Page 1

Partnering Strategy Phase Two: 2017 – 2020

Creating opportunities for our communities

The Partnering Strategy was developed with the philosophy that several heads are better than one when trying to achieve great outcomes within our community. When Council collaborates with other community members, government agencies and NGOs, we get more action and better results. The Partnering Strategy Phase Two builds on the work that was started in 2013, with 17 partnerships to be delivered over the next four years until 2020. These partnerships aim to help fulfil our community’s vision for the future and improve the social, economic and environmental fabric of the city and surrounds.

2 | Partnering Strategy Phase Two: 2017 – 2020

Then: 2013 Phase One Partnering Strategy The extensive Imagine Lismore 10 Year Plan consultation process that took place in 2012 led to the creation of the original Partnering Strategy, produced in 2013. The Imagine Lismore Community Strategic Plan identified a series of specific partnership projects aimed at delivering the community’s vision for Lismore over the period 2013 to 2023. Each of the projects contained in the original Partnering Strategy demonstrated the importance and value of Council entering into partnerships with the widest possible range of organisations and groups in

Lismore Flood Ready

order to improve aspects of life in the city and Local Government Area. Examples of projects in the original Partnering Strategy which have been completed successfully include: • P  rocurement website – linking local supplier and buyer groups; • Lismore Health Precinct; • Rural Landholder Initiative; and • Farming the Sun – community solar project. The full list of Phase One partnering projects can be found at

Now: 2017 Phase Two Partnering Strategy The Phase Two Partnering Strategy continues Council’s emphasis on forming collaborative and productive partnerships in order to achieve the best outcomes for our community. As time progresses, things change. This adage applies to the progress of many of the partnership projects: it is a fluid process and some of the projects need to adapt to changed circumstances.

more than 75 partners including government and non-government agencies, community groups and organisations from sectors such as the arts, health, business, education, agriculture, the environment, sport and recreation. A feature of this second phase of Council’s partnering work is the number of emerging partnering projects. They’re identified as such throughout this document.

The most significant new partnering project has emerged through traumatic circumstances. In the immediate aftermath of the devastating flood in March 31 2017 there was an impressive response by grassroots community groups and state and local government agencies. The Lismore Flood Ready partnership project has been included in the 2017 Phase Two Partnering Strategy (see page 22) to ensure that postflood review, transition and future planning processes are put in place. It should be noted that other project partnerships included in the Partnering Strategy may be effected by this new project in terms of resourcing and delivery timeframes.

The Phase Two Partnering Strategy includes 17 different projects with

Partnering Strategy Phase Two: 2017 – 2020 | 3

The fundamentals remain unchanged

The principles underpinning the Partnering Strategy have remained constant and are applied to each of the new and emerging partnering projects being undertaken. They are: • T  o collaborate on projects through the sharing of knowledge, resources and time to achieve the best community outcomes. • T  o 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. • To extend our capabilities and build capacity in our communities.

4 | Partnering Strategy Phase Two: 2017 – 2020

Partnership criteria From Council’s perspective, priority will be given to partnering projects that meet the following criteria: 1. A clear lead agency Without a clear lead agency a partnering project should not proceed. Having a strong commitment from the senior staff or the chairs of boards of lead agencies is essential. 2. Funding available Projects require funding, and this should either be available or likely. 3. More than one agency It is better to have three or more agencies partnering rather than just two. 4. Strategic alignment Council has strategic focus areas as part of its Imagine Lismore Community Strategic Plan and the

The value of productive partnerships

partnering project aims must be aligned with those aims. 5. The right timing Sometimes factors can make projects viable and the opposite is also the case. For example: the recent Lismore Base Hospital upgrade gave momentum to the Lismore Health Precinct Partnership. 6. Signed agreement Having a signed agreement between the partners as a Memorandum of Understanding or plan is essential to maintain buy-in and to ensure everyone knows who's responsible for all actions required. 7. Steering group A steering group helps maintain the momentum and sense of achievement: it also assists in keeping the partnership on track.

Key questions When engaging with partner organisations, Council asks the following: • W  hy is a particular partnership desirable? • What are the common objectives and desired outcomes for the community and the partners? • Which are the most appropriate organisations and groups to engage as partners?

• W  ho will benefit from the partnership? • Where will the partnership take place? • When will it occur and what milestones should exist over the life of the project? • How will success be measured and reported back to the community?

Good partnerships are built on trust. Building collaborative and sustainable relationships often takes time and many conversations before ultimate goals are achieved. This measured approach is accepted by our project partners and encouraged in fact, as the eventual results will be more far reaching, long term and beneficial to all stakeholders and the community. To find out more For more information about any aspect of the partnership projects described in this document, contact Council’s Partnering and Community Engagement Coordinator. Lismore City Council 43 Oliver Avenue, Goonellabah, NSW 2480 PO Box 23A, Lismore, NSW 2480 Business hours 8.30am to 4.30pm Phone 1300 87 83 87 Email

Partnering Strategy Phase Two: 2017 – 2020 | 5


The 17 Phase Two Partnering Strategy Projects have been grouped to match the five key themes that form the Imagine Lismore Community Strategic Plan and Delivery Program.

6 | Partnering Strategy Phase Two: 2017 – 2020

An inclusive and healthy community 1. Lismore Health Precinct


2. Goonellabah Community Plan


3. Richmond Tweed Regional Library Partnership


4. Community Panels


A prosperous and vibrant city 5. Central Growth Corridor


6. Quad Activation


7. Bridge to Bridge


8. Lismore City Sports Hub


9. Cultural Alliance


10. Creative Lismore


Our natural environment 11. Farming the Sun: Lismore Community Solar


12. Environmental Partnering: Rural Landholder Capacity Building p20

Our built environment 13. Living in Lismore: Housing Strategy


Leadership and participation 14. Lismore Flood Ready


15. Innovation Hub


16. Business Friendly Council


17. Workforce Development Plan – Health


Partnering Strategy Phase Two: 2017 – 2020 | 7

Partnering Strategy Projects Phase Two: 2017 – 2020

8 | Partnering Strategy Phase Two: 2017 – 2020


An inclusive and healthy community

1. Lismore Health Precinct

Project overview/scope Partners Lismore Base Hospital Northern NSW Local Health District University Centre for Rural Health St Vincents Private Hospital Allied Health Specialists Southern Cross University Goonellabah GP Super Clinic Allied Health Care Consultants Consultants and Medical Practitioners

Success is: • S  tronger support for health facilities within the Lismore Local Government Area. • A well planned and accessible Health Precinct. • An increased number and diversity of targeted health professionals such as surgeons, oncologists and specialist physicians attracted to Lismore.

Timeframe Two years.

Resources Staff time and partnership contribution towards additional charrettes and stakeholder presentations.

Key Council Contact Executive Director Sustainable Development.

Building on the early planning work undertaken via the Northern NSW Local Health District Charrette in November 2012, the Lismore Health Precinct project partners have expanded to include the University Centre for Rural Health and St Vincents Private Hospital. The Lismore Health Precinct partnership was initiated originally as a land-use planning project to strengthen the health facilities on offer in Lismore through coordinated and facilitated partnerships. The ongoing facilitation role and planning priority process which all of the partners are working towards now includes the implementation of the Lismore Health Precinct Plan. Major considerations for the precinct are: •

Carparking arrangements.

 ismore Base Hospital Stage 3A L redevelopment.

 cKenzie Street flats M redevelopment.

 ocal Environment Plan and L Development Control Plan requirements.

 ccess from Dalziel Street to A Lismore Base Hospital.

There is a need for self-catering and serviced apartments and a ‘medihotel’ offering pre-and-post operative accommodation for patients and families. To progress the project, the partners will work to an agreed action plan and continue to meet every two months. This partnership project continues the development of actions and priorities to consolidate Lismore’s strength as the centre for major health sector providers to the region.

Community benefits •

 coordinated approach to the A development of health facilities and their allied services in Lismore.

Improved health facilities and amenity will assist to attract health professionals and investment into Lismore.

 ngoing Lismore Regional Gallery O exhibitions at Lismore Base Hospital.

 ealth and skills retention W plus new local investment and development.

Council has amended town planning controls to encourage mediumdensity housing and health-related development in the precinct.

Partnering Strategy Phase Two: 2017 – 2020 | 9


An inclusive and healthy community

2. Goonellabah Community Plan Emerging Partnership Project

Project overview/scope Partners NSW Police Richmond Local Area Command Social Futures YWCA TAFE Southern Cross University Freedom, Social Justice, Growth (FSG) Lismore Super GP Clinic Goonellabah Shopping Centre retailers Beyond Empathy Church of Christ, Goonellabah University Centre for Rural Health

The Goonellabah Community Plan is a multifaceted strategy which aims to address the complex challenges facing the largest suburb in Lismore. Established components in the Plan include: •

Success is: • A  vibrant, safe and inclusive community. • A great place to live, learn, work and play.

Timeframe Two years.

Resources Staff time and partnership contribution towards projects within the Plan.

Key Council Contact Executive Director Sustainable Development.

 oonellabah Youth Protocol: G Aims to reduce crime and antisocial behaviour by young people in the suburb's shopping centres and surrounding streets.  oonellabah Community Hub: G The Goonellabah Community Hub will house a range of agencies to meet the requirements of the area’s population, including medical, government, education and social services.

 ome Truths: An arts-led project H that will engage community members from Goonellabah in creative therapeutic processes to create safe futures and reset healthy boundaries.

 ea of Bellies: Artists from S Beyond Empathy will work with pregnant Aboriginal mothers to cultivate positive pre and antenatal health, parenting and cultural experiences.

Love Bites: An innovative youth relationships program focused on providing young people with guidance and practical advice while emphasising values such as mutual respect and consideration.

 afety in public places: North S Coast Community Housing is partnering with Council to improve safety at Eggins Place, McDermott Avenue and Elders Place by upgrading lighting and making other improvements, in consultation with the community.

 boriginal Employment A Strategy: Training for local Aboriginal community members to increase opportunities for employment in the retail sector in Goonellabah and further afield.

Emerging components in the Goonellabah Community Plan include: •

 ealthy Communities: A H comprehensive asset-based Community Audit to be conducted by Southern Cross University in partnership with Goonellabah Community Plan stakeholders. The audit will focus on social infrastructure, public open spaces, quality employment, safety and security, plus social cohesion, connectivity and the built environment.

10 | Partnering Strategy Phase Two: 2017 – 2020

Community benefits •

 rovision of community services P from one central facility.

Increased engagement with Lismore’s Aboriginal community and significant outcomes in the areas of maternal health, domestic violence, youth and employment training and work opportunities.

Improved infrastructure to improve community safety.


An inclusive and healthy community

3. R  ichmond Tweed Regional Library Partnership

Project overview/scope Partners Lismore City Council Tweed Shire Council Ballina Shire Council Byron Shire Council

Success is: • C  reating a Library Agreement which meets the needs of the Richmond Tweed Regional Library (RTRL) member councils. • Continuing to provide an environment where people can discover the world of reading.

Timeframe Two years.

Resources Staff time and partnership contribution towards projects.

Key Council Contact RTRL Regional Library Manager.

The current objective of the Richmond Tweed Regional Library Partnership is to work with member council staff and councillors to create a brand new Library Agreement encompassing all four member councils. There is a clear need for a modern written agreement between the four councils in respect of joint management of the RTRL facilities. The purpose of the first charette will be to work with staff to gain agreement between member councils on the future governance model and Deed of Agreement. A subsequent charrette will involve the elected members for the Member Councils from the RTRL Committee.

The Section 355 RTRL Committee of Lismore City Council, which operates as the governing body of the RTRL, does so in accordance with state government policy requirements. Member councils are working cohesively with Lismore City Council and RTRL staff to meet the RTRL mission, which is ‘to create an environment where people can discover, connect and escape with knowledge, skills, ideas and stories.’

Community benefits •

 ibrary collections and services L delivered collaboratively throughout the region.

 rovision of successful, meaningful P services that are highly regarded and well used.

This process began in September 2016 when the partnership engaged the University of Technology Sydney Centre of Local Government to facilitate charrette-style workshops and prepare a draft Library Agreement, based on feedback from member councils. RTRL provides 11 branch libraries, a mobile library and an administrative centre and meets the needs of the four Local Government Areas that make up the network (Lismore, Ballina, Byron Bay and Tweed Heads) and have a combined population of 203,565.

Partnering Strategy Phase Two: 2017 – 2020 | 11


An inclusive and healthy community

4. Community Panels Emerging Partnership Project

Project overview/scope Partners North Central Community Panel South East Community Panel South Community Panel North East Community Panel East Community Panel West Community Panel Nimbin Advisory Group

Success is: • A  chievement of prioritised plan projects for each of the Community Panels. • More connectivity within rural villages and localities. • Reinvigoration of rural communities across the Local Government Area.

Timeframe Two years.

Resources Staff time and partnership contributions towards approved projects within the seven Community Plans.

Key Council Contacts Partnering and Community Engagement staff members.

Council has established seven rural Community Panels in distinct geographic zones within the Local Government Area. Each Community Panel has developed a Community Plan developed by local residents which includes projects and events designed to improve community life. These Community Panels act as the key rural community representation for Council engagement. This emerging partnership has been embraced readily by our rural communities and has generated significant outcomes to date. The seven Community Panels that have partnered with Council to assemble their individual Community Plans are: 1. N  orth Central Community Panel – Nightcap, Tuntable Creek, The Channon, Terania Creek, Koonorigan and Kerrong. 2. S  outh East Community Panel – Lindendale, Chilcotts Grass, Monaltire, Tregeagle, Wyrallah, Tucki Tucki, Marom Creek, Tuckurimba, Green Forest, East Coraki, Dungarubba, Kilgin, Broadwater, Buckendoon and North Woodburn. 3. S  outh Community Panel –South Lismore, Caniaba, Loftville, South Gundurimba, McKees Hill, North Coraki, Tatham and Ruthven. 4. N  orth East Community Panel – Whian Whian, Dorroughby, Dunoon, Modanville, Numulgi, Woodlawn and Tullera.

12 | Partnering Strategy Phase Two: 2017 – 2020

5. E  ast Community Panel – Repentance Creek, Rosebank, Corndale, Clunes, Bexhill, Booyong, Boat Harbour, Pearces Creek, McLeans Ridges, Eltham, Howards Grass, Lagoon Grass and Richmond Hill. 6. W  est Community Panel – Jiggi, Georgica, Larnook, Bentley, Rock Valley, Leycester, Fernside, Spring Cove, Blakebrook, Booerie Creek, Bungabee, Goolmangar, Tuncester and North Lismore. 7. Nimbin Advisory Group – Blue Knob, Stony Chute, Nimbin, Mountain Top, and Coffee Camp. Examples of the kinds of Community Plan projects identified already include improvements to rural halls and other community facilities, promoting local histories, creating annual events, celebrating district centenaries, improving signage, enhancing biodiversity, building walking and biking tracks, encouraging community communication, establishing markets and community gardens, and improving communications.

Community benefits •

 ocial cohesion, increased S engagement with Council and a renewal in positive interaction between the members of rural communities.


Wo od lar k



‘Bridge to Bridge” project ($20m) Preliminary planning commenced

Lismore Regional Gallery ($5.8m) Opens September 2017

ER IV R S ON S IL W Emerging Partnership Project

Regional Cricket A prosperous Centre ($0.75m) Detailed planning completed

Str eet


Lismore Regional Parkland ($21m) Planning completedshovel ready

5. Central Growth Corridor Strategy Oakes Oval sports ground ($3m) Construction commencing

Project overview/scope Partners Northern NSW Local Health District Lismore Base Hospital University Centre for Rural Health Australian Football League Cricket NSW Southern Cross University Lismore Business Panel Lismore Chamber of Commerce & Industry Lismore Regional Gallery Lismore Library Northern Rivers Conservatorium Arts Northern Rivers Investment partners Lismore’s sporting community

Success is: • C  reation of a growth corridor that helps power the city’s expansion. • Vibrant open spaces. • Successful businesses contributing to the growth and attractiveness of the city. • Housing which supports the growth of the medical precinct. • Enhanced medical facilities that are well integrated with the community.

Timeframe 10 years.

Resources Staff time and partnership contributions towards approved projects within strategy.

Key Council Contacts Executive Director, Sustainable Development. Strategic Property Projects Manager.


Lismore Base Hospital ($280m) Redevelopment ongoing



The Quad

and vibrant city

The Central Growth Corridor Strategy has the widest scope of any of the partnership projects in this strategy. It is made up of the interlocking elements listed below. Each element in the strategy is a project unto itself, replete with partners, and the combined progress of all these allied projects will contribute to the achievement of the Central Growth Corridor Strategy’s overall objectives. The individual projects which comprise the strategy (and their objectives) are: 1. L  ismore Base Hospital: Support the ongoing development of the hospital and the interface between the hospital and its public/ community spaces. 2. O  akes Oval: Create a first class contemporary regional sporting stadium. 3. H  ospital housing precinct: Promote appropriate residential development in the Health Precinct, such as medium-density housing, serviced apartments and a ‘medi-hotel’. 4. U  niversity Centre for Rural Health: Support and enhance training and education facilities provided by this nationallyrecognised regional health asset. 5. L  ismore Regional Parkland: Develop a regional ‘destination’ park for the local community with elements that will attract visitors and guarantee long-term usage.

Uralba Street Lismore Square Shopping Centre

University Centre for Rural Health

6. C  BD support and development: Provide a CBD that encourages successful retail usage while managing the city centre for the community. 7. The Quadrangle: Create a ‘town square’ for Lismore and provide a multi-use space in which events and activities can be staged. 8. N  ew Lismore Regional Gallery: Provide a regional facility for the exhibition of the arts. 9. L  ismore Library: Maintain a regional library facility of the highest standards for the community. 10. New Council building: Establish a new Council administrative centre that supports the CBD in Lismore. 11. Private sector development opportunities: Promote development opportunities that support and enhance the Central Growth Corridor. 12. Serviced Apartments: Facilitate the construction of serviced apartment accommodation in close proximity to the CBD.

Community benefits •

 defined zone that contains all A the elements required to make the centre of our regional city truly dynamic – improved shopping, health and professional services, new medium-density housing options, arts and cultural offerings, open spaces and sporting and recreational facilities.

Partnering Strategy Phase Two: 2017 – 2020 | 13


A prosperous and vibrant city

6. Q  uad Activation Emerging Partnership Project

Project overview/scope Partners Lismore City Council Lismore Regional Gallery Lismore Library Northern Rivers Conservatorium Southern Cross University Arts Northern Rivers

Success is: • T  he Quad is fully utilised as a multipurpose outdoor space in the heart of Lismore’s CBD. • This attractive and welcoming green space is active on days, nights and weekends throughout the year.

Timeframe Two years.

Resources Staff time and partnership contribution towards approved project components.

Key Council Contacts Manager Major Recreation and Cultural Facilities. Lismore Regional Gallery Director. Lismore Area Librarian.

The Quad is expected to be open in July 2017. Projections suggest that the Quad's three major partners – the Lismore Regional Gallery, Lismore Library and the Northern Rivers Conservatorium – will together attract an additional 300,000 visitors annually to the CBD, with anticipated increases in cultural tourism visitation and economic benefits to the city. This new public space will be a creative and engaging place that plays a major role in the activation of the Lismore CBD. Collaboration between the key partners will result in the creation of a vibrant arts and learning hub in the very heart of the city centre. After extensive engagement with the community a comprehensive strategy has been developed for the Quad by national placemaking experts 'Village Well'. The strategy outlines the ingredients for successful placemaking and provides key recommendations for the use and management of the space. Significant interest has already been received from community organisations, groups and individuals who are keen to be involved in using the Quad. Likely activities include day and nighttime markets, open air concerts, exhibitions, festivals and community celebrations of every kind.

14 | Partnering Strategy Phase Two: 2017 – 2020

The Quad has such potential and the range of activities occurring at all hours is anticipated to be so frequent that a dedicated placemaking manager could possibly be required to coordinate the space. Such a position could conceivably be co-funded by Southern Cross University and Council, enabling the University to engage more actively with the city centre.

Community benefits •

 he Quad will be a place to relax, T participate and have fun in the heart of the CBD.

It will provide Lismore with a long-needed ‘town square’ central meeting place that is accessible by all.

 he Quad will be a dynamic and T active space which offers a wide range of experiences for locals and visitors.


A prosperous and vibrant city

7. Bridge to Bridge Emerging Partnership Project

Project overview/scope Partners Hurfords Norco Country Regional Network (Transport for NSW) John Holland Rail Pty Ltd NORPA Wilsons River Landcare Group Inc.

Success is: • A  rejuvenated riverbank that allows the community to access and reconnect to the Wilsons River. • Recreational walks and other activities along both banks of the river.

Timeframe Two years.

Resources Staff time and external funding.

Key Council Contacts Manager Major Recreation and Cultural Facilities. Sport and Recreation Project Officer.

The Bridge to Bridge project’s location encompasses land on both sides of the Wilsons River between Fawcetts Bridge, immediately adjacent to the Lismore CBD (North) and the Ballina Street Bridge beside Riverside Park (South). This area contains a network of parks, buildings and land occupied by a mix of businesses and community organisations, plus several sporting facilities – the bowls club, croquet club, Lismore Memorial Baths and the Lismore Skatepark. A masterplan for the site contains a number of short-term and long-term recommendations to activate the Bridge to Bridge site, including: 1. T  he Loop: A continuous walking and cycling circuit on both sides of the river for recreational use, which will help activate key access sites and attractions. 2. R  evitalised Wharf Precinct: Decommissioning the wharf carpark and transforming it into a riverside recreational destination, creating an access point for boating and commercial waterbased activities such as kayak hire, increased seating and shade, and providing more grassed areas for riverside picnics.

4. H  eritage Park, NORPA, City Hall and Riverside Park: Parkland and contemporary play areas augmented by cultural facilities acting as a gateway to the city. 5. S  outh Lismore renewal: Anchored by adaptive re-use of the former Lismore Train Station, matched by the creative industries already at work, the area can benefit from increased recreational activity around the river, regular South Lismore markets and a signature annual event. Other recommendations include a pedestrian bridge between Magellan Street and South Lismore, improved interpretive signage, a creative industries centre in the Hurfords complex and improvements to existing riverside infrastructure.

Community benefits •

Increased connection between South Lismore and the CBD through The Loop pathway.

Increased opportunities for recreational activities next to the riverbank.

 econnecting the community with R the Wilsons River.

3. C  ommunity Precinct: A rejuvenated Transit Centre courtyard, new gardens with natural materials, movable seating and more shade solutions, plus more activities and events in Spinks Park.

Partnering Strategy Phase Two: 2017 – 2020 | 15


A prosperous and vibrant city

8. Lismore City Sports Hub Emerging Partnership Project

Project overview/scope Partners North Coast Academy of Sport Southern Cross University NSW Trade and Investment Baseball Australia Australian Football League Cricket NSW Country Rugby League Department of Infrastructure and Transport Far North Coast Hockey Far North Coast Soccer Tennis NSW

Success is: • T  he development of significant sports infrastructure and facilities to national standards. • The attraction of major sporting events to Lismore. • Establishing Lismore as a major sports training centre. • Lismore becomes a national centre for baseball.

Timeframe Two years.

Resources Staff time and partnership contribution towards approved projects.

Key Council Contact Sport & Recreation Project Officer.

Lismore is the main sporting centre for the Northern Rivers and host to the region’s key sporting associations. The city has the capacity to attract national and international events for capacity local and regional audiences. It possesses the fundamental elements required to be a successful and competitive sports centre. These critical factors are: •

 wning quality sporting o infrastructure such as fields, tracks, grounds, lighting and amenities and being able to maintain them;

 ur local community valuing and o supporting sporting infrastructure and events; and

 aving the expertise and resources h to market and promote sporting events in the city.

The combination of all three of these factors leads to the maximum use of facilities, stimulates community participation, increases attendance at major events and reinforces Lismore’s suitability as a venue and training facility for national sporting codes. Among the significant projects proposed for the next four years are: 1. C  reation of the Lismore Park Precinct (Stage 1): Construction of Lismore Park. 2. L  ismore Park Precinct (Stage 2): Construction of three turf wickets, a jogging track and amenities block.

16 | Partnering Strategy Phase Two: 2017 – 2020

3. D  evelopment of major sports facilities: This includes Albert Park regional baseball and hockey fields, the SCU Hub (tennis, athletics, netball and soccer), Oakes Oval Stages 1 and 2 upgrades, and Crozier Field Stage 3 improvements. 4. P  ocket Parks Strategy: Consisting of upgrades to Kadina, Heritage, Wade and Balzer urban parks. 5. Improvements to a wide range of other sports facilities: Such as the Wilsons Walking Track, Hepburn Park lighting, and Recreational Sporting Trails.

Community benefits •

Improvements to and increased use of major sporting infrastructure.

Increasing the economic importance of our sports and recreation economy and reinforcing its role as a tourism drawcard.

 pgraded parks and recreational U facilities.

 howcasing Lismore as a sporting S centre and creating a sense of pride around our sporting achievements.


A prosperous and vibrant city

Photo: Jeff Busby

9. City Hall Cultural Alliance

Project overview/scope Partners Lismore City Council Northern Rivers Performing Arts (NORPA)

Success is: • L  ismore City Hall is the performing arts centre of the Northern Rivers. • NORPA builds new audiences and reinforces its reputation as the premier regional theatre company in Australia. •  Local Indigenous and other stories rooted in our own community are told.

Timeframe Two years.

Resources Staff time and partnership contribution towards approved projects.

Key Council Contact Manager Major Recreation and Cultural Facilities.

The City Hall Cultural Alliance is a 10-year agreement which provides Council with a quality long-term venue manager for Lismore City Hall and in return, provides NORPA with security of tenure and a greater ability to access crucial long-term funding from state and federal government agencies. The Alliance aims to increase the use of City Hall by audiences from outside the NSW 2480 postcode each year and to grow the number of conferences, workshops and exhibitions using the facility. Council will support NORPA through facility maintenance, in-kind contributions and leadership in the growth of City Hall, but will not be involved in day to day management, scheduling or the subsidising of events. NORPA will work to develop alternative funding sources for artistic projects and expand its commercial and venue hire activities.

Most critically, NORPA will continue to embrace and share Aboriginal peoples’ stories and enrich the cultural life of our region.

Community benefits •

 ismore City Hall, as the premiere L performing arts centre of the Northern Rivers, is the home of a nationally-recognised performing arts company, NORPA, which delivers cultural activities in the Northern Rivers and is a multipurpose venue available for commercial and local hire.

 ORPA continues to devise and N present theatrical experiences of every kind which reflect, empower and enrich our local communities.

Lismore City Hall is NORPA’s home and the company is committed to the professional management and growth of the facility so it is the performing arts centre of the Northern Rivers. NORPA will continue developing and producing cultural works that are recognised nationally and internationally while collaborating with artists across all art forms.

Partnering Strategy Phase Two: 2017 – 2020 | 17


A prosperous and vibrant city

Project overview/scope Partners Creative Lismore Incorporated: Arts Northern Rivers Southern Cross University NORPA Lismore Regional Gallery LightnUp Incorporated Northern Rivers Conservatorium Serpentine Gallery Rochdale Theatre R.E.D. Inc Real ArtWorks Richmond River Historical Society North Coast Entertainment Industry Alliance Lismore Chamber of Commerce & Industry

Success is: • Increased cultural tourism, local engagement and investment in the arts. • Appointment of a Cultural Development Officer and creation of a Lismore Cultural Strategy. • Economic, social and wellbeing outcomes are achieved for the community.

Timeframe Two years.

Resources Staff time and partnership contribution towards approved projects.

Lismore is the cultural centre of a region that has been identified as having the largest number of creative people outside of metropolitan Sydney. Our creative industries span the visual arts, all forms of music, film, television, photography, new media, theatre, poetry, fashion design and literature. These creative industries work in sectors such as education, health and wellbeing - in studios, public and private galleries, museums and performance spaces in the city and across the Lismore local government area. Creative Lismore Incorporated is an alliance of arts, cultural, entertainment, business, tourism and education partners who have come together to explore strategies for promoting and celebrating the Lismore LGA as a vibrant and culturally significant centre of creativity. The alliance’s vision is that “Lismore will be Australia’s preeminent regional centre for the arts and creativity.” Creative Lismore was formally incorporated in early 2014 in recognition of the need to more effectively coordinate our creative industries whilst highlighting the positive economic and social benefits of the arts in Lismore.

Key Council Contacts Manager Major Recreation and Cultural Facilities. Director, Lismore Regional Gallery.

18 | Partnering Strategy Phase Two: 2017 – 2020


10. Creative Lismore

The alliance has initiated the ‘Art of Doing Business in Lismore’ project, which will generate project-based connections between creative workers and businesses in the CBD and citywide. The alliance also supports its member organisations’ project funding applications and is lobbying for a Lismore Cultural Development Officer to be appointed and a Lismore Cultural Strategy to be produced to further develop our creative industries.

Community benefits •

Improved industry development and employment opportunities in the arts sector.

 ecognition of the economic and R social benefits of the creative industries.

 ommunity inclusion and C participation in cultural activity.


Photo: Rainbow Power Company

Our natural environment

11. Lismore Community Solar

Project overview/scope Partners Lismore City Council Office of Environment and Heritage Starfish Initiatives/Farming the Sun Community stakeholders

Success is: • E  stablish two solar farms on Council sites funded by a unique community energy model – a community loan. • Return on investment for local community investors. • Meeting the community’s vision of Lismore as a model of sustainability. • Provide a showcase model which encourages further investment in community energy. • Work towards Council’s Renewable Energy Master Plan goal.

Timeframe Four years.

Resources Staff time: Environmental Strategies for project establishment and implementation, and Infrastructure Services for installation.

Lismore City Council partnered with ‘Farming the Sun’ to develop a unique council/community energy project, the first of its kind in Australia, which is now known as Lismore Community Solar. This project is a flagship project for Council’s Renewable Energy Master Plan 2023. The purpose of the project is to establish two solar farms on two of council’s high-use sites, funded with a community loan. The loan was raised through investment from two community companies, each with 20 shareholders, lending a total of $360,000 to Lismore City Council. The loan is being used to construct and operate two 99kW solar farms at Goonellabah Sports & Aquatic Centre (GSAC) and the East Lismore Sewage Treatment Plant (STP). Council repays the loan with interest to the community shareholders.

Lismore Community Solar continues to gain national and international recognition and has won two NSW Government Green Globe Awards for Local Government Sustainability and the Regional Sustainability Award. It has received significant media coverage and interest across Australia due to the development and success of its innovative community energy model.

Community benefits • A  showcase model which encourages more community energy projects. • Sustainability leadership and energy education for both Council and the community. • New community partnerships and local sustainable investment. • Affordable renewable energy for Council.

This project incorporates the innovative technology of a floating solar system on the surface of an overflow pond at the STP.

Key Council Contacts Environmental Strategies Coordinator. Environmental Strategies Officer.

Partnering Strategy Phase Two: 2017 – 2020 | 19


Our natural environment

12. R  ural Landholder Capacity Building Emerging Partnership Project

Project overview/scope Partners Rural landholders NSW Department of Primary Industries Landcare EnviTE North Coast Local Land Services Rous County Council SoilCare Inc. Conservation Volunteers Australia Australian Macadamia Society Northern Rivers Food/Sustain Food Local dairy industry Richmond River Canegrowers Association Neighbouring Councils/Local Government Areas Southern Cross University

Success is: • Improved environmental outcomes on rural land. • Food production improvement and increased land-use profitability. • Improved capacity for sustainability across the farming and business community.

Timeframe Three years.

Resources Staff time and project funds towards the development of the partnership.

Lismore has long-standing and consistent sustainability credentials and widespread environmental awareness. Through the Imagine Lismore project, the community expressed its views on the positive significance of the natural environment to community wellbeing and placed a high importance on its protection and the sustainable use of natural resources. The community has also put forward a mandate to strengthen our capacity for sustainable food production and provide longer term sustainable production opportunities for our local farming families. Our environmental partnering approach has already generated positive outcomes: 19 Rural Landholder Initiative projects were carried out in 2016 and another 16 are in train for 2017. The aim of this partnership project is to broaden our sustainable environment capacity through furthering partnerships and opportunities with rural land managers and food producers, Landcare groups, natural resource managers, private sector businesses and regional primary industry stakeholders to deliver two key outcomes:

Key Council Contacts

1. Improve environment outcomes through genuine partnerships with Lismore’s rural landholders.

Environmental Strategies Coordinator. Rural Landholder Initiative Extension Officer.

2. Initiate and support best land management practices and improve land-use profitability.

20 | Partnering Strategy Phase Two: 2017 – 2020

Council’s Natural Resource Management officer will facilitate the partnership development and work with the partners to define the project delivery framework, establish a rural landholder’s register and deliver a communications strategy with all stakeholders.

Community benefits •

 ositive environmental and P economic outcomes.

Improved communications between rural landholders and project support networks.

 nvironmental restoration and E best-practice land management.

 ural landholders will be supported R to enhance their land holding with sustainable land practices and improved opportunities for food production and land-use profitability.


Our built environment

13. Living in Lismore: Housing Strategy

Project overview/scope Partners North Coast Community Housing Real estate industry Private enterprise Social Futures Master Builders Association Southern Cross University

Success is: • H  ousing Strategy partnership initiatives are being implemented. • Lismore’s diversity of housing has increased and is more accessible. • Housing options cater for both existing residents looking to relocate within the city and new residents looking to establish their homes in Lismore and surrounds.

Timeframe Four years.

Resources Staff time and partnership contribution towards review and implementation of Housing Strategy.

Key Council Contacts Executive Director Sustainable Development. Strategic Planning Coordinator.

Council has taken a proactive approach to supporting and encouraging further land release and housing development in Lismore. In collaboration with a group of project partners it developed and then endorsed the Lismore Housing Strategy in 2012. The Housing Strategy provided a comprehensive response to addressing housing issues by identifying a range of planning, advocacy, partnership, education and awareness actions. These actions were aimed at facilitating an increase in dwelling and land supply, improving housing choice and diversity, and assisting in providing socially responsive housing. The Housing Strategy identified the need to increase the supply and diversity of housing as the most important housing issues for Lismore. Council has responded to these needs by adopting a raft of measures including: •

a Growth Management Strategy;

 medium density housing precinct a close to the CBD and Lismore Base Hospital;

 n Infrastructure Contributions a Discount Policy that has facilitated affordable housing supply;

 evelopment dispensations for d shop-top housing in the CBD; and

 ew residential development n standards.

Council has also approved a number of rezoning proposals to enable sizeable new land parcels to be developed for housing; encouraged detached dual occupancies in rural areas; is working with community housing providers to facilitate more affordable housing; and has secured federal funding for the ‘Build Your Future’ housing subsidy scheme. Increased advocacy and partnership actions are needed to address the housing needs of low-income earners while other special needs groups require a reinvigorated partnering approach to the ongoing implementation of the Lismore Housing Strategy.

Community benefits •

Increased community housing and private sector activity in the delivery of affordable housing.

 n increase in the rate of new A housing in Lismore to meet current and future requirements.

Partnering Strategy Phase Two: 2017 – 2020 | 21


Photo: Marc Stapelberg /News Media

Leadership and participation

14. L  ismore Flood Ready Emerging Partnership Project

Project overview/scope Partners Community-based volunteer groups State Government agencies Office of Emergency Services NSW Department of Primary Industries Lismore Chamber of Commerce & Industry Southern Cross University Lismore Helping Hands Federal Government agencies Lismore service sector agencies and NGOs

Success is: • B  eing better prepared for the next flood event. • Having improved systems and procedures in place. • Ensuring that procedures and communication channels are updated and effective.

Timeframe Four years.

Resources Staff time and partnership contribution to the project.

Key Council Contact Executive Director, Sustainable Development

It is inevitable that Lismore will be subjected to another major flood event at some time in the future. In the aftermath of the March 31 2017 natural disaster it is imperative that the city has documented the response and recovery outcomes and is better prepared for any such future eventuality. This vital partnering project comprises two distinct stages. 1. Post-Flood Review It is essential to review business and residential preparedness (or otherwise), plus the official and community-based responses and recovery actions immediately after the event. A charrette involving the widestpossible range of invitees will also examine the social and economic impacts of the 2017 flood on our city, the business sector recovery process, the experiences of flood-affected residents, conclusions to be drawn from the community volunteering experience and the interface between Council, the wider community and state and federal government agencies. The overarching purpose of the review process will be to find out how the response to the next major flood event can be improved upon.

22 | Partnering Strategy Phase Two: 2017 – 2020

2. Planning For The Future Potential outcomes from the charrette could include the establishment of a multi-member Lismore Flood Ready Group administered by Council and tasked with producing an improved Flood Strategy and detailed Operational Plan, which would require regular updating. Key elements in the plan would include the best ways to organise volunteers, preparing for post-event flood appeals, the coordination of local charities, mobilising people to help businesses lift or move stock to safety, and assistance for the preparation of individual flood mitigation plans. The Flood Ready Group’s primary purpose would be to provide an effective operational process. The group would be serviced by Council, meet quarterly and hold at least one simulated worst-case flood scenario workshop each year. A key element in the Flood Ready Group’s preparedness will be the compilation of extensive community organisation contacts, local systems and data, plus improved communications.

Community benefits •

Increased awareness of the impact and scale of future flooding and how to plan for this.

 etter knowledge of the community B resources and systems available in the event of a major flood.


Leadership and participation

15. I nnovation Hub

Emerging Partnership Project

Project overview/scope Partners Lismore City Council Southern Cross University Telstra NSW Government Federal Government

Success is: • E  nterprise Lab complex at Southern Cross University is built and equipped with world’s best-practice facilities. • Innovative approach to higher education supports accelerated smart business growth. • Lismore’s reputation as an Innovation Hub grows. • Southern Cross University’s increased value to the business sector enhances Lismore’s regional status.

Timeframe Two years.

Resources Staff time and partnership contribution to the project.

Key Council Contact

The foundation project for Lismore’s role as an Innovation Hub is the Southern Cross Enterprise Lab (SCEL). The Lab will be built by Southern Cross University to boost high-impact Australian entrepreneurship in a regional context and will be housed in a purpose-refitted 2200m2 complex on the Lismore campus. The SCEL will provide Masters degrees in entrepreneurial business techniques, connect students with small to medium enterprises from across NSW, and foster productive collaboration between entrepreneurs, professionals, academics and students.

Council’s role will be to promote the program at every opportunity to targeted audiences, whilst referring potential projects to the SCEL. Council will highlight SCEL’s operations in all marketing collateral that references Lismore’s advantages and regional city status, linked to the higher education sector.

Community benefits •

 he nexus between business, T investment, research and development and innovation represented by the Innovation Hub will reinforce Lismore’s reputation as a regional ‘smart city’.

The single greatest critical factor affecting the success of other leading enterprise and innovation centres in Australia is bandwidth to the desk. The SCEL will access AARNET and provide 10 gigabyte bandwith to all hot desks in the lab. The SCEL initiative program will enable participants to use the physical Lab for the duration of individual projects and to access the digital Enterprise Lab thereafter.

Manager, Economic Development.

Partnering Strategy Phase Two: 2017 – 2020 | 23


Leadership and participation

16. Business Friendly Council

Project overview/scope Partners NSW Trade and Investment Lismore Chamber of Commerce & Industry Private enterprise

Success is: • Improved business and industry environment. • Council and the city are perceived to be ‘open for business’. • Stronger business and industry relations with Council. • Exceeding development and compliance service benchmarks.

Timeframe Two years.

Resources Staff time and partnership contribution to the project.

Key Council Contact Manager, Economic Development.

This is an established partnering project with runs on the board. Its principle objectives are to create an environment where businesses can thrive, provide enabling services to developers and investors, and ensure there is a collaborative commitment to ‘rolling out the red carpet not the red tape’ in Lismore. Lismore’s ongoing Business Friendly Council Project has generated tangible results to date. It was responsible for the Buy Local Project Northern Rivers, which equipped businesses in the city and region to tender for sizeable supply contracts with state and federal government agencies. The project has also acted as a model for and signatory to the NSW Office of Small Business ‘Business Friendly Charter’. The Business Friendly Council Project’s aim to change the interaction between business and local government from a ‘slow no’ to a ‘rapid go’ has already occurred. The project has been characterised by recognisable improvements in Council’s interaction with business in the areas of planning approvals and regulation, and reductions in costs. Council has improved CBD parking, made sensible changes to Section 64 and 94 developer contributions, and assisted the increase in outdoor dining in the CBD.

24 | Partnering Strategy Phase Two: 2017 – 2020

Council’s planners and engineers now provide developers with certainty via pre-lodgement advice, making the DA process more streamlined than in the past. Council has won a reputation as being ‘small business friendly’ and ‘open for business’. In partnership with key business organisations, individual commercial enterprises and government agencies, Council will continue to be proactive in supporting a jobs and growth agenda and promoting Lismore as a desirable business growth and investment location.

Community benefits • E  mployment generation, healthy businesses and a buoyant local economy. • Connections between private enterprise and all levels of government leading to tangible outcomes for business and investment in Lismore.


Leadership and participation

17. W  orkforce Development Plan – Health

Project overview/scope Partners Lismore City Council NSW Department of Industry Lismore Base Hospital University Centre for Rural Health Private Health Network Local state and federal MPs NSW Trade & Investment Southern Cross University Health sector not-for-profit organisations Skills NSW Northern NSW Local Health District Health Infrastructure Chambers of Commerce John Holland Rail Pty Ltd

Success is: • Comprehensive understanding of the health sector employment and skills needs for the next 10 years. • Skills development programs being undertaken to meet industry needs and improve local workforce skills. • Lismore / Northern Rivers health and allied services sector labour security improved.

Timeframe Four years.


This ongoing project is aimed at improving industry access to skilled labour and providing employment opportunities for Lismore’s health sector workforce. Based on the documented difficulties the health sector faces in securing skilled labour and the regional contraction and ageing of the workforce, the challenges facing the industry have become critical. Lismore – the health services centre of the Northern Rivers – needs to retain and up-skill an older workforce. A number of the health sector partners are actively engaged in working to meet their respective workforce development targets. A statewide pilot project to ensure that defined minority groups are provided with equitable employment in health is being taken up locally. Specific challenges facing the health sector workforce will be tackled in the next iteration of this partnering project. One is the need for local tradesmen and contractors to achieve new national capability standards in order to be eligible to obtain work on such projects such as the Stage 3B internal fit out at Lismore Base Hospital.

Another challenge is the critical shortage of second and third tier nursing staff who assist registered nurses: this shortage is placing significant strain on the numbers of registered nurses currently employed. There has been a high level of cooperation between partners over the past four years and agreement on the most pragmatic ways to achieve workforce development goals is a feature of this project. A recent development is a new partnership with the University Centre for Rural Health called ‘Baribunmani Wanyi Ngay: I dreamed of you’ which aims to increase the uptake into health careers of young Aboriginal and Torres Strait Islander people living on the Far North Coast.

Community benefits •

 mployment generation and E skills development, business and industry development and support, and improved community services.

Staff time and partnership contribution to the project.

Key Council Contact Executive Director, Sustainable Development.

Partnering Strategy Phase Two: 2017 – 2020 | 25

Lismore City Council acknowledges the people of the Bundjalung Nation, traditional custodians of the land on which we work.

43 Oliver Avenue, Goonellabah NSW 2480 Phone: 1300 87 83 87 Email:

Imagine Lismore Partnering Strategy 2017 2020  

This strategy details a series of specific partnership projects that will deliver on the community’s vision for Lismore.

Imagine Lismore Partnering Strategy 2017 2020  

This strategy details a series of specific partnership projects that will deliver on the community’s vision for Lismore.