
through improved promotion, sense of place
CBD is home to strong retail, business and
activities (such as Art in the Heart) and
government services and serves as a
beautification actions, it is appropriate that
significant cultural meeting place for the
longer term infrastructure improvements
region. For Lismore’s CBD, the Wilsons
are now implemented to ensure Lismore’s
River also plays an integral role and is
CBD maintains its competitive advantage as
incorporated into the Master Plan Project
a regional hub for key service businesses.
and its implementation.
Recognising partnerships as vital to building
Lismore Chamber of Commerce Lismore Business Promotion Panel Community members/ groups State and Federal Government key council contacts ED, Sustainable Development
Key Actions
partnership-based projects to be undertaken
2013
Engagement workshops to determine
Manager Assets & Support Services
and will ultimately extend beyond 2023 to
priorities, action plan and timeframe
reach it full potential. This is a ‘whole of
for masterplan works schedule.
Business Facilitator
Council’ partnership with the community,
2014
Determine staged costings and
resource/ financing arrangements
per stage/project.
Communication strategy - discuss
works plan with all stakeholders and
complementary LBPP activities.
immediate, mid-term and long-term goals
2015
Commence stage 1 infrastructure
for this important community asset.
works
2020
Continue implementation
business stakeholders and all levels of government to deliver a regional benefit. Utilising the master planning work commenced in 2012, a communications and priorities series of workshops will facilitate community engagement to determine
CBD/Wilson River
• Value for money achieved across all works
• A successful investment attraction project
• Partnerships formed for
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Timeframe
communications strategy
This exciting project will be one of the largest
• A highly desirable Lismore
termed ‘the heart’ of the region.
ED, Infrastructure Services
What does success look like?
1. Master Plan consultation/priorities and
Min 10-year project
City Centre Manager
on the revitalisation of what is affectionately
This is a two-stage project:
2. Infrastructure improvement works
Manager Integrated Planning
Project Brief
‘...getting the balance between addressing the needs of critical infrastructure, beautification and public/private use will be a critical aspect of implementation...’
Use
Resources Staff time and funds for engagement workshops and communications strategy plus
Amenity
long-term opportunity PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
Beauty
cost of infrastructure works.
COMMUNITY VISION • A resilient economy • Partnerships with service providers
Business Friendly Council Project
partners
Project Brief Scope
Community Benefit
Creating an environment where businesses
Employment generation, healthy businesses
can thrive is important to Lismore’s future.
and economy.
Lismore Chamber of Commerce
Lismore City Council prides itself on ‘an open-
Introductions and connections between
for-business’ ethos and actively supports
private enterprise and all levels of government
Private Enterprise
business and industry development through
enhanced with tangible outcomes for
the employment of a Business Facilitator.
business and investment in Lismore.
Council also provides a DA pre-lodgement
Timeframe
meeting for stakeholders to assist them with
4 years
Lismore City Council NSW Trade and Investment
key council contacts Business Facilitator Manager Development & Compliance
navigating through the DA process and expectations relating to information and
Key Actions 2013
Establish Business Friendly Council
benchmarks
Initiate promotional campaign
the challenges of red tape and address any
Implement, monitor and evaluate
internal processes and procedures that
project rollout
• Improved business and
improve integration and deliver better
Resources
outcomes for stakeholders.
Staff time and partnership contribution
• Stronger business and
The Business Friendly Council Project aims
towards business retention and expansion
industry relations with
to both promote Lismore as a place for
activities and promotional program.
Council
businesses to expand and establish and
What does success look like? industry environment
material presented. Lismore City Council is taking a proactive role with business and industry to work through
• Exceeding service
promote Lismore City Council as a place
where business people can be assisted
benchmarks
through this process. Council, in partnership with other agencies at both State and Federal Government level as well as industry leaders and organisations, is proactive in promoting Lismore as a business investment location and looks to secure additional support for this investment where available. There is a collaborative commitment to rolling out the red carpet not the red tape.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • Partnerships with service providers • A resilient economy
Lismore City Infrastructure Alliance partners
Project Brief
Lismore City Council
Scope
Community Benefit
RDA Northern Rivers
The Lismore City Infrastructure Alliance is
Social connectivity, environmental outcomes,
NSW Trade and Investment
primarily a communications project providing
community services access, business
a mechanism for sharing information and
investment and employment generation are
opportunities for collaboration.
accelerated through enabling infrastructure.
Southern Cross University North Coast TAFE
The Alliance facilitates timely responses to funding and partnering across all areas of
track infrastructure are captured and explored
Office of Environment and Heritage
enabling infrastructure and by its nature,
through an alliance of key stakeholders.
facilitates opportunities to maximise the
Timeframe
State and Federal Government
outcomes of enabling infrastructure across
4 years (to ongoing)
key council contacts
Sharing knowledge across these focus areas
ED, Infrastructure Services Business Facilitator
What does success look like? • A productive alliance
partnership facilitates
enabling infrastructure
projects
a breadth of critical focus areas.
Develop Alliance framework
and pursue projects at a local and regional
Establish Alliance partners
level to deliver economic, environmental and
2014
Collaboration on an enabling
social outcomes over the next 10 years.
infrastructure projects register
The impetus is with the Alliance members to
Resources
advance from knowledge sharing to innovative
Staff time and contribution towards
solutions and productive collaboration and
partnership facilitation and the development
capacity building. The enabling infrastructure focus areas include: • Digital economy • Energy • Water • Roads/bridges/footpaths and cycleways
access information and
• Buildings
identify opportunities to
• Land (industrial, commercial, housing)
fast track infrastructure
• Airport
• Lismore is a well
Key Actions 2013
allows decision makers to prioritise, partner
• Partners are able to
• Cultural (arts, sport, recreation)
networked city,
• Social (education facilities)
proactive in its approach
The Alliance meets on a quarterly basis to
towards partnering
share knowledge and progress opportunities for collaboration. Interim communication is through the use of a Google groups noticeboard.
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This initiative will ensure opportunities to fast
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
of the infrastructure register.
COMMUNITY VISION • A resilient economy • Partnerships with service providers
Procurement Website – Local Supplier and Buyer Groups
partners Lismore City Council ICN (Federal Government) Northern NSW Local Health District University Centre for Rural Health Chambers of Commerce Private Enterprise
The procurement website is a digital economy
Retention of local expenditure is critical to
project which provides an opportunity to
enabling a resilient economy and has a direct
stimulate the local business economy with its
impact on employment generation and jobs
capacity to generate medium to large volumes
growth. Facilitating opportunities for business
of local business sales.
development and achieving economies of
The project aims to facilitate the use of an online portal as a tender/ordering mechanism for local buyer groups and local supplier
scale for key regional organisations will open up further opportunities for business sustainability. Timeframe
ED, Sustainable Development
Industry Capability Network (ICN) at no cost.
Key Actions
ICN is an independent organisation financially
2013
Finalise website parameters with ICN
Manager, Information Services
supported by Australian, New Zealand, State
Coordinate training session for
Business Facilitator
base currently stands at 60,000 suppliers with
LCC and NNSWLHD
around $247 billion worth of projects listed.
Initiate promotional campaign
The buyer group will be established by Council
2014
Suppliers session/registration
and Northern NSW Local Health District with
campaign
website
• Meet targets for supplier registration
• Meet targets for buyer
Community Benefit
organisations.
• A functioning procurement
Scope
key council contacts
What does success look like?
Project Brief
group usage
• Local supplier contracts
increase and jobs growth
is achieved
The website infrastructure is being provided by
and Territory governments. The ICN supplier
3 years (to ongoing)
a view to expanding this to other large buyer
Technical support and assistance for
organisations such as SCU and Norco.
suppliers
A key element of project delivery will be to
2015
Suppliers session/registration
encourage local suppliers to register on the
campaign
Technical support and assistance
for suppliers
new site so that they receive notifications of RFTs and RFQs. This will be done through a promotional campaign. Technical support and assistance in the buyer/seller procurement
Resources
process will also be provided.
Staff time and contribution towards
The buyer group and other key partners such as the Chambers of Commerce,
ongoing promotional campaign and assistance to suppliers.
neighbourhood centres and industry associations would contribute to the promotional campaign with databases, call centre activity and media promotion.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • Partnerships with service providers • A resilient economy
Lismore Education Plan – Learning Lismore
partners DET Southern Cross University North Coast TAFE
Project Brief Scope
Community Benefit
To develop a collaborative and coordinated
Enhance the quality of learning opportunities
approach to maintaining and strengthening
for all ages in Lismore.
our educational assets in Lismore and hence
Catholic Education Office
the educational and employment futures and
Connect
aspirations of our young people.
Community Colleges
The Learning Lismore Project incorporates
key council contacts Business Facilitator Community Services Coordinator
the hosting of an Education Forum of key stakeholders including educators, business, industry and community to identify the
• Enhanced learning
frameworks
• Increased numbers of
students accessing higher
learning opportunities
• Improved engagement
across education sector
• Relationships developed
with industry
preschool to university. Create rewarding futures for young people with support from educators, business, industry and community. An engaging and proactive community.
opportunities are afforded from preschool to
Timeframe
Year 12 students in all sectors of education
4 years
Expectations of the Forum would be to: • Identify the key priorities/needs for young people in Lismore • Identify actions to increase alignment between providers • Identify actions that will increase education and employment opportunities for young people • Match learning needs with provision of activity
Key Actions 2013
Education Forum
Mapping of education delivery and
SWOT analysis
2014
Develop the Lismore Education Plan
including partnering action plan
Implementation of key projects
2015
Continued implementation of projects
Resources
• Enhance efficiency of delivery
Contribution towards forum costs and
• Enhance the quality of learning
education plan development and
opportunities for all ages in Lismore It is proposed the stakeholders play an ongoing and active role in the development and implementation of the plan and through collaboration increase the capacity for Lismore and the region to meet the needs of young people whilst securing community economic and social wellbeing.
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Lismore including our ability to educate from
major priorities for ensuring all possible
(public and private) in Lismore.
What does success look like?
Maximise the educational asset held in
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
implementation.
COMMUNITY VISION • • •
Partnerships with service providers A resilient economy An inclusive and aware community
Future Leaders Group/Entrepreneurs Assist Project
partners Lismore City Council Southern Cross University Rotary
Project Brief Scope
Community Benefit
Providing Lismore’s young entrepreneurs and
Stimulating a leadership perspective amongst
leaders with an opportunity to connect with all
young people and growing a community of
levels of government, business and industry,
aspiring leaders.
Lions Club
community leaders and organisations is a
TAFE
catalyst for building community capacity
Community Colleges Private Enterprise
and engaging our youth in effective leadership skills training and personal
Providing an opportunity to establish social enterprise initiatives and a leadership culture in the community. Timeframe
development programs.
4 years
key council contacts
This is an incubator project, as it will require partnership and development time to reach its
Key Actions
Business Facilitator
full potential. However, it has been advocated
2013
Develop partnership group/
ED, Sustainable Development
as an important project to showcase the
commitment
leadership capacity and capabilities of our
Develop project framework and
Community Services Coordinator
community leaders and transfer this
key initiatives
2014
Host inaugural Future Leaders Forum
2015
Host 2nd year forum
2016
Host 3rd year forum
knowledge and confidence to our aspiring future leaders and young entrepreneurs.
What does success look like? • An engaged and involved
The project would centre around an annual Future Leaders Forum, a two-day event that brings together aspiring leaders who are committed to their chosen field with passion and determination. The Forum will provide
community supporting
young people on their
leadership, drawing on the experiences of
leadership quest
leaders from a variety of fields including
participants with practical perspectives on
• Commercial projects
business, sports, education, politics, health,
environment and the community sector.
development
• Established young leaders
There will also be an opportunity for young
entrepreneurs to showcase their ideas and
development program
Resources Staff time, partnership development time and partner contribution funds towards forum speaker costs.
concepts for ‘dragon’s den’ feedback with a select panel of advisors. Business and community organisations will be invited to partner on this initiative and be part of developing our leaders of tomorrow.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • Partnerships with service providers • Safety and wellbeing
Arts Hub – Creative Lismore
partners
Project Brief Scope
Community Benefit
Lismore is a creative city. It is a place where
Improved industry development in the arts
the creative industries thrive and the centre of
sector. Employment opportunities in the arts
a region that has been formally identified as
sector. Community inclusion and participation
Arts Northern Rivers
having the largest number of creative people
in cultural activity.
Southern Cross University
outside of metropolitan Sydney. Lismore’s
Creative Lismore Private Enterprise Lismore City Council
NORPA TAFE
cultural enterprises include every creative form – the visual arts, all forms of music, film,
Timeframe 2 years
television, new media, theatre, poetry and
Key Actions
key council contacts
literature, in clearly defined sectors such as
2014
Lismore Arts Hub development
education, health and wellbeing, public and
and fundraising project
ED, Sustainable Development
private galleries and museums, performance
Resources
and community arts.
Staff time and provision of seed funding for
Director, Lismore Regional Gallery
Lismore has a significant investment in the
fundraising initiatives.
creative industries with major stakeholders such as Southern Cross University, Northern
What does success look like?
• Investment attraction into
the Arts sector in Lismore
Rivers Performing Arts (NORPA), the Lismore Regional Gallery, Arts Northern Rivers, the Lismore Art in the Heart project, the Northern Rivers Conservatorium Arts Centre, Lismore TAFE, ACE, the Richmond River Historical Society, the North Coast Entertainment
• Lismore is recognised as
Industry Alliance (NCEIA) and NGOs
a leading arts and cultural
operating in the area of mental health and
destination
disabilities, community-based galleries and
• Economic and social
workspaces such as the Serpentine and
utcomes are achieved for
‘C Space’ and a large number of private
the community
galleries, cafés and other operations which support the arts. The aggregation of all these cultural offerings result in a rich cultural landscape and a substantial creative base for
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both economic and social outcomes.
Background:
The Arts Hub – Creative Lismore, aims to
Creative Lismore was established through
effectively promote this offering and attract
an industry strategic plan workshop in March
investment for the creation of a 24/7 cultural
2013. Creative Lismore is currently working
precinct in Lismore’s CBD.
through Vision and Values statements.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
COMMUNITY VISION • Partnerships with service providers • Safety and wellbeing
Workforce Development Plan – Health
partners Lismore City Council Building Australia’s Future Workforce (DEEWR) Janelle Saffin Thomas George NSW Trade and Investment SCU
Project Brief Scope
Community Benefit
This project is aimed at improving industry
Employment generation and skills
access to skilled labour and providing
development, business and industry
employment opportunities for Lismore’s
development and support, improved
workforce.
community services.
Based on documented business challenges to
Timeframe
secure skilled labour and the regional
4 years
challenge being faced through a declining workforce, this project has become critical
Key Actions 2013
Industry consultation and mapping
exercise
2014
Property assessment
Health sector organisations/businesses
and provides an opportunity for Lismore to
Chambers of Commerce
The focus of the project in the first instance
key council contacts
will be a heath and allied services sector
Resources
research and mapping exercise to determine
Staff time and partnership contribution
Business Facilitator
the employment base, skill requirements and
towards the Workforce Development Plan
corresponding demand over the next
consultation program, reporting and strategy
10 years.
development.
What does success look like? • Comprehensive
understanding of the
health sector employment
and skills needs for the
next 10 years
• Skills development
programs being
undertaken to meet
industry needs
retain and up-skill an older workforce.
The challenges for this sector are the longer Jobs
term forecasts of a declining workforce due to a mass exodus of retiring workers and the demands on the health sector with an older population. Effectively it is today’s 12-year-old that will be this potential workforce.
Education & Skills
Heath & Allied Services
Workforce development requires a longer term planning scope and a collaborative and coordinated effort between industry,
Community/ Job seekers
education and the community.
• Lismore/Northern Rivers
health and allied
services sector labour
security ensured
Background: Initial meetings have been held with key stakeholders including industry.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • Environmental leadership • Wilsons River
Wilsons River Regeneration and River Walk Project
partners Lismore City Council Southern Cross University Hurfords EnviTE Richmond River County Council Rous Water key council contacts Manager, Integrated Planning Environmental Strategies Coordinator Environmental Strategies Officer
Project Brief Scope
Community Benefit
The Wilsons River is a significant community
Improved river and riverbank health
asset and intrinsic to the amenity of the city
(critical to the health of the Lismore
and the CBD activity.
environment). A recreational area for
The river has a major role to play in CBD revitalisation as both a ‘natural environment’ and ‘recreational activity’ asset. This project provides the opportunity to integrate what has been a continuous but unintegrated effort to
community use and enjoyment. Improved communication across disciplines to ensure economies of scale and coordinated deliverables. A highly visible demonstration site for riparian restoration.
balance the needs of:
Timeframe
• Engineering systems
4 years (to ongoing)
• Restoration programs • Recreation access The scope of the project essentially includes two works sites: 1. The regeneration project includes the development of a landscape and works
What does success look like?
plan for approximately 2km of riverbank (Bridge to Bridge) revegetation and
Key Actions 2013
Steering Group established and
project scope defined
2014
Site plan created to scope and
prioritise the regeneration works
and project milestones
Actions commenced
restoration. The implementation of the plan
Resources
will require the engagement of skilled bush
Staff time and costs associated with
• Improved river and
regenerators and landscapers, however
partnership facilitation and site plan
adjoining (less restricted) areas could
development. Also partnership contribution
integrate with a volunteer labour force.
towards site works.
riverbank health
• Completion of 2km
revegetation and
restoration
2. The River Walk aspect of the project includes approximately 80 metres of
• Completion of River Walk
footpath construction to provide a
continuous walking link along the
construction
Wilsons Riverbank. Both sites require significant engineering investigation to ensure the riverbank stability is addressed.
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PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
COMMUNITY VISION • Partnerships with Service Providers • Safety and wellbeing
Wilsons River Footbridge – Bridging the City
partners Private Enterprise Hurfords Lismore City Council
Project Brief Scope
Community Benefit
No-one was really looking for a big hairy beast
Increased connectivity between the CBD and
at the Partnering Summit – but he always
North/South Lismore.
manages to find a way of popping up.
key council contacts
Buoyed by the energy surrounding both CBD
Business Facilitator
keen to see development of the Wilsons River
What does success look like? • Private enterprise
contribute to the
construction of the
Wilsons River Footbridge
and river projects, Summit participants were
4 years Key Actions
government partnerships.
Host a meeting of interested stakeholders to
This infrastructure would connect the CBD
explore opportunities for joint-venture project.
to North and South Lismore and open up
Resources
opportunities for expanded retail traffic and
Staff time and small partnership contribution
tourism products.
towards feasability, concept drawings and
This is very much an incubator project and
costings.
would require concept drawings, construction quotes and significant private enterprise buy-in, however the benefits to community
amenity, geographical linkages, CBD
• Increased engagement
expansion, and river awareness and
enjoyment would be considerably enhanced.
with the river precinct
Timeframe
Footbridge explored by private enterprise and
• Increased retail and tourism outcomes
Introduction of new locals/visitor experience.
The project opportunity will be further explored with the stakeholders and as a group determine this as a short, medium or longterm partnership aspiration.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • • •
Environmental leadership A resilient economy Partnerships with service providers
Environmental Partnering – Rural Landholder Capacity Building
partners
Project Brief Scope
Community Benefit
Lismore has a long-standing and consistent
Environmental and economic outcomes
sustainability credential and environmental
will be achieved through improving
awareness that is a source of great pride.
information exchange between rural
Through the Imagine Lismore project, the
landholders and support networks with a
community again reinforced its view on the
specific focus on environmental restoration,
EnviTE
significance of the natural environment to
sustainability and building capacity within
Wetland Care Australia
community wellbeing and places a high
the community through best practice land
Chambers of Commerce/ business groups
importance on its protection and the
management.
sustainable use of natural resources.
Lismore City Council Rural Landholders NSW Department of Primary Industries Landcare
Rural landholders will be supported to
SNR – Food
The community has also put forward a
enhance their land holding with sustainable
mandate to strengthen our capacity for
land practices and improve opportunity for
key council contacts
sustainable food production and provide
food production and land-use profitability.
Manager, Integrated Planning
opportunities for our local farming families.
Environmental Strategies Coordinator
broaden our sustainable environment capacity
longer term sustainable production
The aim of this partnership project is to
Timeframe 3 years (to ongoing) Key Actions 2013
Engage NRM Officer
opportunities with rural land managers and
Establish delivery framework with
food producers, Landcare groups, natural
partnership group
resource managers, private sector businesses
Initiate contact with rural
and regional primary industry stakeholders to
• Measurable environmental
landholders/create register and
deliver two key outcomes:
information needs analysis
1. Improve environment outcomes through
2014
Implement capacity building delivery
framework (sustainable production
practices, marketplace development
etc.)
2015
Continue implementation –
information delivery and cluster
development
What does success look like? outcomes on rural land
through furthering partnerships and
• Food production
genuine partnerships with Lismore’s rural
improvements and land-
landholders
use profitability increase
• Improved capacity for
2. Initiate and support best land management practices and improve land-use profitability
sustainability across the
farming and business
The NRM officer will facilitate the partnership
community
development and work with the partners to
• Partnerships formed for
define the project delivery framework,
Resources
establish a rural landholders register and
Staff time and project funds towards the
facilitate a communications strategy with all
development of the partnership/industry
stakeholders.
cluster and delivery program.
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long-term opportunity
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
COMMUNITY VISION • •
Lismore as a model of sustainability Community participation in decision making
Farming the Sun – Lismore Community Solar Farm Project
partners Lismore City Council Office of Environment and Heritage Starfish Enterprises Community Stakeholders key council contacts Environmental Strategies Coordinator Environmental Strategies Officer
Project Brief Scope
Community Benefit
Farming the Sun is the largest community
Opportunity to reduce Council’s community
solar energy initiative to date and has won a
infrastructure power costs.
NSW Government Green Globe Award for its contribution to sustainability.
community driven.
Lismore has the opportunity to be the first to establish a community solar farm in Australia. The solar farm concept is based on a community ownership model where Lismore City Council is the host (based at the East Lismore Treatment Plant). The establishment of the solar farm
What does success look like? • A community-owned
solar farm demonstrating
sustainability
• A showcase model which
encourages further
investment in solar energy
• Return on investment for
community members
Showcase a model for sustainability that is
Inform and involve community members in decision making based on practical, clean solar energy projects. Timeframe 4 years Key Actions 2013
MOU – site feasibility process
commenced
the solar farm in partnership with Council.
Development of investment materials
The project allows for community owners
Community promotion program
and investors to play a significant part in
2014
Commence construction of
increasing the uptake of more affordable solar
solar farm
infrastructure enables local investors to pool their funds and collectively own and operate
energy with the aim being to deliver ‘better than bank’ returns along with social and environmental benefits.
Resources Staff time and small contribution from Infrastructure/Assets departments.
The key requirements for the host are to: • Provide the infrastructure operation and space to locate the solar farm (625m2 for 100kW) • Ensure the infrastructure operation has the ability to consume a large portion of the electricity generated at the time the electricity is produced. As a guide a 100kW+ solar system will produce up to 550-600kWH+ per day during daylight hours.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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COMMUNITY VISION • A resilient economy • Partnerships with service providers
Promotion & Marketing – Lismore Pride and Identity
partners Lismore City Council Southern Cross University Northern NSW Local Health District Real Estate Industry Private Enterprise
Project Brief Scope
Community Benefit
Lismore has an identity story, which centres
A stronger connection to brand identity and
around our location, our natural assets, our
promotional messages that set Lismore apart.
people, our diversity - how we embrace that diversity and how we nurture and provide for our future. Building pride and communicating our identity
key council contacts
can be achieved through strategic develop-
Communications Officer
effective marketing and promotions strategy.
Tourism Manager
We believe there is a vested interest in the
ment and use of a place brand and an
promotion of Lismore as a place to live, a place to visit and a place to invest. We will
What does success look like?
invite partners to work together in the
Place brand use and recognition that builds pride and a stronger sense of community, belonging and inclusion. Initiating a place brand project will have a positive impact on projects such as housing development, investment attraction, visitor attraction and business and industry retention and expansion. Timeframe 4 years
development and implementation of the
Key Actions (immediate)
brand story, brand positioning and
2013
Document Lismore’s identity and
• Lismore City Council and
promotional strategy.
aspirations, including unique
partners have a adopted a
Linking Lismore’s identity and aspirations to
selling point
global place brand that is
the brand and clearly defining this story for
2014
Consolidate the Lismore Come to the
embraced
partners will facilitate the implementation of
Heart brand around the documented
the strategy and the broader and longer term
identity
• Lismore has gateway
signage (and street signage) buy-in.
2015
Realise partnership and funding
that reflects the values and
Council can take a leadership role in gateway
opportunities with stakeholders
signage, road signage, visitor and investment
who have an interest in the
• A visual identity style guide
materials and work with partners to integrate
promotion of Lismore
has been created for
place branding, promotional strategy and
2016
Develop a marketing and promotions
effective use of the place
pride building initiatives into their own
program around the brand
brand
marketing signage and promotional materials.
aspirations of the city
Resources
• Partners are using the
The project scope includes:
Staff time and communications budget
global place brand on
• the articulation of Lismore’s identity,
contribution.
building and property
signage and reinforcing the
values and aspirations of
the city
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aspirations and unique selling point • partnership buy-in for brand and strategy development. • brand development that allows extension of the brand for partner use.
PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
COMMUNITY VISION • • •
Partnerships with service providers Inclusive community Safety and wellbeing
State of the Community Report
partners Lismore City Council Richmond Local Area Command Southern Cross University TAFE
Project Brief Scope
The partners will work together to develop
The Lismore Leaders Group was established
the wellbeing indicators, appropriate report
in early 2012 with a clear goal to identify
framework and timeframes.
actions, initiatives or projects that would improve the lives of the residents of Lismore. This was a very important lead-in to the
Community Benefit A formal monitoring and evaluation process linked to community assessment and factual
DET
Imagine Lismore process with the LLG an
FAHCSIA
early advocate for the partnership project
Northern Rivers Social Development Council
approach. The group has gained considerable
Inform and involve community members
momentum with a number of projects
in decision making based on tangible
included within Imagine Lismore.
benchmarks.
This is the ideal partnership group to drive
Instil a sense of responsibility for community
and implement the State of the Community
outcomes across the partnership group.
State and Federal Government
Report. The report will include community
Timeframe
wellbeing indicators which match a set of
4 years
key council contacts
agreed objectives that correspond with the
Manager, Corporate Services
2013
Establish a Steering Committee to
Community wellbeing indicators can help
develop the State of the Community
local government to govern better by
Report community wellbeing
improving councils’ knowledge,
indicators and framework model
Work with partners to establish
focus area-specific data collection
parameters
Chambers of Commerce Neighbourhood Centres
What does success look like?
Imagine Lismore visions.
responsiveness, effectiveness and accountability. The process can also provide the basis for engaging key partners in
data.
Key Actions
• Create a partnership model
dialogue and action for improving community
that effectively reports on
outcomes and strengthen local communities
2014
Author the inaugural State of the
community outcomes
in direct and practical ways.
Community Report
• Established community
Utilising the 2012 Community Survey data as
Resources
wellbeing indicators for
a perceptions and positioning benchmark, the
Staff time and internal resources of each
Lismore (and data collection
Lismore Leaders Group will take a lead role in
partner organisation.
sources)
developing the wellbeing indicators by
• Improve community
outcomes and community
perceptions
providing factual data and dialogue for the annual State of the Community Report. This will also allow the opportunity to compare perceptions with reality and address the gaps in between. PARTNERING STRATEGY IMAGINE LISMORE 10 YEAR PLAN 2013-2023
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For more information contact: Lismore City Council Corporate Centre 43 Oliver Avenue, Goonellabah NSW 2480 | PO Box 23A Lismore NSW 2480 Business hours: 8.30am to 4.30pm Phone: 1300 87 83 87 | Fax: 02 66 250 400 28
Email: council@lismore.nsw.gov.au | 10 www.lismore.nsw.gov.au PARTNERING STRATEGY IMAGINE LISMORE YEAR PLAN 2013-2023