PEMBERTON
STRATEGIC PLAN
1 January 2015 to 31 December 2020
Pemberton Strategic Plan 2015–2020
Contents
Contents .................................................................................................................... 2
Purpose of the Strategic Plan ................................................................................. 3
Vision ........................................................................................................................ 4
Key Goals and Guiding Principles .......................................................................... 4
Background to Pemberton ...................................................................................... 5
Method .................................................................................................................... 10
Theoretical Context ................................................................................................ 11
Situational Analysis ............................................................................................... 12
SWOT Analysis ....................................................................................................... 13
Action Plan for 2015–2020 ..................................................................................... 15
Next Steps............................................................................................................... 26
Workshop Attendees ............................................................................................. 27
List of Acronyms/Abbreviations ........................................................................... 28
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Pemberton Strategic Plan 2015–2020
Purpose of the Strategic Plan
In July 2014, the Pemberton Chamber of Commerce and Industry (‘PCCI’) and the
Pemberton Community Resource Centre (‘CRC’) hosted a presentation from John
Stanley Associates titled ‘Pemberton: Home Town, Clone Town or Ghost Town?’
and attended by 55 people.
The consensus from the meeting was that a strategic plan for Pemberton should be
developed, which would provide guidance for decisions relating to the town’s
development in the short to medium term (three to five years).
This plan was designed using a ‘grass-roots’ and ‘bottom-up’ process that was
deliberately ‘Pemberton-focused’, as opposed to repeating existing Strategic Plans
from the Shire of Manjimup or other regional development organisations.
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Pemberton Strategic Plan 2015–2020
Vision
‘A sustainable and resilient community.’
Our vision for Pemberton encompasses:
Key Goals and Guiding Principles
Overall
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Develop Pemberton as a destination for agriculture, tourism, existing local
industries (e.g. forestry) and retirement.
Improve the co-ordination of events and projects in Pemberton.
Improve the overall marketing of Pemberton.
Protect and conserve the area’s natural environment, including agricultural
land and water resources.
Aim for sustainable population growth in order to continue to provide desirable
services and facilities for residents and visitors.
Town planning and heritage values
Retain Pemberton’s heritage values and the village charm and feel of the town when
considering town planning decisions for Pemberton.
Business development
Encourage shared business responsibility for adequate service provision of
restaurants and other matters in Pemberton.
Community
Support cohesive planning and organisation of events, projects and marketing of
Pemberton via creation of a ‘community co-ordinator’ position. Seek funding options
from the Shire of Manjimup, local community groups and grant funding for this
position.
Technology and telecommunications
Improve communication infrastructure e.g. mobile and ADSL services.
Tourism and related marketing
Support development of the Pemberton Trails Hub destination concept.
Arts and culture
Encourage further development of the art movement within Pemberton with
consideration of the town’s heritage values and town planning initiatives.
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Pemberton Strategic Plan 2015–2020
Background to Pemberton
Overview
Pemberton lies at the heart of the Karri Forest in the lower South West of Western
Australia. The picturesque town nestles in a peaceful valley surrounded by Karri
forest and lush pasture. It is situated approximately 330 kilometres south of Perth,
160 kilometres south-east of Bunbury and 30 kilometres south of Manjimup.
Following an expedition to the area in 1861 by Edward Reveley Brockman, his
brother-in-law Gerald de Courcy Lefroy and his uncle Pemberton Walcott, in 1862
Brockman established Warren House homestead and station on the Warren River.
Walcott, after whom the town would be named, established Karri Dale farm on the
northern outskirts of the later townsite, and Lefroy established a farm and flour mill
on Lefroy Brook. The town of Pemberton as it is now known was proclaimed in 1912
with the opening of the first timber sawmill. The 1920s to 1940s saw the Group
Settlement Dairy Farm Scheme.
As well as being the centre of strong horticulture, timber and emerging viticulture
industries, Pemberton is renowned for its tourism industry. While the timber industry
still continues in Pemberton, other industries such as agriculture, aquaculture and
viticulture are also present. Due to its cross-section of fertile soil types, Pemberton
produces a diverse range of crops such as avocados, olives, potatoes and berries as
well as a range of other crops for the region.
Since the turn of this century, tourism has further developed to be a major income
source for the town. The renowned natural environment in and around Pemberton
acts as a tourist drawcard and includes the climbing trees, national parks,
experiential-based outdoor activities (hiking, canoeing and cycling), wineries, high
class and family oriented accommodation, and scenic tours.
Population
Pemberton is part of the Shire of Manjimup. The Shire of Manjimup is made up of
four main towns: Manjimup, Pemberton, Northcliffe and Walpole; five settlements:
Deanmill, Jardee, Palgarup, Quinninup and Windy Harbour; plus a number of
localities. There are significant distances between the towns overseen by the Shire’s
governance.
According to ‘Quick Statistics’ from the 2011 Census, Pemberton town has a
population of 1,013 (2006: 757) and the 6260 postcode area had a population of
1,542 (2006: 1,484). The ABS statistics also show that numbers in the Shire of
Manjimup grew from just under 9,800 in 2006 to approximately 10,098 in 2011.
Manjimup itself has been identified as a SuperTown (regional growth centre) and
therefore numbers are expected to rise even more significantly over the next twenty
to fifty years.
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Pemberton Strategic Plan 2015–2020
It is anticipated that Pemberton attractiveness as a place to live and invest will
benefit from the Manjimup SuperTown project. Over time this will see a gradual
increase in the Pemberton population and CBD. What effect that has on Pemberton
will rely in part on how the Shire strategically plans for its future infrastructure and
whether it includes Pemberton in its future development.
Diagram: Shire of Manjimup
Regional Population Growth, Australia (Australian Bureau of Statistics) 2012.
Estimated Resident Population, Local Government Areas, Western Australia 2006–2011
Industry
The most significant industries operating in the area are:
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Tourism, including tours, accommodation and catering
timber milling
viticulture
land management
broad acre agriculture, aquaculture and intensive horticulture
local services to the general public.
Education
Pemberton District High School
The Pemberton District High School was established to provide education tailored to
meet the needs of the Pemberton community within the Warren Blackwood
Education District. The buildings are set amongst the Karri tree forest and are built of
rammed earth, in keeping with the natural environment. PDHS caters for the
education of children from Kindergarten to Year Ten. The school is currently
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Pemberton Strategic Plan 2015–2020
enrolling students in Year 11 who are on individual pathways and whose needs are
not necessarily best met by big Senior High Schools.
PDHS is renowned for its whole school approach to teaching of philosophy for
children, social skills and learning technologies. Recently PDHS has been
recognised for its work in the areas of Boys in Education and extra-curricular
activities.
The school is supported by its positive reputation and regularly contributes to
community activities. Connections with community groups are welcomed and the
school acknowledges that fostering connections can be a significant protective
resource that contributes to building resilience of its students. The school has a
focus on using local content to engage students in authentic learning experiences
and to help them make connections between local, state, national and global events.
There are a significant proportion of environmentally conscious residents in the
community whose support enhances the school initiatives and programs. The school
currently has approximately 180 students enrolled. This number has increased from
147 students in 2007.
St Joseph’s School
St Joseph’s Catholic school offers education to children from Kindergarten to Year 6.
Steeped in the history of the Sisters of St Joseph, the students work together in
small class groups. St Joseph’s offer specialist subject areas at the school, including
sport, science and the arts.
Through a small mix of class groups, the staff maintain positive relationships with the
students and work hard to uphold the mantra ‘Every student matters every day and
all children can be high achievers’. Over the past two years, the school has
embarked on direct instruction lessons to further improve the literacy and numeracy
of all children. The school also offers Pre-Kindy sessions for those children who have
turned three years of age.
St Joseph’s continues to have a very active Parents and Friend’s Association who
continue to not only fundraise within the school but also provide opportunities for
parents to interact with one another through social events.
Pemberton Camp School
The Pemberton Camp School is a WA Department of Education residential camp
school that provides programmes for school children. Teachers bring their classes to
the camp school for stays such as five days/four nights. Students undertake outdoor
education and environmental programmes with a strong focus on leadership and
team building.
The camp school staff working with teachers enable kids to access local trails and
activities such as mountain biking, bushwalking, canoeing and environmental
education.
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Pemberton Strategic Plan 2015–2020
Environment
The Shire of Manjimup covers an area of 7,028 square kilometres of which 82.7% of
the land within the Shire is state forest, national park or reserve with only 17.3% as
private freehold land. The Southern Forests that surround Manjimup have
agricultural land dotted within tall stands of magnificent Karri trees. These journey
their way further south towards the timber town of Pemberton. The forests get thicker
nearer Pemberton where virgin Karri trees up to 300 years old protect an amazing
collection of forest flora and fauna.
The Karri tree (Eucalyptus diversicolor) grows up to 80 metres high, making it the
tallest tree in Western Australia and one of the tallest in the world. Karri has a long,
straight trunk with smooth bark in shades of pink, orange, grey and white that is shed
each year. Karri produces white flowers in spring and has relatively few leafy upper
branches that are arranged in distinctive broccoli-shaped clusters. Flowering Karri
trees attract a range of other flora and fauna that are either protected by the canopy
or feed on the pollen, nectar and blossoms these giants produce.
The Pemberton region is part of a wider area considered to be a biodiversity hotspot.
Protecting the environment in this area is a priority for the Shire of Manjimup. The
Shire’s Strategic Community Plan 2012–2022 states that ‘We value, and work to
nurture and enhance, our natural environment and prioritise protection of our natural
resources and landscape in all our endeavours’. The council states that it intends to
ensure greater involvement in sustainable natural resource management and an
undertaking to plan and manage urban growth, land use and provision of
infrastructure to minimise adverse environmental effects. They believe that a failure
to meet these objectives ‘may cause widespread destruction of the natural
environment that leads to the breakdown of natural ecosystems, species extinction,
adverse human health impacts, and ultimately to a loss of lifestyle values for
residents in the south west’ (Draft State of the Environment Report WA 2006).
Technology
Advancing technology will provide regional communities with greater support and
access to a range of services and opportunities. Hence distance will no longer be the
barrier as known today. In the future there will be greater use of e-health, e-learning
and e-business services and much less reliance on infrastructure support to access
these services. The Federal Government’s National Digital Economy Strategy
(http://www.nbn.gov.au/the-vision/digitaleconomystrategy/) and National Broadband
Network, rolling out across Australia over the next few years, is deemed to play a
significant role in contributing to these alternative access options to regional
communities such as Pemberton.
Pemberton is nominated to receive optic fibre/fixed wireless sometime over the next
few years. In the meantime it is serviced predominantly by ADSL, satellite and
wireless broadband.
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Pemberton Strategic Plan 2015–2020
Community
The town of Pemberton is well supported by a variety of community groups and
services. Examples of these are shown in the following table:
Community Group/Service
Brief Description
Little Taddies
Childcare
Pemberton Aged
Accommodation
Provides and maintains aged accommodation facilities
Pemberton Arts Group
Local art exhibitions
Pemberton Chamber of
Commerce and Industry
Represents local business and community groups on
issues relevant to the development of Pemberton
Pemberton Community Arts
Pemberton Film Society, music classes, art and craft
classes
Pemberton Community
Resource Centre
Provides a range of community services
Pemberton CWA
Country Women’s Association
Pemberton Hospital
Hospital services
Pemberton Hydro Energy
Association
Manages Pemberton’s hydro power station on the Lefroy
Brook
Pemberton Library
Community library
Pemberton Medical Centre
GP services
Pemberton Photography Club
Photography meetings and competitions
Pemberton Playgroup
Provides playtime to babies and pre-schoolers and
support for the mothers of Pemberton
Pemberton RSL Sub-branch
Organisation of Returned Soldiers League – offers kinship
and other services
Pemberton Sports Club
Community facility and host for local sports clubs
Pemberton Visitor Centre
Provides information and assistance to visitors of
Pemberton
Vic Conte Community Garden
Pemberton
Sustainable gardening practices done by and for the
community
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Pemberton Strategic Plan 2015–2020
Method
In July 2014, the PCCI and the CRC hosted a presentation from John Stanley
Associates titled ‘Pemberton: Home Town, Clone Town or Ghost Town?’.
This presentation was designed to challenge the status quo of the approach to
business development in Pemberton and encourage new ideas.
Following this presentation, a working group of 12 people met to arrange a follow up
workshop session, again facilitated by John Stanley Associates, which was to take
the first steps towards creating an inclusive strategic plan for Pemberton.
On Tuesday 25 November 2014 a group of 21 Pemberton residents and
stakeholders met to start developing this plan. The key questions tackled were:
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Where is Pemberton now?
Where does it want to be?
How will it get there?
This plan was designed using a ‘grass-roots’ and ‘bottom-up’ process that was
deliberately ‘Pemberton-focused’, as opposed to using existing Strategic Plans from
the Shire of Manjimup or other regional development organisations.
The first draft of this strategic plan was the outcome of that workshop, and was
presented to PCCI members on 16 December 2014. Feedback and comments from
that meeting were discussed by the working group and incorporated into a second
draft of the strategic plan, which was made available for public comment in February
2015, culminating in an open community meeting on 19 March 2015.
Final comments presented at that meeting have been incorporated into the final
version of the strategic plan.
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Pemberton Strategic Plan 2015–2020
Theoretical Context
In his presentation, John Stanley Associates identified ten key factors to
developing a ‘home town’ community.
1 – Business community and council working towards the same goals:
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Web portal for information e.g. Everything Nannup.
39 things to do in Pemberton?
2 – Farmers markets and community gardens:
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Farmers markets should be weekly.
Food tourism is the number one driver of tourism visitor growth in Australia.
Garden tourism is the number two driver, but these tourists are the big
spenders.
3 – Regular festivals and events:
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Idea of four annual festivals (issue of how to attract new and younger blood
and ideas).
4 – Vibrant coffee culture.
5 – Towns need ‘Daymakers’, not salespeople.
6 – Retailer networking to keep $ local.
7 – Family friendly facilities.
8 – Right mix of retail activities and shop windows:
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Cannot have boarded up shop windows. Use competitions?
9 – Bricks and clicks business community (i.e. both a shop-front and on-line
presence).
10 – A business community that measures standards:
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For example, a mystery shopper audit or other measurement techniques.
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Pemberton Strategic Plan 2015–2020
Situational Analysis
What is Pemberton’s unique selling point? Below are the comments from the
workshop groups.
Group 1
Overall: adventure tourism, national parks, food and wine.
Tourists: adventure, national parks, food and wine, Big Brook Dam, trees, forest,
tracks and trails, dunes, Donnelly cruises, Windy Harbour.
Locals: forest, food and wine, rivers, events, art, heritage, health services, IGA,
sports.
Group 2
Nature, food and wine, activities, good services in town, wildflowers, tram, fishing,
water attractions, self-drive trails, picnics.
Group 3
Fishing, Goblin Swamp, dunes, trees, tours, Foragers, Big Brook Dam, mountain
bike trails, wineries, photographic opportunities, trails, berry farm, art, Australia Day
at Pemberton Pool, get married in Pemberton.
Group 4
Trees, unparalleled natural experience, adventure, freshwater, farming, climate,
green, destination not drive-through, hidden surprise.
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Pemberton Strategic Plan 2015–2020
SWOT Analysis
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Strengths
Local produce
Diversity of experiences in the area
Diversity of the environment
Natural beautiful environment,
including national parks and state
forests
Nature biodiversity
Nationally recognised mountain bike
park
Pemberton DHS one of the best
public schools in WA
Centrally located in South West
(halfway between Margaret River and
Albany)
Village feel
Mill houses/Mill town
Community spirit
Welcoming and safe image
People friendly and inclusive
Local schooling available to Kindy to
Year 10
Streetscape
Pemberton app
Day time activities
Food basket/wine area
Investment, e.g. new pharmacy and
medical centre
Climate
Mill tours
Value for money
Change from city
Intra state market
Tours
Soil clean and green
Wildflowers
Proximity to Perth, Manjimup and
coast
Camping options
Woodwork
Swimming pool
Heritage of old families
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Weaknesses
Technology
Lack of communication and cooperation between businesses and
groups
Reluctance to consider change
Resistance to diversity
Entertainment options for e.g. kids
and teenagers
Limited funds for marketing
Lack of specialist/crisis services
Distance from Perth
Demographics
Night time activities, e.g. restaurants
Communication e.g. Wi-Fi, internet,
telephone, mobile connection
Silo mentality
Advertising/marketing
Fear of failing
Investment
Conference facilities
Finance
Seen as drive-through destination
Park passes
Flies
Population
Light industrial
Smoke from fires, natural events
Seasonal road closures
Very few backpackers as tourists,
mainly working
Old families
Unsustainable tourist numbers
No new products
Lack of high quality accommodation
options
Pemberton Strategic Plan 2015–2020
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Opportunities
Work closely with other towns e.g.
Margaret River, Busselton, Albany to
bring people into the region
Market co-operatively
Business groups in town need to work
together to promote whole
destination, not just one business
New Southern Forests website
Southern Forests marketing
International tourism numbers
Nature based travellers
Garden tourism
Re-open museum at PVC
Community kitchen
Local produce
Food—promotion, restaurants
Entertainment
Festivals/events
Free wireless internet in main street
Hub website
‘Picnic baskets’
Gum boot idea (‘Pemby Puddlers’)
Zip-lining
Adventure tours, e.g. trails,
Pemberton trail hub, wine, food, art,
sculptures, walking
Farmers markets
Busselton airport development
Log fires in winter
Southern Forests Food Council
Mountain bike park
Outdoor concerts
Pemberton produce co-operative
Backpackers
Sport
Work available
Housing market
Cultural tourism
Men’s shed
New residents
Creation of equivalent of ‘Great
Ocean Road’ via Pemberton
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Threats
Competition from other areas
No direction for CBD
Customer service standards
Declining tourism
Revitalisation of tourism infrastructure
and heritage areas
Location of PVC/CRC
Urban sprawl
Closure of mill
Bushfires, other natural disasters
Businesses failing due to lack of local
support
Silos
Loss of integrity
Snakes
Conflicting demand for land use
Mining
Lack of money for marketing
Low cost carriers assist overseas
travel
Drying climate
Water security
Online tourism booking
Too many beds
Not enough beds
Pet friendly camping
Young people leaving town or won’t
work for wages
Dieback disease
Pemberton Strategic Plan 2015–2020
Action Plan for 2015–2020
Section 1 – Town planning and heritage values
Project
1.1 Heritage values in town planning
Goal
How
Retain charm/village feel.
Retain heritage buildings and frontages where possible.
Include this as part of forthcoming town planning strategy and heritage trail
plan.
Visitors feel they have arrived at a traditional Australian mill town.
Develop a ‘town colour scheme’.
Ongoing but include in town planning strategy by 30 June 2016.
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
Future heritage society with support from the Shire of Manjimup and local
businesses.
N/A
Project
1.2 Redevelopment of deteriorating town
infrastructure
Goal
Engage with the Shire of Manjimup to successfully develop deteriorating
infrastructure sites in Pemberton. Suggestions include:
1 – Vibrant community hub on old school site (or other appropriate location)
with facility to include scope for a community bank. (See point 2.2)
2 – Redevelop RSL site for retail/ commercial opportunities.
3 – Consider potential site for art precinct. (See point 6.2)
Shire of Manjimup to obtain title to land on old school site.
Identify best location in Pemberton for a community hub facility.
If chosen, remove and create new community hub facility on old school site.
Demolish RSL library and playgroup and new build on site with private
investment.
Central point in Pemberton for all information for community and visitors.
Include CRC, library, visitor info, community bank, shared facility/meeting
room for other community groups (e.g. RSL, artists).
Where possible retain important heritage aspects in any development.
Include large shared space for various groups.
Retain display space for heritage/ museum.
Consider space for commercial interests.
Plans agreed with community by 2017; funding sourced by 2020.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
Shire of Manjimup and CRC.
$2.5 million / R4R, Shire of Manjimup, federal grants, CRC, SWDC.
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Pemberton Strategic Plan 2015–2020
Project
1.3 Infrastructure and services for RV users
Goal
Make Pemberton an ‘RV friendly town’ to attract the growing number of RV
users.
Requisite infrastructure and services to be created/available in Pemberton,
e.g. free dump point, turning circle, water availability, access to public
WCs, improved signage.
Achieve RV friendly status for Pemberton.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
By 30 June 2017.
Shire of Manjimup and the PVC.
$100,000 / Shire of Manjimup and R4R.
Project
1.4 Streetscape
Goal
Complete main street streetscape development.
In short term:
1 – develop pub carpark
2 – fix broken pavers and install bollards/cycle racks
3 – construct town entry statements.
In medium term:
1 – art walkway to link town centre with pool and mountain bike trails
2 – turning circle. (See point 1.3)
Ensure work is completed regarding paving issues, bollards, seating,
signage.
Retain as part of long term streetscape plan.
Consider best funding and solutions for entry statements (Shire, local,
SFFC).
Build walkway from town centre on main street to pool area
(part of Tourism Futures document).
Area to have consistent feel with existing artscape in main street.
Entry statements to have consistent feel with existing artscape.
Link centre of town with pool and MTB tracks (key tourist precinct).
Short term items allocated by 30 June 2015.
Medium term items planned for 2017–2018.
Shire of Manjimup, Streetscape Committee (Town Centre Revitalisation
Committee).
$270,000 for short-term projects from Shire of Manjimup approved budgets.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
Medium priority
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Pemberton Strategic Plan 2015–2020
Project
1.5 Light Industrial Area (LIA)
Goal
How
Thriving LIA in correct location in or near Pemberton.
Select most appropriate location based on discussions between the LGA
and local stakeholders.
Include this as part of the Shire of Manjimup’s forthcoming town planning
strategy.
Create LIA in suitable location with and initial 12 lots with scope for later
expansion.
Initial phase completed by 31 December 2018.
Desired
Outcome
Estimated
Timeframe
Who
Medium priority
Estimated
Cost/Source
Shire of Manjimup, the PCCI and local businesses.
Private $ site by site basis.
$100,000 for initial development from R4R.
Private site investment.
Project
1.6 Aged Care Facilities
Goal
How
Desired
Outcome
Estimated
Timeframe
Who
Improved aged accommodation facilities.
Identify funding and land opportunities.
Provide more options for aged accommodation, increasing available units to
approximately 30 (currently 14)
Additional plans completed by 31 December 2017.
Estimated
Cost/Source
Low priority
This project is already being led by the Pemberton Aged Accommodation
Association.
$3 million / state and federal funding.
Project
1.7 Develop new sub-divisions
Goal
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
Improve use of new sub-divisions in townsite.
Enhanced town planning including ‘R code’ changes.
Better use of in-fill and higher-density housing.
June 2017
Shire of Manjimup
Part of approved Shire planning budget.
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Pemberton Strategic Plan 2015–2020
Section 2 – Business Development
Topic
2.1 Cohesive service provision
Goal
Create a more cohesive and innovative approach to the provision of
restaurant and other related services in Pemberton. (See points 3.1+3.3)
Restaurant businesses to work closely together to provide suitable coverage
for visitors over busy periods and avoid over-supply during quiet periods.
Consider short-term solutions for busy periods e.g. pop-ups, picnic items,
community kitchen. Consider ‘signature dishes’ for restaurants.
Support development of new food outlets.
Visitors are offered a suitable range of restaurant services at all times.
How
High priority
Desired
Outcome
Estimated
By early 2016.
Timeframe
Who
PCCI, private businesses.
Estimated
$1,000 / PCCI.
Cost/Source
Topic
2.2 Community Bank
Goal
How
Who
Estimated
Cost/Source
Create a community bank for Pemberton
Work with e.g. Bendigo to create a bank in which the community invests and
from which a share of surpluses are put back into the community.
Locate the bank or agency in a community hub facility.
Creation of a bank in which the community invests and from which a share
of surpluses are put back into the community.
Have the bank operate a full counter service with specific times for other
products e.g. lending.
Commence discussions with banks in 2015.
Agency to open by 2018.
PCCI and CRC to lead.
$20,000 for set up of agency.
Fund to come from CRC, PCCI and crowd funding sources.
Topic
2.3 Shop-local
Goal
How
Develop ways to encourage a shop-local culture.
Improve awareness of services and products available in Pemberton/Shire.
Develop relevant staff training pathways.
Consider a Pemberton loyalty shopping card.
Increased local spend by residents and businesses.
Desired
Outcome
Estimated
Timeframe
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
Low priority
Commence during 2016.
PCCI and private businesses.
$1,000 / PCCI or crowd funding sources.
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Pemberton Strategic Plan 2015–2020
Section 3 – Community
Topic
3.1 Community Co-ordinator Position
Goal
Employ a ‘community co-ordinator’ to undertake community projects, assist
with cohesive planning and organisation of events and undertake
relevant town-wide marketing activities.
Secure funding from a range of local groups and agree on which existing or
new organisation should employ and administer this role.
Increased awareness and support and success of local events and
initiatives.
Enhanced marketing strategies for Pemberton.
Improved communication between local groups and businesses.
Better community response to requests for feedback.
To secure funding to commence position by 1 July 2016.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
PCCI and CRC to lead.
$30,000 per annum for 20–25 hours per week / PCCI, CRC, PVC, PWRA,
PAA, grants.
Topic
3.2 Community awareness
Goal
Achieve stronger and more cohesive awareness, promotion and support of
events, projects and initiatives in Pemberton.
Co-ordinate a stronger and swifter response to requests for community
feedback such as the Heritage Trails plan.
Achieve stronger marketing outcomes for Pemberton.
Community to employ ‘community co-ordinator’ to effectively and
innovatively market and support events, projects and initiatives in
Pemberton. (See point 3.1)
Increased awareness and support and success of local events and
initiatives.
Better community response to requests for feedback.
Start during 2016.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
PCCI and CRC to lead.
To be co-ordinated by community co-ordinator.
Jointly funded by Shire of Manjimup, CRC, PVC, PCCI other local groups.
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Pemberton Strategic Plan 2015–2020
Topic
3.3 Local produce
Goal
Improve access to local Southern Forests produce.
Consider farmer’s market on every other Sunday in Pemberton, work with
Community Garden.
Better co-ordination with local producers and retailers.
Co-ordinate with SFFC, community garden and Manjimup farmer’s market
to have markets when they are not being held in Manjimup.
Consider creation of community kitchen or other pop-ups.
(See also points 2.1 and 3.1)
Support and develop enhanced opportunities for the public to purchase local
produce grower-direct.
Examples could include farmers’ markets in Pemberton.
Starting in 2016.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
SFFC, Pemberton Mill Hall and/or other local retailers.
$2,000 / SFFC grant.
Topic
3.4 Youth
Goal
How
Create a better environment for youth activities (up to age 18 or so).
Support a range of activities and appropriate recreational facilities for youth
up to age 18.
Encourage and support existing and potential businesses in order to
maintain or grow employment opportunities for youth.
Promote tourism and hospitality as a career path.
Promote traineeships.
Youth stay in town up to age 18.
Generate a vibrant youth scene.
Encourage those who do leave for study/work to return to live in Pemberton
at a later stage.
Ongoing.
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
Medium priority
Shire of Manjimup, schools, SWDC, PCCI, local police.
$1000 per annum / local Pemberton schools.
$2000 per annum / community or youth Shire of Manjimup grant.
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Pemberton Strategic Plan 2015–2020
Topic
3.5 Backpackers
Goal
Create better and more productive relationships between Pemberton and
backpackers.
Provision of suitable accommodation and activities.
Develop awareness of the importance of backpackers to the local economy.
Backpackers are more involved in the community.
Mutual respect is developed.
Starting in 2016.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
Medium priority
Shire of Manjimup, DPaW, PVC and local businesses including local
backpacker accommodation providers.
$1,000 / Shire of Manjimup community grant.
Topic
3.6 Men’s Shed
Goal
How
Desired
Outcome
Estimated
Timeframe
Who
Create a Men’s Shed for Pemberton.
Create group to identify site, funding, operations.
Have a vibrant Men’s Shed group in Pemberton.
Estimated
Cost/Source
Low priority
Construction underway by 31 December 2018.
Government funding is not available until a viable group has been in
operation for two years.
Initially a new group will need to be formed.
$40,000 / R4R.
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Pemberton Strategic Plan 2015–2020
Section 4 – Technology and telecommunications
Topic
4.1 Tele-communications infrastructure
Goal
Improve communication infrastructure e.g. ADSL, Wi-Fi, mobile coverage,
mobile-phone accessibility logos on information signs and plaques.
Lobby infrastructure providers.
Better facilities and services for locals and visitors.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
Now.
PCCI, Shire of Manjimup.
Costs difficult to ascertain, but are significant. Sourced from R4R or Federal
‘back-spot’ funding or similar programmes, with support from Telstra.
Topic
4.2 Wi-Fi for Pemberton main street
Goal
How
Free Wi-Fi hotspot etc. in Pemberton main street.
Shire of Manjimup to co-ordinate with PCCI, CRC and PVC regarding
location and operation of this service.
Free Wi-Fi in Pemberton main street.
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
Operational by 30 June 2016.
Shire of Manjimup, CRC, PVC, PCCI.
$15,000 for initial set-up sourced from grant funding.
Ongoing annual costs of approximately $1,000.
Topic
4.3 Web page
Goal
One-stop web landing page for Pemberton.
Include live webcams for main street, Gloucester Tree, Big Brook, pool.
PCCI, CRC, PVC, PAA to work together to create iconic web page for first
stop.
This could include consideration of existing relevant resources and
webpages.
One stop iconic webpage with links to other groups’ sites.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
By 31 December 2016.
PCCI, CRC, PVC, PAA.
$3,000 / grants.
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Pemberton Strategic Plan 2015–2020
Section 5 – Tourism and related marketing
Topic
5.1 Trails
Goal
How
Pemberton to become a trails hub destination.
Provide relevant infrastructure.
Various trails to be created within wider related initiatives such as the Shire
Heritage trails concept, e.g. adventure activities, food and wine, heritage,
family, agriculture, environmental tourism, garden tourism, art.
Food trails. (See also point 3.3)
Pemberton seen as a trails destination of international excellence and
repute.
Starting in 2015.
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
DSR, DPaW, PVC, Shire of Manjimup, PAG, Heritage Society.
Significant funding for activity trails already exists from DSR, DPaW and
Shire of Manjimup.
$5,000 for heritage and arts trails to be funded by existing Shire of
Manjimup budget and grants sourced by PAG and Heritage Society.
Topic
5.2 National Parks
Goal
Improve usage and access to national parks including upgrades to road
access and signage for tourists and attractions.
Better access and infra-structure, e.g. Gloucester Tree site info.
Seal/improve access roads e.g. Old Vasse Highway, Warren National Park.
Improve education and info provision, including how hire cars can use
unsealed roads.
Create national park experiences of the high-class expected by international
and interstate visitors.
Provide ranger experiences in the National Parks.
Ongoing.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
DPaW, local tour operators, PVC, SWDC.
$10,000 from DPaW and/or SWDC.
Topic
5.3 Conferences
Medium priority
Goal
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
Support conference opportunities for Pemberton.
Ensure information for potential organisers is available and up-to-date.
Requests for information for those thinking of holding a conference in
Pemberton are easily and swiftly accommodated.
From 2016.
Private investment.
Significant private investment with planning support from the Shire of
Manjimup.
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Pemberton Strategic Plan 2015–2020
Topic
5.4 Scenic View of Pemberton
Goal
Create a ‘scenic view’ stopping point /lay-by at or near the junction of Vasse
Highway/Stirling Road (at the top of Thomson’s Hill).
Through discussions with relevant local landholders and Main Roads WA,
create a suitable and safe stopping point.
Provide a great photo opportunity for tourists and visitors to admire and take
photos of the Pemberton townsite.
2018.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
Medium priority
Main Roads WA, Shire of Manjimup, relevant local landholders.
$10,000 / Shire of Manjimup or SWDC grant for providing relevant access
and signage.
Topic
5.5 Weddings
Low priority
Goal
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
Develop Pemberton as a destination for weddings.
Additional marketing.
Pemberton to become famous as a great place to hold a wedding.
Topic
5.6 Picnics
Goal
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
Promote picnic culture.
Include in visitor information and retail opportunities.
Pemberton seen as potential picnic destination.
From 2016.
Local businesses, supported by PAA and PVC.
$1,000 / PVC, PAA or crowd funding.
Low priority
A trial or relevant retail infrastructure to be implemented by 30 June 2016.
PVC, PCCI, local businesses.
$1,000 / PVC, PCCI or crowd funding.
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Pemberton Strategic Plan 2015–2020
Section 6 – Arts and Culture
Topic
6.1 Art trails and related marketing
Goal
Establish art trails.
Develop Pemberton as a visual arts destination.
Create art trails.
(See also points 1.4 and 5.1)
Pemberton to be recognised as a regional centre of arts excellence.
How
High priority
Desired
Outcome
Estimated
From 2016.
Timeframe
Who
PAG.
Estimated
$5,000 / PAG and other grants.
Cost/Source
Topic
6.2 Art precinct
Goal
Create art precinct in Pemberton.
(See also point 1.2)
Find suitable land/buildings with due consideration of other development
projects in Pemberton.
Create art precinct so that local artists have a permanent base for the
creation and display of visual arts.
Create during 2016.
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
High priority
PAG with Shire of Manjimup to assist with planning aspects.
$200,000 / art project grants or R4R.
Topic
6.3 Townscape
Medium priority
Goal
How
Desired
Outcome
Estimated
Timeframe
Who
Estimated
Cost/Source
New art installations.
Build/design more for townscape.
Additional art in visible to public.
From 2015.
PAG.
$10,000 / PAG or crowd funding.
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Pemberton Strategic Plan 2015–2020
Next Steps
The plan is to be presented to the Council of the Shire of Manjimup.
The plan will be evaluated annually by the project working group. The first review
date is scheduled for June 2016.
26
Pemberton Strategic Plan 2015–2020
Workshop Attendees
The people who attended the workshop that created the content for this strategic
plan were (in alphabetical order):
Jill Baker
Pemberton Finger Limes
Kathy Barrett-Lennard
Marri House
Paul Bawden
Shire of Manjimup
Joanna Box
PAG
Charlie Chodorowski
Shire of Manjimup
Noeleen Collings
Bankwest
Toni Dearle
Pemberton Discovery Tours
Wendy Eiby
PVC
Jeanette Evill
PAG
Maxine Fisher
PCCI
Mitchell Goddin
Tapas Bar
Mark Hudson
PVC
Gail Ipsen Cutts
Shire of Manjimup
Ashley Lewkowski
Lost Lake Wines
Sue Niciejewski
PAA
Paul Nolan
CRC
Ros Piper
PVC
Monica Radomiljac
Pemberton Wine Association
Sondra Reader
Mill Hall
Julian Sharp
Vic Conte Community Garden
Peter Smith
CRC
John Stanley
John Stanley Associates
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Pemberton Strategic Plan 2015–2020
List of Acronyms/Abbreviations
PCCI
Pemberton Chamber of Commerce and Industry
CRC
Pemberton Community Resource Centre
ADSL
Asymmetric Digital Subscriber Line
CBD
Central Business District
PDHS
Pemberton District High School
IGA
Independent Growers’ Association
PVC
Pemberton Visitor Centre
RSL
Returned and Services League
R4R
Royalties for Regions
SWDC
South West Development Commission
SFFC
Southern Forests Food Council
LGA
Local Government Authority
PWRA
Pemberton Wine Region Association
PAA
Pemberton Accommodation Association
DPaW
Department of Parks and Wildlife
DSR
Department of Sport and Recreation
PAG
Pemberton Arts Group
28