Parkes 2035 - Vision for Parkes Shire

Share on Facebook Share on Twitter Share on Linkedin Email this link

FEEDBACK NOW CLOSED

Thank you to the Parkes Shire community for Having Your Say on Parkes 2035 - Vision for the Parkes Shire.


Every four years as a new Council is elected, Council works with the community to undertake a review the Community Strategic Plan.

The Community Strategic Plan (CSP) sets the strategic directions for the community over the next 10+ years and the priorities for how the newly elected Council can work towards achieving the vision over their 4 year term.

However, as a result of the COVID-19 Pandemic, Local Government elections were postponed in 2020 - they will now take place on the 4 September 2021. This means that our newly elected Council will serve for a reduced term of 3 years from 2022 - 2025.

Ahead of the elections, we are inviting residents across the Parkes Shire to have their say on Council’s priorities as part of the Community Strategic Plan update.

We want to know your thoughts on progress against Parkes 2030:

  • what has been successful?
  • what still needs work?
  • what new challenges or opportunities have emerged since then?
  • We also want to hear about your priorities – what do you want to see done over the next term of Council (2022-2025)?

We will be seeking your input over 8 weeks during July and August through a range of methods including community advisory groups, public drop in sessions across the Shire and online input through Council’s Your Say Parkes site www.yoursay.parkes.nsw.gov.au


How can I participate?

You can have your say by engaging with one or all of our participation opportunities:

ONLINE here via the Your Say Parkes platform:

IN PERSON at one of our events or displays:

  • NAIDOC celebrations at Bushmans Hill, Parkes 10 July 11.30am - 2.30pm
  • Parkes Shire Council Administration office or one of our township libraries.


This round of engagement will be open until 8 October 2021.

Useful Information

We encourage you to familiarise yourself with the Parkes 2030 Community Strategic Plan and reading our Parkes 2035 Information Brochure.

A community strategic plan represents the highest level of strategic planning undertaken by local councils.

The plan identifies the main priorities and aspirations of the community, providing a clear set of strategies to achieve Parkes Shire’s vision for the future.

It’s the story of our key strengths, opportunities and challenges for the future to realise our vision.

This Plan is the guiding document for Council’s four-year delivery plans and yearly operational plans. It tells us what services we should be providing to our community, what buildings and other infrastructure we will need to provide these services and what are the key things you want to see happen in our community over the next decade.

Council plays a leadership role in initiating and developing the community strategic plan on behalf of the community, however it is not wholly responsible for its implementation. Other partners such as state government agencies, non-government agencies, businesses and community groups also play a key role in delivering Parkes Shire’s vision for the future.

As per the legislative requirements of the guidelines NSW Government’s Integrated Planning and Reporting (IP&R) framework, Council is expected to conduct major reviews of the Strategic Community Plan every four years and minor reviews in the second year of the Plan to assess any shifting community priorities, values, expectations and needs.

Flowchart of Community Strategic Plan

Over the past five years, we have been working towards achieving the community's priorities for 2030 and building the foundation for our future.

In 2017 you identified your vision for 2030 was that:

Parkes Shire will be a progressive and smart regional centre embracing a national logistics hub with vibrant communities, diverse opportunities, learning and healthy lifestyles

Since then, we have delivered $230M in capital expenditure, including $32.7M in road construction and renewal projects, $100M in water infrastructure upgrades and a new recycled water scheme, $8.4M in upgrades to lower Clarinda street and the new Cooke Park Pavillion, $4.7M Airport Terminal Upgrade and Business Park Expansion and a $3M for the expansion of the library and cultural centre, just to name a few.

Despite the trying times of drought over the last 4 years, and now the impact of the global Covid-19 pandemic, the Parkes Shire economy has been afforded some reprieve thanks to significant government and private sector investment.

We have delivered on the community's priority of Parkes becoming a national logistics hub with unprecedented investment in Parkes Shire by all tiers of Government; from being the first centre of construction for Inland Rail, funding for the Parkes Bypass and the State Government's investment in for the Parkes Special Activation Precinct. These developments have bolstered our economy seeing significant economic growth in what has been a challenging time for regional communities amongst drought and covid-19.

With forecasts estimating significant population and economic growth as a result of these developments, we are at a crucial point in effectively planning for a growing community to be one that has the infrastructure and services to make it an attractive place to live, work and prosper.

What we have achieved


Community Satisfaction Survey

In April 2021 Council undertook a survey over 300 residents via telephone interview to understand the importance of the services that Council delivers and how satisfied our community is with these services.

We asked the community to rate importance and satisfaction out of 5, with 1 being not important or not satisfied, to 5 being very important or very satisfied.

We also asked the community if they felt the current Community Vision and Future Directions are still relevant, and what other things Council should consider in their review.

This is what you told us:



Council has a project team who will conduct the community engagement activities and the development of the Council Plan 2022-25.

There will be a range of online activities and in person community workshops and discussions to provide the community with a range of opportunities to take part.

The results of the community engagement will be grouped together into themes and compared against the priorities of Parkes 2030.

The project team will show the community's preferences in terms of vision and any adjustments to the strategic direction at the level of priorities, objectives or strategies.

This will be presented to Councillors in a series of workshops for deliberation and response.

Council considers a range of things when making decisions about significant issues.

How well does it fit our strategic direction?

How well does the option fit with our vision and strategic priorities as shown in the Council Plan and Wellington 2030 Community Vision?

Who benefits?

Are we ensuring a fair distribution of benefits in the community?

Can we afford it?

How well does the option fit within our long-term financial plan? What do we need to do to manage the costs over the lifecycle of the asset / project / service?

Does it involve a tolerable risk?

What level of risk is associated with the option? How can it be managed? Does the residual risk fit within our risk tolerance level?

FEEDBACK NOW CLOSED

Thank you to the Parkes Shire community for Having Your Say on Parkes 2035 - Vision for the Parkes Shire.


Every four years as a new Council is elected, Council works with the community to undertake a review the Community Strategic Plan.

The Community Strategic Plan (CSP) sets the strategic directions for the community over the next 10+ years and the priorities for how the newly elected Council can work towards achieving the vision over their 4 year term.

However, as a result of the COVID-19 Pandemic, Local Government elections were postponed in 2020 - they will now take place on the 4 September 2021. This means that our newly elected Council will serve for a reduced term of 3 years from 2022 - 2025.

Ahead of the elections, we are inviting residents across the Parkes Shire to have their say on Council’s priorities as part of the Community Strategic Plan update.

We want to know your thoughts on progress against Parkes 2030:

  • what has been successful?
  • what still needs work?
  • what new challenges or opportunities have emerged since then?
  • We also want to hear about your priorities – what do you want to see done over the next term of Council (2022-2025)?

We will be seeking your input over 8 weeks during July and August through a range of methods including community advisory groups, public drop in sessions across the Shire and online input through Council’s Your Say Parkes site www.yoursay.parkes.nsw.gov.au


How can I participate?

You can have your say by engaging with one or all of our participation opportunities:

ONLINE here via the Your Say Parkes platform:

IN PERSON at one of our events or displays:

  • NAIDOC celebrations at Bushmans Hill, Parkes 10 July 11.30am - 2.30pm
  • Parkes Shire Council Administration office or one of our township libraries.


This round of engagement will be open until 8 October 2021.

Useful Information

We encourage you to familiarise yourself with the Parkes 2030 Community Strategic Plan and reading our Parkes 2035 Information Brochure.

A community strategic plan represents the highest level of strategic planning undertaken by local councils.

The plan identifies the main priorities and aspirations of the community, providing a clear set of strategies to achieve Parkes Shire’s vision for the future.

It’s the story of our key strengths, opportunities and challenges for the future to realise our vision.

This Plan is the guiding document for Council’s four-year delivery plans and yearly operational plans. It tells us what services we should be providing to our community, what buildings and other infrastructure we will need to provide these services and what are the key things you want to see happen in our community over the next decade.

Council plays a leadership role in initiating and developing the community strategic plan on behalf of the community, however it is not wholly responsible for its implementation. Other partners such as state government agencies, non-government agencies, businesses and community groups also play a key role in delivering Parkes Shire’s vision for the future.

As per the legislative requirements of the guidelines NSW Government’s Integrated Planning and Reporting (IP&R) framework, Council is expected to conduct major reviews of the Strategic Community Plan every four years and minor reviews in the second year of the Plan to assess any shifting community priorities, values, expectations and needs.

Flowchart of Community Strategic Plan

Over the past five years, we have been working towards achieving the community's priorities for 2030 and building the foundation for our future.

In 2017 you identified your vision for 2030 was that:

Parkes Shire will be a progressive and smart regional centre embracing a national logistics hub with vibrant communities, diverse opportunities, learning and healthy lifestyles

Since then, we have delivered $230M in capital expenditure, including $32.7M in road construction and renewal projects, $100M in water infrastructure upgrades and a new recycled water scheme, $8.4M in upgrades to lower Clarinda street and the new Cooke Park Pavillion, $4.7M Airport Terminal Upgrade and Business Park Expansion and a $3M for the expansion of the library and cultural centre, just to name a few.

Despite the trying times of drought over the last 4 years, and now the impact of the global Covid-19 pandemic, the Parkes Shire economy has been afforded some reprieve thanks to significant government and private sector investment.

We have delivered on the community's priority of Parkes becoming a national logistics hub with unprecedented investment in Parkes Shire by all tiers of Government; from being the first centre of construction for Inland Rail, funding for the Parkes Bypass and the State Government's investment in for the Parkes Special Activation Precinct. These developments have bolstered our economy seeing significant economic growth in what has been a challenging time for regional communities amongst drought and covid-19.

With forecasts estimating significant population and economic growth as a result of these developments, we are at a crucial point in effectively planning for a growing community to be one that has the infrastructure and services to make it an attractive place to live, work and prosper.

What we have achieved


Community Satisfaction Survey

In April 2021 Council undertook a survey over 300 residents via telephone interview to understand the importance of the services that Council delivers and how satisfied our community is with these services.

We asked the community to rate importance and satisfaction out of 5, with 1 being not important or not satisfied, to 5 being very important or very satisfied.

We also asked the community if they felt the current Community Vision and Future Directions are still relevant, and what other things Council should consider in their review.

This is what you told us:



Council has a project team who will conduct the community engagement activities and the development of the Council Plan 2022-25.

There will be a range of online activities and in person community workshops and discussions to provide the community with a range of opportunities to take part.

The results of the community engagement will be grouped together into themes and compared against the priorities of Parkes 2030.

The project team will show the community's preferences in terms of vision and any adjustments to the strategic direction at the level of priorities, objectives or strategies.

This will be presented to Councillors in a series of workshops for deliberation and response.

Council considers a range of things when making decisions about significant issues.

How well does it fit our strategic direction?

How well does the option fit with our vision and strategic priorities as shown in the Council Plan and Wellington 2030 Community Vision?

Who benefits?

Are we ensuring a fair distribution of benefits in the community?

Can we afford it?

How well does the option fit within our long-term financial plan? What do we need to do to manage the costs over the lifecycle of the asset / project / service?

Does it involve a tolerable risk?

What level of risk is associated with the option? How can it be managed? Does the residual risk fit within our risk tolerance level?

Page last updated: 03 Dec 2021, 02:01 PM