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Based on community values and expectations, Glen Innes Severn area will retain its strong agricultural base, build its tourism offerings and target new business growth.
A proactive strategy for population and employment growth will be supported by an attractive environment for new investment that is ‘open for business’ – creating one of the leading inland destinations for ‘tree change’ and lifestyle-driven business growth in New South Wales.
The Plans vision states: Glen Innes Severn will have a vibrant, confident and inclusive community supported by a sustainable and prosperous economy underpinned by a well-maintained road network.
The Community Strategic Plan, is the community driven plan for the future of Glen Innes Severn local government area (LGA). It outlines what our community have told us they want to see in the LGA as it grows over the next 10 years.
The Plan outlines the key challenges and opportunities that are facing Glen Innes Severn Council and the Glen Innes Highlands area including:
1. Community services - Create a growing community with optimal access to community services and facilities.
2. Economic development - Facilitate a growing local economy by continuing to support an attractive business climate.
3. Infrastructure management - As a priority, provide adequate infrastructure and facilities for the existing and future population.
4. Environment and heritage - Manage the natural values of our local area and conserve our heritage to ensure that it is enjoyed by the community, visitors and future generations.
5. Council sustainability, transparency and communication - Continue to be a sustainable and independent council, and foster transparency through clear communication with both internal and external customers.
The NSW Government's 20-Year Economic Vision sets out a clear pathway for ensuring that Regional NSW will continue to be a vibrant and growing part of our economy, and that people are supported in their decision to live in the regions.
Regional NSW today: Regional NSW is Australia’s largest and most diverse regional economy. Rich with natural resources, it is home to a third of the state’s population, and produces one-fifth of NSW’s gross state product. Regional NSW has thriving agricultural, energy and resources industries and strong manufacturing, tourism and service sectors.
Global forces shaping our regional economies - Since 2000, the global environment in which NSW competes has radically changed. With the pace of change likely to increase in coming years, we need to consider the implications of trends.
Rising to the challenge - The ‘engine industries’ that will drive regional NSW economies over the next 20 years include seven established sectors, and three emerging sectors that are gaining ground in their share of the regional economy.
An even brighter future - The vision charts economic growth in key sectors, increased regional populations, and supporting infrastructure and services.
Three core strategies have been identified to capture the opportunities, manage risks and deliver on the vision for the Region:
A: Improve connectivity as a foundation for growth
B: Support and grow key sectors
C: Attract new businesses and residents to the Region.
The Northern New England High Country Regional Economic Development Strategy 2018–2022 (the Strategy) sets out a long term economic vision and associated core strategies for the functional economic region (the Region) encompassing the Glen Innes Severn, Tenterfield Shire and Southern Downs Regional Council Local Government Areas (LGAs).
Economic research suggests that Regions are becoming increasingly specialised in the key engine industries that drive the regional economies and the region’s relative strengths (endowments) play a key role in determining these specialisations.
This Strategy is based on industry specialisations that leverage the Region’s key endowments, including its climate, location, productive agricultural land, transport infrastructure, renewable energy resources, tourism assets, and local institutions, to guide investment and actions over the period 2018 to 2022.
The final Economic Development Strategy 2020-2040 and Action Plan 2020-2025 has been completed following an extensive process including:
Phase 1: Economic Analysis and Research; presented to Council and Community 28 May 2020 Ordinary Council meeting with a plan on how Phase 2 could be executed.
Phase 2: Community and Stakeholder Consultation; presented to Council 24 September 2020 with a Community Consultation Summary Report following the public exhibition period
Phase 3: Strategy Development and Delivery; and Phase 4: Action Plan Development and Delivery:
1. Presented to Council the draft PLACE Strategy 2020-2040 and PLACE Action Plan for public exhibition 17 December 2020
2. Conducted further community consultation on the draft plans for an extended period of time until 12 February 2021
3. Presented the final Economic Development Strategy 2020-2040 and Action Plan 2020-2025 at the 25 March Ordinary Council meeting
1. Background Analysis Report
2. Summary of Community Consultation - round 1
3. Draft PLACE Strategy 2020-2040 and PLACE Action Plan
4. Summary of Community Consultation - round 2
5. Final Economic Development Strategy 2020-2040 and Action Plan 2020-2025
Key economic strategic actions are itemised in the Delivery Program across the four areas of: 1. Community services; 2. Economic development; 3. Infrastructure management; 4. Environment and heritage; 5. Council sustainability, transparency and communication.
The Delivery Program outlines what Council will do over the next four (4) years to work toward achieving the agreed community outcomes.
Council has two (2) areas of responsibility in delivering its responses; one relates to what it does as an organisation, and the other relates to what it does in the Community.
The Delivery Program sets out the actions and associated performance measures for the first four (4) years of the Community Strategic Plan. It is directly linked to the outcomes areas of the Community Strategic Plan through the objectives and strategies.
Further it is an integral part of the document, with the responsibility of Councillors to report at the end of the four (4) year period on the achievements against the measurements within both the Delivery Program and the Community Strategic Plan.
Council’s 2019/20 Operational Plan and Budget again provides a direct link to its adopted four (4) year Delivery Program and in turn the 10 year Community Strategic Plan. Key actions and initiatives for Manager Economic Development to deliver in this financial year include but are not limited to:
1. Development of a ‘whole of place’ Economic Development Strategy and Action Plan
2. Ensure the Glen Innes Highlands brand provide inspiration and information on visiting, returning, moving and investing in the area
3. Provide leadership and guidance to align supporting events, initiatives, organisations and associations with the Glen Innes Highlands Marketing strategy
4. Grant and Funding opportunities
5. Providing opportunities for local businesses to leverage the VIC and GIH media and communications channels
6. Provide and administer the Business Incentive Fund
7. New England Rail Trail project development
Business In Glen (BIG) pride themselves on being the collective voice of business in Glen Innes Highlands.
Your business can become a member and enjoy a variety of membership benefits including networking opportunities, discounts and access to funding and grants. In addition, all businesses can claim a free business listing on their website.
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