PLACE + Beerwah

PLACE + BeerwahCouncil Action Plan

Growing a bright future!

PLACE + Beerwah

Growing a bright future

PLACE+Beerwah

What isPlace Making?

Executive Summarye

This Action Plan is an outcome of the PLACE+ Beerwah place making project.

Place making is an integrated approach to working with communities on a broad range of issues that require long term commitment to people, places, and partnerships. It is a holistic process that grows unique, resilient and vibrant communities so they develop a sense of place and belonging.

The PLACE+ program is an initiative of Sunshine Coast Council that incorporates a multi-directorate approach to activity centre development through the participation of council, the community and key stakeholders. The key to this program is the integrated framework that is driven by extensive community involvement in establishing the future direction of each town and centre. The initial stages of the PLACE+ process culminates in

the development of a place making action plan, to be delivered through the key stakeholders of State Government, local council, the community, businesses and the private sector.

Beerwah is Sunshine Coast Council’s fi rst activity centre for the new PLACE+ program to be rolled out. The legacy of the PLACE+ Beerwah project will live on through the collaboration and investment of all stakeholders.

PLACE + Beerwah

1 Introduction

Beerwah – Place in Context Project Purpose Place Making and PLACE+ Community Vision Objectives Methodology Council’s Policy Framework Project Parameters

2 Council Action Plan

Background Framework Governance Structure 1.0 Governance 2.0 Planning 3.0 Infrastructure & Environment 4.0 Community 5.0 Business & Economy

3 Implementation Sequence and Priorities Implementation of the Actions Capital Works Program Exit Strategy Post Evaluation Feedback Acknowledgements

A Appendices Community Action Plan Capital Works Program Background Study Community & Stakeholder Engagement Report Focus Group Toolkit Communication & Marketing Strategy Draft Action Plan V1, 2nd April 2012

Contentsc

6 8 8 9 10 10 11 11

13 14 15 16 17 18 19 20

22 23 23 23 23 24

A1 A2 A3 A4 A5 A6 A7

PLACE + Beerwah

Project No.: 21313Version: 3Date Created: 12 March 2012Date Printed: 09 August 2012Author: Sunshine Coast CouncilProject Manager: Jamie Franklin

PLACE + Beerwah 4 Council Action Plan

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1 Introduction


PLACE + Beerwah


In general, commercial and retail uses are focussed to the western side of the railway line. To the east of the railway line businesses are typically destination retail, service industry and light manufacturing uses. A signifi cant industrial estate is located to the east of the Steve Irwin Way and a range of service industry and manufacturing uses are also scattered between Steve Irwin Way and the railway line.

The Fire Station, Ambulance and Police Station are clustered on Beerwah Parade. Licensed entertainment venues, being the historical Beerwah Hotel and the RSL Services Club are also on Beerwah Parade.

As well as the commercial and retail services, Beerwah contains a number of primary and secondary schools, a community hall, library, community centre, district sports ground, swimming pool and golf course. Australia Zoo to the north of town is a major tourist attraction and local employer for the Sunshine Coast.

Introduction1

Beerwah – Place in Context Context Location

Named after nearby Mt Beerwah, Beerwah is a growing hinterland town in the heart of the “Glasshouse Country” at the southern end of the Sunshine Coast. It is located on Steve Irwin Way west of the Bruce Highway, south of Landsborough and north of Glass House Mountains. The north coast railway line runs through the town with a planned transport corridor to the coast (CAMCOS) just north of the centre.

Role and Function

European settlement of the Beerwah area dates from the mid-1890s, with land used mainly for timber-getting and farming. Signifi cant development did not occur until the post-war years, with the population increasing from the early 1900’s. More recently rural land is used mainly for pineapple, citrus fruit, macadamia nut and vegetable growing, with some grazing, although forestry plantations still buffer the town from the highway.

The SEQ Regional Plan 2009-2031 identifi es Beerwah as a Major Regional Activity Centre for the southern hinterland providing commercial, retail and industrial goods and services to the surrounding rural and residential population.

In 2006, the town of Beerwah had a population of 4069 people but the town has been growing at a relatively high rate and will likely be a focal point for substantial growth on the Sunshine Coast into the future, with current population projections expected to double to over 8,000 by 2031 and the southern rail corridor will potentially reach 35,000 in the same period. The 2006 census showed Beerwah was well represented with families and specifi cally young children and had a lower proportion of lone person households than the Sunshine Coast in general.

Beerwah has a traditional mainstreet along the railway line (Simpson St) although retail development has continued to expand along Peachester Road.

Beerwah – Place in Context


Introduction1

Community Insight

Overwhelmingly, local people love the semi-rural aspects of the town and the lifestyle it offers. This includes natural features like Coochin Creek, the surrounding bushland and green space, wildlife, farmland and views to the iconic Glass House Mountains. The rural heritage of the town and local food production is a particular source of pride.

People choose to live in Beerwah for the quiet country town lifestyle, family friendly aspect, accessibility of services and the sense of community. Residents like being 20 minutes to the beach and 45 minutes to Brisbane city. Many residents commute to work elsewhere in the region or to the south.

People connect to Beerwah through various interest groups and many locals are involved in volunteering and participate in local organisations and events. The education options are commended, along with the library and the numerous parks and playgrounds. Younger residents enjoy the skate park, while the charming village shops are enjoyed by all.

Challenges for Beerwah

Beerwah has been growing at an increasing rate and while continued growth is predicted, new development is likely to be more consolidated close to the centre of town. Existing large block sizes contribute to the appealing country feel of Beerwah and redevelopment or new development needs to respect this.

Improved pedestrian accessibility is greatly needed and a new and easier pedestrian access across the railway line would be appreciated.

Recent transport infrastructure upgrades have signifi cantly impacted the function and sense of place of the town. While safety can’t be compromised, it is desirable to redirect passing travellers back into the town centre.

The economic and ecological signifi cance of the Glass House Mountains and surrounding farming and forest country could be harnessed to create a family adventure destination. However, visitors need to be drawn into Beerwah itself, as the heart of this district.

The creation of a new lively active civic heart with improved parks and green links would contribute to the economic vitality and beautifi cation of the centre, encouraging locals and visitors to stay longer.

As a Major Regional Activity Centre with a catchment of the southern hinterland, higher level services such as 24 hour medical services, speciality shops, white goods, professional services and increased employment opportunities need to be accommodated to meet its future needs.

At the same time one of the biggest challenges for Beerwah over the next 10-20 years will be to maintain a point of difference and robust local economy as Caloundra South develops potentially competing town centre functions.

Plans to upgrade the rail service and ultimately duplicate the rail line will lead to some changes in the town centre and potentially attract more commuters. A new highway interchange at the end of Roys Road may also bring new opportunities for the town.

Place


Introduction1

Project Purpose

The purpose of this Action Plan is to identify a range of actions and initiatives to be delivered by council, based around the community’s vision, to guide Beerwah’s growth into a Major Regional Activity Centre.

Place Making and PLACE+

Sunshine Coast Council is committed to protecting our quality of life and strengthening our unique identity through a Place Making approach.

Place Making is an integrated approach to working with communities on a broad range of issues from infrastructure improvements to town centre management and community capacity building, in a considered effort to protect our quality of life and strengthen our unique identity.

It has a philosophy and methodology that is holistic, multidisciplinary and requires long term commitment to people, places

and partnerships. It is a tool to achieve sustainable outcomes socially, economically and environmentally with an overall aim to provide our communities with a sense of place and belonging.

Our changing communities are seeking more from their town centres as places to do business, shop, meet friends and enjoy our diverse community of communities. Place Making is fundamentally about a process of creating meaningful and activated places. It is a powerful and holistic process of understanding, facilitation, innovation and activation that grows unique, resilient and vibrant communities. It involves building on a place’s unique identity and character to enhance the way people think about a place - “Sense of Place”.

PLACE+ is an exciting new investment in the town centres, villages and transport corridors across the Sunshine Coast. Beerwah is council’s fi rst project under the new PLACE+ program that aims to deliver a truly integrated and multidisciplinary

outcome through the participation of council, the community and key stakeholders. This program is council’s key external platform to promote and deliver place making to a community.

The concept of PLACE+ is to deliver action for a centre that holistically support its development through a place making approach, based around the community and council. This approach ensures the inclusion and empowerment of people in creating their sense of place and supports an improved localised place based approach to the way council delivers its service to each of its individual communities by understanding locally specifi c needs and opportunities.

People


Community Vision ‘Growing a Bright Future’

The Beerwah community has a vision for its town to grow a bright future. Beerwah will retain its country feel, build a vibrant, safe and pedestrian friendly town centre, work towards environmental sustainability, create a cohesive and healthy community, balance growth with quality of life, strengthen its connection with the iconic Glass House Mountains and advance local business into the future.

A consolidated town centre will form a civic heart for the town with vibrant businesses and activated streets, where people browse, linger and meet up with friends. A pedestrian friendly streetscape will allow for formal and informal seating, dining and gathering. Buildings and public spaces will refl ect the country town character and include visual links to the town’s horticultural heritage, while being modern, comfortable and incorporating sustainable design principles.

Open space links will play an important part of the town’s fabric with green space along both sides of the railway line, and pathways linking the town centre with the schools, sports ground and community facilities. Turner Park, the Hall and Library will form a community focus in the centre of town, but better use will be made of these and other community facilities, and partnerships will be forged to improve accessibility to private infrastructure.

Introduction1

open green spaceretail mix

youth

parksagriculture

play grounds

pathways

civic heart tourism

events

housing

connect town

health care

health care

cafe culture

lifestyle

schools

active street

recreational facilities

indigenous heritage

community gardensglass house mountains

sense of community


Objectives

The objectives of this PLACE+ project are to:• Develop a sustainable and vibrant

community vision for Beerwah that is clear and achievable;

• Produce an action plan that aligns outcomes around the community’s needs and council’s business;

• Use innovative and collaborative community/stakeholder engagement techniques that involve a multi-disciplinary approach centred around the community, but also include all signifi cant stakeholders and departments of council;

• Clearly communicate council’s role during the implementation of the PLACE+ program for Beerwah to the community and all stakeholders; and

• Build further capacity in the community to ensure its ongoing resilience and self-reliance.

Methodology

The PLACE+ Beerwah project has been broken down into four distinct stages, with each stage focussed around community and stakeholder engagement.

The development of a holistic Action Plan requires time to enable genuine inclusion of the community in decision making. Implementation of the Action Plan will predominately occur over the following three years of the PLACE+ program, through council’s partnership with the community and stakeholders.

Introduction1

FEB - AUG 2012

SEP 2012 -JUNE 2015

NOV 2011 -JAN 2012

JULY 2014 -JUNE 2015

Place Making Action Plan


Introduction1

Council’s Policy Framework

The Corporate Plan is one of the overarching documents heading council’s Policy Framework, along with the Community Plan and the Financial Plan. The policy framework directs council’s business and results in the allocation of resources, projects and the delivery of services to the community. At a strategic level council has adopted the following:

• Economic Development Strategy; • Affordable Living Strategy; • Open Space Strategy;• Social Infrastructure Strategy;• Sustainable Transport Strategy;• Waterways and Coastal Management

Strategy;• Biodiversity Strategy;• Climate Change and Peak Oil Strategy; • Waste Minimisation Strategy.

These strategies have specifi c actions that relate to Beerwah, which are not exhaustive in their list of actions for Beerwah. Further details on council’s policy framework and these associated strategies and actions are included in the PLACE+ Beerwah

Background Study (Refer Appendix), produced for the community focus groups in February 2012. The strategies should be read in conjunction with this Action Plan as an overarching direction for the town. Any local confl ict with, or departure from these positions would require careful consideration by council.

However, the community and private sector have more scope to prioritise and commence actions that they are responsible for delivering.

Project Parameters

The scope of the PLACE+ Beerwah project is bound by council’s Place Making Charter and is seen as an opportunity to align community engagement, planning and resource allocation to deliver long term benefi ts for Beerwah, including but not limited to capital works.

There is no legislative requirement for place making and PLACE+ Beerwah and the process will not result in regulation. Ultimately, this action plan will not control

the use of land nor will it dictate how land can be developed or what the built form will look like. Land owners and developers are not bound by this action plan although their participation in the process is most desirable to achieve a quality outcome for Beerwah.

Independent to this project council has recently drafted a new planning scheme for the Sunshine Coast. This statutory document is bound by the Sustainable Planning Act and will control land use and development. Community review of the draft plan may be possible later this year.

Additionally, the Urban Footprint of Beerwah is set by the SEQ Regional Plan and it is not the role of PLACE+ Beerwah to consider modifi cation to this boundary.

2 Council Action Plan


PLACE + Beerwah


BackgroundFrom November 2011 to January 2012, council invited the local Beerwah community, businesses, council branches and state government departments to participate in an extensive engagement process to inform the future direction of Beerwah.

Community members were then invited to form focus groups. From February to April 2012 these groups worked with council’s project offi cers to create a draft action plan for Beerwah, based on information collected from the initial community and stakeholder engagement. This draft action plan was then circulated across council for internal feedback around achievability, and to include relevant council initiatives.

This process has produced two action plans based around implementation by the:

• Local community, and • Sunshine Coast Council

The local Community Action Plan (see Appendix) and Council’s Action Plan, whilst separate, are intrinsically connected to the growth of Beerwah. The actions listed within this document are those raised by the community that relate to and will be delivered through council business.

The community engagement process made evident the community passion and health in Beerwah, which has led council to focus its resources towards planning and infrastructure outcomes, whilst supporting community development.

Additional actions will be identifi ed through the next phases of the program arising from the actions in this plan through further technical and professional input and research. It should be noted that there may be additional actions occurring around Beerwah as a matter of course, and this list in not exhaustive.

The appendices provide supporting information for the project:

• Community Action Plan • Capital Works Program (Endorsed June 2012) • Background Study • Community & Stakeholder Engagement Report • Focus Group Toolkit • Communication & Marketing Strategy • Draft Action Plan V1, 2nd April 2012

Council Action Plan2

Beerwah

Community Action Plan

Council Action Plan

RobustEconomy

Ecological Sustainability

SocialCohesion Access &

Connectedness

ManagingGrowth

Health & Well-being

GreatGovernance

Innovation & Creativity

Governance

Planning Infrastructure &Environment

Business & Economy

Community

1.0

2.0 3.0 4.0 5.0


The following identifi ed initiatives are specifi c to Beerwah as part of council’s PLACE+ delivery. These initiatives are in addition to council’s normal business services, though some of these normal business services also assist the PLACE+ program, and through their targeted focus will contribute to Beerwah ‘Growing a Bright Future’. (Identifi ed with an * in this action plan).

The adjacent diagram summarises the framework for delivery of these additional initiatives and council’s normal business service, centred around the organisational departmental structure.

2

NOTE:NOTE:* Denotes actions identifi ed as core council business targeted to the PLACE+ Beerwah program* Denotes actions identifi ed as core council business targeted to the PLACE+ Beerwah program

COUNCIL ACTION PLANCOUNCIL ACTION PLAN

Planning Infrastructure &Environment

Business & Economy

Community

2.0 3.0

1.0

4.0 5.0

Develop a Public Domain Develop a Public Domain MasterplanMasterplan

Implement $3M streetscape Implement $3M streetscape improvementsimprovements

Partner with environmental groups Partner with environmental groups for managment programsfor managment programs

Adopt a precinct management Adopt a precinct management approach approach

Develop the Beerwah Place Develop the Beerwah Place Making PlanMaking Plan

Work with land owners/developers Work with land owners/developers of key sitesof key sites

Create connections through Create connections through CommunityHub online networkCommunityHub online network

Develop local public art reportDevelop local public art report

Business support through Business support through economic development programs economic development programs

Joint marketing and tourism Joint marketing and tourism initiativesinitiatives

Access to contemporary Access to contemporary communication servicescommunication services

Partner with Glass House Country Partner with Glass House Country Chamber of CommerceChamber of Commerce

3.13.1

3.23.2

3.3 *3.3 *

3.4 *3.4 *

Deliver appropriate governance of PLACE+ Beerwah project

Support establishment of community umbrella group and champions

Consult with business with regard to Town Centre Management and funding options

Identify funding sources to support council delivery of action plan

Advocate to State Government on a range of cross-departmental initiatives

1.1

1.2

1.3

1.4 *

1.5 *

2.12.1

2.2 *2.2 *

4.14.1

4.24.2

5.1 *5.1 *

5.2 *5.2 *

5.3 *5.3 *

5.4 *5.4 *

Governance

PLACE+ Beerwah

Framework

Council Action Plan


PLACE + Steering Group

- Branch Manager- PCG Chair- Project Manager- other Branch Managers (if required)

PLACE + Integrated Project Team

PLACE/PROJECT MANAGER- Infrastructure Services Rep- Regional Strategy & Planning Rep- Community Services Rep- Finance & Business Rep- Communications Rep

State Govt Agencies

EXECUTIVE DIRECTORExecutive

Leadership Team (ELT) (as required)

COUNCIL

Place Coordination Group (PCG)(as required )

DEL

IVER

YC

OO

RD

INAT

ION

APPR

OVA

L

COMMUNITY

FEDERAL & STATE BODIES

OTHER STAKEHOLDERS

EXTERNAL CONSULTANTS

DIVISIONAL COUNCILLOR

Council Programs

Private interests

Community Groups

Council’s governance structure for the delivery of the Beerwah PLACE+ initiatives are summarised in the adjacent diagram.

The delivery of Council’s Action Plan for Beerwah is primarily facilitated by the PLACE+ Integrated Project Team. This team is led by a Project Manager with lead representatives from respective departments for coordination and liaison with Branch Managers. The Branch Managers are then responsibile for allocating resources to their attributed actions.

The PLACE+ Integrated Project Team liaise closely with the Divisional Councillor as the community’s representative as well as other identifi ed stakeholders.

The PLACE+ Steering Group is the key coordination point of the PLACE+ program with input from the Place Coordination Group, as well as preliminary approval review prior to submitting any action outputs to the relevant Executive Director for sign-off.

2

PLACE+ Governance Structure

Council Action Plan


Council Action Plan 2

The key to delivery of PLACE+ Beerwah is an appropriate governance model - a model that forms partnerships between council, community, business and State Government.

1.0 Governance

* Denotes actions identifi ed as core council business targeted to the PLACE+ Beerwah program


1.1Key Action


1.2Key Action

GOVERNANCE ITEMS

DETAIL PRIORITY COUNCIL BRANCH

FUNDING

1.1 Deliver appropriate governance of PLACE+ Beerwah project

1.1.1 Nominate a Place/Project Manager as council’s key representative through the duration of PLACE+ Beerwah program.

High ELT and PLACE+ Steering Group

Depts Op Budget

1.1.2 Deliver PLACE+ Beerwah through a range of capital and operational programs using an integrated departmental approach.

On-going All departments

Depts Op & Capital Budget

1.1.3 Develop success indicators and monitor performance throughout program delivery, exit strategy and post project evaluation.

On-going Transport. & Engineering

Op Budget

1.2 Support establishment of community umbrella group and champions

1.2.1 Council to support establishment of community umbrella group and governance model for delivery of the Community Action Plan.

High Community Development

Comm Devt Op Budget

1.2.2 Support local community groups and champions to ensure the development of partnerships and connection with council’s existing programs and services.


Comm Devt Op Budget

1.3 Consult with business with regard to Town Centre Management and funding options

1.3.1 As part of a regional program, consult with business and community groups on a variety of town centre management approaches eg. Business Improvement Districts, Not for Profi t models and community imposed levies.

High Economic Development

Ec Devt Operational Budget

1.4 * Identify funding sources to support council delivery of action plan

1.4.1 Explore all council capital and operational programs eg. planning, bikeways, lighting, parks, community development and Public Infrastructure Program (PIPS).

High / On-going

All departments

Operational / Capital Programs

1.4.2 Apply for appropriate federal and state funding opportunities.

High / On-going

Commercial & Procurement

Comm & Pro Op Budget

1.5 * Advocate to State Government on a range of cross-departmental initiatives

1.5.1 Items for State Government discussion include:- Road & rail connectivity issues - Road Signage- Tree replacement planting - Youth Employment- Health & well-being initiatives

High / On-going

All departments

Depts Op Budget



Link to council strategies / planning studies and develop a local Place Making Plan.2.0 Planning


Develop the Beerwah Place Making Plan

2.1Key Action

Work with land owners/developers of key sites

2.2Key Action

ACTION DETAIL PRIORITY RESPONSIBILITY FUNDING

2.1 Develop the Beerwah Place Making Plan

2.1.1 Develop a Beeerwah Place Making Plan to consider recommendations to the new planning scheme and include the engagement of a Community Reference Group.

High Strategic Land Use Planning

RS&P Operational Budget

2.1.2 Develop master stormwater plan and consider water sensitive urban design opportunities (WSUD).

High Infrastructure Policy RS&P Op Budget / + part of $200K Streetscape Capital Budget

2.1.3 Undertake traffi c study and develop integrated access network plan (pedestrian, bicycle, public transport, vehicles & parking).

Low Transportation Strategy

Community Response Operational Budget

2.1.4 Undertake cultural heritage, character and visual study. High Strategic Land Use Planning


2.1.5 Review outdoor dining policy and opportunities for footpath trading.

High Community Response Comm Resp Operational Budget

2.1.6 Develop built form and urban design guidelines to promote good development outcomes (active frontages, articulated façades, relationship to streetscape, building bulk, design for climate).

High Strategic Land Use Planning


2.2* Work with land owners/developers of key sites

2.2.1 Through the Development Assessment, planning and design process, work with land owners/developers of key sites to achieve good urban design and through block connections.

On-going Strategic Land Use Planning, Planning Assessment, Eng & Environ Assessment




Identify infrastructure and environmental initiatives to support Beerwah into the future, based on community priorities, demand and growth.

3.0 Infrastructure & Environment


Develop a Public Domain Masterplan

3.1Key Action

Implement $3M streetscape improvements

3.2Key Action

ACTION DETAIL PRIORITY RESPONSIBILITY FUNDING3.1 Develop a

Public Domain Masterplan

3.1.1 Develop a Public Domain Masterplan and include the engagement of a Community Reference Group.

High Transport & Engineering

$200,000StreetscapeSub-program

3.1.2 Design for sustainable place activation of streetscape and open space areas including community gathering points, improved connections, shade planting, seating, landscape palettes, wayfi nding, event areas and integrated art to capture the essence of place, history and culture.


$200,000StreetscapeSub-program

3.1.3 Identify community priorities from CPTED audit recommendations including lighting, fl ooding, pedestrian safety, crossing points and vehicle speed limits.


Asset & InvestigationOperational Budget

3.1.4 Review existing Turner Park Masterplan and identify opportunities for:- development as Beerwah’s civic heart - improved access and visibility - major attractor playground & nature interpretation

High Parks & GardensProject & Design

Parks CapitalProgram

3.2 Implement $3M streetscape improvements

3.2.1 Construct $3M streetscape infrastructure improvements in line with Public Domain Masterplan outcomes and priorities.


$3,000,000StreetscapeSub-program

3.3* Partner with environmental groups to support management and protection programs

3.3.1 Partner with community groups to support general clean up of town and support existing programs such as:- Land for Wildlife conservation initiatives - Keep our Waterways Clean (monitoring and education)- Community Recycling Inc- Coordinated pest management (grants and incentives)- Biodiversity strategic core and connecting habitat areas

Medium Parks & Gardens, Enviro. Ops, Civil Works Srvs,Waste & Resource Management,Community Response,Environment Policy

Op BudgetCapital Budget / Environment Levy / External funding

3.4* Precinct management approach

3.4.1 Council to adopt a precinct management approach to the Beerwah District with the ongoing management and maintenance of council infrastructure and services.

Medium Cross Infrastructure Services Department Coordination

IS Op Budget(Growth)



Build community capacity to achieve social cohesion, well-being and development of cultural spaces, programs and events.

4.0 Community


Create community connections through Community Hub

4.1Key Action

Develop local Public Art Strategy

4.2Key Action

ACTION DETAIL PRIORITY COUNCIL BRANCH FUNDING

4.1 Create connections through CommunityHub online network

4.1.1 Council to hold education sessions for individuals and groups wanting to join CommunityHub online.


Comm Devt Op Budget

4.2 Develop local public art report

4.2.1 Develop a local public art report that includes working with the Beerwah community to capture “Beerwah Stories” and opportunities for integrated art in the public domain


Comm Devt Op Budget / + part of $200K Streetscape Capital Budget

4.2.2 Undertake creative workshops with school groups High Community Development

Comm Devt Op Budget

4.2.3 Build capacity of local artists and mentoring opportunities On-going Community Development

Comm Devt Op Budget



Support Beerwah’s future role as a Major Regional Activity Centre for the wider Glass House region. 5.0 Business & Economy


Business support through economic development program.

Key Action

Joint marketing and tourism initiatives.

5.2Key Action

ACTION DETAIL PRIORITY RESPONSIBILITY FUNDING

5.1* Business support through council’s economic development programs

5.1.1 Inform local business of council’s “Natural Advantage” economic development tools for local business improvements, networks, professional support services, performance indicators, grants and council contracts.



5.1.2 Inform business of existing educational programs to promote sustainable business practice and behaviour change of traders (EcoBiz).



5.2* Joint marketing and tourism initiatives

5.2.1 Promote Beerwah’s mountain image and rural food production through existing marketing initiatives:- Seasons of the Sun: a collaborative approach by the food industry promoting the Sunshine Cost as a major food hub - Local Harvest: Sunshine Coast Regional Food Directory- Nature Based Tourism (investigate a possible collaboration with Sunshine Coast Destination Limited)

Medium Economic Development


5.3* Access to contemporary communication services

5.3.1 Map digital infrastructure, identify black spots and engage with current programs including the National Broadband Network and mobile rollout.

Medium Economic Development


5.3.2 Provide businesses with access to digital skilling and awareness programs including "Get Up to Speed".



5.4* Partner with Glass House Country Chamber of Commerce

5.4.1 Chamber of Commerce to act as conduit for communication between council and the wider business community.



3 Implementation


PLACE + Beerwah


Implementation3

Sequence and Priorities

2.1 Develop the Beerwah Place Making Plan

Infrastructure & Environment

Business & Economy

Community

Partner with environmental groups for managment programs

Adopt a precinct management approach

- Built Form & Urban Design Guidelines - Master Stormwater Study

- Cultural Heritage, character and visual study

Business support through economic development programs

Joint marketing and tourism initiatives

Access to contemporary communication services

Partner with Glass House Country Chamber of Commerce

3.3 *

3.4 *



Consult with business in regard to Town Centre Management and funding options

Identify funding sources to support council delivery of action plan

Advocate to State Government on a range of cross- departmental initiatives

4.1

5.1 *

5.2 *

5.3 *

5.4 *

PLACE+ Beerwah Council Action Plan

3.1 Develop a Public Domain Masterplan

Planning

Work with land owners/developers of key sites

2.2 *

4.2 Develop local public art report

3.2 Implement $3M streetscape improvements

Create connections through CommunityHub online network

Governance1.1

1.2

1.3

1.4 *

1.5 *

To enable some initiatives to be delivered, there must be a sequence and prioritisation for completion of the preceding actions to ensure successful delivery of that initiative.

Additionally, some initiatives are concurrent and independent from one another that may progress as required. (See adjacent diagram)

The initiatives within section two of this document have been prioritised for delivery as either High, Medium or Low. The target dates for their delivery are:

High within 1 year Medium within 3 years Low within 5 years On-going


Implementation of the Actions

The community can immediately commence the delivery of their action plan. The implementation of council’s actions will be delivered through the:• Capital works program• Operational programs• State Government commitments• Business interests

Good Place Making does not happen overnight, nor can it be achieved by one party. Long term commitment and support by community groups, community champions and partnerships needs to be identifi ed at the project commencement and planning stage. The establishment of exit strategies is required between council and community or business groups to ensure a level of capacity building and ownership is retained.

Capital Works ProgramIn addition to the actions identifi ed in this document, council adopts a capital works program every year, which includes projects for the Beerwah area (see appendix). Some of these projects achieve community desires and needs, and have been considered in the development of this action plan. It should be noted that these projects and budgets are subject to change by council, as required through the budget process.

Exit Strategy

An exit strategy ensures that certain actions are developed as part of the project and become owned by the community. A successful exit strategy relies on building a good external governance model in the community to build capacity for self delivery of outcomes, which in turn ensures activities continue after the council program is fi nalised.

Planning an exit at the outset is a critical, if imperfect task and should be developed early in the process so that the community and other stakeholders can identify the issues to be resolved and who ultimately will own the solutions in the long term.

“For a project to succeed, it should be owned by those that have a stake in its success” – Efran Saz

Key Success Factors for an Exit Strategy:• setting specifi c and achievable goals• providing mentoring or up-skilling programs to build capacity in community groups• facilitating and guiding development of community/business groups if none exist• passionate champion/s• continuity of stakeholders

Fostering leadership and skills in a community becomes a very effi cient and effective way to empower communities to recognise and fulfi l their own objectives without necessarily leading to reliance on council resources and funding.

Post Evaluation Feedback

At the end of signifi cant phases of the project the council project team and relevant stakeholders will undertake a post project review. The review will assess outcomes related to project successes, failures, areas for improvement and performance of all the responsible stakeholders eg. state government, council, the community and the business sector.

The nominated Post Project Evaluation outputs include:

• quantitatively assessing whether the specifi c objectives of the action plan were achieved• auditing of Beerwah centre using the Place Health Audit criteria to establish change• surveying the community to assess success of project process,communication techniques, sense of validation, involvement, and project structure• setting the community governance team goals

Implementation3


During the course of the development of the two action plans there have been many contributions, which we would like to acknowledge.

Community Action Plan Focus Groups:Forty community focus group members dedicated their time to develop the Draft Action Plan under their desired theme from early February to the beginning of April 2012. The focus groups were self organised and arranged ongoing meetings to develop their actions, facilitated by council project offi cers.

Wider Beerwah Community:The wider Beerwah community were consulted through the engagement process and in addition individual information sessions and interviews were held with: • Local indigenous representatives • Glass House Country Community Co-op • Glass House Country Chamber of Commerce • Local Farmers • Members of community and sporting organisations (27 groups) • Aged-care facilities & local youth groups • Young mums at play groups • Schools and the Beerwah Flexi School

Internal Council Offi cers:Council staff have attended project workshops and provided valuable feedback into achievable actions and compliance of

the Council Action Plan. The range of internal council branches that have contributed to this process include:

Community Services: • Community Development • Community Facilities • Community Response • Library and Gallery Services

Finance and Business Department: • Commercial and Procurement • Economic Development • Property and Business

Infrastructure Services: • Building and Facility Services • Business and Major Project Services • Civil Works Services • Environmental Operations • Parks and Gardens • Transport and Engineering Services • Waste and Resource Management

Regional Strategy and Planning: • Strategic Land Use Planning • Infrastructure Policy • Transportation Strategy • Social Policy • Environment Policy • Planning Assessment • Engineering and Environment Assessment

External State Agency Engagement:

State agencies were contacted and subsequent briefi ngs held with the departments nominated by (*). • Department of Local Government & Planning • Department of Environment and Resource Management * • Department of Transport & Main Roads * • Department of Employment, Economic Development and Innovation • Department of Communities * • Department of Education and Training * • Queensland Health * • Queensland Police Services * • Energex * • Unity Water * • SEQ Water • Powerlink

Media and Web:The following organisations and websites act as some of the key conduits for spreading project information and keeping the community informed: • Glasshouse Country News • Glasshouse Country Chamber of Commerce • www.beerwah.org • www.facebook.com/Beerwah • http://www.sunshinecoast.qld.gov.au/ sitePage.cfm?code=beerwah-place

Acknowledgements:

Implementation3

A Appendices


PLACE + Beerwah

A1 Community Action Plan

A2 Capital Works Program

A3 Background Study

A4 Community & Stakeholder Engagement Report

A5 Focus Group Toolkit

A6 Communication & Marketing Strategy

A7 Draft Action Plan V1, 2nd April 2012

AppendicesAA

PLACE + Beerwah

PLACE + Beerwah

Documents

Transcript of PLACE + Beerwah