WEDDIN SHIRE COUNCIL WEDDIN 2026 DELIVERY PROGRAMME 2017-2021 Adopted 15 June 2017
Weddin Shire Council 2017-2021 Delivery Programme 1 INTRODUCTION AND OVERVIEW 3
INTEGRATED PLANNING & REPORTING 5
DELIVERY PROGRAMME REQUIREMENTS 7
CORPORATE STATEMENTS 9
ORGANISATIONAL STRUCTURE 11
ROLES & RESPONSIBILITIES 12
PARTNERS & STAKEHOLDERS 13
DELIVERY PROGRAMME STRUCTURE 14
SO # 1 COLLABORATIVE WEALTH BUILDING (STRONG, DIVERSE AND RESILIENT LOCAL ECONOMY). 19
SO # 2 HEALTHY, SAFE, AND EDUCATED COMMUNITY 24
SO # 3. DEMOCRATIC AND ENGAGED COMMUNITY 28
SO # 4. CULTURALLY RICH, VIBRANT AND INCLUSIVE COMMUNITY 32
SO # 5. CARED FOR NATURAL, AGRICULTURAL & BUILT ENVIRONMENTS 35
SO # 6. WELL MAINTAINED & IMPROVING SHIRE ASSETS AND SERVICES 40
Weddin Shire Council 2017-2021 Delivery Programme 2 INTRODUCTION AND OVERVIEW
It is with pleasure that I present you with Weddin Shire Council’s four-year Delivery Plan (2017-2021) and the 2017-2018 Operational Plan. Weddin Shire Council has seen significant change over the last four years since it developed its first Community Strategic Plan (2013-2023), Delivery Plan and Operational Plan. This Plan reflects these changes. The new Plan is a requirement of the NSW Government and assists the community in better understanding where we are and how we can get to a sustainable future that best meets the whole of community needs.
The Weddin Community values its independence and sense of place. Since 2012, the community has continued to express a strong commitment to remaining as an independent Council and improving community amenities so that skills and resources can continue to be attracted to Weddin. In doing so, Weddin embraces the opportunity to work with neighbouring and regional councils and a broad range of government bodies so services can be more efficiently and effectively delivered through a broadly collaborative and inclusive plan.
As part of delivering on the 2013 Community Strategic Plan, the overarching objective of ‘bucking the trend’ in projected population decline required finance to provide community amenities and led to aSpecial Rate Variation application which saw the Independent Pricing and Regulatory Tribunal (IPART) approve a rate increase to secure a strong financial future and to deliver the Aquatic and Fitness Centre and Grenfell Health Hub. Weddin Shire Council has also utilised loan funds to complement grants and rates income in order to afford these facilities and facilitate intergenerational equity, i.e. those who use the services pay for them.
Since 2012, positive activity on the part of Weddin Shire Council has sought to address population decline by improving community amenities. Addressing improved community amenity is one tool that is working in impacting population drift, as indicated in the most recent ABS data where population decline has stalled and is now trending on a slight uptick. The focus has been on delivering community swimming pool renewal with an accessible aquatic health and fitness centre (located in Grenfell) in addition to progressing Grenfell Health (the medical centre development) and the installation of a Visitor Information Centre (now complete) as articulated in the 2013-2023 CSP (with a community priority rating of 60.32%). The final major priority is also the enewalr of Main Street (Grenfell) and has been identified in the Local Economic Development Strategy (LEDS) as requiring further community discourse. Another priority, the main street’s renewal, requires that the community better articulate what they feel is the best outcome as well as the relationship of this to building conservation over time. Main Street has dropped behind the importance of aged care as a Council priority into the near future.
During 2009, the NSW Government enacted the Local Government Amendment (Planning and Reporting) Act which set out requirements referred to as the Integrated Planning and Reporting framework (IP&R). The IP&R framework is intended to ensure that the long-term goals of the community are known and articulated and that the activities of Council link directly to them.
During 2011, Weddin Shire Council carried out an extensive community consultation process and from this, in 2012, for the first time finalised a full suite of IP&R compliant planning documents. In short, these comprised the:
• Weddin Shire Community Strategic Plan 2013-2023 (CSP), endorsed by Councillors on behalf of the community;
• Weddin Shire Council 2013-2017 Delivery Programme;
• Supporting Resourcing Strategy encompassing a Long-Term Financial Plan (10 years), Workforce Management Plan (4 years) and Asset Management Strategy & Plan (10 years); and,
• Weddin Shire Council 2012-2013 Operational Plan.
As already indicated, the overriding issue highlighted during the 2013-2023 CSP development process was declining population. The community indicated a desire to see the local population increase to at least 4,700 people (an increase of about 1,000) by 2023. This revised set of IP&R documents seeks to sustain this objective into 2026 and ensure that the Council is sustainable into the future.
Weddin Shire Council 2017-2021 Delivery Programme 3 The September 2016 Council elections were the first elections following agreement with the NSW Department of Premier and Cabinet on the Improvement Plans which have allowed Weddin Shire Council to remain a standalone Council and not subject to merger. The Council has agreed to a number of strategies in order to secure their future; these where identified in the letter judging Weddin as ‘Fit’ and included a reduction in the number of formal Council meetings to six per year as well as the introduction of planning workshops. The Council has also agreed to a reduction in Councillor numbers to seven, at the next election, among other things.
The IP&R framework stipulates that IP&R documents be refined post Council elections. At a Councillors and Senior Management workshop held in early February and again on 10 March 2017, the major assumptions and goals of the Community Strategic Plan 2013-2023 were confirmed as still valid and a refined Community Strategic Plan has been prepared. At that same workshop, the major initiatives that were incorporated into the 2013-17 Delivery Programme were reviewed in detail. These have subsequently been prioritised by Council. This 2017-2021 Delivery Programme is a refinement of the 2013-2017 document and reflects the required changes while also including a range measures and standards not included in the 2013-2017 document due to resource limitation at that time.
The supporting Resourcing Strategy that addresses Council’s Asset Management, Long-Term Financial Planning and Workforce Planning has also been reviewed in conjunction with the Delivery Programme. The document will subsequently be placed on public exhibition for adoption at Council’s ordinary meeting on 15 June, 2017.
MARK LIEBICH GLENN CARROLL MAYOR GENERAL MANAGER
Weddin Shire Council 2017-2021 Delivery Programme 4 INTEGRATED PLANNING & REPORTING
Below is a summary of the Local Government Planning and Reporting Framework which requires long-term and supporting planning, introduced by the NSW Government in 2009.
PLANNING & REPORTING REQUIREMENTS - SUMMARY
IPR PROCESS FLOW DIAGRAM SOURCE – NSW STATE GOVERNMENT
Community Community Focus IPR PROCESS - COMPONENT LINKAGES Workshops Surveys Groups Community Delivery Operational Strategic Plan Programme ( Plan (CSP ) DP ) ( OP )
Min. 10 years 4 years Review 1 year Review every 4 every year Prepare Community years before OP each year Strategic Plan 10 years+ OBJECTIVES Resourcing Strategy Assets, Financial, STRATEGIES Workfrce ACTIONS
TASKS Delivery Program 4 years ANNUAL BUDGET CONTINUAL MONITORING AND RESOURCING STRATEGY REVIEW
Operational Long-Term Financial Plan - 10 years Plan Annual Workforce Management Plan - 4 years Asset Management Strategy & Plan - 10 years Update annually (when updating the OP)
Annual Report (including SoE Report)
The two diagrams above outline the overall process flow as well as the linkages and overlaps between the various outputs. The underlying principles are that:
• The community is engaged and determines the long-term vision and approach, with the main components being: (1) Where are we now? (2) Where do we want to be? (3) How are we going to get there? (4) How will we know when we’ve arrived?; (The above is documented within the Community Strategic Plan and refined regularly.) • After each Council election, a four-year Delivery Programme of activities is derived from the above long-term plan and progressively implemented during the term of the Council; • Each year, a 12-month Operational Plan is derived from the four-year Delivery Programme and implemented by Council; and, • Monitoring and reporting on progress of both the four-year and 12-month Plans is conducted at regular intervals, and at the end of each year in an annual report.
Weddin Shire Council 2017-2021 Delivery Programme 5 MEASURING & REPORTING
The following table outlines the measuring and reporting methods that Council will adopt across all Integrated Planning documents:
Plan What are we What measures When will results be measuring? will be used? reported to the community?
Community Strategic Progress towards the goals Assessment criteria Plan reviewed every 4 years. Plan Weddin 2026 that focus on the key themes: relevant for each A report to be prepared at the 2017 – 2026 key theme: A range • Community; end of each Council term. of statistics, broad • Environment; community surveys and • Economy; and, consultation. • Civic Leadership. Delivery Programme Community satisfaction: Is Service measures: Programme reviewed every 2017 – 2021 Council making a positive A range of statistics, year. difference for the community service reports and A six-monthly progress through service delivery? targeted satisfaction report tabled in Counc surveys. Operational Plan Service delivery: Is Council System of key Plan prepared each year. 2017 – 2018 delivering the activities as performance indicators, planned and within financial link to staff performance budget? system, and are the A quarterly financial progress annual activities on report tabled in Council. time, within budget and to quality standards required?
Supporting What are we What measures When will results be Documents measuring? will be used? reported to the community?
Resourcing Strategy Overall performance and Organisational Resourcing Strategy updated 2017 – 2026 viability as an organisation: sustainability measures annually. with a focus on • Long-Term Financial A progress report to be financial, asset and Planning; included in the Annual Report human resource • Asset Management each year. measures. Planning; and, • Workforce Planning.
Other Documents When will results be reported to the community?
LEDS As set out in the Plan Annually
Annual Report The Annual Report (plus audited financial report) is prepared at the end of the financial year.
Weddin Shire Council 2017-2021 Delivery Programme 6 DELIVERY PROGRAMME REQUIREMENTS
The Delivery Programme is the mechanism where those components of the community’s strategic objectives and strategies that Council takes responsibility for are translated into actions. Thus, it covers the principal activities to be undertaken by Council to implement the strategies established by the Community Strategic Plan within the resources available under the Resourcing Strategy.
Summary • Council prepares the delivery programme based on Strategic Plan objectives, with assistance from the General Manager, staff and expert support;
• The General Manager allocates responsibilities for actions in the Delivery Programme;
• Once allocated, Council takes ownership of the Strategic Plan objectives that are within its area of responsibility;
• The programme is a Statement of Commitment to the community from each newly elected Council;
• The Statement of Commitment encompasses a fixed-term four-year programme to align with Council’s electoral cycle (each new Council is responsible for preparing a new programme in response to the Strategic Plan) commencing on 1 July following each ordinary election;
• The programme serves as a single point of reference for all principal activities undertaken by Council to implement strategies within the Strategic Plan (within resources available under the Resourcing Strategy);
• All plans, projects, activities and funding allocations are directly linked to this programme and address the full range of Council operations;
• Council is held accountable to prepare and adopt the Programme within its’ term by 30 June in the year following local ordinary election with the outgoing council reporting to the community on what it has achieved; and,
• The Delivery Programme replaces the previous Delivery Programme.
Other Issues • There are clear links between the Community Strategic Plan (CSP), the Delivery Programme (DP) and Operational Plan (OP), with strategies identified in the CSP carried through to the Delivery Programme, informed by other plans (e.g. the Local Economic Development Strategy), and expanded into more detail in the Operational Plan;
• The DP should list all strategies within the CSP, but focus specifically on the Council’s role (for example, there will be some strategies where Council will only play the role of advocate while at other times there will be strategies which cannot be completed within Council’s term of office, all of which should also be acknowledged in the DP); and,
• In an ongoing process of review there may be some instances where Council identifies existing activities or directions that do not appear to align with CSP objectives and strategies – it may be appropriate to undertake an assessment of these activities to decide whether they should be revised or discontinued.
Linking Strategic Objectives and Operational Matters • There are some activities that Council undertakes that may not, at first, appear to have a strategic focus – activities such as cemetery management, food health inspections and footpath repairs. However, these activities are an important means of achieving a community’s strategic objectives and they should be appropriately included within the DP (and ultimately, the OP).
Linking with the Resourcing Strategy • The DP must inform and be informed by the Resourcing Strategy; and,
• Financial estimates of income and expenditure for the four-year period must be included in the DP in line with its activities.
Weddin Shire Council 2017-2021 Delivery Programme 7 Allocating Responsibilities • The DP allocates responsibilities for each action or set of actions.
Determining Assessment Methods • The DP is developed to include a method of assessment to determine the effectiveness of each activity in support of achieving objectives.
Community Comment • Council has considered the priorities and expected levels of service expressed by the community during the engagement process for the CSP when preparing its DP;
• The MLA project, the “Fitness Campaign” will review services and partner with the community to better define and agree service levels over the next twelve months to be incorporated into the next set of plans; and,
• The draft DP will be exhibited for public comment for a minimum of 28 days and public submissions considered before the final programme is adopted.
Monitoring Progress • The General Manager ensures that progress reports are provided to Council, with respect to the principal activities detailed in the DP at least every six months.
Reviewing the Delivery Programme • Council reviews the DP each year, before preparing the OP;
• Council may agree to amend the DP during the 4 year period. Where an amendment to the DP is proposed, it must be included in a Council business paper which outlines the reasons for amendment and be tabled and resolved to be noted at that meeting and considered by Council at its next meeting; and,
• Where significant amendments are proposed, the DP must be re-exhibited for public comment.
REVIEW
• The plan is reviewed every year, before preparing the OP.
IMPLEMENTATION
• Council has an active role in preparing and adopting the DP on behalf of the local government area of Weddin Shire.
Weddin Shire Council 2017-2021 Delivery Programme 8 CORPORATE STATEMENTS
OVERARCHING OBJECTIVE From community consultations and as outlined in the Community Strategic Plan “Weddin 2026”, the overarching community objective is:
To grow our total resident population to in excess of 4,700 people by 2026.
Councillors reconfirmed the overarching objective at the workshop held in February 2017. Weddin Shire Council is not accountable for directly achieving this objective in its entirety but is tasked with working in collaboration with the community and all stakeholders to grow the population.
OUR COMMUNITY VISION In 2026, Weddin Shire will be:
A progressive rural locality with a vibrant and welcoming community, rich in both heritage and the natural environment with a diverse and resilient economy that supports local employment and business.
OUR COMMUNITY VALUES The following values, determined from community input and Weddin Shire Councillors’ review, will guide our future choices and how we work together...
W Welcoming, friendly, caring and supportive community.
E Equality of our people, willing to participate and work together.
D Deep respect for our heritage and environment.
D Devoted help-at-hand in times of need.
I Inclusive decision-making and engagement.
N New ideas, innovation, freedom of choice, and diversity.
FIT FOR THE FUTURE COMMITMENTS The following highlights Weddin Shire Council’s ‘Fit For The Future’ commitments as highlighted in the FFTF Improvement Action Plan agreed by Council as well as the greater community and supported by efficient internal systems areas of the CSP.
Improvement Action Plan – Key actions as per FFTF reassessment submission
Increase Income Action Status: timeframes Identify and implement new income streams. Ongoing Review income estimates used in forecasts. In progress Annually with budget Implement SRV and have capacity to use In progress Per approval future SRVs to fund new capital works. Reduce Expenditure Action Status: timeframes Improve asset management data Ongoing and strategic planning. Review of overstated depreciation expenses. Ongoing Per valuation cycle Review of systems and processes to improve In progress Per MLA project efficiencies – fiscal responsibility. Workforce planning Not yet Reduction in Councillor numbers (7) and formal meetings (6) Weddin Shire Council 2017-2021 Delivery Programme 9 Build Capacity & Skill Action Status: timeframes and Improve Systems Staff training initiatives. Ongoing Work collaboratively with other Councils, In Progress/Ongoing e.g. MLA project, JO, OLG and stakeholders. Medical Advocacy Improve customer interface. MLA - commenced Building community partnerships. Ongoing Economic Growth Action Status: timeframes Provide improved community amenity. Ongoing e.g. pool Review systems and link to IP&R to facilitate In progress MLA project & IP&R business activity.
STRATEGIC OBJECTIVES The strategic objectives from the previous Weddin Shire Community Strategic Plan 2013-2023 are below and cover four key themes: Economic, Social, Environmental and Civic Leadership.
NO. STRATEGIC OBJECTIVE KEY THEMES Quadruple bottom line component addressed
1 Collaborative wealth building (strong, diverse and Economic resilient local economy).
2 Innovation in service delivery (healthy, safe, and Social educated community).
3 Democratic and engaged community supported by efficient Civic Leadership internal systems.
4 Culturally rich, vibrant and inclusive community. Social
5 Sustainable natural, agricultural and built environments. Environment
6 Shire assets and services delivered effectively and efficiently. Economic
Weddin Shire Council 2017-2021 Delivery Programme 10 3. COUNCIL ORGANISATIONAL STRUCTURE
COUNCIL
MAYOR
GENERAL MANAGER SECRETARY
DIRECTOR ENVIRONMENTAL DIRECTOR ENGINEERING SERVICES DIRECTOR CORPORATE SERVICES
PERSONAL ASSISTANT/ ADMIN
DESIGN OVERSEER SPECIAL RMS ENGINEERING PROJECTS ENGINEER ASSISTANT ENGINEER SEWER PLANT FINANCE/IT CREDITORS RATES FINANCE/ CASHIER/ RECORDS TREATMENT OFFICER CLERK CLERK PAYROLL SERVICE OFFICER ANIMAL CONTROL GRENFELL OFFICER/ NSW OFFICER RANGER POOL SERVICE NSW OFFICER
STORE TOWNGANGER RMS LOADER GRADER GRADER GRADER MAINTENANCE CARAVAN PARK QUANDILLA WASTE FACILITY MANAGER POOL
CLEANER LIBRARIAN ECONOMIC ARTS CTC DEVEOPMENT/ TOURISM OFFICER TOURISM OFFICER OFFICER GARBAGE CULVERT PATCH WORKSHOP NOXIOUS PARKS & DEPOT COLLECTION GANGER TRUCK WEEDS GARDENS MAINTENANCE QUANDIALLA TIP - CARAGABAL /SEWER CASUAL TIP - CASUAL ASSISTANT
CASUAL VIC OFFICERS ROLES & RESPONSIBILITIES
COUNCILLORS / COUNCIL
The role of Council and the Councillors generally is: • Direction, policy and priority setting; and, • Oversight of Council activities, but no involvement in day-to-day operational activities.
Our current Councillors are:
Clr. Mark Liebich (Mayor) Clr. Paul Best (Deputy Mayor) Clr. Craig Bembrick Clr. Carly Brown Clr. Phillip Diprose Clr. Stuart McKellar Clr. John Niven Clr. Steve O’Byrne Clr. Jan Parlett
SENIOR MANAGEMENT TEAM
The positions of each of the Weddin Shire Council senior management roles are below, followed by the name of the present incumbent:
• General Manager – Glenn Carroll • Director, Engineering – Bill Twohill • Director, Environmental Services – Brendan Hayes • Director, Corporate Services – Lachlan Gibson
FUNCTIONS WITHIN WEDDIN SHIRE COUNCIL
Set out below are the three departmental sections with details of the functions undertaken by Weddin Shire Council. Occupational health and safety and risk management responsibilities overarch all departments of Council.
ENGINEERING ENVIRONMENTAL SERVICES CORPORATE SERVICES
Asset Management Administer LEP Asset Management
Cemetery Management Asset Management Computer Resources
Depot & Stores Caravan Park Corporate Planning
Drains and Dams Catchments Management Debt Management
Emergency Management Development Control Economic Development
Fire Control Dog & Stock Control Financial Management
Litter & Street Clean Up Food Inspections Funds Investment
Natural Disasters Health and Building Information Services
Noxious Weeds Control Heritage Matters Information Technology
Parks & Reserves Natural Resource Management Insurances
Public Conveniences On-Site Sewer Schemes Internal Auditing
Roads and Bridges Pollution Monitoring Library Services
Sewers Public & Council Buildings Property Leases
Street Trees Sewerage Treatment Works Public Officer
Weddin Shire Council 2017-2021 Delivery Programme 12 Vehicles & Plant Statutory Town Planning Rates and Payroll
Waste Collection Swimming Pools Records Management
Vegetation Management Statutory Reporting
Waste Management, Tips Tourism/Promotions
PARTNERS & STAKEHOLDERS
PARTNERS / STAKEHOLDER – GOVERNMENT & AGENCIES
• Australian Government Department of Infrastructure and Transport (DoT) • Central NSW Region of Councils (CENTROC) • Central West Division of General Practice (DGP) • Commonwealth Grants Commission (Grants Comm.) • Department of Planning and Infrastructure, NSW Government (DoP) • Environment Protection Authority, NSW Government (EPA) • Fire and Rescue NSW (F&R NSW) • Institute of Public Works Engineering Australia (IPWEA) • Local Government and Shires Association of NSW (LGSA) • Local Land Services (LLS) • National Parks and Wildlife Service (NPWS) • NSW Department of Heritage • NSW Department of Heritage and Environment (DHE) • NSW Department of Infrastructure & Industry • NSW Department of Lands • NSW Department of Local Government (DLG) • NSW Department of Primary Industries (DPI) • NSW Health (NSWH) • NSW Land & Property Management • NSW Public Works (PWD) • NSW Public Works (PWD) • NSW Roads and Maritime Services (RMS) • NSW Transport (Rail) • NSW Valuer General (VG) • Regional Development Australia • Rural Fire Service NSW (RFS) • State Emergency Service NSW (SES) • Tourism NSW • Transport for NSW, NSW Government (TNSW) • Western Local Health Network
PARTNER / STAKEHOLDER - LOCAL • Local Progress Societies • Weddin community
Weddin Shire Council 2017-2021 Delivery Programme 13 DELIVERY PROGRAMME STRUCTURE
The Delivery Programme 2017-2021 has been structured in line with the strategic objectives and strategies contained in the CSP and set out in the Corporate Statements (refer to pages 8-9). Each of the strategies is included in separate tables in the next six sections of the document. The headings in each of the tables are explained below:
STRATEGIC OBJECTIVE: • High-level community goal taken directly from the CSP; and,
• Appears in full across the top of the relevant table.
NUMBERING SYSTEM The numbering used throughout the Delivery Programme is ‘cascading,’ allowing ready identification and association with:
• Strategic objectives from the first digit (1 through 6);
• Strategy from the second set of digits; and,
• Action from the third set of digits.
STRATEGIC OUTCOME: • Lower ‘level’ statement supporting the strategic objective/s;
• Show how the objective/s will look like when it is achieved and referencing which key areas on which we need to focus;
• Additional details provided beyond the scope of the CSP with key responsibilities included; and,
• Some strategies have been refined from what is contained in the CSP and informed by other plans including the LEDS, Weddin Tourism Strategy (WTS), the Disability Action Plan (DAP), The FFTF action Plan, and the Special Rate Variation commitments to more accurately reflect what Weddin Shire Council is responsible for progressing.
COUNCIL ROLE: • The role Weddin Shire Council has in progressing or contributing to delivery of the strategy. For the sake of simplicity, the following four roles have been defined:
Role Description Advocate Act or intercede on behalf of the community. Facilitator Act as a neutral party to assist groups and organisations to work more effectively to accomplish the group’s work. Provider Provider of a service. Regulator Act to ensure that regulations are complied with.
KEY COLLABORATORS: Business Business Communities Communities Education Education Health Industry Health Industry bodies Industry Local Tourism Business LTB Mid Lachlan Alliance MLA Other LGAs LGAs
Weddin Shire Council 2017-2021 Delivery Programme 14 Sporting Groups and associations Sports State and Australian Governments Government TAFE TAFE Tourism Destination Network – Country and Outback NSW TDN Villages of Quandialla, Caragabal and Greenethorpe Villages Weddin Tourism Strategic Plan 2016 WTSP
DIRECTOR RESPONSIBLE
The Weddin Shire Council department director responsible for carrying out the ‘Council Role’ for that particular strategy. For the sake of simplicity, a key word from the department is included:
• Engineering = Engineering
• Environment = Environmental Services
• Corporate = Corporate Services
• General Manager = General Manager
PRIMARY STRATEGIC THEME
An icon/symbol showing which of the four the main (quadruple-bottom line) themes the strategy supports. The table below shows each icon together with the associated theme name:
Economic Environment Social Civic Leadership
ACTION:
• The principal activities to be undertaken by the Weddin Shire Council to implement the strategies established by the CSP; and,
• Within the resources available under the Resourcing Strategy.
(BIG IDEAS) PRIORITY # (NUMBER)
A large number of ‘Big Ideas’ were put forward through the initial 2013-2023 community consultation process. These have now been reviewed over the last four years based on input from a variety of surveys including the Digital Community Panel as well as the new Council and are distilled in the following Graph that reflects the Panel assessment, and based on the new Councillors framework as set out in the CSP. These priorities assist in the development of the delivery programme.
Weddin Shire Council 2017-2021 Delivery Programme 15 Continued Community Plan Priorities
140
120
100
80
60 Very important 40 Important 20
0 Don’t know
Pool Somewhat important renewal Upgrade Establish Unimportant Health Centre Support TAFE Support TAFE improvements Support Village Support aged care Grenfell Swimming facilities & services B Double standards Upgrade of roads to Grenfell Main Street & provide incentives & provide Promote industrial land to adopt “best practice” Encourage local businesses
Back end efficiency, effectiveness and business capacity
140
120
100
80
60 Very important 40 Important 20
0 Don’t know
ERM Somewhat Asset Asset important support streams services services User pay User pay over staff over
New income Unimportant LTFP to keep to keep LTFP Management Match staff to provide servicesprovide Increase rates to Intergenerational Improved financial Improved Support technology management systems
Weddin Shire Council 2017-2021 Delivery Programme 16 New projects
120
100
80
60 Strongly agree 40 Agree 20
0 Don’t know
Disagree services Bed down into future community Strongly development multipurpose multipurpose existing works
Advocacy for a Advocacy disagree Advocacy plans Advocacy Health outcomes Gain agreement - E-health economic 10 year freight plan 10 year New Advocacy for a New Advocacy Improved aged care Improved Customer Response Social connectedness
WHO’S RESPONSIBLE: • Abbreviated title of the officer within Council who is primarily responsible for owning and progressing the Action; and,
• The following table explains the meaning of the abbreviations that have been used in the various tables in the following section of the DP:
Position Responsible Legend code All staff below ALL General Manager GM Director Corporate Services DCS Director Engineering DE Director Environmental Services DES Economic Development Officer EDO Tourism Promotion Officer TPO
RESOURCING OPTIONS:
• Proposed source of funding for the activity;
• The following table contains each of the terms used in the various tables under this heading together with explanations:
Description Term used General revenue from Council operations; includes the full range of rates, fees and charges. Revenue Grants received primarily from State and Federal departments. Grants Loan funds sourced from a lending institution such as banks. Loans
• And, implementation of activities requiring grants or loan funds will be heavily dependent on such funding being approved and made available to Council.
IMPACTS / PARTNERS:
• Parties who either: - Take a lead role of progressing the activity; - Are the primary beneficiaries of the activity; or, - Partner with Council in supporting and delivering the activity; and,
Weddin Shire Council 2017-2021 Delivery Programme 17 • Where abbreviations have been used a corresponding legend has been included at the bottom of the appropriate table providing the full name of the party involved.
ASSESSMENT/TARGET/TIMING:
• How achievement of the activity will be assessed; and,
• Timing of implementation and/or achievement of the activity. NB: Many of the activities are already underway as part of normal business-as-usual Council operations. Thus, the descriptor will show as ‘ongoing.’ With some of the major new projects it is not yet clear when implementation will commence so as a result no definite time frame has been suggested.
It needs to be borne in mind that the CSP contains high-level measures against each of the strategic objectives. These will be tracked and reported at various intervals.
SERVICE STANDARDS
It is acknowledged that service standards for various Council-delivered services is a requirement of the Integrated Planning and Reporting Process. Only those that have been developed to this point have been included in the DP. The MLA “Fitness Campaign” will undertake a review of service levels with community engagement over the next 12 Months.
The strategies and actions set out on the following pages depict the priorities for the next four years.
Weddin Shire Council 2017-2021 Delivery Programme 18 SO # 1 - COLLABORATIVE WEALTH BUILDING (STRONG, DIVERSE AND RESILIENT LOCAL ECONOMY).
The strategies and actions to achieve this strategic objective are below:
Strong, diverse and resilient local economy
Strategic Outcome Council role Director Primary strategic responsible theme
1.1 A strong and progressive Advocate Corporate agricultural sector is maintained.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
1.1.1. Progressive upgrade of roads DE Grants Grants 2017/21 to B Double + HML standards, etc. Commission DoT
1.1.2 Promote freight hub feasible DE Revenue TfNSW 2017/21
1.1.3 Lobby for Exceptional GM Revenue DPI As required Circumstances Assistance when required.
DoT – Australian Government Department of Infrastructure and Transport TfNSW – Transport for NSW, NSW Government DPI – NSW Department of Primary Industries LEDS – Local Economic Development Strategy NB: Noxious plants control is listed under action 5.1.2
Weddin Shire Council 2017-2021 Delivery Programme 19 Strong, diverse and resilient local economy
Strategic Outcome Council role Director Primary strategic responsible theme
1.2 Weddin Shire’s tourism Facilitator Corporate potential maximised.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
1.2.1 Review VIC changes to assess DCS (TPO) Revenue Customers and 2020 effectiveness stakeholders
1.2.2 Develop regional tourism DCS Grants & refer LEDS 2017/19 collaboration: trails; self drive apps; DES revenue events what’s on promotion
1.2.3 Develop destination marketing: DCS (TPO) Grants & refer LEDS 2017/19 weekend trading; heritage history revenue development 1.2.4 Build on the success of existing DCS (TPO) Grants & refer LEDS 2017/19 events: Henry Lawson; ex residents revenue and supporters; food events 1.2.5 Improve visitor experience: DCS Revenue refer LEDS 2017/20 signage; destination plan; event DES calendar; product improvement
Strong, diverse and resilient local economy
Strategic Outcome Council role Director Primary strategic responsible theme
1.3 Essential infrastructure and Provider Engineering services to support business activity are available.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
1.3.1 Grenfell Main Street upgrade DE Grants, Heritage Advisor, 2017/21 including heritage and streetscape – revenue and Landscaper Undertake community consultation loan funds and develop a strategic plan. 1.3.2 Support TAFE in offering DCS Revenue TAFE 2017/21 additional vocation based courses including digital delivery in collaboration with Young Country University Centre (CUC). 1.3.3 Assist village progress DE Revenue Village progress 2017/21 associations with village DCS associations improvements.
1.3.4 Address digital transformation: DE Revenue refer LEDS 2017/21 target new technology business; DCS facilitate digital skill development and marketing strategy; and CRC / health digital training centre Weddin Shire Council 2017-2021 Delivery Programme 20 Strong, diverse and resilient local economy
Strategic Outcome Council role Director Primary strategic responsible theme
1.4 Existing businesses and new Facilitator Corporate industries are supported and encouraged so as to increase job opportunities.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
1.4.1 Complete and implement DES Grants & DoP 2017/19 findings from rural land use strategy. revenue
1.4.2 Strives to foster and DCS Revenue refer LEDS 2017/21 maintain a strong and progressive (EDO) agricultural sector: collaborative exchange forums; brand and skills development; and bring together farm and other business sectors. 1.4.3 Encourage the provision of DCS Revenue refer LEDS 2017/21 quality medical facilities: foster/ (EDO) research aged care facility investment; CRC and skills development. 1.4.4 Maintain and develop sporting, DCS Revenue refer LEDS 2017/21 recreational and cultural facilities (EDO) and events: main street development and support; ongoing sports maintenance; review multi use hall access/options. 1.4.5 Provide a specific area for GM Revenue Businesses 2017/21 industrial development.
DoP – Department of Planning and Infrastructure, NSW Government
Strong, diverse and resilient local economy
Strategic Outcome Council role Director Primary strategic responsible theme
1.5 Availability of land zoned for Facilitator Corporate development and vacant premises is provided and promoted.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
1.5.1 Availability of land zoned for DCS Revenue Businesses 2017/21 development and vacant premises is (EDO) provided and promoted.
Weddin Shire Council 2017-2021 Delivery Programme 21 Strong, diverse and resilient local economy
Strategic Outcome Council role Director Primary strategic responsible theme
1.6 The Local Economic Devpt Facilitator Corporate Strategy (LEDS) establishes mechanisms to foster partnerships to advance economic activity.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
1.6.1 Partner with neighbouring DCS Revenue NPWS, 2017/21 Shires & NPWS to leverage our (EDO) Grants, Councils’ local natural landscape and tourism Private NSW attractions (existing and potential) by partnership Forests Aarranging Sustained (initially) day trips/tours/Future walking trails and development of (Howdigital travelwe wantguides. E.g. Weddin Weddin to look in 2026) Mountains National Park, State Forests and potential attractions on private land.
1.6.2 Partner with NSW Government DCS Revenue NSW Trade & 2017/21 business support departments (EDO) Grants Investment to encourage local businesses to expand and increase employment.
1.6.3 Cooperate and liaise with local DCS Revenue 2017/21 Progress Societies in expanding (EDO) economic base in the villages.
NPWS – National Parks and Wildlife Service
Strong, diverse and resilient local economy
Strategic Outcome Council role Director Primary strategic responsible theme
1.7 The LEDS provides an integrated Advocate Corporate path to expanded aged care facilities and services.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
1.7.1 Facilitate housing the aged. DCS Revenue SCWC 2017/21 (EDO)
1.7.2 Provide/facilitate transport DCS Revenue Transport 2017/21 service Operator
SCWC – Senior Citizens Welfare Committee
Weddin Shire Council 2017-2021 Delivery Programme 22 Strong, diverse and resilient local economy
Strategic Outcome Council role Director Primary strategic responsible theme
1.8 A proactive environment exists Facilitator Environment to support responsible mining.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
1.8.1 Provide inception and pre-DA DES Revenue Mining 2017/21 meetings to prospective applicants. companies
Strong, diverse and resilient local economy
Strategic Outcome Council role Director Primary strategic responsible theme
1.9 There is a policy position on Facilitator Corporate renewable energy development.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
1.9.1 Actively consider adoption of DES Revenue DHE 2017/21 renewable energy technology.
1.9.2 Encourage development and DES Revenue 2017/21 property owners to adopt sustainable technology.
DHE – NSW Department of Heritage and Environment
Strong, diverse and resilient local economy
Strategic Outcome Council role Director Primary strategic responsible theme
1.10 Advocacy strategies for all Facilitator Corporate capital funding and policy initiatives and applications are prepared and actioned.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
1.10.1 Complete and execute GM Revenue Business advocacy strategies for all capital Communities funding and policy initiatives.
Weddin Shire Council 2017-2021 Delivery Programme 23 SO # 2 - HEALTHY, SAFE, AND EDUCATED COMMUNITY
The strategies and actions to achieve this strategic objective are below:
Healthy, Safe, and Educated Community
Strategic Outcome Council role Director Primary strategic responsible theme
2.1 Quality medical facilities are Facilitator General encouraged and appropriate digital Manager and physical facilities are available.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
2.1.1 Construct a Grenfell Health DES Grant Western NSW 2017/21 Centre. GM Local Health
2.1.2 Facilitate dental and GM Revenue 2017/21 chiropractic services to residents.
2.1.3 Facilitate medical / digital GM Revenue DGP 2017/21 services to residents.
DGP – Central West Division of General Practice
Healthy, Safe, and Educated Community
Strategic Outcome Council role Director Primary strategic responsible theme
2.2 Health education is promoted Advocate Environment and developed, services are accessible and people are encouraged to take personal responsibility for their health.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
2.2.1 Support our local TAFE in DES Revenue Western NSW 2017/21 developing and delivering health Local Health industry vocation courses.
2.2.2 Work with Western Area DES Grants Western NSW 2017/21 Health and local industry to support Local Health community wellness to ensure employment ready residents.
Weddin Shire Council 2017-2021 Delivery Programme 24 Healthy, Safe, and Educated Community
Strategic Outcome Council role Director Primary strategic responsible theme
2.3 Community and local transport Advocate Corporate options are encouraged and available.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
2.3.1 Publicise and assist in the local DCS Revenue HACC 2017/21 provision of community transport. Private sector
HACC – Home and Community Care
Healthy, Safe, and Educated Community
Strategic Outcome Council role Director Primary strategic responsible theme
2.4 Adequate aged care services are Advocate Corporate provided to meet the current and future needs of the community.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
2.4.1 Support additional aged care DCS Revenue Western NSW 2017/21 facilities and services. Local Health
SCWC
SCWC – Senior Citizens Welfare Committee
Weddin Shire Council 2017-2021 Delivery Programme 25 Healthy, Safe, and Educated Community
Strategic Outcome Council role Director Primary strategic responsible theme
2.5 Public health and safety Advocate Environment opportunities are maximised in Facilitator appropriate facilities and through Provider effective integrated programmes. Regulator
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
2.5.1 Collaborate with the Rural Fire DE Grants & RFS 2017/21 Service. revenue
2.5.2 Suppress any nuisance within DES Revenue 2017/21 the community caused by noisy or straying animals.
2.5.3 Support local emergency units. DE Revenue SES 2017/21 NSW F&R
2.5.4 Control and eliminate public DES Revenue NSWH 2017/21 health nuisances.
2.5.5 Ensure all places of residential DES Revenue NSWH 2017/21 and public accommodation and food premises are properly equipped and maintained.
2.5.6 Promote home swimming pool DES Revenue DLG 2017/21 safety. RLSSA
2.5.7 Provide clean and well- DE Revenue 2017/21 maintained public conveniences.
2.5.8 Provide and maintain a safe DE Revenue Essential Energy 2017/21 and effective street lighting network to cater for the current and future development of Grenfell and the villages.
RFS – Rural Fire Service NSW SES – State Emergency Service NSW F & R NSW – Fire and Rescue NSW NSWH – NSW Health DLG – NWS Department of Local Government RLSSA – Royal Life Saving Society of Australia
Weddin Shire Council 2017-2021 Delivery Programme 26 Healthy, Safe, and Educated Community
Strategic Outcome Council role Director Primary strategic responsible theme
2.6 Local education institutions are Facilitator All effectively supported with a primary focus on targeted programme delivery and fit for purpose facilities.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
2.6.1 Encourage education DCS Revenue Schools and 2017/21 achievement. TAFE
2.6.2 Assist with vocational training All Revenue Schools and 2017/21 e.g. work experience, traineeships. TAFE
Healthy, Safe, and Educated Community
Strategic Outcome Council role Director Primary strategic responsible theme
2.7 Lifelong learning opportunities Provider Corporate are provided with a focus on digital learning supported in fit for purpose facilities.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
2.7.1 Provide a library service / facility DCS Grant and State Library 2017/21 which largely satisfies the needs of revenue the community for learning, study and social connectedness.
2.7.2 Provide high standard of IT DCS Revenue 2017/21 facilities via the internet centre.
Weddin Shire Council 2017-2021 Delivery Programme 27 SO # 3 - DEMOCRATIC AND ENGAGED COMMUNITY
The strategies and actions to achieve this strategic objective are below: Democratic and Engaged Community
Strategic Outcome Council role Director Primary strategic responsible theme
3.1 Opportunities are provided to Provider Corporate develop leadership skills in the community.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
3.1.1 Arrange skills exchange DCS Revenue LGSA 2017/21 meetings/training for community organisations. 3.1.2 Progress establishment of a DCS Revenue THLHS 2017/21 Youth Council.
LGSA – Local Government and Shires Association of NSW THLHS – The Henry Lawson High School
Democratic and Engaged Community
Strategic Outcome Council role Director Primary strategic responsible theme
3.2 The integrated planning Provider ALL and reporting process is fully implemented.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
3.2.1 Provide and maintain effective DCS Grants and 2017/21 administrative support. revenue
3.2.2 Coordinate strategic/long-term GM Grants and 2017/21 planning. revenue
3.2.3 Provide sound financial DCS Grants and 2017/21 planning, meet fiscal responsibility revenue requirements and reporting.
Democratic and Engaged Community
Strategic Outcome Council role Director Primary strategic responsible theme
3.3 Village Progress Societies are Facilitator ALL activities are supported.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
3.3.1 Liaise with and support of ALL Revenue Progress 2017/21 organisations. organisations
Weddin Shire Council 2017-2021 Delivery Programme 28 Democratic and Engaged Community
Strategic Outcome Council role Director Primary strategic responsible theme
3.4 The existing leadership network Facilitator ALL is harnessed and actively leveraged across the Shire.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
3.4.1 Engage and consult with ALL Revenue Community/ 2017/21 community organisations, including organisations use of the Digital Community Panel.
Democratic and Engaged Community
Strategic Outcome Council role Director Primary strategic responsible theme
3.5 All major groups in the Provider ALL community and a broad section of community members have the opportunity to contribute to major decisions.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
3.5.1 Engage and consult with ALL Revenue Community 2017/21 community groups, including use of groups the Digital Community Panel.
Democratic and Engaged Community
Strategic Outcome Council role Director Primary strategic responsible theme
3.6 The community has a good Provider GM grasp of the role of Councillors and the Council, and how best to raise issues and concerns.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
3.6.1 Provide regular publicity in GM Revenue Media 2017/21 Council Newsletter.
3.6.2 Develop Governance courses GM Revenue Media 2017/21 for intending/potential Councillors.
Weddin Shire Council 2017-2021 Delivery Programme 29 Democratic and Engaged Community
Strategic Outcome Council role Director Primary strategic responsible theme
3.7 Internet and social media is Provider GM effectively leveraged to engage community in local leadership and communication including Panel engagement.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
3.7.1 Distribute information and DCS Revenue Media 2017/21 engage community video and specific articles; via Council website, Grenfell Tourism Facebook page and Instagram.
Democratic and Engaged Community
Strategic Outcome Council role Director Primary strategic responsible theme
3.8 Internet access advocacy in the Provider GM villages and rural sector is proactive and collaborative with community expectation.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
3.8 Proactively advocate for adequate ALL Revenue Villages, 2017/21 internet access for all resident of the Grants Mobile access Council; including lobbying for black spot funding.
Democratic and Engaged Community
Strategic Outcome Council role Director Primary strategic responsible theme
3.9 Internal systems and efficiencies Provider GM are reviewed and an action plan developed.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
3.9.1 Undertake review of internal GM Revenue 2017/21 systems as part of the MLA Innovation Fund Project and develop action plans to facilitate continuous organisational improvement.
Weddin Shire Council 2017-2021 Delivery Programme 30 Democratic and Engaged Community
Strategic Outcome Council role Director Primary strategic responsible theme
3.10 Review service level Provider GM efficiencies and an action plan developed.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
3.10.1 Undertake review of service GM Revenue 2017/21 levels as part of the MLA Innovation Fund Project and develop action plans to facilitate continuous organisational improvement.
Weddin Shire Council 2017-2021 Delivery Programme 31 SO # 4 - CULTURALLY RICH, VIBRANT AND INCLUSIVE COMMUNITY
The strategies and actions to achieve this strategic objective are below: Culturally Rich, Vibrant and Inclusive Community
Strategic Outcome Council role Director Primary strategic responsible theme
4.1 Sporting facilities and events are Provider Engineering & maintained and developed. Environment
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
4.1.1 Ensure that the Council DES Revenue Swimming clubs 2017/21 swimming pools are managed and maintained in a manner which enables and encourages frequent use, complete amenity at Grenfell Aquatic Centre.
4.1.2 Manage and maintain parks, DE Revenue Sports clubs, 2017/21 reserves and sporting facilities in a community safe and attractive condition which encourages frequent use by residents and visitors, consistent with agreed service levels.
Culturally Rich, Vibrant and Inclusive Community
Strategic Outcome Council role Director Primary strategic responsible theme
4.2 Recreational facilities and Provider Engineering & events are maintained and Environment developed.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
4.2.1 Provide opportunities and DE Revenue & Dept. Sport 2017/21 improve facilities for local youth, DES grants & Rec. including investigating an an purpose
hall.
4.2.2 Develop a strategic plan DE Revenue 2017/21 including identification of options for the management of Bogolong Dam for public use.
Weddin Shire Council 2017-2021 Delivery Programme 32 Culturally Rich, Vibrant and Inclusive Community
Strategic Outcome Council role Director Primary strategic responsible theme
4.3 Cultural and arts facilities Provider Corporate and events are maintained and developed.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
4.3.1 Support major arts and tourism DCS Revenue Arts Out 2017/21 events: Henry Lawson Festival of Arts, GoldFest
Mountain Muster, Grenfell TPO West Sesquicentenary. Tourism NSW 4.3.2 Provide for and support local DCS Revenue Local 2017/21 cultural organisations. organisations
Culturally Rich, Vibrant and Inclusive Community
Strategic Outcome Council role Director Primary strategic responsible theme
4.4 People from diverse cultures Provider Corporate find Weddin a welcoming and accepting place.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
4.4.1 Arrange introductory Welcome DCS Revenue 2017/21 Functions or Engagements and embrace diversity.
Culturally Rich, Vibrant and Inclusive Community
Strategic Outcome Council role Director Primary strategic responsible theme
4.5 Weddin is seen as encouraging Facilitator Corporate a strong sense of community and connectedness.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
4.5.1 Encourage involvement in DCS Grants and Premier’s Dept 2017/21 Council especially at the 5 annual revenue workshops and in community activities.
Weddin Shire Council 2017-2021 Delivery Programme 33 Culturally Rich, Vibrant and Inclusive Community
Strategic Outcome Council role Director Primary strategic responsible theme
4.6 The community has ownership Facilitator Corporate of an inclusive social activities planning programme.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
4.6.1 Develop and maintain activities DCS Grants and Premier’s Dept 2017/21 and facilities to support target and revenue disadvantaged demographic groups throughout the Shire.
Weddin Shire Council 2017-2021 Delivery Programme 34 SO # 5 - CARED FOR NATURAL, AGRICULTURAL & BUILT ENVIRONMENTS
The strategies and actions to achieve this strategic objective are below: Cared for Natural, Agricultural and Built Environments
Strategic Outcome Council role Director Primary strategic responsible theme
5.1 Environmental regulations Regulator Environment and control in Council’s sphere of operations are implemented.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
5.1.1 Town Planning - to plan and DES Revenue DoP 2017/21 regulate the orderly arrangement and use of land. 5.1.2 Ensure the control of noxious DE Grants & DPI 2017/21 plants on both public and private revenue land. 5.1.3 Ensure compliance with DES Revenue DoP 2017/21 environmental regulations. 5.1.4 Prepare appropriate State of DES Revenue Consultant 2017/21 Environment Report. 5.1.5 Implement sustainability DES Revenue LCMA 2017/21 actions as identified in the RESAP. NetWaste 5.1.6 Identify and minimise sources DES Revenue EPA 2017/21 of pollution in order to preserve and improve the natural environment. 5.1.7 Make adequate provision for DE Revenue 2017/21 urban stormwater. 5.1.8 Implement Integrated Water DE Revenue Office of Water 2017/21 Catchment Management (IWCM) & possibly Strategic Study outcomes. grants 5.1.9 Manage the Sewerage Scheme. DES, DE Revenue PWD 2017/21 5.1.10 Ensure all building work meets DES Revenue 2017/21 relevant codes and standards with regard to aesthetics and the area’s heritage.
DoP – Department of Planning and Infrastructure, NSW Government DPI - NSW Department of Primary Industries LCMA – Lachlan Catchment Management Authority EPA – Environment Protection Authority, NSW Government PWD – NSW Public Work RESAP- Regional Environmental Sustainability Plan
Weddin Shire Council 2017-2021 Delivery Programme 35 Cared for Natural, Agricultural and Built Environments
Strategic Outcome Council role Director Primary strategic responsible theme
5.2 Waste reduction and recycling Provider Environment is encouraged, with a focus on the villages.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
5.2.1 Continue to review recyclables DES Revenue NetWaste 2017/21 collection for Grenfell.
5.2.2 Investigate regular service for DES Revenue NetWaste 2017/21 all villages.
5.2.3 Investigate waste collection DES Revenue NetWaste 2018/19 options – service review.
Cared for Natural, Agricultural and Built Environments
Strategic Outcome Council role Director Primary strategic responsible theme
5.3 The community is made aware Provider Environment of sustainable practices.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
5.3.1 Partner with Local Land DES Grants LCMA 2017/21 Services to encourage sustainability and environment projects – e.g. vegetation corridors/habitat connectivity, wetlands at sewerage treatment works, landscape drainage. 5.4.2 Provide ecologically sustainable DES Revenue NetWaste 2017/21 landfills with minimal adverse environmental impacts.
5.4.3 Carry out a programme of street DE Revenue 2017/21 tree planting and maintenance.
LCMA – Lachlan Catchment Management Authority
Weddin Shire Council 2017-2021 Delivery Programme 36 Cared for Natural, Agricultural and Built Environments
Strategic Outcome Council role Director Primary strategic responsible theme
5.4 Council operations see an Provider Environment improvement in environmental outcomes.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
5.4.1 Collect and dispose of DES Revenue EPA NetWaste 2017/21 domestic, commercial and industrial waste to landfill.
5.4.2 Provide ecologically sustainable DES Revenue EPA NetWaste 2017/21 landfills with minimal adverse environmental impacts.
5.4.3 Carry out a programme of street DE Revenue 2017/21 tree planting and maintenance.
EPA – Environment Protection Authority, NSW Government
Cared for Natural, Agricultural and Built Environments
Strategic Outcome Council role Director Primary strategic responsible theme
5.5 There is support for local Facilitator Environment agricultural industry in adopting sustainable and environmentally friendly farming practices in the context of climate change.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
5.5.1 Support and promote local and DES Revenue LLS 2017/21 regional sustainability forums, public DPI developments.
DPI - NSW Department of Primary Industries LCMA – Lachlan Catchment Management Authority
Weddin Shire Council 2017-2021 Delivery Programme 37 Cared for Natural, Agricultural and Built Environments
Strategic Outcome Council role Director Primary strategic responsible theme
5.6 The heritage of built areas is Facilitator Environment preserved. Provider
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
5.6.1 Implement heritage DES Revenue DoP 2017/21 planning controls.
5.6.2 Provide free heritage service. DES Grants & Heritage Office 2017/21 revenue 5.6.3 Provide grants for DES Grants & Heritage Office 2017/21 preservation work. revenue
5.6.4 Promote heritage features of DES Revenue 2017/21 Main Street.
DoP – Department of Planning and Infrastructure, NSW Government
Cared for Natural, Agricultural and Built Environments
Strategic Outcome Council role Director Primary strategic responsible theme
5.7 There is an enhancement of Facilitator Environment broader landscape connectivity for native fauna.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
5.7.1 Support road corridor projects. DES Grants LLS 2017/21
5.7.2 Support ‘tree days.’. DES Grants Landcare 2017/21
LLS – Local Land Services
Weddin Shire Council 2017-2021 Delivery Programme 38 Cared for Natural, Agricultural and Built Environments
Strategic Outcome Council role Director Primary strategic responsible theme
5.8 Levels of parks services in Provider Environment villages are reviewed as part of MLA service review.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
5.8.1 Undertake review of village 2017/18 parks service levels as part of the MLA Innovation Fund SRAP Project Parks & Gardens Review and develop action plans to facilitate continuous organisational improvement.
Cared for Natural, Agricultural and Built Environments
Strategic Outcome Council role Director Primary strategic responsible theme
5.9 Fiscal Responsibility Review Provider Environment creates a learning organisation through MLA ‘Fitness Campaign’
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
5.9.1 Complete the MLA Innovation All Revenue & 2017/18 Fund Project with a focus on skill Grant and capacity building to deliver an organisational culture focussed on continuous improvement.
Weddin Shire Council 2017-2021 Delivery Programme 39 SO # 6 - WELL MAINTAINED & IMPROVING SHIRE ASSETS AND SERVICES
The strategies and actions to achieve this strategic objective are below: Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.1 Council operations have met Provider All reasonable community expectations and agreed service levels.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
6.1.1 Upgrade and maintain on an DE Revenue 2017/21 equitable basis for public facilities in Grenfell and the villages – public parks and spaces, public dams, picnic spots, footpaths, street lighting. 6.1.2 Sewerage Scheme - to meet or DES Revenue PWD 2017/21 exceed minimum levels of service. 6.1.3 Manage an efficient rates DCS Revenue VG 2017/21 system based on an up-to-date property information base and integrating new Fire Service Levy. 6.1.4 Maximise untied income from DCS Revenue VG 2017/21 government and investment sources.
PWD – NSW Public Works VG – NSW Valuer General
Weddin Shire Council 2017-2021 Delivery Programme 40 Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.2 Council’s transport infrastructure Provider Engineering (roads, bridges, footpaths) are maintained and improved consistent with the Assets Management Plan.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
6.2.1 Maintain an accurate register of DE Revenue 2017/21 all Council assets.
6.2.2 Establish agreed service levels DE Grants & IPWEA 2017/18 through MLA Fitness Campaign revenue DLG Project.
6.2.3 Prepare an Asset Management DE Revenue 2017/19 Plan that is capable of articulation into a LTFP. 6.2.4 Utilise the Asset Management DE Grants & RMS 2017/19 Plan to guide effective and efficient revenue Grants service delivery supported by Fitness Comm. Campaign Project. 6.2.5 Develop a process for review of Revenue & RMS 2017/21 the Asset Management Plan, targeting contributions Grants continuous improvement (including Comm. capacity building).
IPWEA - Institute of Public Works Engineering Australia DLG – NWS Department of Local Government Grants Comm. – Commonwealth Grants Commission PWD – NSW Public Works RMS – NSW Roads and Maritime Services
Weddin Shire Council 2017-2021 Delivery Programme 41 Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.3 Structural assets are maintained Provider Engineering and improved consistent with Environment the Asset Management Plan (e.g. depot, administration building, hub, sewerage treatment works, waste facilities).
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
6.3.1 Maintain an accurate register of DE Revenue 2017/21 all Council assets. DES
6.3.2 Establish agreed service levels DE Revenue IPWEA 2017/18 through MLA Fitness Campaign DES DLG Project.
6.3.3 Prepare an Asset Management DE Revenue 2017/21 Plan that is capable of articulation into a LTFP. 6.3.4 Utilise the Asset Management DE Revenue RMS 2017/21 Plan to guide effective and efficient Grants service delivery. Comm.
6.3.5 Regularly review the All Revenue & RMS 2017/18 Asset Management Plan and its contributions Grants implementation with a view to Comm. continuously improving asset management and service delivery.
Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.4 Weddin Shire Council is Provider All positioned as an ‘employer of choice.’
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
6.4.1 Develop a highly motivated, All Revenue Unions 2017/21 healthy and skilled workforce capable Grants of delivering quality service to all residents. 6.4.2 Provide and maintain Council DES Revenue 2017/18 staff housing.
6.4.3 Attain a high level of workplace DE Revenue Training 2017/21 health and safety. DES Providers
Weddin Shire Council 2017-2021 Delivery Programme 42 Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.5 A modern plant fleet is Provider Engineering maintained and improved consistent with the Asset Management Plan.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
6.5.1 Provide and maintain an DE Revenue 2017/21 efficient and modern public works plant and vehicle fleet.
Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.6 Classified roads are managed Provider Engineering on behalf of Roads and Maritime Services.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
6.6.1 Maintain and upgrade the DE Grants RMS 2017/21 classified road network in association with Roads and Maritime Services.
RMS – NSW Roads and Maritime Services
Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.7 The ‘Destination 2036’ initiative is Provider ALL supported and Weddin Shire Council engages and influences as Member Council of the Central West region.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
6.7.1 Monitor and participate in All Revenue CENTROC 2017/21 CENTROC and MLA activities. Grants
CENTROC – Central NSW Region of Councils
Weddin Shire Council 2017-2021 Delivery Programme 43 Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.8 Liaison and partnership with Provider ALL NSW State and Federal Government departments is positive and productive.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing 6.8.1 Liaise with State and Federal All Revenue State & Federal 2017/21 government departments, partner Govt Depts where appropriate.
Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.9 Water needs of Caragabal are Advocate ALL assessed during the life of the Plan.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
6.9.1 Work with the Caragabal Water All Grants 2017/21 Scheme as an advocacy partner to assist in delivering the water scheme project.
Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.9 Water needs of Caragabal are Advocate ALL assessed during the life of the Plan.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
6.9.1 Work with the Caragabal Water All Grants CENTROC 2017/21 Scheme as an advocacy partner to assist in delivering the water scheme project.
Weddin Shire Council 2017-2021 Delivery Programme 44 Well Maintained and Improving Shire Assets and Services
Strategic Outcome Council role Director Primary strategic responsible theme
6.10 Weddin Shire Council Facilitator ALL investigates freight hub opportunities.
Actions Who Resourcing Impacts/ Assessment / responsible options Partners Target / Timing
6.10.1 Complete an investigation into GM Private sector Business 2017/21 freight hub opportunities. Grants
Weddin Shire Council 2017-2021 Delivery Programme 45 ROAD PROGRAMMES 2017/2021
Schedule A - RMS State and National Highway Works Program 2017/2018: Routine Maintenance Services – Mandatory and Supplementary $330,000 Provision Services Work Orders (Reseals and Heavy Patching) $500,000 $830,000 Additional services such as extra resealing, rehabilitation and extra heavy patching have not been included in these figures as they are not known at this stage.
As the need arises, Council actively submits Works Proposal to the RMS for specific works and carries out the work under RMS Work Orders, which further boosts the income (and expenditure) from the RMS.
Schedule B - Regional Roads Block Grant Program
Proposals and Locations 2017/2018 2018/2019 2019/2020 2020/2021
a) Maintenance $400,000 $400,000 $410,000 $420,000
b) MR239 - Young Road Completed
Between Tyagong Hall Road and Martins Lane – reconstruct road to remove dip.
c) Shoulder Grading/Suckers/Spraying $65,000 $30,000
d) MR237 Reseals and Forbes Street $126,000 $150,000
e) MR398 Reseals $50,000 $100,000 $141,000 $150,000
f) MR236 Reseals $50,000 $50,000 $100,000 $120,000
g) MR239 Rehabilitation/Reseals $50,000 $50,000 $163,000 $148,000
h) Traffic Facilities $49,000 $50,000 $51,000 $52,000
Total $790,000 $830,000 $865,000 $890,000
Weddin Shire Council 2017-2021 Delivery Programme 46 Schedule C - Rural Local Roads (FAG) Program
Proposals & Location Estimate 2017/18 2018/19 2019/20 2020/21 1) General Maintenance Nil Nil Nil Nil 2) Edge patching & routine patching. Nil Nil Nil Nil 3) Reseals $210,000 $210,000 $210,000 $210,000 4) Greenethorpe – Bumbaldry Road $100,000/km Completed 5) New Forbes Rd – widen and $100,000/km $100,000 $105,000 $100,000 strengthen pavement 6) Bewleys Rd - widen strengthen and $100,000/km Completed reseal 12.5 km (1) 7) Back Piney Range Rd - widen, $100,000/km shoulders & reseal 13.5 km 8) Ballendene Rd - widen, shoulders $100,000/km and reseal 9) Lynchs Road $100,000/km 10) Tyagong Hall Road - widen, $100,000/km shoulders and reseal 5 km 11) Pinnacle Rd from MR No 236 $100,000/km widen, shoulders and reseal 12) Gravel resheeting on shire needs $170,000 $180,000 $200,000 $215,000 basis. 13) Driftway Road $100,000/km Completed Completed 14) Quandialla Drainage 15) Grenfell Streets construction Nil $80,000 $90,000 $100,000 16) Grenfell kerb and gutter* $40,000 $50,000 $50,000 $55,000 17) Grenfell Streets – footpaving Nil $20,000 $20,000 $20,000 18) Village Streets - reconstruction $10,000 $10,000 $15,000 $15,000 19) Warraderry Street – drainage 20) Weddin/Camp/Church Street - replace footpath 21) Edward Square kerb and gutter $28,000 22) Clayneys Road raise causeway 23) Adelargo Road raise causeway $193,809 24) Bimbi – Caragabal Road 25) Adelargo Road $83,000 $200,000 $185,000 $190,000 26)Sucker Removal/Shoulder Grading/ $30,000 $40,000 $40,000 $40,000 Spraying 27) Forbes Street Beautification 28)Industrial Area Sub Division Road Construction 29) Quandialla Footpaths Reconstruction 30) Gibralter Rocks Road Bridge sized culvert replacement 31) RMS Active Transport Plan $30,000 32) Electricity Substation – Industrial $70,000 Area Overheads 8.5% $80,000 $83,000 $85,000 $85,000 Totals $944,809 $973,000 $1,000,000 $1,030,000
Weddin Shire Council 2017-2021 Delivery Programme 47 Schedule D – Plant Replacement Program
Plant Item Details Rego No. Date User/Purpose 2017/2018 2018/2019 2019/2020 2020/2021 # Purchased $ $ $ $ 1000 PASSENGER VEHICLES
1102 Sedan- BG 20 BL 26/08/10 Spare from Toyota Aurion 18/9/12 1107 Sedan-Toyota TC 025 02/05/11 TAXI from 15,000 Aurion 5/9/12 1113 Wagon-Toyota BU 48 SL 22/11/13 Amandeep 20,000 16,000 16,000 Kluger 4x2 KXR Singh (AsstEng) 1114 Sedan-Toyota BV 14 YW 26/11/13 Nirupan 16,000 Aurion (Sp.Proj.Eng.) 1115 Sedan-Holden CPK27T 22/11/13 G Carroll (GM) 20,000 16,000 Commodore 1116 Wagon-Toyota BX 35 LP 20/12/13 W Twohill (DE) 16,000 Kluger 4x2 KXR 1117 Wagon-Toyota CB 37 CB 12/05/15 J 20,000 16,000 Kluger 4x2 KXR Montgomery 1118 Wagon-Toyota CD 46 LW 28/04/15 B Hayes (DES) 16,000 16,000 16,000 Kluger 4x2 KXR 1119 Wagon-Toyota CD 26 MH 16/06/15 L Gibson (DCS) Kluger 4x2 KXR 1120 Sedan-Toyota CD 27 MH 17/06/15 N Perera 20,000 16,000 Aurion (Contracts E) 2000 UTILITIES
2056 Utility- Toyota YEG 515 12/09/02 S Wood Hilux Tray Top 2082 Utility-Nissan BN 02 KO 14/02/12 K Frost Patrol DX Cab (Noxious Chassis Weeds O) 2083 Utility- Nissan BS 89 RG 01/02/12 S Browne Y61 Patrol (Workshop) TrayTop 2084 Utility- Toyota BQ 87 AT 07/05/12 various 16,000 Hilux ExtraCab TrayTop 2085 Utility- Toyota BT 31 CY 11/01/13 Animal Control Hilux ExtraCab TrayTop 2086 Utility-Toyota BP 57 NX 21/05/12 various 16,000 Hilux ExtraCab TrayTop 2089 Utility- Toyota BU 40 SL 04/11/13 Works/Traffic Hilux Workmate Tipper 2090 Utility-Toyota BU 42 SL 04/11/13 various Hilux DualCab TrayTop 2091 Utility-Toyota BU 41 SL 04/11/13 Traffic Control Hilux DualCab TrayTop
Weddin Shire Council 2017-2021 Delivery Programme 48 2092 Utility-Toyota BX 54 AI 29/10/13 M Horne Hilux SingleCab (Storeman) TrayTop 2093 Utility-Toyota BV 94 UA 31/10/13 Garbage, 20,000 15,000 Hilux DualCab Sanitation TrayTop 2094 Utility-Nissan DAJ75L 09/09/15 N Hockings 15,000 15,000 NP300 Diesel dualcab 2095 Utility-Nissan DAJ75M 09/09/15 S Berry/ 15,000 15,000 NP300 diesel various dualcab 3000 TRUCKS 3229 Truck-Daihatsu WDM 576 26/08/99 Town Tipper 2t Tipper 3826 Truck-Garbage UOU 665 05/08/88 mainly for 100,000 Compactor recycling (OLD) 3949 Fire Engine- Dennis 3952 Prime Mover- AD 73 AL 10/05/06 Heavy Plant Kenworth T401 Transport 3953 Truck-Garbage YJP 776 03/04/07 A Hewen 300,000 Collection 3954 Trailer(semi)- de- 15/05/09 Garbage Tip bogie tipper registered 3955 Truck-Isuzu BL 37 ST 28/09/11 L Fisher FRR 500 LONG 3956 Low Loader- Y57549 12/02/13 (with PI 3952) J P Trailers, Riverstone 3957 Truck-Western CA 70 BP 30/06/14 T Reid Starr Tipper 3958 Truck-Western CA 69 BP 30/06/14 B Jones Star Tipper 3959 3-axle Tipping H12333 19/11/14 With PI 3957 Superdog Trailer (Nixon Eng) 3960 3-axle Tipping H12334 19/11/14 With PI 3958 Superdog Trailer (Nixon Eng) 3961 Truck-Isuzu CB 30 XK 23/01/15 Various 700P NPR200 operators 4.5t Tipper 3962 Truck-Isuzu CB 31 XK 23/01/15 For RMS work 700P NPR200 4.5t Tipper 3963 Truck-Isuzu CH68BH 16/03/16 Parks and NPRBB- Gardens A15 Tipper
Weddin Shire Council 2017-2021 Delivery Programme 49 4000 PLANT
4039 Crane-Bedford der- 13/12/79 Crane (yellow) egistered 4047 Grader-Allis AWX 953 21/01/70 (orange) Chalmers DD 4053 Grader- QZY 120 02/07/97 various Caterpillar 12H operators 4058 Tractor-Massey ELH 826 21/04/67 (Proline) Ferguson 4067 Toyota Forklift UCA 215 03/11/95 Workshop/ 50,000 Depot 4069 Tractor-Ford UJL 710 01/08/96 Caragabal - A 3000 Riding 4070 Roller-Cat QFZ 655 08/01/94 various 613/Grid operators 4071 Roller-Case UCA 214 21/04/94 small roller 60,000 W.152 (orange) 4073 Roller-Pacific s/n 568 30/08/77 drawn roller Vib.Smooth V12D 4076 Roller-Coates top pit 25/11/80 drawn roller “Crushpactor ‘72 4083 Dynapac S/P TRJ 163 29/05/95 various Padfoot operators 4094 Backhoe/ XFR 665 02/04/01 P Taylor loader- Case 580 SLE 4095 Tractor-John 20655C 31/05/02 80,000 80,000 Deere 601098A 4096 Multi-tyred XZJ 136 28/05/02 90,000 Roller- Multipac VP2400 4097 Toro YVT 154 12/09/03 Parks & Groundsmaster Gardens 228D mower, outfront 4098 Patching BX 48 22/12/03 machine- Isuzu MW 4099 Tip Compactor- 06/02/04 70,000 Cat 518C 4100 Roller, rubber- 55114C 16/07/04 various 200,000 tyred- Bomag operators BW20 4101 Wheel Loader- AE 04 NK 20/05/05 various 150,000 Volvo L60E operators 4102 Grader- AV 08 PY 04/06/08 K Abbott 350,000 Caterpillar 120M 4103 Tractor- 80470C 04/06/08 70,000 350,000 New Holland TD80D
Weddin Shire Council 2017-2021 Delivery Programme 50 4104 Bad Boy 92416C 07/08/09 Parks & mower- Gardens AOS 60” 35hp 4105 Grader- BL 80 HR 26/07/11 N Hockings 350,000 Caterpillar 120M 4106 Backhoe/ BL 81 HR 26/07/11 180,000 loader- Caterpillar 432E 4107 Patchtruck- BT 96 GN 28/02/13 Patching crew Isuzu/Ausroad Jetmaster 4108 Multipac CG 68 BV 17./12/15 Various 6118H Roller operators Smooth Drum Roller Rubber Tyred Roller Second Hand 200,000 Street Sweeper Total 330,000 893,000 1,137,000 702,000
Schedule E - Roads to Recovery Program
Proposals and Locations 2017/2018 2018/2019 2019/2020 Reseals $200,000 $200,000 Gravel Resheeting Ballendene Road Driftway Rd widen shoulders & reseals CURRENT Keiths Lane $100,000 Completed PROGRAMME Caragabal - Pullabooka $151,943 $247,796 ENDS Bewleys Road $200,000 Blacks Bridge Heavy Patching Pinnacle Road/Driftway Road $100,000 Total $751,943 $447,796
Weddin Shire Council 2017-2021 Delivery Programme 51 Schedule F - Shire Roads Gravel Resheeting Program (FAG Program) PROPOSED ROAD RESHEETING PROGRAM FOR: 2017/2018:
Adelargo Road 4.1 km Greenethorpe-Wirega Road 2.00 km Stewarts Road 1.00 km Wheatleys Road 2.4 km Major West Road 1.00km Browns Lane 1.00km Peaks Creek Road 1.00km Hancock-Williams Road 1.00km Lewis Lane 1.0 Total 14.5km 14.5km @ $12,000/km = $170,000 (rounded)
2018/2019, 2019/2020, 2020/2021:
Adelargo Road 7.9 km Arramagong Road 7.4 km Bald Hills Road 5.7 km Barkers Road (East) 3.5 km Borehams Road 3.5 km Boundary Road 1.9 km Browns Lane 0.8 km Eves Lane 0.7 km Goodes Lane 0.3 km Greenethorpe-Wirega Road 6.6 km Griffiths Road 0.9 km Grimms Lane 2.8 km Halls Lane 0.4 km Hancock-Flinns Road 1.7 km Hancock Williams Road 4.0 km Holy Camp Road 0.5 km Hunters Road 5.0 km Kangarooby Road 3.0 km Major West Road 5.0 km Maddens Lane 0.5 km Nealons Lane 0.5 km Newton Street 0.8 km Peaks Creek Road 0.3 km Quondong Road 2.6 km Stewarts Road 2.9 km Stock Route Road 4.3 km Taylors Road 1.5 km Trounsons Lane 1.9 km Wards Road 1.0 km Wheatleys Road 1.4 km
Weddin Shire Council 2017-2021 Delivery Programme 52 Schedule G - Grenfell Streets and Footpaths 2017/2018, 2018/2019, 2019/2020, 2020/2021:
Rank Description of Works Street Kerb & Guttering Footpath
1. North Street (south Side) between Tyagong $5,300 $18,000 and Alexandra Streets (136m kerb and gutter 3m shoulder)
2. North Street (north Side) between Tyagong $5,300 $18,000 and Alexandra Streets (136m kerb and gutter 3m shoulder)
3. North Street (south side) from East Street to $2,500 $12,500 Bogolong Street (98 metres kerb and gutter – 98m x 2m)
4. North Street (south side) from lane behind $2,500 $7,300 Clarice Johnson carpark to Bogolong Street ( 58 metres kerb and gutter – 58m x 2m shoulder)
5. North Street (south Side) between Dalton and $3,600 $13,000 Alexandra Streets (100m kerb and gutter 3m shoulder)
6. Tyagong Street South of North Street to Emu $8,400 Creek 7 m x 80 m
7. Lane off Young Street northerly to Emu Creek $7,500 (Tyagong/MR 398) 145 m x 4 m
8. Lane off Young Street southerly to Silo $5,900 (Tyagong/MR 398) 120 m x 4 m
9. Rose Street (north side) between Wood and $4,000 $14,600 West Streets (110m Kerb and Gutter, 3m shoulder)
10. Rose Street (south side) between Wood and $4,000 $14,600 West Streets (110m Kerb and Gutter, 3m shoulder)
Weddin Shire Council 2017-2021 Delivery Programme 53 WEDDIN SHIRE COUNCIL PO BOX 125 GRENFELL NSW 2810 Phone: 02 63431212 Fax: 02 63431203 Email: [email protected] Website: weddin.local-e.nsw.gov.au
Weddin Shire Council 2017-2021 Delivery Programme 54