draft management plan part 1 20 year community strategic ... · 20 year community strategic plan...

1. MANAGEMENT PLAN

3. FORWARD FINANCIAL PLAN

2. BUDGET

5. INFRASTRUCTURE MANAGEMENT PLAN

NAMBUCCA SHIRE COUNCIL PO BOX 177 MACKSVILLE NSW 2447

1 MANAGEMENT PLAN (Part 1) 20 Year Community Strategic Plan 2010/2030

4. REVENUE POLICY – FEES AND CHARGES

Foreword by the Mayor Councillor Rhonda Hoban Council’s vision for the Nambucca Valley is “Living at its Best”, and we are certainly blessed to be able to work, raise a family and enjoy life in the best part of NSW. Council’s mission, on behalf of the community, is to value and protect our natural environment, to maintain our assets and infrastructure and to develop opportunities for our residents. Hopefully the ensuing calendar and financial year will not be as sodden as 2009, where the valley experienced 5 major flood events which were all declared natural disasters. As Council works through fixing the flood damage it has become clear there will be a shortfall in the State Government funding provided to repair Council assets. Council has been refused compensation for damage to Deep Creek bridge and has similarly been refused funding to stabilise land slips on Riverside Drive. The estimated cost of replacing Deep Creek Bridge with a single lane concrete bridge is $525,000 (including the cost of demolishing the old bridge). The estimate for the repair of the major landslip which occurred on Riverside Drive during the February 2009 flood event is $350,000 plus design and supervision. In 2009 Council also became aware of sections of instability in Riverside Drive itself. Riverside Drive is the former Pacific Highway which Council “inherited” from the RTA. Geotechnical consultants have identified three unstable sections of road with the estimated cost of undertaking repairs of $750,000 plus design and supervision. Council has resolved to seek an additional 1% rate increase, ie the rate pegging limit plus 1%, to borrow $500,000 over a ten year period. This funding would be added to funds derived from an anticipated positive operating result in 2009/2010, with all of these funds to be applied to make up the shortfall in Natural Disaster Funding and specifically the replacement of Deep Creek Bridge and the repair of existing and potential landslips on Riverside Drive. Council knows from its 2007 customer satisfaction survey that the maintenance of its road and bridge assets are the foremost priorities of the community and whilst nobody likes paying additional rates I trust that the community will understand that Council has no option other than to seek the special variation. Over the next 12 months Council’s attention will be increasingly focussed on the provision of water and sewerage services. The $17m upgrading of the Nambucca Heads Sewerage Treatment Plant to increase its capacity from 10,000 people to 15,000 people is proceeding in 2010 courtesy of a 25% subsidy from the State Government as well as a $12.75m interest free loan. And to give credit where credit’s due, Council appreciates the Government’s generous support for this project. A decision will need to be made by mid 2010 as to whether or not Council proceeds to the detailed design stage for the proposed $54m Bowraville off river water storage. Hopefully we will be able to identify some cost savings in this project or achieve a grant from the Commonwealth Government to supplement an already promised 31% subsidy from the State Government. The proposed dam, along with a program of increased subsidies for rain water storage tanks and water efficient appliances as well as reducing leakage from water systems is identified as the most cost effective way of providing drought security for our existing and future residents.

Foreword

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CONTENTS Foreword by the Mayor Councillor Rhonda Hoban ................................................................... i Introduction by the General Manager - Michael Coulter...........................................................1 Legend .....................................................................................................................................2

Our vision .........................................................................................................................3 Our Mission Statement .....................................................................................................3 Our Values in delivery ......................................................................................................3

SWOT Analysis ........................................................................................................................4 Strengths ..........................................................................................................................4 Weaknesses.....................................................................................................................4 Opportunities ....................................................................................................................5 Threats .............................................................................................................................5

Community Consultation ..........................................................................................................6 Role of the Mayor and the Councillors ...................................................................................10

The role of the Mayor: ....................................................................................................10 The role of a Councillor: .................................................................................................10 Functions of the General Manager: ................................................................................10

Staff profile (2010)..................................................................................................................11 Business and commercial activities........................................................................................11 Replacement and sale of assets ............................................................................................12 Access and equity summary (2010) .......................................................................................13 Human resources activities ....................................................................................................14

Equal employment opportunity (EEO) ............................................................................14 National Competition Policy ...................................................................................................15 themes....................................................................................................................................19

people.............................................................................................................................19 environment....................................................................................................................19 economic development...................................................................................................19 infrastructure...................................................................................................................19 leadership .......................................................................................................................19

People Today and tomorrow ..................................................................................................20 Council’s role ..................................................................................................................20 2030 Targets ..................................................................................................................21 Strategies to get us there ...............................................................................................21 Monitoring.......................................................................................................................23 Strategies for 2010-2015................................................................................................24

Environment Today and tomorrow .........................................................................................37 Council’s role ..................................................................................................................38 2030 Targets ..................................................................................................................39 Strategies to get us there ...............................................................................................39 Monitoring.......................................................................................................................41 Strategies for 2010-2015................................................................................................42

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Economic Development Today and tomorrow .......................................................................50 Council’s role ..................................................................................................................50 2030 Targets ..................................................................................................................51 Strategies to get us there ...............................................................................................51 Monitoring.......................................................................................................................53 Strategies for 2010-2015................................................................................................54

Infrastructure Today and tomorrow ........................................................................................58 Council’s role ..................................................................................................................59 2030 Targets ..................................................................................................................60 Strategies to get us there ...............................................................................................60 Strategies for 2010-2015................................................................................................62

Leadership Today and tomorrow............................................................................................71 2030 Targets ..................................................................................................................73 Strategies to get us there ...............................................................................................73 Monitoring.......................................................................................................................75 Strategies for 2010-2015................................................................................................76

Introduction by the General Manager - Michael Coulter This management plan continues Council’s work in delivering on its key values being effective leadership; strategic direction; sustainability of infrastructure and assets; community involvement; enhancement and protection of the environment; maximising business and employment opportunities through promotion of economic development; addressing social and cultural needs and actively pursuing resource sharing opportunities. The Mayor has referred to Council’s proposed financing strategy for 2010/2011 which is to seek an additional 1% rate increase above the rate pegging limit to fund the repair of flood damage incurred in 2009. It will be up to the Minister for Local Government to determine this request. Council has sought the approval of the Local Government to continue with its environmental levy in 2010/11. In 2009/2010, the levy raised $308,435 at an average cost to ratepayers of $34.19 per assessment. Since its inception in 2003 it has raised over $1.46m for projects like the Nambucca River boardwalk, the Stuart Island causeway, and various riverbank stabilisation and restoration projects in Macksville. Importantly, Council has been able to use the funds to leverage additional grant income from the State and Federal Governments. Since 2003, this grant income has amounted to $600,000. In 2010/2011 Council will be undertaking or planning a number of major capital works projects including the $17m augmentation of the Nambucca Heads Sewerage Treatment Plant, the proposed $54m Bowraville Off River Water Storage; as well as the on-going repair of flood damage from 2009. It is hoped that Council can continue to benefit from the Commonwealth Government’s stimulus package which to date has been of great benefit in improving sporting amenities and cycle ways. In the first round Council completed the construction of new amenities for Coronation Park. In 2010/2011 it is planned to utilise stimulus funds to provide a cycle way from Bellwood to Kingsworth estate; to replace and upgrade 43 electrical switchboards at the Macksville Showground and to provide grandstand lighting and general rewiring; to replace 3 worn synthetic grass tennis courts at the Macksville tennis complex; complete an upgrade of amenities at the Hennessey Tape oval in Bowraville and provide sub-soil drainage at the EJ Biffin Fields in Nambucca Heads. Council has also submitted a number of applications to the Australian Government for contestable grants. If successful, these would total $11.6m and be targeted at water conservation measures, the new off river water storage and improvements to sporting fields and Council buildings. Fingers crossed. In anticipation of the relocation of the Pacific Highway onto a new alignment, both Council and the NSW Department of State and Regional Development have committed funds to an employment lands study with emphasis on Macksville. Council will also be continuing its lobbying to ensure that ratepayers affected by the new highway alignment are fairly treated by the RTA, whether it is in relation to the acquisition of their land or in controlling noise. On behalf of Council’s staff we look forward to a challenging year and above all to providing the Nambucca Valley’s ratepayers with a best value service.

Introduction

Legend Following the plan:

Background Today Tomorrow Monitoring

Introduction

Corporate statements

Our vision

Nambucca Valley ~ Living at its best

Our Mission Statement “The Nambucca Valley will value and protect its natural environment, maintain its assets and infrastructure and develop opportunities for its people.”

Our Values in delivery • Effective leadership • Strategic direction • Sustainability of infrastructure and assets • Community involvement and enhancement through partnerships with Council • Enhancement and protection of the environment • Maximising business and employment opportunities through promotion of economic

development • Addressing social and cultural needs of the community through partnerships and

provision of facilities and services • Actively pursuing resource sharing opportunities

endorsement Corporate statements

SWOT Analysis Where are we today? The information below was derived from the following sources: Executive staff planning workshop on 21 February 2008 Nambucca Valley Tourism Plan 2007 Councillor workshop 19 March 2008

Strengths Our Council Our Community Multi-skilled staff, communication, community involvement in groups, committed workforce, adaptable to change, less financial waste (compared to larger councils), technology, customer access and service

Liveable, climate, lifestyle, beauty, waterways, quality water supply, emerging industries, size (small towns and villages), access to council, pacific highway access, availability of (comparatively) inexpensive residential land, access to major towns and cities, diversified business and industry base, Natural beauty, Bowraville, diversity, lifestyle, climate, beaches, no development, fishing, snorkelling, clean beaches, river, family friendly events, forest & national parks, under developed, people, views / scenery, relaxed stress free, history, culture, pure air, village atmosphere, industries, community support each other

Weaknesses Our Council Our Community Funding capacity, lack of access to government departments (networking opportunities) corporate size, compliance enforcement capacity, availability of trained staff, heavy reliance on volunteers, organisational structure limited, attracting and keeping skilled staff, limited career opportunities, succession planning, lack of collaborative partnerships,

Lack of public transport, escape expenditure, lack of effective state and federal representation, lack of rental properties, hobby businesses, low income, unemployment rates, socio demographic disadvantage, size of community to justify infrastructure, stigma, parochialism, small representation of young adults in age profile, highway bypass, roads, poor networks, jobs for kids, highway bypass, lack of tours, poor communication between local tour companies & businesses, no developed identity, lack of cohesiveness between towns, parochialism, lack of general publicity (outside of the area), outlying communities not recognised (Eungai, Gumma, Valla), Coffs Coast investment hasn't been 100% valuable, reliance on Coffs Coast identity, state of the river & environment, security, pressure groups resisting growth, communication technology, distance (to travel from major cities), road accident vulnerability, low per capita income, mapping not comprehensive, signage, total concentration on beaches not hinterland, lack of attractiveness, social issues, police & crime, lack of variety of accommodation, towns cut by highway, no towns are declared a 'regional centre' in future state planning, shopping, hospital system, unresolved conflict between lobby groups

SWOT analysis

Opportunities Our Council Our Community Traineeships, diversify skills of existing staff, resource sharing, collaboration, consolidation of public resources, improvements in use of technology leading to cost savings, name change of Council, better planned development, water supply (drought security), attract upmarket residential opportunities, enhance media profile, tourism, provide opportunities for youth, local shopping (reducing escape expenditure), target training and employment opportunities

Sense of identity, highway bypass, river, River cruises, waterfall way Bowraville connection, food, wharfs connecting towns, kayak tours, water activities/canoe hire, maps of drives, walking tracks, regatta between three towns, rowing club involving schools, scuba diving, museum promotion, collaboration with other areas, highway signage and information bays, cultural centre (including bush tucker, artworks), accommodation, RTA support & networking, display local produce, markets (like Bellingen), handmade, education, eco tourism, funding, land based whale watching, bird watching, sea change, swans, turtles, networks of people in like industries (arts, accommodation, attractions, tours), more information distributed throughout community, break wall to river in Nambucca Lookout at Scotts Head, scenic drives with picnic areas

Threats Our Council Our Community Reliance on volunteers, restricted revenue sources, amalgamation, State and Federal policy change, remuneration limits range of potential councillors, limited revenue for salaries to attract staff, lack of funding to implement strategic plans, climate change

Ageing community: reduced incomes, increased needs, possibility of water quality decreases as development increases, resistance to collaboration, amalgamation, parochialism, highway bypass, level of public health and emergency services, level of policing, increasing interest rates, Narrow mindedness, highway bypass, lack of direction, misuse of land, tourism structure, local population don't care, justice system, apathy, not growing, not implementing strategy, escalating crime, community spirit, environment, river management, look at ourselves - retail hospitality, level of service, miss-management of websites, not keeping up, lack of full time tourism staff, youth leaving area, misinformation, word of mouth, not identifying assets

SWOT analysis

Community Consultation Customer Satisfaction Survey In September 2007 Council commissioned Jetty Research to conduct a customer satisfaction survey of residents within the Local Government Area. Council intends to conduct another customer satisfaction survey late 2010. The survey was designed to help Councillors and management understand the local community’s satisfaction towards, and importance of Council-run facilities and services. Other goals included assisting Council plan future service priorities, and allowing it to benchmark customer satisfaction for internal reporting purposes. The survey was conducted in November 2007 and involved a random telephone sample of 400 people, the results for the poll being reflective of the behaviour and attitudes of the overall adult population of the Shire to within a margin for error of +/- 4.8% at the 95% level of confidence. Among the major findings of the survey were: 1 When 26 Council run services and facilities were measured on a matrix of satisfaction

–v- importance, 7 were judged as “high importance, low satisfaction”. These comprised sealed roads, estuary management, environmental monitoring and performance, public toilets, footpaths and cycleways, youth activities, and bridges. A further 4 fell into the “low importance, low satisfaction” quadrant being unsealed roads, development applications, economic development and investment attraction, and weed control. The remaining 15 facilities and services were deemed high in terms of satisfaction levels.

2 When queried on their overall satisfaction with Council’s performance, respondents

provided a mean score of 3.08 on a scale of 1-5 (where 1 was very dissatisfied and 5 was very satisfied). Overall 34% were satisfied (ie scoring 4 or 5) against 26% who were dissatisfied (ie scoring 1 or 2) and the rest being neutral.

3 Some 69% of respondents had had contact with Council over the previous 12 months

either through a personal visit to the administration centre, written communication (excluding rates and water notices etc), phone or internet. Satisfaction levels with Council staff – again using a 5 point scale – were high across all forms of contact, ranging from 3.48 for written communication to 4.09 for personal visits.

4 When asked in an unprompted, open ended question how they would spend a

hypothetical $5 million general use grant, major community priorities included roads (128 mentions), youth services (76), bridges (56), estuary and/or break wall (49), skatepark (48), and footpaths (36). The emphasis on youth services is significant given that almost half the survey sample was aged 60 or more.

5 76% of respondents agreed that Council should allocate resources to lower local

unemployment. Major methods by which respondents thought this should be done including attracting employers to the valley, assisting local businesses expand and grow, encouraging further tourism and retail, and assisting new business start ups. Respondents were more uncertain about the merits of encouraging further population growth, or attracting developers.

Community consultation

Customer Satisfaction Survey continued 6 There was a wide range of attitudes on the desirability of further development in the

valley. On a 10 point scale of support or opposition to development, 25% of respondents collectively classed themselves as pro-development, with 39% saying they were anti-development. Respondents were more likely to be extremely opposed than extremely supportive, with 18% giving scores of 1 or 2 against and just 3% scoring themselves as 9 or 10 on the development spectrum.

7 Conversely there was strong community support for initiatives designed to improve

the state of local roads. Some 90% of those surveyed agreed Council need to spend more on roads, and on a “lowest rates vs. best roads” spectrum, 49% placed themselves on the “roads” side against just 15% on the rates side (the balance being neutral). As further evidence of this commitment, just over 75% of respondents said they were prepared to pay a special rate levy to fund road and bridge maintenance.

8 Some in the community are confused about the differing responsibilities of each level

of government. This was displayed in general comments seeking Council activity in areas such as health, policing and the Pacific Highway/Macksville Bridge. Whilst such confusion would hardly be unique to the Nambucca Shire, there may nonetheless be further work required in educating residents as to the extent and limitations of Council responsibilities.

The survey indicates clearly that the community believes Council needs to do more about local infrastructure (in particular roads, bridges, and footpaths/cycleways), environmental protection, estuary management and youth services. Beyond that residents appear moderately satisfied with Council’s performance, and there are no glaring issues that arose as causes of resident dissatisfaction.


Online Youth Survey The Nambucca Shire Online Youth Survey was commissioned by Council to complement the community satisfaction survey conducted in November 2007. Given that youth are typically under-represented in traditional telephone surveys, the youth survey was designed to capture the views of residents aged 12-24, test assumptions about their behaviour, attitudes and interests, and gain ideas on how they would like to see the Shire progress. It was conducted as an online poll accessible through the Nambucca Shire Council website home page. 101 responses were received compared to the 2006 ABS census count of 2,550 Shire residents between the ages of 12 and 24. This response, together with the non-randomness inherent in Internet polling means that the results whilst informative are not necessarily representative of the youth community. Of those who did complete the survey, over 50% were aged 12-15, over 70% were still at school, and 63% were female. 66% lived in the towns of Nambucca Heads, Macksville and Bowraville. About 12% were Aboriginal or Torres Strait Islanders. Among the major findings of the survey were: 1 When asked what assistance they would like from Council, 59% of respondents saw

“bringing more entertainment options to the Shire” as their main priority, followed by “more job opportunities for youth” (53%) and the building of a skateboard park at Nambucca Heads (42%).

2 Apart from travel to and from school, travel by car and walking remain the main

transport options for most respondents. 3 Almost 30% of those surveyed claimed to use a Council library at least once a month,

with 13% saying they visited the library weekly or more. Apart from borrowing books and homework/research, using computers was a key reason for visitation, mentioned by 33% of library visitors. Of those who used computers at Council libraries 61% did so for research, 48% for email, 33% for chat, and 30% for entertainment. 20% of computer users hunted for jobs and/or prepare CVs.

4 Familiarity with the Youth Services Centre in Nambucca Heads and Grants Hall in

Bowraville were both strong among respondents, at 54% and 36% respectively. Around 17% of respondents claimed to have used the Youth Services Centre during the past 3 months, while 12% said they had visited Grants Hall during this time.

5 Sport remains a huge focus for local youth, with 72% of those surveyed saying they

played one or more. Of these, half played their favourite sport all year, and a further half played weekly or more during the season. Football (soccer), swimming, netball, tennis, rugby league and cycling were the most common (organized) sports played.

6 Local bus use appears patchy among youth, with only 17% saying they use buses

(excluding school buses) regularly. Major reasons for non-use were “prefer other transport” (34%), “not enough frequency” (27%) and “cost” (25%).


Online Youth Survey continued

7 Apart from catching up with friends, major hobbies and interests included listening to

music, swimming and surf related activities and computers. Around 75% of respondents used blogging or chat sites, mainly MySpace.

8 Despite the interest in computers, respondents still reverted to traditional media when

seeking out information on upcoming activities and events: Hibiscus Happynings (48%), Star FM (47%) and their school newsletter (41%). However mobile phone texts were also a popular information sharing tool at 33%.

9 Those surveyed took an ambivalent attitude towards graffiti, with 47% believing

“some of it is really artistic” against 26% who felt it “makes the place look trashy”. 10 In terms of what they loved most about living in the Nambucca Valley, respondents

talked positively of the beach culture, natural beauty, sense of community and friendliness. On the downside, they were primarily concerned about being harassed – particularly at night – and the lack of employment.


Role of the Mayor and the Councillors The role of the Mayor: • to exercise, in cases of necessity, the policy-making functions of the governing body of

the Council between meetings of the Council; • to exercise such other functions of the Council as the Council determines; • to carry out the civic and ceremonial functions of the mayoral office. The role of a Councillor: As a member of the Council: • to direct and control the affairs of the Council in accordance with the Local Government

Act; • to participate in the optimum allocation of Council’s resources for the benefit of the

area; • to play a key role in the creation and review of the Council’s policies and objectives and

criteria relating to the exercise of the Council’s regulatory functions; • to review the performance of the Council and its delivery of services, and the

management plans and revenue policies of the Council. As an elected person: • to represent the interests of the residents and ratepayers; • to provide leadership and guidance to the community; • to facilitate communication between the community and the Council.

Functions of the General Manager: The general manager is generally responsible for the efficient and effective operation of the Council’s organisation and for ensuring the implementation, without delay, of decisions of the Council. The General Manager has the following particular functions: • the day-to-day management of the Council; • to exercise such of the functions of the Council as are delegated by the Council to the

General Manager; • to appoint staff in accordance with an organisation structure and resources approved

by the Council; • to direct and dismiss staff; • to implement the Council’s equal employment opportunity management plan. The General Manager has such other functions as may be conferred or imposed on the General Manager by or under the Local Government or any other Act.

Corporate information

Staff profile (2010) In order to achieve the objectives of the Management Plan, Council has 122.2 equivalent full time (EFT) positions in the organisation. This is broken down as follows: CORPORATE SERVICES 24.9 ENVIRONMENT AND PLANNING 19.5 ENGINEERING SERVICES 77.8 The total number of permanent employees is 131. Business and commercial activities Council is involved in the following business and commercial activities and receives income in the form of rent, lease, fees or profit from sales:

RESERVES AGREEMENT TYPE LEASE RENT FEES

Headland Caravan Park Crown Rent Payment $10,000.00

Pacific Sands Caravan Park (Shibba) Encroachment $2,285.00 White Albatross Caravan Park Sign $425.00 White Albatross Caravan Park Pontoon $425.00 White Albatross Caravan Park Encroachment $4,794.00 Bowraville Racecourse Licence $425.00 Nambucca Heads Island Golf Club Lease $8,250.00 Beachcomber Reserve Lease $29,971.00 Stuarts Island Reserve Boat Shed Lease $425.00 Nambucca Heads Surf Club Lease $425.00 Scotts Head Reserve Trust Continuing Lease $16,135.00 Council Properties Eungai Pre School Licence $401.00 Bowraville Pharmacy Lease $6,600.00 Bowraville Jockey Club Licence $425.00 Bowraville Recreation Club Lease $5.00 Sewerage Reuse Farm Lease $14,284.51 Rent on water storage site (Ussher) Lease $731.04 Boultons Crossing Reserve contribution to Council 7,000Saleyards Agents Fees $5,000.00Access Fees (Vendor/Purchaser) $70,000.00Access Fee $0.00Communications Telstra - Valla Beach Lease $11,576.25 Telstra - Main St Heads Lease $11,576.00 Telstra - Balance Tank Road Lease $5,360.25 Optus - Palmer Street Lease $11,576.00 Optus - Wallace Street Lease $14,031.00 Macksville Radio Taxi License $450.00 Nambucca Aerial Cabs License $450.00 TOTAL $150,625.05 $401.00 82,000Revenue from Reserves $73,560.00 Revenue from Council Properties $77,466.05 Revenue from fees property usage $82,000.00 TOTAL $233,026.05


Replacement and sale of assets Council’s policy for the replacement and sale of assets varies according to the purpose for which the assets are held. Assets such as buildings and undeveloped land held for commercial and strategic reasons are reviewed on a regular basis to ensure they are meeting their identified needs. Assets that have a depreciable life such as motor vehicles, plant and equipment held for operational purposes, are replaced or disposed of according to Council’s replacement policy, as detailed in the 2010/2015 plant replacement program. Other assets such as developed real estate are valued and placed on the open market when developed, and their disposal is subject to market demand.

L A N D S A L E S No of

sales expected

2010/2011 $

No of sales

expected 2011/2012

$ No of sales

expected

2012/2013 $

No of sales

expected

2013/2014$

No of sales

expected 2014/2015

$ Hyland Park 1 400,000 Nambucca Heads Industrial Estate

6 1,390,000

18 -21 Jellico Street, Macksville

1 165,000

Coronation Park 3 330,000

TOTAL SALES 4 495,000 1 400,000 6 1,390,000


Access and equity summary (2010) “Access and Equity Activities” initiatives assist Council to:

promote fairness in the distribution of resources, particularly for those most in need; recognise and promote people’s rights and improve the accountability of decision

makers; ensure that people have fairer access to the economic resources and services essential

to meeting their basic needs and improving their quality of life; and give people better opportunities for genuine participation and consultation about

decisions affecting their lives. Council uses a number of approaches to address access and equity for its community, including social planning and the Management Plan. Social Plan In 1998 the NSW State government introduced legislation (Local Government (General) Amendment (Community and Social Plans) Regulation which required Councils to prepare a Social Plan to help meet government commitments to Social Justice. The Social Plan assists Council, local community organisation/services, and government departments to determine the present and future social and community service needs of the Nambucca Shire. It is a tool which can assist in the orderly development of services and facilities for the community, and provide guidance to Council as to which priorities it should consider in its Management Plan and Budget processes. Council developed its most recent Social Plan in 2009. The Social Plan is available for viewing in Macksville and Nambucca Heads Libraries, at the Council Administration Centre, 44 Princess Street Macksville and on its website at www.nambucca.nsw.gov.au. Copies of the Plan are available for purchase from the Council. Management Plan Not all Access and Equity strategies are listed in the Management Plan, however for 2010/11 the following key strategies have been identified: For Aboriginal People • Employment of a Community Development Officer • Support for NAIDOC Week For Older People and People with Disabilities • Provision of a funding contribution towards Seniors Week • Community Planning which addresses the needs of older people and people with

disabilities For Young People • Co-ordination and provision of funding for Youth Week activities • Employment of a Youth Development Officer • Providing special projects such as Resilient Young People’s Program, R.E.N.T; Hip

Pocket for Girls and Boys; Drink But Don’t Sink. Promoting Culture • Museum Advisors Program – supporting local museum initiatives with expertise.


Human resources activities Human resources activities are those aimed at managing and improving the quality, performance, opportunities, safety and conditions of Council’s staff. A well-trained, skilled and dedicated workforce is an important asset to the community. The ultimate goal of the Human Resources Section is to assist management effectively utilise its people in delivering quality services to the community. To this end, the Human Resources section will provide strategic and operational advice to Senior Management, internal consultancy services to all Council staff and play an integral role in managing Council’s relationships with external stakeholders and the broader community. It will also continue to coordinate the core functions of salary administration, employee relations, staff training and development, recruitment and selection, equal employment opportunity (EEO), Occupational Health and Safety (OHS) and risk management. Council has significant statutory obligations under the various State and Federal laws relating to Industrial Relations, Taxation, Superannuation, Occupational Health and Safety, Equal Employment Opportunity and Anti Discrimination. In addition, Council has its own policies and procedures which impact upon the employment relationship between Council and its staff. Together with management, the Human Resources section will continue to monitor compliance and take remedial action when necessary.

Equal employment opportunity (EEO) To achieve a workforce which reflects the diversity of the wider community, Council recognises that it is necessary to include and apply the principles of equity and fairness into its organisational culture. Whilst EEO principles reflect a legislative requirement to ensure the elimination of discrimination, the concept of workplace diversity takes on a broader focus where the differences inherent in every employee are valued. Diversity not only relates to gender, age, language, ethnicity, cultural background, disability, sexual orientation or religious belief. It also refers to the myriad of ways we are different in other respects such as educational level, job function, socio-economic background, personality profile, geographical location, marital status etc. In accordance with its obligations under Section 344 of the Local Government Act (NSW) 1993, Council has undertaken a review of its Equal Employment Opportunity Management Plan to incorporate workplace diversity with the overall objectives of: • Maximising the potential of our workforce • Ensuring we more closing reflect the demographic characteristics of the community

which we serve • Providing a workplace culture which promotes equity, fairness and diversity.


National Competition Policy Council is complying with the NSW Government’s requirements for the application of National Competition Policy in Local Government. The purpose for competitive Neutrality is to create a level playing field in the market place. The Policy Statement, Paragraph 4.3 explains “when Council’s compete they should do so on a basis that does not utilise their public sector position to gain an unfair advantage over a private sector competitor”. Under National Competition Policy guidelines Council has discretion as to whether it will treat an activity as a business. However, the policy statement sets out a number of activities which are classified a businesses. Included in this classification are Water Supplies & Sewerage Services. Council has identified Water & Sewerage Activities as Category 1 Businesses (turnover greater than $2 million) and the information required under Sec 403(1) of the Local Government Act is provided below: Water Supplies Comprising the whole of the operations and assets of Council’s water supply systems and is defined as a “Category 1” Business Unit. Sewerage Services Comprising the whole of the operations and assets of the sewerage reticulation and treatment system and is defined as “Category 1” Business Unit. The Department of Local Government’s Guide outlines the process for identifying and allocating costs to activities and provides a standard of disclosure requirements. These disclosures include Taxation Equivalents, Council Subsidies, Loan & Debt Guarantee Fees, Corporate Taxation, Rate of Return on Investments in Business Units and Dividends Paid.


The National Competition Policy Notional Payments effective for 2010/2011 are as follows:

BUSINESS ACTIVITIES Water Sewer

Category 1 1 TAXATION EQUIVALENT PAYMENTS Land Tax for Land Value > $376,000 Stamp Duty Payroll Tax for Payroll in excess of $638,000 Fringe Benefits Tax (Effective Rate)

1.6% + $100 Subject to dutiable value 5.65% 46.5%

1.6% + $100 Subject to dutiable value 5.65% 46.5%

Council Rates Charges & Fees

All Applied All Applied

Loan & Debt Guarantee Fees

1.5% 1.5%

Corporate Taxation Equivalent 30% 30%

Rate of Return on Capital Actual Rate of Return

0.67% 1.44%


With Competitive Neutrality Principles fully applied to the activities identified by Council as Business Units the total costs for 2010/2011 would be: Water supply The pricing policy for Water supplies is expected to raise revenue totalling $3,143,800. This is offset against the following costs: Operational Expenditure 2,102,200 Plus Overheads 780,700 2,882,900 If the Competitive Neutrality Principles were fully applied to this activity then the Total Cost would be:

Operational Expenditure 2,882,900 Loan & Debt Guarantee Fees on Loan Interest Payments of $305,800 @ 1.50% 4,587 Corporate Taxation Equivalent on Operating Result of $269,000 @ 30% 78,270 Return on Capital = 0.67% on Property, Plant & Equipment 313,761 3,279,518

With estimated revenues of $3,143,800 Council is subsidising the activity by an amount of $588,000. This subsidy is represented however by the notional National Competition Policy payments which Council is not required to be paid.


Sewerage services

The pricing policy for Sewerage Services is expected to raise revenue totalling $3,648,400. This is offset against the following costs:

Operational Expenditure 2,569,500

Plus Overhead expenses 869,000

3,438,500

If the Competitive Neutrality Principles were fully applied to this activity then the total cost would be: Operational Expenditure 2,569,500 Loan & Debt Guarantee Fees on Loan Interest Payments of $343,500 @ 1.5% 5,153 Corporate Taxation Equivalent of Operating Result of ($209,900) @ 30% 62,970 Return on Capital = 1.44% of Property Plant & Equipment 1,069,934 3,707,557 With Estimated Revenues of $3,648,400 Council is subsidising the activity by an amount of $433,000. This subsidy is represented however by the notional National Competition Policy payments which Council is not required to be paid.


themes people environment economic development infrastructure leadership

Themes

People Today and tomorrow The population of the Nambucca Valley is 17,897 (2006 Census). Population by age group compared to the national average was as follows:

Age Group No of people % of total Australia % of total 0-4 years 980 5.5% 6.3% 5-14 years 2,369 13.2% 13.5% 15-24 years 1,780 9.9% 13.6% 25-54 years 6,105 34.1% 42.2% 55-64 years 2,616 14.6% 11.0% 65 years and over 4,048 22.6% 13.3% Median age 46 37

The population of the Nambucca Valley is dispersed across five urban centres with the balance in a rural hinterland. Based on the 2006 Census, the population of the five urban centres was as follows:

Nambucca Heads 5,873 Macksville 2,658 Valla Beach 1,054 Bowraville 976 Scotts Head 789

Balance – rural hinterland 6,547 By 2031, the population of the Nambucca Valley is expected to be in the order of 23,356.

The Nambucca Valley is the homeland of the Gumbaynggirr people. In the 2006 Census, 1,026 persons recorded themselves as being Indigenous persons (Aboriginal and Torres Strait Islander). This is equivalent to 5.7% of the total population, compared to the national average of 2.3%.

The Council’s 20 year Structure Plan to 2026 provides forecasts for housing demand of up to 7,060 new dwellings by 2026 which will provide for an additional 17,600 people.

An important aspect of Council for the future growth will be providing support, facilities and services to meet the needs of young people. Council’s Social and Community Plan identifies strategies to improve educational opportunities; provide youth services and programs; assist with health education and personal development; and identify specialist youth facilities.

Council’s role Council has a strong supporting role in terms of providing for its people, the community of the Nambucca Valley. The Council department which deals with this function is Environment and Planning.

The aspects of the Environment and Planning Department which deal with human services are:

* Community planning * Libraries * Community Services * Public health * Companion animals * Strategic town planning * Cultural services * Public cemeteries

Find out more… related Council planning documents Nambucca Valley Structure Plan (2005) Social and Community Plan Cultural Plan

Community involvement and enhancement through partnerships with council – Addressing social and cultural needs of the community through partnerships and provision of f l t d

People

2030 Targets To have a community where: 1.1 People feel safe and secure 1.2 People of culturally and linguistically diverse backgrounds are embraced 1.3 Volunteering is valued 1.4 All sections can live and work 1.5 Services reflect the needs of the population 1.6 Housing is affordable 1.7 The visual character of towns and villages is protected

Strategies to get us there

1.1 To have a community where people feel safe and secure

1.1.1 Advocate for adequate emergency and policing services through partnerships with community business and government

1.1.2 Provide support for local services

1.2 To have a community where people of culturally and linguistically diverse backgrounds are embraced

1.2.1 Develop opportunities and partnerships for people of culturally and linguistically diverse backgrounds

1.3 To have a community where volunteering is valued

1.3.1 Provide support and guidance for, and recognition of volunteers

People

People 1.4 To have a community where all sections can live

and work

1.4.1 Reflect the communities desires through appropriate planning 1.4.2 Provide opportunity for sustainable employment opportunities

1.5 To have a community where services reflect the needs of the population

1.5.1 Establish community needs through Council’s relevant committees 1.5.2 Maintain and, if possible, enhance community service delivery

1.6 To have a community where housing is affordable 1.6. Consult the community and community service organisations regarding affordable

housing needs in the Shire

1.7 To have a community where the visual character of the community is protected

1.7.1 Preserve the natural assets, ambience and amenity of the Valley 1.7.2 Assist in the preservation of heritage buildings through grant applications and

partnerships 1.7.3 Maintain development controls which protect buildings and public facilities which are

significant to the visual character of the Valley 1.7.4 Provide information to the community related to the preservation of heritage buildings

and natural environment aesthetics through Council’s website 1.7.5 Establish a Heritage Committee

People

Monitoring

People

Key partnerships: Key partnerships required to effectively implement the theme PEOPLE include: Chamber of Commerce (Nambucca Heads, Bowraville and Macksville), Council’s Committees of Management, NSW Police Force, Ambulance Service of NSW, North Coast Area Health, Nambucca Valley Neighbourhood Centre, Bowraville CSRA, Nguralla, Muurrbay Language Centre, Lands Councils, TAFE NSW, Key industry groups, Regional Development Board, State and Regional Development (DSRD), Department of Education, Employment and Workplace Relations (DEEWR), Youth Development Officer, Department of Community Services (DoCS), Nambucca Skills Centre. Reports and resources: Crime statistics, health statistics, accident and injury reports, ongoing community consultation, Tony Vinson report, Census statistics Key internal staff: Director, Administrative support team, Managers

People

People

Strategies for 2010-2015

Strategies for 2010-2015 OBJECTIVE P1 To protect the environment, health and safety of the community by providing an effective response to

fire related emergencies in accordance with the Service Land Level Agreement with the Rural Fire Service by maintaining an effective volunteer Rural Fire Service to protect the community from bush fire related emergencies

Strategy Action MEASUREMENT TOOLS & KPI’s P1.1 Participate in Rural Fire Service Management

P1.1.1 Review Service Level Agreement quarterly P1.1.2 Maintain membership of the Nambucca Bush Fire Management Committee

• Council appoints a Councillor and the Director Engineering Services to the Lower Mid North Coast Zone Review Committee

• Minutes of the quarterly review presented to Council

• Council appoints a Councillor as a delegate to the committee with the delegate to provide feedback

P1.2 Support the suppression of bushfires

P1.2.1 Council maintains the urban fire trail network to protect public and private infrastructure

• Trails are mown twice a year in October and February

• Trail maintenance is entered into BRIMS (RFS

Web based data bank) P1.3 Provide funding

P1.3.1 Council provides the statutory financial contribution of 13.3% in each budget

• Council adopts (with or without amendments) the draft budget as prepared by the RFS

P1.4 Provide a functional and safe Fire Control Centre

P1.4.1 Buildings and facilities at the Fire Control Centre meet the requirements of the RFS Service Standard 5.1.10

• OH&S inspections of the premises conducted 12 monthly

• Appoint a building management committee with representation of 2 Councillor (Chair), Dir Eng Services, 1 RFS staff, 1 RFS volunteer, 1 SES Controller, 1 SES volunteer to review operation of the Emergency Centre buildings and site

• Committee to meet as they determine but generally bimonthly. Minutes reported to Council

People

Strategies for 2010-2015 OBJECTIVE

P2. To protect the environment, health and safety of the community with an effective response to emergency situations by supporting the State Emergency Service, Nambucca Valley Rescue Association and Marine Rescue Squad in this area

STRATEGY

ACTION

MEASUREMENT TOOLS & KPI’s

P2.1.1 Provide and replace vehicles in accordance with the Plant Replacement Policy for the State Emergency Service

• Replace as per Councils plant replacement program and availability of contribution from SES

P2.1.2 Provide maintained office space and storage area (equipment and plant)

• Appoint a building management committee with representation of 1 Councillor (Chair), Dir Eng Services, 1 RFS staff, 1 RFS volunteer, 1 SES Controller, 1 SES volunteer to review operation of the Emergency Centre buildings and site

P2.1 Provide infrastructure and support the State Emergency Services, Volunteer Rescue Authority and Marine Rescue Authority

P2.1.3 Contribute to Volunteer Rescue Authority and Marine Rescue Authority

• Annual contributions provided in budget and payments made to the two organisations

People

Strategies for 2010-2015 OBJECTIVE P3 Establish, implement and maintain measures to ensure compliance with Companion Animal

legislation for the protection of health and safety of the community within approved allocation of resources

Strategy Action MEASUREMENT TOOLS & KPI’s P3.1.1 Companion animals are permanently identified & registered in accordance with Act

P3.1.2 Impounded animals are recorded in Register & National Livestock Identification System (NLIS)

P3.1.3 Undertake routine patrols & respond to customer service reports for companion animals and straying stock

P3.1 Maintain a register under the: i Companion Animal Act & Regulations to

ensure compliance with the Acts ii Impounding Act for stock Undertaken compliance work to enforce the

provision of the Acts

P3.1.4 Issue notices to have companion animals registered

• CARS updated within 72 hours of information being lodged with Council

• No of letters and enforcement notices issued • Complaints attended to and responses recorded

within 24 hours of complaint being received • Monthly reports to Council on animals impounded

within 5 days of the end of each month • Issue warning letters and penalty notices for

breaches under the Act P3.2 i Maintain leash-free areas in Nambucca

Heads, Scotts Head, Valla Beach ii Upgrade security

P3.2.1 Audit signs and defecating bins at each area annually

• Audit off leash areas annually by 28 February • Dog poo bins being serviced weekly • Improved security

P3.3.1 Assess performance of contractor against signed contract documentation annually

P3.3 Regulatory Officer Contract Review performance of contract annually on anniversary of implementation date. All ancillary documents are current P3.3.2 Current Insurances & Drivers Licence sited

• Review completed by 30 June annually • Non compliance issues recorded and reported to

Contractor with 14 days of review date

People

Strategies for 2010-2015 OBJECTIVE P4. Establish, implement and maintain lifeguard services to ensure the health, safety and well being of the

community are protected during nominated patrol periods and ensure compliance with the adopted level of service and within approved allocation of resources

Strategy Action MEASUREMENT TOOLS & KPI’s P4.1.1 Lifeguard services provided as per contract agreement during summer school vacation period

• Lifeguards on duty during the identified times in the contract agreement

• Annual lifeguard activity reports submitted to Council by 31 March

• Local surf clubs provided with annual contribution

P4.1.2 Provide and maintain beach safety signage • Signage in place and meets current standards

P4.1 Promote beach safety

P4.1.3 Voluntary Rangers supervise vehicles on beaches • 4WD vehicles on beaches comply with the permit conditions and signage by education and advice of the Voluntary Rangers and by infringement from Council’s Ranger

People

Strategies for 2010-2015 OBJECTIVE P5 To maintain acceptable public health standards within the community by providing services

to level of community expectations within approved budget and available resources

Strategy Action MEASUREMENT TOOLS & KPI’s

P5.1a All new or modifications to existing Onsite Sewage Management Systems to be assessed & approvals issued prior to installation of system, under section 68 of LGA 1993

P5.1b All registered onsite sewage

management systems (OSMS) to have an approval to operate (ATO) issued under section 68A of the Local Government Act 1993

P5.1.1 Assess design for compliance with soil assessment reports, relevant guidelines, Council's Management Plan and Australian Standards P5.1.2 Only accredited systems (by NSW Health Dept) to be installed P5.1.3 Arrange for renewal inspections of Onsite Sewage Management Systems 30 days prior to expiry date of current approval to operate P5.1.4 All modification/upgrade works to be approved, installed & inspected prior to approval to operate being issued P5.1.5 Issue notices and orders where non compliance works are identified on existing systems

• Approvals issued within 40 days of application for new & modified systems being lodged

• Systems inspected while being installed • Inspect existing Onsite Sewage Management

Systems 30 days prior to the expiry of approval to operate

• Renewal notices issued prior to approval to operate expiry date

• Approval to operate issued and register updated within 14 days of compliance program being finalized

• Issue penalty notices where systems operated without approval

People

Strategies for 2010-2015 Strategy Action MEASUREMENT TOOLS & KPI’s

P5.2 Review On-Site Sewage Management Plan

P5.2.1 Available resources to undertake review P5.2.2 Assess need for review P5.2.3 Compliance with relevant guidelines, Australian Standards

• Review Plan every 4 years mid term to Council elections by 31 October of each review year (next review 2013/2014

• Draft amendments to be exhibited publicly for minimum 28 days

• Any draft changes to be reported to Council for adoption within 60 days of review being completed

P5.3.1 Premises to be registered with Council

P5.3.2 Premises to be inspected annually P5.3.3 Carry out routine inspections of public pools/spas

P5.3.4 Monitor water quality

P5.3 Registration and inspection of activities under the Public Health Act 1991. a Skin penetration:- body

piercing, tattoos, manicure, pedicure treatments, beauticians hairdressing businesses & acupuncture

b Monitor operation of Public

Swimming Pools, Motels, Caravan Parks, Resorts, sporting complexes & learn to swim schools for water quality & amenities

P5.3.5 Ensure public safety issues are managed

• Register of premises to be updated within 7 days of notification by premises operator

• Undertake annual inspections of premises &

complete inspection reports to ensure compliance with Public Health standards

• Report non compliance issues to premises operator within 14 days of inspection

• Inspect public pools minimum of once per year • Carry out water testing & sampling if required • Compliance with Public Health (Swimming Pool/Spa)

Reg. 2000 & Department of Health Guideline for Public Swimming Pools & Spas

• Water treatment records being maintained by operator

• Fencing and access gates comply with AS1926.1-

2007 • Water treatment equipment operating effectively • Resuscitation signs present around pool area

People

Strategies for 2010-2015 Strategy Action MEASUREMENT TOOLS & KPI’s P5.4 Audit Private Swimming Pools

P5.4.1 Ensure correct signage is in place Barrier fencing and access gates comply

• Compliance with provision of Swimming Pool Act 1992

• AS1926.1 2007 – Safety Barriers for Swimming Pools

P5.4.1 Carry out annual inspections P5.4.2 Adopt Regional Management Plan

P5.5 Register and inspect Microbial Control systems:- Water Cooling, Hot & Warm water, Air Handling systems P5.4.3 Maintain register of inspections and service reports

for each system

• Inspections carried out and recorded • Service reports lodged with Council by service

contractors • Plan adopted by Council by 30/09/2010 • Register updated within 14 days of annual inspection

People

Strategies for 2010-2015 OBJECTIVE P6. To maintain acceptable public health standards for food premises through adequate surveillance of food

premises


P6.1.1 Maintain a register of premises within the Shire and classify each premises P6.1.2 Maintain a regular inspection program Annually

P6.1.3 Compliance with Food Act and Food Safety Codes

P6.1.4 Maintaining construction standards for premises

P6.1 Inspect and complete reports on all food premises & mobile food vans annually

P6.1.5 Respond to notification of single food borne illness cases by NSW Food Authority

• Premises to be classified with Food authority Guidelines and Risk Assessment

• Register updated annually or upon registration of premises

• Inspections carried out and reports filed • Letters or improvement notices issued as

required • Premises maintained in accordance with

Australian Standard for construction • Premises registered with NSW Food Authority • Undertake follow up inspections within 72 hours

of reports being received and respond to NSW Food Authority where appropriate

P6.2.1 Provide advice and direct access to design, construction, food safety standards and Australian Standards relating to food and food premises

P6.2 Provide public education and compliance issues relating to food premises, handling, preparation and storage

• Provided verbal information to customers and written responses within 21 days of request or enquiry

P6.3.1 Maintain up to date details of Food Premises operators P6.3 Inspect and issue 5 year approvals to operate for mobile food vending and water & effluent waste transport vehicles under section 68 of LGA 1993

P6.3.2 Carry out annual inspections of vehicles, as required by approval to operate

• Vehicles inspected within 30 days of approval date anniversary

• Inspection reports completed and filed • Approval to operate’s issued following

compliance inspections

P6.4 Comply with NSW Food Authorities Partnership Agreement for reporting on Food Surveillance activities

P6.4.1 Complete annual report to NSW Food Authority on food surveillance activities undertaken by Council

• Complete reports within 14 days of deadline dates

People

Strategies for 2010-2015 OBJECTIVE P7 To promote and provide for the social well-being of the community through the provision of

community services and facilities Strategy Action MEASUREMENT TOOLS & KPI’s

P7.1 Provide special programs for older people

P7.1.1 Provide funding for Seniors Week activities Seniors Week is conducted in accordance with Council’s approved program and allocated budget

P7.2 Undertake community planning which takes into account the needs of older people

P7.2.1 The role of Manager Community and Cultural Services continues to include aged and disability services related duties

The project is conducted in accordance with the terms and conditions of the Funding Agreement and the following are submitted by December 2010 • Report on Achievements • 2010-2011 Workplan • Income and Expenditure Statement • Annual Return

P7.3 Council provides co-ordination, planning and a range of programs for young people.

P7.3.1 Manage funding provided by the Department of Community Services for employment of a Youth Development Officer

The projects are conducted in accordance with the terms and conditions of the Funding Agreement: • Income/expenditure statements, Annual Report on

Achievements submitted by 30 June 2011

P7.4 Provision of special programs for young people

P7.4.1 Co-ordinate and provide funding for Youth Week activities P7.4.2 Council to co-ordinate and fund “Hip Pocket” –Increases young men and women’s skills in financial independence by addressing standards of behaviour, ethics and achievement which operate in the world of work by involving local adult role models P7.4.3 Council to coordinate and fund the Responsible Educated New Tenant (RENT) program for young people P7.4.4 Council to co-ordinate the NSW Healthy Communities project “Drink But Don’t Sink” which aims to educate and inform young people and their parents about the health and safety risks and legal implications of under-age drinking.

Youth Week is conducted in accordance with Council’s approved program and allocated budget • Council provides funding for two Hip Pocket

workshops (one each for young men and young women) to be completed by June 2011

• 180 young people participate • RENT completed by June 2011 • Council provides funding and 30 young people

participate • Project completed by 30 June 2011

People


P7.6 Conduct or contribute to special Aboriginal and Torres Strait Islander people’s projects

P7.11.1 Provide funding to resource special events as determined throughout the year (eg NAIDOC Week)

• Council contributes

P7.7 Contribute to the services assisting people in the rural sector

P7.13.1 Financial support for the Rural Financial Counselling Service

• Council contributes $3,800 per year • That the support provided by the service be reported to

Council annually

P7.8 Support the co-ordination of and networking between arts and cultural groups, Council and community

P7.14.1 Council’s continued involvement with the Regional Arts Development Board and financial support in accordance with the funding formula


P7.9 More effectively operating vibrant museums, leading to greater tourism opportunities and increased capturing of local heritage

P7.15.1 Participate in the Museum and Galleries NSW “Museum Advisers Program”



P7.5 Deliver services appropriate to the needs of the Aboriginal and Torres Strait Islander community

P7.10.1 Manage funding provided by Department of Community Services for Community Development Officer (Aboriginal)

The projects are conducted in accordance with the terms and conditions of the Funding Agreement: Income/expenditure statements, Annual Report on Achievements submitted by 30 June 2011

People

Strategies for 2010-2015 OBJECTIVE P8 To provide available and acceptable cemetery facilities which meet statutory compliance in a cost

effective manner


P8.1 Operate cemetery activities within adopted budget allocations

P8.1.1 Undertake quarterly review of expenditure and revenue

• Difference between revenue and expenditure identified and report provided to Council, quarterly

P8.2 Register of internments updated regularly

P8.2.1 i Maintain and update cemetery register and maps. ii Applications for burials issued prior to internments iii Maintain register of private burials in approved private local area

• Maps maintained and updated within 30 days of notice of internment

• Private burial areas have approval • Sites comply with Council and NSW

Health Guidelines P8.3 i Cemeteries maintained to an

acceptable standard Mowing minimum of once

per calendar month ii Graves are maintained in a

safe condition

P8.3.1 Maintenance work carried out at all cemeteries in accordance with budget allocation P8.3.2 Graves and monuments/headstones are maintained in a safe condition

• Cemeteries mown at least 12 times per year

• Attend to maintenance requests as required works and walk way area

• Audit cemeteries annually for unsafe

grave sites and monuments/headstones

P8.4 Ensure adequate area is available for cemetery expansion and columbarium walls

P8.4.1 Monitor and investigate available land at each cemetery and survey available vacant niches in columbarium walls

• Audit at each cemetery to be conducted prior to 31 December annually

P8.5 Provide improved signage and sectional markers in all cemeteries

P8.5.1 Staged works program subject to funding being allocated in annual budget

• Direction signs at each cemetery entry • Denominational markers erected when

funds made available in each cemetery

P8.6 Stage Upgrade internal roads & provide parking spaces for disable persons at Nambucca & Macksville

P8.6.1 Works being allocated funds in annual budget • Audit work once completed • Reduced demand for maintenance

works

People

Strategies for 2010-2015 Strategy

Action MEASUREMENT TOOLS & KPI’s

P8.7 Issue approvals of construction of headstones and monuments on individual graves

P8.7.1 Respond to request for approval to install headstones/monuments on individual graves

• Issue approvals to install • Contractors have appropriate Public

Liability Insurance when working in cemetery areas

P8.8 Compliance with Public Health Acts and Regulations for interments in Public Cemeteries

P8.8.1 All internments are undertaken in accordance with the Public Health Act and Regulations

• Burial permits issued for internments • Minimum coverage to caskets • Grave site left in safe condition after

internment

P8.9 Provide Columbarium facilities at Council cemeteries

P8.9.1 Ensure adequate niches are available at each cemetery P8.9.2 Construct additional columbarium walls as funded in the annual budget program P8.9.3 Walls and surrounds are maintained in a safe condition

• Audit available niche space annually • Constricted approved/funded walls • Monitor condition of plaques • Audit walls annually • Annual contract in place to install

ashes in wall and place plaques

People

Strategies for 2010-2015 OBJECTIVE P9 To provide high quality library service to meet community needs


P9.1 Maintain per capita book vote at existing levels of approx 1.8 books (State average = 2)

P9.2.1a Increase Council’s contribution by 10% • Council contributes

Environment Today and tomorrow The average annual rainfall of the Nambucca Valley is 1,400 mm. The average daily maximum temperature is 23 degrees Celsius, while the average minimum temperature is 14 degrees Celsius. Over the next 20 years the effects of climate change are anticipated to become more pronounced. According to the Australian Government, scientific consensus is that increased concentrations of greenhouse gas emissions, resulting from human activities, have contributed to global temperature increases. The CSIRO on behalf of the Australian Government’s Greenhouse Office has prepared climate change scenarios for initial assessment of risk in accordance with risk management guidelines (May 2006). The scenario for NSW is that it is likely to become warmer with more hot days and fewer cold nights. For example, by 2030 the number of days above 35 degrees could average 4-7 in Sydney (compared to 3 currently) and 47-66 in Cobar (compared to 41 currently). Water resources are likely to be further stressed due to projected growth in demand and climate driven changes in supply for irrigation, cities, industry and environmental flows. Droughts are likely to become more frequent and more severe with greater bush fire risk. Increases in extreme weather events are likely to lead to increased flash flooding, strains on sewerage and drainage systems, greater insurance losses, possible blackouts, and challenges for emergency services.

Council has resolved (4 October 2007) to participate in the Cities for Climate Protection (CCP) Program Australia. Council has also sought funding from the Australian Government to assess the risks posed by climate change and to prepare response strategies under the “Local Adaptation Pathways Grants Program”. Council has collaborated with Kempsey and Bellingen Shires to plan for climate change. This project is motivated by the recognised potential impacts of a changing climate upon the regions economy, community and environment. In February 2009 the Council consortium submitted a joint application to the Commonwealth Department of Climate Change (DCC) for funding under the Local Adaptation Pathway Program (LAPP) to undertake risk management assessment and develop an Adaptation Action Plan for the Region. In June 2009 the Council consortium were notified that they were successful in attracting $140,000 for this project. The main objective of the program is to increase the adaptive capacity of local governments to deal with the impacts of climate change and to: • Identify and prioritise risks that climate change impacts pose to the operations and

responsibilities of local governments; • Develop strategies for managing risks, adaptive actions and building resilience within

communities; and • Identify where knowledge gaps may be and where further investigation is needed.

People

Enhancement and protection of the environment. Community involvement and enhancement through partnerships with council. A ti l i h i t

environment

Council’s role Council has a strong supporting role in enhancing and protecting the local environment. The Environment and Planning department also looks after environmental services.

The aspects of the Environment and Planning Department which deal with the environment are:

• Building control • Development control • Environmental policies • Estuary management • Flood Plain management • Natural resource management • Regulatory compliance • Strategic town planning The aspects of the Engineering Department which deals with the environment are:

• Outdoor staff • Parks and Gardens • Tree planting program • Roadside management • Stormwater management • Waste management • Weed management

Find out more… Related Council planning documents State of the Environment Plan Local Environmental Plan (LEP) Estuary Management Plan

2030 Targets 2.1 Ensure air, water, soil, flora, fauna and biodiversity are ecologically sustainable 2.2 Manage, develop, protect, restore and conserve the environment in a manner

that is consistent with the principles of Ecologically Sustainable Development (ESD)

2.3 Minimise negative impacts of development processes on all environmental values including amenity

2.4 Consult with and inform the community of the need for environmental protection and rehabilitation

2.5 Utilise the State of the Environment Report for guidance of Council policy and Planning Development


2.1 Ensure air, water, soil, flora, fauna and biodiversity are ecologically sustainable

2.1.1 Identify and map areas of high ecological value or environmental importance (eg ASS) within the Shire

2.1.2 Develop, promote, resource and implement environmental policies and management

plans 2.1.3 Enforce Development Consent conditions 2.1.4 Monitor and report on the Shire’s environmental health 2.1.5 Seek funding for projects which protect and or rehabilitate environmental values 2.1.6 Retain position of Nambucca Valley as a Nuclear Free Zone 2.1.7 Address climate change in all relevant Council policies and plans 2.1.8 Provide and promote opportunities for community participation in environmental

initiatives 2.1.9 Consider cumulative environmental impacts of development proposals 2.1.10 Lead by example in environmental management practices

environment

ironment 2.2 Manage, develop, protect, restore and conserve

the environment in a manner that is consistent with the principles of Ecologically Sustainable Development (ESD)

2.2.1 Ensure the principles of Ecologically Sustainable Development (ESD) [(a) the precautionary principle, (b) inter-generational equity, (c) conservation of biological diversity and ecological integrity and (d) improved valuation, pricing and incentive mechanisms) are understood and applied to all activities undertaken by Council].

2.2.2 Ensure transparency and public consultation with regard to management of the

Shire’s natural resources 2.2.3 Ensure land use planning does not exceed the capacity of the Nambucca Valley’s

natural resources and supporting infrastructure

2.3 Minimise negative impacts of development processes on all environmental values, including amenity 2.3.1 Develop and regularly review plans, policies and processes which aim to enhance

biological diversity, ecological integrity and environmental sustainability 2.3.2 Report new information relating to land use constraints to Council and include in

planning and development activities 2.3.3 Improve and maintain healthy waterways through active catchment management

including promoting and where relevant implementing the protection and restoration of riparian areas and minimising pollution sources

environment

2.4 Consult with and inform the community of the need for environmental protection and rehabilitation

2.4.1 Use all available processes including relevant committees of Council and Council’s website to consult and disseminate information

2.4.2 Encourage and support community groups and committees of Council to submit

grant applications relating to environmental projects. 2.4.3 Improve flow of environmental information by networking with local environment

groups 2.4.4 Encourage the protection and restoration of biodiversity and natural habitat through

increased awareness and sense of stewardship, integrated planning and co-ordinated action.

2.5 Utilise the State of the Environment Report for guidance of Council policy and planning development

2.5.1 Resource the research and preparation of the State of the Environment Report 2.5.2 Resource actions recommended in the State of the Environment Report and

endorsed by Council in Council’s annual budget.

Monitoring

environment environment

Key partnerships: Landcare, State and Federal Government, Surrounding LGAs, relevant committees of management, CSIRO, NVCA, State Forests, Reports and resources: State of the Environment Plan, Local Environmental Plan Key internal staff: Directors, Managers Relevant Officers

environment

environment Strategies for 2010-2015

Strategies for 2010-2015 OBJECTIVE E1 Minimise the cost and delay to the community by the timely processing of Development

Applications, Part 4A Certificates, Section 149 Planning Certificates and planning related correspondence. Appraisal and suitable rectification of activities in contravention of Acts, Codes and Policies within approved allocation of resources

Strategy Action MEASUREMENT TOOLS & KPI’s E1.1 Achieve the following mean time for processing DA’s: Integrated/Designated/Concurrence Development: 60 days Other Development: 40 days

E1.1.1 Quarterly monitoring of performance from application registration statistical data

• % processed within 60 processing days • % processed within 40 processing days

E1.2 Complying Development Certificate 7 days

E1.2.1 Maximum use of delegated authority and available staff resources

• % processed within 7 processing days

E1.3 Building Certificates - 14 days

E1.3.1 Maximum use of delegated authority and availability of staff resources

• % processed within 14 processing days

E1.4 Carry out 100% of compliance inspections including plumbing and new on-site sewage management systems associated with new developments within 48 hours of inspections being booked.

Weekly monitoring of performance from registration statistical data and departmental appointment calendars

• % inspected within time.



E1.5 Process Section 149(2) Planning Certificates within 10 working days

E1.5.1 Quarterly monitoring of processing from application registration statistical data.

• Number processed within 10 working days

E1.6 Keep planning appeals to a minimum

E1.6.1 Quarterly monitoring of statistical data. • Number of appeals recorded and appeals as % of applications determined

E1.7 Comply with statutory requirements and responsible administrative practices in the keeping of planning, building and development records

E1.7.1 Quarterly monitoring of statistical data. • Completion of registrations, referrals, notifications and receipt of internal referrals within target dates

E1.8 Development is undertaken to approved standards.

E1.8.1 Undertake mandatory inspection of approved developments where notified, to ensure compliance with conditions of consent where Council is the nominated Principle Certifying Authority E1.8.2 Unauthorised developments are followed up where detected

• % of applications inspected. • % of final occupation certificates issued

following inspections • Issue Infringement Notices • Seek compliance where appropriate

E1.9.1 Area surveillance and visual appraisal E1.9.2 Approvals for places of Public Entertainment and Shared Accommodation E1.9.3 Change of use applications

• Notices/Orders issued. • Register updated within 21 days of

approvals being issued • Place of Public Entertainment • Shared Accommodation

E1.9 Ensure existing buildings/structures achieve the required level of access, fire safety, structural stability and health and amenity, appropriate to their use.

E1.9.4 Fire Safety Audits E1.9.5 Annual condition assessment

• Inspections completed by February • Proposed maintenance program submitted

for budget consideration • Current maintenance program completed

E1.10 Process Subdivision Certificates within 28 days fully compliance with development consent

E1.10.1 Quarterly monitoring of statistical data. • % of applications processed


OBJECTIVE E2 To achieve the planning objectives of the Council and those set out in the EP & A Act 1979

the North Coast Regional Environmental Plan and Council's adopted strategies by managing growth that promotes innovative and economically sustainable development that can be serviced at a minimum cost to the community.


E2.1 Prepare Local Growth Management Plan (LGMP)

E2.1.1 Review and prepare new Strategies for rural-residential land release areas, employment lands, residential areas, and rural lands in accordance with the Mid North Coast Regional Plan and incorporate into the LGMP`

• Employment lands review underway and to be completed by July 2010.

• Residential land release area review to commence upon completion of the employment lands review.

• The rural lands strategy to commence when funds/resources are available.

E2.2 Prepare LEP for the Valla Growth Area (VGA).

E2.2.1 Review, co-ordinate and prepare various environmental studies, master plan, Local Environmental Study (LES) and Development Control Plan (DCP) required to undertake LEP amendment to rezone land identified in the VGA.

• Studies, master plan, LES and DCP completed as funds become available.

• Studies/projects underway include: flood study; employment lands review; flora and fauna assessment; and, Aboriginal Cultural Heritage assessment.

• Other studied/projects to commence when funds and resources are available.

E2.3 Prepare a new consolidated Development Control Plan (DCP)

E2.3.1 Review, amend and consolidate all Council’s current DCPs.

• Draft prepared. Final draft to be completed and adopted before NLEP 2009 is gazetted.

E2.4 Prepare new shire-wide Local Environmental Plan (LEP).

E2.4.1 Prepare written documents and maps in accordance with the State Government’s Standard Template LEP.

• Exhibition of draft plan completed. • Report on submissions to Council by

March 2010. • Council process completed by April 2010.


OBJECTIVE E3 To develop and implement procedures to enable the effective detection of non-compliance and to ensure

compliance and provide clear, reliable and relevant information for Council and the community on the State of the Environment and within approved allocation of resources

Strategy Action MEASUREMENT TOOLS & KPI’s E3.1 Prepare annual State of Environment Report or Supplementary Reports

E3.1.1 Consult with Community & key stake, Government Departments prior to preparation of Draft Report E3.1.2 Co ordinate input by staff, community groups and Government agencies E3.1.3 Update statistical information in report

• Consultation to be completed with key interest groups & community by 31 August annually

• Draft report to be completed 30 September and presented to Council in October annually.

• Final report to go on Council's website • Submitted to DLG with Council's Management

Plan by 28 November annually E3.2 To promote the ecological sustainability of the Shire through identification, preservation, protection, restoration & enhancement of environmentally sensitive areas and values

E3.2.1 Completion of programs as outlined in annual SoE Report, Estuary Management Plan, Environmental Levy program and community environmental programs that relate to area of responsibility grants and budget allocation E3.2.2 List of projects undertaken by Council • Riverbank Stabilization • Water Monitoring Program • Flood Studies • Deep Creek • Coastal Management Plan • Newee Creek • Gumma Wetlands • Beer Creek • Rainwater rebate scheme • LGSA Sustainable choices Program membership • Cities for Climate Protection membership and actions • Adaptation Action Plan for Climate Change

• Works completed as per approved program & budget allocation.

• Monitoring ongoing programs to improve environment

• Work with Community Groups and organisations to achieve positive outcomes in local areas

E3.3 Promote ecologically sustainable development

E3.3.1 Progressive application of the principles of ESD to Council’s LEP and related environmental policies E3.3.2 Vigorous assessment of Developments to ensure minimum impacts are achieved on built and natural environment as a result of the development

• Ongoing inclusion in revised and new policies • Documents identified where principles included • Standard of Development Approvals & condition

applied • Compliance with development standards &

conditions of consent • Monitoring of ongoing compliance conditions


OBJECTIVE E4 To protect and where possible enhance the natural environment through ensuring a regular, cost effective and environmentally responsible waste management system


E4.1 Provision of Kerbside recycling

E4.1.1 Coffs Coast Waste to provide kerbside collection and processing E4.1.2 Provide local transfer station

• Kerbside collection of domestic recycling, organics and mixed waste transported to Coffs Harbour for processing and resource recovery

• Transfer and processing of commercial waste stream

• Provision of separate bulk bins or collective areas for each waste type and transfer to Coffs Harbour for processing and resource recovery at Nambucca Waste Facility

E4.2 Maintain an operational local waste facility for non-perishable or inert waste

E4.2.1 Design and construction plans regularly revised for future cell construction E4.2.2 Landfill inert waste locally E4.2.3 Reprocess concrete and masonry

• Annual review of needs

E4.3 Achieve acceptable environmental outcomes for the waste facilities

E4.3.1 Meet Licence conditions • Monitoring results, percent compliance with DECC (EPA) licence.

E4.4 Rehabilitate filled waste disposal areas

E4.4.1 Cover cells after being filled to capacity • Compliance with licence conditions


OBJECTIVE E5 To maintain and improve urban streets beautification by ensuring that the footpaths and gutters are clean and free of litter


E5.1.1 Regular servicing of street and park litter bins • Supervisor(s) to inspect and assess standard achieved twice in a year in March and September

E5.1.2 Regular cleaning of commercial areas in Nambucca Heads, Bowraville, Scotts Head, Valla Beach and Macksville

• Supervisor(s) to inspect and assess standard achieved twice in a year in March and September

E5.1 Maintain an acceptable level of street and park cleanliness litter control and street cleaning

E5.1.3 High profile areas swept by specialised vehicle twice per year

• Complete in December and May

OBJECTIVE E6 To provide sufficient resources to ensure safe and healthy public convenience


E6.1 Public Conveniences are clean, healthy and safe and are accessible to the public

E6.1.1 Daily servicing of public conveniences E6.1.2 Quarterly pressure cleaning of public conveniences E6.1.3 Respond to Complaints

• Cleaning recorded in Maintenance Management System

• Supervisor(s) to inspect and assess standard achieved

• Reduction in number of complaints received


OBJECTIVE E7 To enhance the environment by planting and maintenance of trees on public land


E7.1 Manage number of trees in streets and parks

E7.1.1 Prepare tree planting program • Program proposed by Parks and Reserves Supervisor. Council to approve

• Trees planted in accordance with adopted programs

• Species have minimal impact on assets E7.2.1 Inspect and act on dangerous trees (remove / lop / advise complainant)

• Inspection within one week of complaint in accordance with Council’s Policy

E7.2.2 Maintain a register of all unsuitable trees for programmed removal or lopping

• Maintain or remove based on priorities and available funds on recommended removals

E7.2.3 Carry out an annual maintenance program by qualified contractor

• Program completed by December

E7.2 Maintain trees in public places to ensure safety of people and minimise property damage

E7.2.4 Replace trees removed with more appropriate species taking into account location, powerlines, visibility etc

• Species meet guidelines of Country Energy and Water and Sewer requirements

E7.3 Protect trees from and respond to deliberate damage of trees on public land

E7.3.1 Develop a strategy of public awareness. Reward information resulting in conviction. The issuing of fines. E7.3.2 Implement strategy to counter vandalism

• Media Release at least once a year advising of $5,000 reward

• Reported and/or detected tree damage investigated and actioned including warning letters or fines in accordance with Council’s Policy


OBJECTIVE E8 To protect and where possible enhance the natural environment by reducing the pollutant load on creeks and rivers by implementing the Stormwater Management Plan


E8.1 Maintain Gross Pollutant Traps (GPT) provided on main drainage lines

E8.1.1 Stormwater treatment devices inspected after every 100mm of rain or every month, which ever comes first and undertake programmed maintenance

• Inspection undertaken and recorded in Maintenance Management System

• Gross pollutant traps cleaned and debris removed at intervals not exceeding 6 months

OBJECTIVE E9 To protect the health of the community and viability of agricultural land from the invasion of land by noxious weeds


E9.1 Control noxious weeds on private land

E9.1.1 Inspector to physically visit properties and if required letter of advice, Section 18 or 20 Notice issued or fine imposed

• Inspect minimum number of properties per annum as required by grant conditions.

E9.2.1 Inspect Council owned land as required and utilise appropriate control methods to reduce noxious weeds

• Net reduction in noxious weed infestations • Compliance with Pesticides Use

Notification Plan

E9.2.2 Map areas of infestation • Develop the process to digitally locate and record locations

E9.2 Control noxious weeds on Council controlled land

E9.2.3 Apply for Noxious Weeds Grant • Noxious Weed Grant application submitted in May

Economic Development Today and tomorrow Its exciting times for the Nambucca Valley as the dominance of the traditional agricultural industries of dairy farming, beef cattle and forestry as well as the traditional service industry of tourism is being challenged by a burgeoning manufacturing industry. Since 2000, a total of 37 business investment projects have been facilitated by both Council and the Department of State and Regional Development. These projects have resulted in over $26m in new business investment and a total of 446 new jobs created or retained.

Niche manufacturing has emerged as a key industry sector and economic driver of the Nambucca Valley. This has been led by the emergence of a vehicle body manufacturing cluster with some 126 people employed directly by the cluster group companies.

In late 2008, Abigroup Contractors Pty Ltd constructed an $8m factory to manufacture pre-stressed concrete products used for building bridges. The factory employs approximately 50 people.

Future development of industry, retail and services is guided by the Invest Nambucca Strategy and Council’s Structure Plan. The Structure Plan identifies future employment lands within the Shire, identifies new retail/commercial sites, new bulky goods and future industrial land.

Business investment comes from four main sources:

• Expansion of existing business • New business start ups • Footloose business relocations • Companies expanding operations into a region to exploit local demand

Increased professionalism in investment marketing and project facilitation through the Invest Nambucca Strategy is having a real impact on the ability of the Nambucca Valley to secure footloose business investment and assisting existing Nambucca businesses with their expansion projects. The momentum of growth and manufacturing capacity within the industrial estates in the Valley is now creating desirable manufacturing support services.

Council’s role Council’s role in economic development includes: • Investment attraction: Facilitation and development,

Business expansions, Relocations and start-ups • Business development: Seminars Workshops,

Client management to help businesses grow • Industry development: Sector wide approaches

such as clustering/networking, • Infrastructure provision: Ensuring appropriate

infrastructure to support growth industries

Find out more… Related Council planning documents Economic Development plan

A thriving and diverse business community, increased opportunities for youth, industry groups work collaboratively, The Nambucca Valley is a desirable tourism destination for leisu

economic development

2030 Targets

3.1 Have a thriving and diverse business community 3.2 Increase opportunities for youth 3.3 Work collaboratively with Industry Groups 3.4 Promote the Nambucca Valley as a desirable Tourist destination for leisure and

business-based tourism 3.5 Promote and develop a technology industry base 3.6 Ensure zoned commercial land meets demand 3.7 Ensure economic development meets both social and economical requirements 3.8 Develop and support Niche industries


3.1 Have a thriving and diverse business community

3.1.1 Pursue new and diverse industries and businesses for the area 3.1.2 Assist development of local business through partnerships 3.1.3 Promote and develop opportunities to enhance skills development and marketing

for existing business

3.2 Increase opportunities for youth

3.2.1 Promote the availability and benefits of providing apprenticeships and traineeships to industries and businesses

3.2.2 Promote education and training facilities providing employment related training

eg Nambucca Heads High School Skills Centre 3.2.3 Advocate opportunities for mentoring and skills sharing arrangements

3.3 Work collaboratively with industry groups

3.3.1 .Promote opportunities for commercial collaboration and resource sharing through networking industry cluster development


3.4 Promote the Nambucca Valley as a desirable tourist destination for leisure and business-based tourism

3.4.1 Work with local tourism bodies to develop and promote the local industry 3.4.2 Lobby State and Federal Tourism funding bodies for funding 3.4.3 Employ Tourism staff to support industry growth 3.4.4 Collaborate with surrounding LGA’s 3.4.5 Provide and promote opportunities for the community to participate in arts, culture,

sports and recreation 3.4.6 Develop partnerships to support the establishment of Bowraville as a cultural precinct

3.5 Promote and develop technology industry base

3.5.1 Develop partnerships to aid access to appropriate technology

3.6 Ensure zoned commercial land meets demand

3.6.1 Ensure Land Development Committee is abreast of the need to have suitable land zoned for industrial development

3.7 Ensure economic development meets both social and environmental requirements

3.7.1 Economic development planning is linked to relevant Council planning policies including the Social Plan, State of the Environment Report, Aboriginal Cultural Heritage Management Plan and Cultural Plan

3.8 Develop and support niche industries

3.8.1 Establish partnerships to assist development of niche industries, cultural industries, niche agriculture, organics industry

3.8.2 Assist the acquisition of funding for business development


Monitoring

Key partnerships: Department of State and Regional Development, Regional Development Board, Chambers of Commerce, Nambucca Valley Tourism Association, Mid North Coast Tourism, Nambucca based industry clusters, TAFE North Coast Institute, Southern Cross University, Nambucca Heads High School Skills Centre, Job Network members, CTC Bowraville, Planning Department, key industry networks Reports and resources: State of the Environment Plan, Local Environmental Plan, Economic Development Management Plan, Social Plan Key internal staff: Manager Business Development




Strategies for 2010-2015 OBJECTIVE

ED1 Represent the Nambucca Shire Council & Nambucca Valley Tourism Association as the member for the shire sitting on the Regional Tourist Organisations committee to promote the Council area as a desirable tourist or visitor destination. Provide an efficient and relative tourism information service


ED1.1.1 Coordinate the tourism admin officer to continually update displays and presentation material at the Visitor Information Centre ED1.1.2 Promote booking services

ED1.1.3 Train and support Visitor Information Centre Volunteers

ED1.1 Ensure the services of the Visitor Information Centre are well utilised

ED1.1.4 Develop visitors guides & marketing material for the Visitor Information Centre

Increased visitation and enquiries to the Centre

ED1.2.1 Provide professional development support in coordination and expansion of local events and festivals

• Expansion of existing and development of new events and festivals

ED1.2.2 Encourage participation of tourist association in promotions and events that advertise and promote tourism for Shire

• Promotional material distributed • Events attended

ED1.2 Active and supportive participation in local and regional marketing and events

ED1.2.3 Contribute to and participate in regional tourism activites/events

• Participate in regional activities/events



OBJECTIVE ED2 To foster local employment opportunities and economic self-sufficiency by promoting the Council area as a desirable location for economic development


ED2.1

Attract new business

ED2.1.1 Service all business and investment enquiries received ED2.1.2 Seek out and encourage new investment opportunities

• Number of enquiries received • Business and employment opportunities

created ED2.2 Provide quality business information to promote and expand Economic Development

ED2.2.1 Maintain database of economic information and development opportunities ED2.2.2Develop economic development information service on Website ED2.2.3 Maintain and expand various brochures, kits, promotional material for business and industry development

• Database current • Maintain & update Website developed. • Material relevant and distributed.

ED2.3 Liaise with business and industry with the Shire to assist their sustainability and growth

ED2.3.1 Maintain links with Department of State and Regional Development and develop links with other relevant government and non Government organisations ED2.3.2 Regular meetings with existing business

• Existing relationships maintained and new networks established

• Meetings held

ED2.4 Participate in local and regional promotions etc

ED2.4.1 Attend relevant festivals, events, promotions and exhibitions • Attendance at relevant events etc

ED2.5 Apply for and secure grant funding from other State and Federal government agencies for project development within the shire.

ED2.5.1 Search for and apply for grant funding to fund development projects within the shire ED2.5.2 Train the community organisations by workshop/ seminars to apply for available grant funding from other government agencies

• Number of grants secured • Financial amount of funds gained • Number of successful community grants

delivered



Strategy

Action MEASUREMENT TOOLS & KPI’s

ED2.6 Further develop Macksville cattle sales yards

ED2.6.1 Continue to develop and improve the condition of Macksville sales yards ED2.6.2 Continue to achieve high workplace OH&S standards at the facility

• Implement a traffic management plan • OH&S audit of saleyards • Conduct an OH&S workshop

ED 2.7 Further develop Macksville Aquatic Centre under one management structure

ED2.7.1 Continue to develop and improve the condition of Macksville Aquatic Centre ED2.7.2 Continue to achieve a high workplace OH&S standard at the facility

• Prepare new tender for long term contract for the operation of the Aquatic Centre

• Finalise long term development plan for the Aquatic Centre



OBJECTIVE ED3 Ensure a diversity of residential and industrial and throughout the Shire to meet all growth demand


ED3.1 Maintain adequate supply of land stock for residential and industrial development

ED3.1.1 Review land stock and identify good quality real estate for development ED3.1.2 Complete a Property Land Development Strategy identifying existing land and future potential for residential and industrial land development opportunities

• Land stock • Land sales • Strategic land purchases

ED3.2 Prepare and report to development proposals for Council’s owned land to Council

ED3.2.1 Review existing land stock, identify impediments for development and prepare for sale

• Land ready for sale or future development

ED3.3 Prepare Hyland Park residential subdivision for sale

ED3.3.1 Evaluate englobo sale -v- in house development

• Subject to property market, Hyland Park residential subdivision being sold

Infrastructure Today and tomorrow As at 30 July 2009, the major infrastructure managed by Council included the following: Roads Urban Roads 103.34 km Non-Urban Sealed Roads 211.85 km Non-Urban Unsealed Roads 349.00 km Regional Roads 35.66 km Other 1.5 km Total Roads 701.35 km Bridges Timber bridges and major culverts 154 with a combined length of 2398.9 m Concrete bridges and major culverts 40 with a combined length of 1880.4 m Water Supply No of reservoirs 13 Pump stations 2 Trunk mains 61 km Reticulation mains 126 km Sewerage System No of treatment works 4 Pump stations 51 Reticulation mains 129 km Rising mains 25 km Public Halls Public halls operated by Council or Committees of Management 15 Libraries 2 Swimming Centres 1 Amenities Blocks 11

Secure water supply, integrated water cycle, public recreation, public amenities, public places, transport, a safe and reliable network of roads to deliver residents from home to the community

infrastructure

Key achievements in the past 5 years have been an accelerated $5m program of urban street and rural road rehabilitation and bridge reconstruction. As at 30 June 2010, $5m had been applied to this program. Over 60% of $5m program was directed to bridge replacement so that at the completion of the program, the number of bridges being in poor condition dropped to 14 and the majority of load limits removed. The implementation of the Coffs Coast Waste Strategy which has lifted the local government area to best practice waste management continues to meet goals by reducing disposal to landfill and increasing recovery re-use and recycling. Being planned, is the largest infrastructure project ever undertaken by the Council being a 5,500 megalitre off stream water storage at Bowraville. The dam will secure the Valley’s water supply for both drought and forecast population growth. The dam has an estimated capital cost of $54m in 2011/2012 dollars. It is expected that tenders for construction will be called in 2010. in the meantime a range of pre-construction activities are underway, including assessment of the borefields, environmental impact, project design and storage design.

Council’s role Council’s role in the management of infrastructure includes: • Roads and bridges construction and maintenance • Drainage construction and maintenance • Parks • Sporting fields • Traffic management • Fleet management • Noxious plants • Emergency services • Works Depot • Street lighting • Water supply • Sewage services • Design • Asset maintenance • Project management for Council building projects • Property survey • Engineering assessment of DA’s • Building maintenance • Waste management

Find out more… Related Council planning documents

Secure water supply, integrated water cycle, public recreation, public amenities, public places, transport, a safe and reliable network of roads to deliver residents from home to the community

infrastructure

2030 Targets 4.1 Provide and maintain a comprehensive and safe road network together with

associated infrastructure for the Shire 4.2 Provide and maintain assets which meet the needs of the Shire 4.3 Provide a water and sewerage supply which meets Government standards and is

in accordance with an approved Integrated Water Cycle Management Strategy


4.1 Provide and maintain a comprehensive and safe road network together with associated infrastructure for the Shire

4.1.1 .Develop and implement appropriate planning documents relating to the provision maintenance and upgrading of the shire’s road network and related infrastructure.

4.1.2 .Review regularly the following related policies:

• Infrastructure Management Plan • Road Hierarchy Policy • Kerb and Gutter Policy • S94 Contribution Plans • Asset Management Plan (road & bridge infrastructure aspects)

4.2 Provide and maintain assets which meet the needs of the Shire

4.2.1 .Establish and maintain a comprehensive asset register and asset management system

4.2.2 .Review regularly the following related policies: • Asset Management Plan (relevant aspects of) • S355 committee of management policy

infrastructure

4.3 Provide a water and sewerage supply which meets Government standards and is in accordance with an approved Integrated Water Cycle Management Strategy

4.3.1 .Review regularly the following related policies:

• IWCM • Drought Management Strategy • S96 Contribution Plans • Trade Waste Backflow Prevention

Monitoring

Key partnerships: Surrounding Councils, RTA Reports and resources: Customer service surveys, customer complaints, accident and incident reports, Impact of droughts restrictions on industry, Management Plan Key internal staff: Directors, Managers and Administrative Support Officers

infrastructure

Strategies for 2010-2015 infrastructure


OBJECTIVE I1 To provide and maintain parks, gardens, playgrounds and sporting fields that satisfy the active and passive needs of the community


I1.1 Maintain sporting grounds to service existing needs

I1.1.1 Maintain playing surfaces to an acceptable standard by mowing, aeration and fertilisation

• Accomplishment recorded in Maintenance Management System

• Review with the Committee of Management

I1.2.1 Playgrounds are maintained in a safe condition and conform to Australian Standards

• No inspection more than 12 months old. • Damaged equipment repaired, closed,

removed or replaced as appropriate

I1.2 Parks meet the passive recreational needs to the community

I1.2.2 Parks maintained to an acceptable standard • Maintenance program completed • Emergency repairs carried out

OBJECTIVE

I2 To provide safe and healthy swimming pool and facilities within allocated resources


I2.1 Maintain water quality

I2.1.1 Testing and recording of water a minimum of twice per day

• Test results compared to Health Department Standards/Guidelines

I2.2 Improve pool facilities and maintenance requirements

I2.2.1 Asset Management Plan • Ongoing improvement funding • Meet OH&S Standards and WorkCover safety

requirements I2.3 Water safety guidelines

I2.3.1 Seasonal review of Management Plan with pool management

• Compliance with State guidelines and legislation


OBJECTIVE I3 To maintain and develop the urban and rural road network


I3.1 Rural road bitumen sealed network to be maintained in accordance with the Road Hierarchy Policy

I3.1.1 Pavements inspected to monitor maintenance requirements I3.1.2 Pavements inspected to determine the current condition rating in setting forward plans and future financial commitments I3.1.3 Completed maintenance works are recorded in a Maintenance Management System

• Programmed Maintenance carried out. Reactive maintenance prioritised

• Emergency maintenance carried out with a priority for roads with high traffic counts

• Ratings reviewed each 12 months by December • Review the forward plans by February each year

for adoption in the next budget • A rolling program of traffic counts is carried out to

provide data on priorities based on vehicle use • Staff submit weekly reports with timesheets

I3.2 Rural road gravel network to be maintained in accordance with the Road Hierarchy Policy

I3.2.1 Pavements inspected to monitor maintenance requirements I3.2.2 Completed maintenance works are recorded in a Maintenance Management System

• Programmed Maintenance carried out. Reaction maintenance prioritised


• A rolling program of traffic counts is carried out to

provide data on priorities based on use • Staff submit weekly reports with timesheets



I3.3 Urban streets to be maintained in accordance with the Road Hierarchy Policy

I3.3.1 Pavements inspected to monitor maintenance requirements I3.3.2 Pavements inspected to determine the current condition rating in setting forward plans and future financial commitments. I3.3.3 Completed maintenance works are recorded in a Maintenance Management System

• Programmed Maintenance carried out. Reactive maintenance prioritised


• Ratings reviewed each 12 months by

December • Review the forward plans by February

each year for adoption in the next budget • A rolling program of traffic counts is carried

out to provide data on priorities based on vehicles use

• Staff submit weekly reports with timesheets



I3.4 Bridges

I3.4.1 Bridges are inspected completely every 2 years to determine the bridge condition and the risk rating to set forward plans I3.4.1 Bridges in poor condition (4 and 5) are inspected every year to ensure adequate maintenance is provided I3.4.1 Bridges with load limits are inspected 3 times a year to ensure that they remain safe to use

• Record the inspections in the Asset Register

• Review the forward plans by February

each year for adoption in the next budget • Record the inspections in the Asset

Register • Record the inspections in the Asset

Register

I3.5 Road Construction

I3.5.1 Only undertake the extension of the bitumen road network for sections that can be demonstrated to have undergone a significant change that warrants expenditure

• Review changes in the road network by February each year to determine if any road construction sites have priority over maintenance


OBJECTIVE I4 To maintain and extend the footpath network


I4.1.1 Carry out annual inspections of 100% of footpath network • Inspections completed and details recorded in Maintenance Management System

I4.1.2 Prepare a list of reconstruction priorities • Priorities presented to Council in conjunction with annual budget

I4.1.3 Maintenance program to address damaged section and trips

• Progressive improvement of path network

I4.1 Render footpaths safe for use by pedestrians

I4.1.4 Emergencies • Inspect within 24 hours

I4.2 Provide new footpaths in high usage areas

I4.2.1 Construct the adopted program • List projects completed quarterly

I4.3 Maintain footpaths within CBD areas in a clean and aesthetically pleasing condition

I4.3.1 Pressure clean footpaths once a year in Bowraville, Macksville and Nambucca Heads CBD’s

• Pressure cleaning completed in November


OBJECTIVE I5 To provide car parking areas that are well maintained and adequate in number


I5.1 Provide adequate number of spaces

I5.1.1 Ensure new developments provide required number of car spaces as per Council’s off-street parking code I5.1.2 Prepare long term parking plan for Central Business areas

• Car park space numbers greater than or equal to Council’s off-street parking code

• Car parking strategy plan incorporated into

a Section 94 contribution plan I5.2 Maintain carpark

I5.2.1 Provide biannual remarking of lines and regular intermediate inspections I5.2.2 repair bitumen surface I5.2.3 Maintain landscaping by weeding and replanting as necessary

• Complete no later than December biannually or as necessary

• Pothole patch at least quarterly • Maintained twice a year by September and

March


OBJECTIVE I6 To provide shelters to protect bus commuters from extreme weather and provide bus standing areas clear of carriageway at school bus stops on Rural sealed roads.


I6.1 Install shelters at all locations where the minimum number of commuters is ten (10)

I6.1.1 Annual review based on statistics from bus operators • Minimum of one new shelters provided or upgraded annually if required

OBJECTIVE I7 That Council provide and maintain sufficient boat ramps to meet community expectations


I7.1 Maintain ramps in operational condition

I7.1.1 Monthly inspection I7.1.2 Repair damage to concrete surface by August I7.1.3 Pressure clean ramps on a monthly basis

• Inspection carried out and recorded in Maintenance Management System

• Maintenance completed by August • Monthly cleaning completed and

accomplishment recorded in Maintenance Management System


OBJECTIVE I8 To ensure the community has access to water supply that meets current and future demand


I8.1 Provide a cost effective water supply system at equitable charges

I8.1.1 Regular maintenance and improvements to the system • Annual operating cost/connection are competitive in the Local Government Comparators

• Average annual account / connection are competitive in the Local Government Comparators

I8.2 Provide a quality water service

I8.2.1 Effective treatment and maintenance of the system I8.2.2 Timely responses to emergencies

• 100% compliance with Microbiological, chemical and Pesticide Guidelines

• Staff arrive within 2 hours

I8.3.1 Construction of new infrastructure that caters for growth • New urban developments are able to be serviced

I8.3 Provide for future growth

I8.3.2 Construction of off-stream water storage • Progress made against the Project Development Plan


OBJECTIVE I9 To ensure that the community has a sewerage service that collects and treats waste now and into the future


I9.1 Provide a cost effective sewerage service at equitable charges

I9.1.1 Regular maintenance and improvements to the system • Annual operating costs/connection are competitive in the Local Government Comparators

• Average annual account/connection are competitive in the Local Government Comparators

I9.2 Provide a quality sewerage service and protection of the environment

I9.2.1 Effective treatment and maintenance of the system I9.2.2 Timely responses to emergencies

• 100% compliance with EPA requirements and licence conditions

• Staff arrive within 2 hours

I9.3 Provide for future growth

I9.3.1 Construction of new infrastructure that caters for growth and changing standards

• All new developments are able to be serviced

Leadership Today and tomorrow The Nambucca Shire Council consists of nine Councillors who lead decision making in the community. The Councillors are supported by a General Manager, two Directors and ten Managers. As at 31 December 2009 the functions of Council were undertaken by 122.2 equivalent full time staff. In 2030 it is likely there will be significant change to the functions and scope of the local government authority which represents the Nambucca Valley. This prediction is based on the rate of change in local government in Australia over the past 20 years caused by a range of factors, not the least of which is a continuing decline in revenue and expenditure relative to the other levels of government. What this means for Council is that it must be flexible and adaptable to change with the interests of the Valley’s residents rather than the corporation being paramount. Role of the Mayor Councillors and General Manager The role of the Mayor: • to exercise, in cases of necessity, the policy-making functions of the governing body

of the Council between meetings of the Council; • to exercise such other functions of the Council as the Council determines; • to carry out the civic and ceremonial functions of the mayoral office. The role of a Councillor: As a member of the Council: • to direct and control the affairs of the Council in accordance with the Local

Government Act; • to participate in the optimum allocation of Council’s resources for the benefit of the

area; • to play a key role in the creation and review of the Council’s policies and objectives

and criteria relating to the exercise of the Council’s regulatory functions; • to review the performance of the Council and its delivery of services, and the

management plans and revenue policies of the Council.

Policies and procedures, customer service, risk, organisational structure, community representation, the council and its community support and celebrate open government where public leadership

The role of a Councillor: As an elected person: • to represent the interests of the residents and ratepayers; • • to provide leadership and guidance to the community; • • to facilitate communication between the community and the Council. Functions of the General Manager: The general manager is generally responsible for the efficient and effective operation of the Council’s organisation and for ensuring the implementation, without delay, of decisions of the Council. The General Manager has the following particular functions: • the day-to-day management of the Council; • to exercise such of the functions of the Council as are delegated by the Council to the

General Manager; • to appoint staff in accordance with an organisation structure and resources approved

by the Council; • to direct and dismiss staff; • to implement the Council’s equal employment opportunity management plan. The General Manager has such other functions as may be conferred or imposed on the General Manager by or under the Local Government or any other Act.

Find out more… Related Council planning documents Organisational structure Council website

leadership

2030 Targets 5.1 Support open government and encourage public participation in all aspects of

Local Government 5.2 Ensure that the community understands and values the role of Councillors 5.3 Ensure that the community understands and values the role of Council staff 5.4 Develop core values which reflect the needs and aspirations of the community 5.5 Deliver services and manage resources in accordance with Council’s core

values 5.6 Develop and maintain risk management strategies 5.7 Ensure the council workforce is appropriately skilled with maximum

opportunities for job satisfaction 5.8 Utilise technology as an effective means of interacting with the community


5.1 Support open government and encourage public participation in all aspects of Local Government

5.1.1 Meet all requirements of relevant Acts and council policies relating to open government and public participation

5.1.2 Undertake regular statistically representative community surveys and targeted

surveys as required 5.1.3 Enable broad community participation on Council Committees and working groups 5.1.4 Inform the community through various council publications and media

5.2 Ensure that the community understands and values the role of Councillors’

5.2.1 Inform the community of Councillors’ roles and responsibilities 5.2.2 Encourage public attendance at Council meetings and events 5.2.3 Encourage community members to consider standing for public office

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5.3 Ensure that the community understands and values the role of Council staff 5.3.1 Inform the community of Council staff’s role and responsibilities 5.3.2 Encourage public attendance at Council meetings and events

5.4 Develop core values which reflect the needs and aspirations of the community 5.4.1 Establish Council’s core values through community consultation and participation 5.4.2 Review regularly Council’s core values 5.4.3 Inform the public of Council’s core values 5.4.4 . Implement Council’s Workplace Equity and Diversity Strategy which seeks to achieve

a workforce composition which more closely reflects the characteristics of the community we serve

5.5 Deliver services and manage resources in accordance with Council’s core values 5.5.1 Review regularly Council’s policies, procedures and plans to ensure they reflect

Council’s core values

5.6 Develop and maintain risk management strategies

5.6.1 Develop and distribute risk management templates to committees of management 5.6.2 Undertake consistent approach to planning risk management strategies throughout Council 5.6.3 Plan for risk in all facets of Council service delivery and operations 5.6.4 Implement ongoing staff training in risk management

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5.7 Ensure the Council workforce is appropriately skilled with maximum opportunities for job satisfaction

5.7.1 Implement staff satisfaction survey at least once every four years 5.7.2 Implement ongoing staff training activities 5.7.3 Maintain work appraisal processes 5.7.4 Involve staff in corporate change processes

5.8 Utilise technology as an effective means of interacting with the community 5.8.1 Promote Council website in all promotional materials 5.8.2 Update council website on an ongoing basis 5.8.3 Provide online functions which meet community need and encourage use of the

website (eg local statistics, reports for use in funding applications) 5.8.4 Become an online portal to the community by providing links to local websites service

guides and directories

Monitoring

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Key partnerships: Surrounding Councils Reports and resources: Customer service surveys, customer complaints, staff appraisals, human resources data, employee survey, Workforce Plan Key internal staff: General Manager, Mayor, Councillors, Directors and Managers

Strategies for 2010-2015 leadership

Strategies for 2010-2015 OBJECTIVE L1 Develop strategic corporate and financial planning objectives that reflect the reasonable

expectations of the Community


L1.1 Ascertain community values so as to prepare a long term strategy plan

L1.1.1 Undertake community survey • Community survey to be undertaken in 2010

• Community survey to be carried out every three years

L1.2 Develop a long term strategic plan for the community

L1.2.1 Commence implementation of the integrated planning and reporting legislation and the preparation of a 25 year community strategic plan.

• New plans to be in place by 30 June 2012

L1.3 Develop a long term asset management plan

L1.3.1 Implement an asset management system to meet corporate, financial and community requirements for asset maintenance, asset renewal and asset upgrades and asset acquisition

• Asset management plan completed prior to 30 June 2012

• Asset revaluations completed in accordance with Department of Local Government requirements

L1.4 Review Council's policies and delegations

L1.4.1 Review and update policies and delegations • Removing redundant policies from Council’s register during 2010/2011.

L1.5 Action recommendations arising out of 2007 Promoting Better Practice Review

L1.5.1 Action plan submitted to Council for adoption • Progress in accordance with Action Plan • Response from Division of Local

Government to progress report required by 30 April 2010.


OBJECTIVE L2 Refine and maintain processes to deliver timely and accurate information to Council and the Community


L2.1 Make management plan more accessible to the public

Prepare summary of management plan to be made available to the community via Council’s website and on request

• Summary document is prepared for 2010/2015 Management Plan

L2.2 Advise community of Council activities

Issue a newsletter with the 2010/2011 rates notice • Accurate and easy to read newsletter issued with rates notice

OBJECTIVE L3 Ensure the timely provision of financial advice and information to support Council’s decision making processes.


L3.1 Prepare a long financial plan L3.1.1 Prepare a 10 year financial plan which incorporates estimates for growth in revenue and grants, planned capital projects including asset management, and projected operational expenditure

• To be prepared as part of integrated planning and reporting requirements due by 30 June 2012.

L3.2 Maximise return on investment portfolio

L3.2.1 Invest funds not committed to short term works and services in accordance with Council’s Policy and strategy and independent advice incorporating amendments to Ministerial Order as a result of Review of NSW Local Government Investments

• Investment returns comparable with benchmarks that are monitored and revised in light of current economic climate in accordance with Council’s Investment Strategy


OBJECTIVE L4 To sustain a high level of customer satisfaction through consistent quality service delivery


L4.1 Improve Customer Service L4.1.1 Customer Service training for front line staff and then all staff L4.1.2 Full implementation and reporting on Merit customer request system

• Customer service training provided to new front line staff

• Management reporting on Merit customer request system

OBJECTIVE L5 Implement policies, procedures, practices and initiative in the workplace and public environments to improve safety and protect Council’s assets.


L5.1.1 Deliver relevant training and effective awareness programs to staff on workplace safety

• Induction of staff • Number of training and awareness

programs conducted. • Number of work related claims or reported

incidents L5.1.2 Conduct regular safety audits of work sites • Ten (10) safety audits conducted

• Level of compliance • Staff awareness

L5.1.3 Develop and maintain relations with external service providers to ensure legislative compliance and awareness of latest developments in risk management

• Attendance at Risk Management Group and Safety Group meetings.

• Legislative compliance • Policies and procedures are reviewed in

response to legislative requirements and industry developments

L5.1 Maintain a Strategic Risk Management Program

L5.1.4 Carry out risk assessment and analysis • Safety Management Plans and Safe Work Methods Statements, Standard Operating Procedures and Hazard Identification Forms under review


OBJECTIVE L6 Serve the Council with current, cost effective and responsive information technology


L6.1 Replace Council’s corporate software as it will not continue to be developed

L6.1.1 Implement new Authority corporate software • Implementation “milestones” • “Go live” date for Authority software set at

5 July 2010. L6.2 Business Continuity – Disaster Recovery

L6.1.2 Purchase, install and implement appropriate equipment and communications infrastructure in identified DR Site

• System installed and tested

L6.3 Asset Management software implementation

L6.1.3 Determine organisational requirements for Asset Management applications. L6.1.4 Evaluate and implement suitable software

• Evaluation completed • Implementation

L6.4 Intranet Implementation

L6.1.5 Implement intranet software Establish management group for the intranet site and its contents

• Intranet available to staff

L6.5 Access, Anywhere, Anytime

L6.1.6 Investigate requirements and technologies for remote access to Council systems

• Identify requirements

L6.6 Information Systems Directory & Governance

L6.1.7 Establish forum to review Strategic Information Technology requirements

• Prioritise Identified Strategies


OBJECTIVE L7 Implement and maintain appropriate human resource management practices to provide human resources management


L7.1 Enhance Council’s ability to attract and retain quality staff

L7.1.1 Implementation of the Workforce Plan L7.1.2 Use benchmark data to develop regionally competitive remuneration packages for positions where there is a national skills shortage

• Retention rates increase over time

L7.2 Enhance skill levels

L7.2.1 Prepare organisation-wide training plan L7.2.2 Implement ongoing staff training and development activities in accordance with training plan and budget

• Staff have the capabilities to meet service delivery priorities

L7.3 Improve staff morale

L7.3.1 Conduct an employee opinion survey every 4 years L7.3.2 Communicate and consult with staff via mechanisms such as staff meetings, Consultative Committee, OH&S Committee, staff noticeboards etc L7.3.3 Implement ongoing staff training and development activities

• Desired actions emanating from the employee opinion survey conducted in 2009 are implemented

• Employees are actively involved in

organisational change processes • Employees have the skills to adapt to

changes in legislation and technology


OBJECTIVE L8 To provide a cost effective plant management service to Council incorporating plant replacement and maintenance service


L8.1 Replace plant at the most cost effective time

L8.1.1 Identify replacement in a 20 year rolling program L8.1.2 Establish and maintain a Plant Replacement Reserve

• 20 year plan reviewed annually in February and Funds allocated in accordance with 20 year plan in the annual budget

L8.2.1 Minimise downtime L8.2.2 Monitor plant operating costs

• Review need for plant types and quantities • Review costs quarterly

L8.2 Maintain an adequate level of plant utilisation, operating costs and income

L8.2.4 Reasonable level of income • Annual review of rates • Review income quarterly

L8.3 Have plant available for use on each working day as required

L8.3.1 Maintain a mechanical workshop and associated staff and equipment L8.3.2 Ensure all plant and vehicle items are inspected for RTA registration

• Workshop in place and staffed • Inspections completed in February