Strategy for the beneficial development of the Southern Highlands NSW

Most of the pages on this website focus on what the community wants done.

This page is more about HOW our community wants things done.

It is most definitely “about us”,  so please take a few minutes now to get a feel for how our community wants to do move forward.

Strategy Development Parameters

  • Wingecarribee’s distinct and diverse natural environment is protected and enhanced (2031-Environ-4.1)
  • Conserve the key natural resources of the Shire water catchments, arable land, key wildlife corridors, vegetation and scenic landscapes (2031-Environ-4.1.1)
  • Maintain and enhance biodiversity (2031-Environ-4.1.2)
  • Ensure no net loss of the natural resources of the Shire by replacement and/or offset of the unavoidable loss of trees, vegetation and other resources using an effective and transparent offset formula (2031-Environ-4.1.3)
  • Establish mitigation and adaptation plans and imagine a very different world in 2031. Take into consideration the realities of peak oil, climate change, steady state economy and population growth (2031-Environ-4.2.1)
  • Ensure that no development takes place in Wingecarribee that would threaten the underpinning natural resources of the area as a water catchment, food bowl, and tourist and recreational attraction (2031-Environ-4.2.2)
  • Encourage creativity in utilisation of our community assets (2031-Leaders-1.2.2)
  • Ensure all ideas and proposals are assessed on their life cycle impacts (2031-Leaders-1.2.3)
  • Identify good examples of leadership and map community assets (individuals, organisations and institutions) (2031-Leaders-1.3.1)
  • Ensure important decisions are made on the basis of how they meet our goals (2031-Leaders-1.5.3)
  • Leverage and network what we have that is good and working well in a particular field to establish core working groups that, with Council collaboration and support, will provide leadership, coordinated planning and funding (2031-People-2.1.1)
  • Proactively value, attract and hold a diverse population of young people, families, cultures and socio-economic backgrounds to the Shire to ensure a balanced community (2031-People-2.4.1)
  • Living and Working Sustainably – Our current economic model, based on unlimited growth and the exploitation of finite resources, is unsustainable. Climate change is impacting the region – mitigation and adaption must occur. (RDA Table-SH)

Leadership Style Considerations

  • Our leadership is based on mutual trust to foster and embody values of respect, responsibility, integrity and ethical governance (2031-Leaders-1.1)
  • Ensure systems and processes are in place to achieve mutual trust and collaboration (2031-Leaders-1.1.1)
  • Foster respect through continuing engagement and communication activities using a variety of modes and mediums (2031-Leaders-1.1.2)
  • Change our paradigm from self-interest to mutual benefit (2031-Leaders-1.1.3)
  • Wingecarribee leadership is visionary through creative thinking and practical planning (2031-Leaders-1.2)
  • We act in an inclusive manner with open information, communication, views and participation (2031-Leaders-1.4)

Local Community Engagement

  • Council to develop-implement a plan to give full support to social and economic flourishing in the Shire, both directly and in its own right, and indirectly through facilitating broad-based community actions to drive social/EconDev (2031-EconDev-5.5.2)
  • Provide opportunities to participate in future(s) thinking and to nurture ideas (2031-Leaders-1.2.1)
  • The Wingecarribee community has strong networks that support collaboration, partnerships and empowerment (2031-Leaders-1.3)
  • Stimulate networking in local communities and across areas of common interest (2031-Leaders-1.3.2)
  • Foster and support diverse interest groups to harness the skills, passion, time and commitment of community members and organisations, and to leverage effective participation (2031-Leaders-1.3.3)
  • Facilitate and support leadership within the community by removing barriers to participation (2031-Leaders-1.3.4)
  • Create a focus on community engagement (2031-Leaders-1.4.1)
  • Ensure the implementation and review of Wingecarribee 2031+, and plan by continuing engagement with the community (2031-Leaders-1.4.3)
  • We all work together in a flexible and responsive way utilising community values to achieve our vision for Wingecarribee 2031+ (2031-Leaders-1.5)
  • Create an inclusive process for measurement and celebration of our progress toward achieving the goals of W2031+ (2031-Leaders-1.5.1)
  • Solicit widespread public endorsement which directs and empowers action from 2010 to 2031 by the whole community (2031-Leaders-1.5.2)
  • Foster community participation (2031-People-2.1.2)
  • Increase community inclusion, cohesion and social interaction (2031-People-2.2.2)
  • Engage the under-represented in the life and decision making of the Shire (2031-People-2.4.3)

Regional-National Considerations

  • Work with neighbouring local Councils, business, business groups and organisations, universities and TAFE to better integrate economic strategies to maximise the economic opportunities for whole region (i.e. the Sydney Canberra corridor) (2031-EconDev-5.5.8)
  • Regional Development Planning – We ensure informed planning at all levels guides the strategic and sustainable development of the region. (RDA Table-SH)
  • Greater Capital Region Initiative (GCRI). The GCRI incorporates a strong focus on regional sustainability – See EEI. (RDA Table-SH)
  • Greater Capital Region Initiative (GCRI). We are working with RDA ACT and RDA Far South Coast to deliver the GCRI. (RDA Table-SH)
  • RDA Southern Inland Regional Plan 2013 -16. The Plan comprises a comprehensive regional profile and analysis. It is a valuable planning tool for government, business and community organisations. (RDA Table-SH)

For more information about what we havein mind over the next few years, please visit our Mission page.

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