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Delivery Program 2018 - 2021 Draft Operational Plan 2019 - 2020

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Delivery Program 2018 - 2021 Draft Operational Plan 2019 - 2020 Delivery Program 2018 - 2021 Draft Operational Plan 2019 - 2020 Shellharbour City Council Delivery Program 2018 - 2021 and Draft Operational Plan 2019 - 2020 1 Acknowledgement Shellharbour City Council recognises and respects the traditional custodians of this land, the Wodi Wodi and Dharawal people and acknowledge them as the First Peoples of this region. Shellharbour City Council would also like to pay respects to all Elders past and present. Council works together with our Aboriginal community to ensure our local cultural heritage is recognised, protected and celebrated. 2 Shellharbour City Council Delivery Program 2018 - 2021 and Draft Operational Plan 2019 - 2020 Contents About this document 4 Mayor’s message 8 General Manager’s message 9 Shellharbour City - Who we are Our City 10 Our Community 12 Our Local Government Area (LGA) 14 Our Councillors 15 Our Organisation 17 Our Challenges 18 Our Values 19 Our Services 20 Shellharbour City - Planning for Our future How to read this section 23 Community 24 Environment 34 Economy 47 Leadership 54 Shellharbour City - Our Financials Capital Works Program 67 Revenue Policy 72 Fees & Charges 81 Shellharbour City Council Delivery Program 2018 - 2021 and Draft Operational Plan 2019 - 2020 3 About this document This document comprises of the Delivery Program 2018-2021 and Operational Plan 2019-2020. The Delivery Program translates our community’s expectations, detailed in the Community Strategic Plan, into Strategies. It Council’s response and commitment to the community, outlining what it intends to do during its current three year term of office (2018-2021) to achieve these Objectives. It is the point of reference for all principal plans, projects, activities and funding allocations undertaken by Council. The Operational Plan further breaks down the Strategies into more specificActions for each year of the Delivery Program. It identifies individual projects and activities that will be undertaken in that year to achieve the Strategies in the Delivery Program and has a strong focus on financial sustainability and asset renewal. The Operational Plan is supported by a detailed budget and revenue policy which sets out rates, fees and charges for the year. The Integrated Planning and Reporting (IP&R) Framework The Delivery Program and Operational Plan are part of a suite of planning and reporting documents that make up the Integrated Planning and Reporting framework. The Framework provides Councils in NSW the opportunity to work with their communities to develop a long term plan for their areas. The Framework is a legislative requirement which forms part of the Local Government Act 1993. The Framework is designed so that community and Council both have a clear picture of: • Where we want to go (Community Strategic Plan) • How we plan to get there (Resourcing Strategy, Delivery Program, Operational Plan) • How we will measure our progress (quarterly, annual and end of term reports) ANNUAL REPORT 2017 - 2018 Delivery Program Community Resourcing Strategy 2018 - 2021 Strategic Plan 2018 - 2028 Operational Plan 2018 - 2028 2019 - 2020 4 Shellharbour City Council Delivery Program 2018 - 2021 and Draft Operational Plan 2019 - 2020 The Framework consists of four layers of plans – the Community Strategic Plan, Resourcing Strategy, Delivery Program, and Operational Plan. The following diagram shows the relationship between the documents. Please note: The Delivery Program is usually a four year program to reflect the term of office of elected Council. However due to a proposed merger which subsequently did not proceed, Shellharbour City Council’s current term has been shortened to three years in this instance. This will enable Council to fall back into line with the state-wide council election cycle and return to a four year term in the year 2020-21. Figure 1 - Integrated Planning & Reporting Framework munit om y c Quadruple Bottom Line Underlying the IP&R framework is the Quadruple Bottom Line (QBL). t eco en no m m The QBL is represented by four n y Quadruple o key focus areas r i Bottom v • Community n Line • Environment e • Economy • Leadership which ensure that Council’s planning is balanced and takes an all-inclusive view l of its local government area. ea p dershi Planning for the future The Delivery Program and Operational Plan are developed in conjunction with the Community Strategic Plan and Resourcing Strategy all of which are interrelated and work together as a strategic tool to guide Council’s efforts into the future. On the following page is a summary of the Integrated Planning and Reporting planning documents. Shellharbour City Council Delivery Program 2018 - 2021 and Draft Operational Plan 2019 - 2020 5 COMMUNITY STRATEGIC PLAN (CSP) What the community wants. Community Strategic Plan The Community Strategic Plan 2018-2028 is the highest level plan, 2018 - 2028 setting Council’s direction for the next 10 years and from which all other plans cascade. It is developed in consultation with the community and translates the community’s priorities and aspirations into ten key objectives across the four focus areas. These objectives reflect our community’s vision for what and how Shellharbour City should look like in 10 years. RESOURCING STRATEGY How to deliver what the community wants The Resourcing Strategy is the supporting document to Council’s IP&R Resourcing Strategy 2018 - 2028 plans and identifies the resources – money, assets and people - needed to deliver on the community’s objectives and subsequent strategies and actions listed in the Community Strategic Plan, Delivery Program and Operational Plan. There are 3 separate plans which make up the Resourcing Strategy. • Long Term Financial Plan - This ten year plan helps us to better understand our long term financial position. It focuses on the costs associated with meeting the community’s expectations in terms of the key objectives identified in the Community Strategic Plan along with the continued provision of current services at appropriate levels. In adopting a 10 year view, priorities can be determined in light of Council’s existing funding levels or if there is a need for additional sources of funding. • Asset Management Strategy - This comprehensive aspect of the Re- sourcing Strategy also adopts a ten year view and includes the Asset Management Policy, Asset Management Strategy and an Asset Manage- ment Plan for each class of assets in Council’s care. Together these dif- ferent components identify the current status and long term projections of asset maintenance, renewal and replacement costs so that Council can meet the Community Strategic Plan objectives and continue to deliver services sustainably. • Workforce Management Plan - This four year plan focuses on Council’s workforce capacity in terms of staffing, skills and human resources needed to meet the community’s objectives identified in the Community Strategic Plan including the current and future service and operational needs of Shellharbour City. DELIVERY PROGRAM AND OPERATIONAL PLAN Delivery Program What we will deliver and tracking our progress 2018 - 2021 Operational Plan 2019 - 2020 The focus of this document is on the strategies and actions Council will pursue to deliver on the community’s ten key objectives as described within these pages. 6 Shellharbour City Council Delivery Program 2018 - 2021 and Draft Operational Plan 2019 - 2020 Perpetual monitoring and review The Community Strategic Plan, Resourcing Strategy and Delivery Program undergo a thorough review in the year following a Council election. The review of the current documents (2018-2021 Delivery Program) was undertaken in 2017-2018 and came into effective from 1 July 2018. The next major review will occur in 2021-2022. However, as ‘living’ documents, they are refreshed annually. Accountability All the Strategies and Actions outlined in the Delivery Program and Operational Plan are integrated throughout Council’s internal processes including group Business Plans. We report the effectiveness of Council’s progress in achieving the Strategies and Actions, through an integrated software system that includes assignment of responsibility, timeframes, measures, performance status and consistent performance updates. We report to the Council and community quarterly, annually and at the end of each Council term on our progress. Shellharbour City Council Delivery Program 2018 - 2021 and Draft Operational Plan 2019 - 2020 7 Mayor’s Message I am proud to present an update on Shellharbour City Council’s Delivery Program 2018-2021 and Operational Plan 2019-2020. The plans are successfully being implemented, delivering valuable facilities, services and opportunities for our community. I was delighted with the recent announcement of $15.97 million funding from the NSW Government’s Growing Local Economies program, as part of the Regional Growth Fund, for additions and upgrades to Illawarra Regional Airport at Albion Park Rail. This funding came just two months after regional airline Fly Corporate began its successful services to Melbourne and Brisbane. These improvements will help fund the construction of a new passenger terminal building, aviation business park and upgrades to short and long-term carparks. The project is part of a strategic business plan to enable airport growth, foster economic development and create jobs for our community. Council will continue its implementation of the Shellharbour City Libraries & Museum Strategy 2024 with the construction of the new Warilla Library and improvements to Oak Flats Library. Activating all libraries with creative and innovative programs that meet community needs remains a key focus. City Library, located at the Shellharbour Civic Centre, opened its doors in January 2018 and has recorded over 140,000 visits, with more than 205,000 items loaned to customers. More than 4000 members have joined, which is a magnificent achievement in such a short space of time. Council’s new Events Strategy 2018-2021 details an action plan for developing and attracting new events to the city, while growing existing events. This strategy aims to make it easier for people to run events in our City, as well as focus on new events that will be unique to Shellharbour.
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