Delivery program and operational plan 2018 - 2022 - Ballina Shire Council
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delivery program and operational plan 2018 - 2022 ADOPTED 28 JUNE 2018
our community our future Our design rationale for this document is based on a conceptual interpretation of its contents. To symbolise the strategic community approach, we have used segmented shapes to represent the elements of the community that fit into the geographic focus – Ballina. Together, the shapes form the Ballina River map. Every element impacts on the challenges, direction and ultimately the future of its entire form – our community. We hope you enjoy the journey and the view.
Ballina Shire Council - Delivery Program / Operational Plan 2018 - 2022
table of
contents
04 INTRODUCTION FROM OUR COUNCILLORS
05 VISION + VALUES
06 OUR COUNCIL REPRESENTATIVES
01 7 INTEGRATED PLANNING AND REPORTING
02 12 SPECIAL RATE VARIATION
03 16 OUR PEOPLE
04 19 HEADING IN THE RIGHT DIRECTION
21 CONNECTED COMMUNITY (CC)
24 PROSPEROUS ECONOMY (PE)
28 HEALTHY ENVIRONMENT (HE)
32 ENGAGED LEADERSHIP (EL)
05 36 CAPITAL EXPENDITURE
06 46 OPERATIONAL PLAN
3
introduction from
our councillors
On behalf of Councillors and staff I am pleased to present a review of our Delivery Program and
Operational Plan for the period 2018/19 to 2021/22. The Program and Plan outline our vision and
priorities for the future in four main areas: a Connected Community, a Prosperous Economy, a
Healthy Environment and Engaged Leadership.
In reading this publication you find information on our proposed government, local businesses and
will see that Council is aiming to special rate variation. No one wants our community as so much more
enhance the lifestyles we have here to pay extra rates and unfortunately can be accomplished when we work
in Ballina Shire. However, it is also our financial modelling indicates that together.
important that we protect our natural the increases proposed represent
We accept that there will always be
environment and resources. This is the minimum increase needed to
more to be done and this document
a difficult balance for any council as ensure we are adequately funding the
provides you with a good overview of
these ambitions are not necessarily renewal of our infrastructure in the
our priorities for the next four years
complementary to each other. I can medium to long term.
and the difference we hope to make.
assure you that we are committed to
For the four year period of this This preparation of this Program and
retaining this balance where possible.
document some of the major projects Plan is the product of a team effort
As a council, we are the closest level
we aim to deliver include finalising by Councillors, Council staff and
of government to the community.
the Coastal Recreational Path and valuable community input. It is a vital
Many of the services we provide such
Coastal Walk between Ballina and document that keeps the community
as water, waste collection, parks,
Lennox Head, along with expanding informed of Council’s direction. At the
roads, footpaths and drainage are
the Skennars Head Sports Fields. same time, it provides an important
all critical components of our day to
We will provide a new four court link between the elected Council and
day life. This means it is essential
indoor sports stadium as part of the the Administration. We hope you find
that we provide the services that our
re-development of the Ballina High this document informative and we
community desires.
School, finish off the equipment look forward to any feedback you
During 2016/17 and 2017/18 we and storage building for the Ballina may wish to provide on the outcomes
consulted with the community on a Surf Club and continue to advance we are seeking for the residents of
three year range of rate increases improvements in key open space the Ballina Shire.
above the standard rate peg limit. areas such as Pop Denison Park,
IPART, being the determining Lake Ainsworth and Shaws Bay. The
authority for rate increases, only Ballina – Byron Gateway Airport will
provided approval for a one year grow and deliver significant economic
temporary increase in 2017/18 only. benefits to this entire region.
In early 2018, Council again applied
Many of these projects will be Cr David Wright, Mayor
to IPART for a further two year
completed by Council partnering with
increase, and we are still waiting the
the Federal and State Governments Acknowledgement of Country
outcome of that application. If you
and we will continue to work Ballina Shire Council acknowledges that
refer to the section of this document
cooperatively with all levels of we are here on the land of the Bundjalung
4
titled Funding our Future you will
people. The Bundjalung are the traditional
owners of this land and are part of the
oldest surviving continuous culture in the
world.
Ballina Shire Council - Delivery Program / Operational Plan 2018 - 2022
our vision
The Ballina Shire is safe, with a connected community,
a healthy environment and a thriving economy.
our values
C R E AT I V E – we want to encourage ideas and be innovative.
A C C E S S I B L E – we need to be accessible and responsive to our
community and our fellow employees.
R E S P E C T – we take responsibility for our actions and appreciate
everyone’s opinions.
E N E R G E T I C – we want to be enthusiastic in our approach to
work.
S A F E – safety takes priority over all actions and we want
everyone to arrive at work and go home from work safe.
5
Ballina Shire Council - Delivery Program / Operational Plan 2018 - 2022
our council
representatives
1 2 3 4 5
6 7 8
9 10
6
Our Councillors 1 Cr Ben Smith 2 Cr David Wright 3 Cr Jeff Johnson 4 Cr Eoin Johston 5 Cr Keith Williams
6 Cr Nathan WIllis 7 Cr Sharon Parry 8 Cr Stephen McCarthy 9 Cr Sharon Cadwallader 10 Cr Phillip Meehan
The Ballina Shire Local Government Area is divided into three Wards, represented by ten elected
Councillors, being three from each Ward plus a popularly elected Mayor. The elected Council is
responsible for the direction and control of Council's affairs in accordance with the NSW Local
Government Act and associated legislation.
Councillors represent the interests of our residents and ratepayers. They serve the community by
listening to people and then representing those views on Council. They work together to make
decisions about what the Council will do to meet community needs and how money should be spent
in the best interests of the community as a whole. They provide leadership and guidance to the
community; and facilitate communication between the community while maintaining the broader
vision, needs and aspirations of the whole Ballina Shire community. Councillors do not get involved in
the day to day running of the Council. This is the role of the General Manager.
Some of the many things a councillor does are:
• Take part in Council and committee meetings
• Read Council business papers and prepare for meetings
• Review a Council’s progress on the Delivery Program and Operational Plan and budget on a
regular basis to check if progress is on track
• Speak to members of the community about their needs and concerns
• Take part in civic events
6
• Keep an eye out for problems with Council assets that may need to be reported or inspected.
01 integrated planning and reporting
our community aspirations
Our community aspirations have been grouped under four themes, referred to as Directions. The
Directions apply the Quadruple Bottom Line (social, economic, environment and governance) to
provide a holistic approach to achieving our vision. The Directions and Outcomes identified in
our Community Strategic Plan are as follows, with every Delivery Program and Operational Plan
Strategy and Action then linked to these Directions and Outcomes.
CONNECTED COMMUNITY PROSPEROUS ECONOMY
People told us they want to During our community
feel connected to a community engagement people told us they
which is respectful, inclusive want a vibrant and diverse local
and tolerant of all ages and economy that provides a range
cultures. We want to feel safe of jobs and opportunities for
and supported. We want to live in an area that is people of all ages. Importantly, we want to ensure
relaxed, where we know our neighbours, where there are job opportunities for our young people
people are happy and friendly and where the needs so they do not have to leave the area to find work.
of all residents, from the young to the old, and those We want to attract innovative and progressive
with disabilities are treated equally and fairly. The businesses that will ensure our villages and towns
outcomes we are after are: continue to thrive and prosper. The outcomes we are
CC1 We feel safe after are:
CC2 We feel connected to the community PE1 We attract new business and visitors
CC3 There are services and facilities that suit our PE2 My business can grow and diversify
needs PE3 Improved liveability in the Ballina Shire
HEALTHY ENVIRONMENT ENGAGED LEADERSHIP
The health and preservation of During our community
our natural environment was engagement people told us
a strong recurring theme from they want to have confidence
our community engagement. and trust in their elected
We want to continue to find a representatives and want a
balance between development and the environment genuine partnership with Council where their
to ensure we preserve what people love so much voices are heard and their opinions respected. Our
about living in the Ballina Shire. We want to restore community wants resources to be used efficiently
and repair our waterways and areas that have been and responsibly. People want Council to act locally
degraded to maintain aquatic and bird life. We but to also work effectively and collaboratively
understand the importance of peace, serenity and with other levels of government, private sector
harmony with nature. We want our built environment organisations and community groups to drive
to meet our needs but not at the expense of our economic and social prosperity. The outcomes we
natural environment or the people who live and work are after are:
here. The outcomes we are after are: EL1 Our Council works with the community
HE1 We understand the environment EL2 Council’s finances and assets are well
8
HE2 We use our resources wisely managed
HE3 Our built environment blends with the natural EL3 We are all valued citizens
environment
Ballina Shire Council - Delivery Program / Operational Plan 2018 - 2022
delivery program and
operational plan
The NSW Office of Local Government has CO
M
adopted the Integrated Planning and Reporting M
SS U
Framework, which requires all councils to prepare E N
N
ity Strategic
IT
I
a Community Strategic Plan, Delivery Program
S
un
Y
BU
m Pl
and Operational Plan. The Community Strategic m a
o
Plan is a visionary long term document (at least
n
C
ten years) that provides the broader strategic
ram
direction for a council and outlines the key
outcomes that the council, other agencies and COUNCIL
Opera u a l
& Ann
Prog
the community will be aiming to achieve.
tio R
ry
NO
l
na
ve
Our Community…Our Future is Ballina Shire i
e p Pla
T
el
N
EN
Council’s Community Strategic Plan. This Plan or n D
t
G
M
O
is based on extensive public feedback and the E
N
R
V
R E
document is structured around four broad themes, N V
M
EN GO
referred to as Directions, with each Direction T
having three key Outcomes that are needed to
achieve that Direction. A copy of the Community
Strategic Plan is available on our website ballina.
nsw.gov.au.
Our Annual Report then provides a summary of
the year in review. The Annual Report must be
The Delivery Program and Operational Plan
completed within five months of the end of the
support the Community Strategic Plan. The
each financial year.
Program and Plan identify Strategies and Actions
we are implementing to respond to the Directions
The Delivery Program and Operational Plan are
and Outcomes identified in the Community
also reviewed annually to ensure that all the
Strategic Plan.
identified Strategies and Actions are meeting
the Directions and Outcomes outlined in our
The implementation of the Delivery Program and
Community Strategic Plan. If there are instances
Operational Plan is monitored by performance
where that is not the case the annual review
indicators and measurements to ensure actions are
provides an opportunity for Council to review its
completed on time and within allocated budgets.
projects and service levels.
To ensure transparency and good governance
quarterly reports on the progress of implementing
the Program and Plan are reported to the elected
Council. These reports are submitted to the first
Council meeting after the end of each quarter.
9
Ballina Shire Council - Delivery Program / Operational Plan 2018 - 2022
an integrated framework
As described on the previous page our plans, engagement, reporting and monitoring is
is integrated as illustrated below.
10consideration of state and
regional plans
Local Government is legislated by State Governments and it is important that our
plans align with the State Government’s priorities. To achieve this we have linked the
Strategies and Actions in our Delivery Program and Operational Plan to the priorities
identified in the NSW State Government’s program, which outlines the priorities for the
State Government. A summary of those priorities is as follows.
Strong budget Building Protecting the Better Safer
and economy infrastructure vulnerable Services Communities
Strong budget Building Protecting Better Safer
and economy
Strong infrastructure
Building the vulnerable
Protecting Services
Better communities
Safer
SP1 budget and
SP2 infrastructure
SP3 the SP4Services communities
SP5
1.1 Making iteconomy2.1 Improving
(SP2) vulnerable
3.1 Transitioning 4.1 (SP4)
Improving (SP5)
5.1 Reducing
easier to (SP1)
start a road travel (SP3)
to the National Aboriginal violent crime
business1.1 Making it easier reliability
2.1 Improving road Disability
3.1 Transitioning 4.1
education
Improving 5.1 Reducing
5.2 Reducing
to start a business travel reliability to the
Insurance National Aboriginal
outcomes education violent crime
1.2 Encouraging 2.2 Increasing adult re-
business1.2 Encouraging housing Disability
Scheme Insurance outcomes 5.2 offending
Reducing
2.2 Increasing 4.2 Better
investment Scheme
supply.housing supply. 3.2 Creating adult re-offending
business investment 4.2 Better
government 5.3 Reducing
1.3 Boosting1.3 Boosting 3.2 Creating
sustainable government
digital digital 5.3 road
Reducing road
fatalities.
apprenticeships sustainable
social social services
services fatalities.
apprenticeships
housing.
housing.
1.4 Accelerating
1.4 Accelerating 4.3 4.3 Cutting wait
Cutting
major project times
wait for planned
times
major project
assessment surgeries
for planned
assessment
1.5 Protecting surgeries
4.4 Increasing
1.5our
Protecting our
credit rating cultural participation
4.4 Increasing
credit rating
1.6 Delivering cultural
4.5 Ensure on-time
1.6 Delivering
strong budgets. participation
running for public
strong budgets.
transport.
4.5 Ensure on-
time running
for public
transport.
In preparing our Delivery Program and Operational Plan consideration has also been given to
11
other Federal or State Plans including the Northern Rivers Regional Plan 2011: Vision to 2020
(Federal Government), Far North Coast Regional Strategy (State Government) , Northern Rivers
Catchment Action Plan 2013-2023 (Federal Government), and Council’s own studies and plans.
For a full list of relevant documents refer to our Community Strategic Plan.02 funding our future proposed special rate variation
Ballina Shire Council - Delivery Program / Operational Plan 2018 - 2022
funding our future
proposed special rate variation
In 2015 Ballina Shire was declared as a Fit for the Future Council by the NSW State Government.
This was based on a submission provided to the Office of Local Government (OLG) and the
Independent Pricing and Regulatory Tribunal (IPART) which outlined a number of actions Council
would undertake to improve our financial sustainability.
Included in our submission was a The outcome of that application When Council consulted with the
proposal to permanently increase was determined by IPART in community the total increase for
our total general rate income by May 2017. IPART approved a 2018/19 was 9.3% based on an
way of an application to IPART temporary increase of 4.9% for estimated rate peg limit of 2.5%
for a Special Rate Variation 2017/18 only. The application for 2018/19, however with IPART
(SRV). The purpose of the for subsequent years was not recently confirming a 2.3% rate
proposed SRV is to increase our endorsed as IPART wanted peg limit for 2018/19, the total
general rate income above the our Delivery Program and figure has been reduced to 9.1%.
standard rate peg limit, which Operational Plan (this document) The 5.9% in 2019/20 represents
will then allow us to increase to more clearly outline the SRV an estimated 2.5% rate peg limit
the level of funding we provide proposal. and a 3.4% additional increase
for key infrastructure renewal in for 2019/20.
To ensure consistency with our
areas such as roads, stormwater,
Long Term Financial Plan (LTFP) In total this will be a cumulative
playgrounds, sporting fields and
and to meet our Fit for the Future increase of 15.54% for 2018/19
community buildings, as well
benchmarks, Council has again and 2019/20, however 3.4%
as implementing a new healthy
applied to IPART, for a SRV, was actually levied by Council
waterways program.
for the financial years 2018/19 in 2017/18, although that is a
IPART annually set a rate peg, and 2019/20. This means that temporary approval only.
which limits the amount by which Council applied for the following
These increases will be
councils can increase their total increases to the general rate
built into the rate base and
rate revenue from year to year. income.
be permanently retained, if
In February 2017, Council made
• 9.1% in 2018/19 (includes approved by IPART.
an application to IPART for the
actual rate peg limit of 2.3%
following increases above the The additional income generated
plus additional 6.8%)
rate peg: from these special rate variations
• 5.9% in 2019/20 (includes will used to fund asset renewal
• 4.9% in 2017/18 (included
estimated rate peg limit of and a healthy waterways
actual rate peg limit of 1.5%
2.5% plus additional 3.4%). program.
plus additional 3.4%)
The 9.1% in 2018/19 represents For further information and a
• 5.9% in 2018/19 (included
the IPART confirmed rate peg summary of the annual and
estimated rate peg limit of
limit of 2.3% for 2018/19, plus cumulative increases of this
2.5% plus additional 3.4%)
an additional 3.4% increase for proposal, refer to the Revenue
• 5.9% in 2019/20 (included 2018/19, along with retaining the Policy on page 54.
estimated rate peg limit of additional 3.4% increase already
2.5% plus additional 3.4%). approved by IPART, for one year
only, for 2017/18.proposed special rate variation
impact on ratepayers
There are a number of ways we can look at the financial impact on ratepayers and the following tables help
to explain this proposal.
Table One is based on the standard rate peg increase without any special variations.
Table One - Rate Peg Only Comparison
ITEM 2017/18 LEVY 2018/19 ACTUAL 2019/20 CUMULATIVE
LESS 3.4% FORECAST CHANGE
Rate Peg Percentage Increase 1.5% 2.3% 2.5% 4.86%
Average Residential Rate Levy ($) 953 974 998 45
Average Business Rate Levy ($) 3,191 3,276 3,358 167
Average Farmland Rate Levy ($) 1,465 1,496 1,533 68
Two key items of information in this table are:
(1) The 1.5% and the 2.3% rate peg percentage increases for 2017/18 and 2018/19 are the actual rate peg
figures determined by IPART for those financial years. The 2.5% applied for 2019/20 is an estimated rate
peg increase based on verbal advice provided by IPART.
(2) For 2017/18 we have had to reduce the average rate figures actually levied by Council as the additional
3.4% increase IPART approved for 2017/18 is a temporary approval only. This means that the actual
rates levied by Council were higher than these figures. This also means that any increases approved for
2018/19 onwards are applied to the 2017/18 figures without the 3.4% included.
Table Two provides details of the proposed SRV as compared to the 2017/18 figures in Table One.
Table Two - Proposed SRV (for 2018/19 and 2019/20) compared to 2017/18
ITEM 2017/18 LEVY 2018/19 SRV LEVY 2019/20 SRV LEVY CUMULATIVE
LESS 3.4% CHANGE
Rate Peg Percentage Increase 1.5% 9.1% 5.9% 15.54%
Average Residential Rate Levy ($) 953 1,039 1,100 147
Average Business Rate Levy ($) 3,191 3,494 3,700 509
Average Farmland Rate Levy ($) 1,465 1,595 1,689 224
14Ballina Shire Council - Delivery Program / Operational Plan 2018 - 2022
proposed special rate variation
impact on ratepayers cont’
Table Three then highlights that Council did levy the 3.4%, approved as a temporary increase for 2017/18,
therefore a comparison of the increase in the actual average rates levied for 2017/18, and proposed to be
for 2018/19 and 2019/20 is as follows .
Table Three - Proposed SRV (for 2018/19 and 2019/20) compared to 2017/18 Levy
ITEM 2017/18 ACTUAL 2018/19 9.1% SRV 2019/20 5.9% SRV CUMULATIVE
LEVY CHANGE
Average Residential Rate Levy ($) 985 1,039 1,100 115
Average Business Rate Levy ($) 3,298 3,494 3,700 402
Average Farmland Rate Levy ($) 1,514 1,595 1,689 175
1503 our people
Ballina Shire Council - Delivery Program / Operational Plan 2018 - 2022
our executive team
+ organisational structure
General Manager
Paul Hickey
General Manager’s
Group
Communications
Information Services
Financial Services
Human Resources and
Risk Management
Commercial Services
Group Manager Group Manager Group Manager
Steve Barnier John Truman Matthew Wood
Strategic and Civil Services Development and
Community Facilities Group Environmental Health
Group Group
Strategic Planning Resource Recovery Development Services
Community Facilities Open Spaces and Reserves
Building Services
Engineering Works Public and
Support Operations Environmental Health
Water and Wastewater
17
Infrastructure PlanningBallina Shire Council - Delivery Program / Operational Plan 2018 - 2022
our people
The elected Council approves the allocation of staff resources to support the implementation of
the Delivery Program and Operational Plan. The following table provides the staffing resources
available for recent years and predicted figures for future years. The numbers are based on
equivalent full-time employment (EFTs) and include permanent full-time and part-time staff. The
total estimated salaries and wages, including associated overheads such as superannuation,
workers compensation and leave entitlements, for 2018/19 is approximately $22 million.
SECTION / FINANCIAL YEAR 2 0 0 8 / 0 9 2 0 1 0 / 1 1 2 0 1 2 / 1 3 2 0 1 4 / 1 5 2 0 1 6 / 1 7 2 0 1 7 / 1 8 2 0 1 8 / 1 9 2020/21
GENERAL MANAGER’S GROUP
Communications / Customer Service 3 3 3 3 5 11 11 11
Financial Services 19 20 21 15 15 12 12 12
Information Services 5 5 6 9 14 15 16 16
Human Resources and Risk 6 6 8 7 8 8 8 8
Ballina – Byron Gateway Airport 5 5 6 6 6 7 7 7
Commercial Services – Property 5 6 4 2 2 3 3 3
SUB TOTAL 43 45 48 42 50 56 57 57
STRATEGIC AND COMMUNITY FACILITIES
Strategic Planning 8 8 8 8 8 8 8 8
Community Facilities 6 7 8 15 11 10 14 14
SUB TOTAL 14 15 16 23 19 18 22 22
DEVELOPMENT AND ENVIRONMENTAL HEALTH
Development Services 14 15 15 12 13 14 14 14
Building Services 9 9 9 10 10 10 10 10
Environmental and Public Health 12 11 12 12 16 16 16 16
SUB TOTAL 35 35 36 34 39 40 40 40
CIVIL SERVICES
Infrastructure Planning 12 13 13 13 13 14 14 14
Engineering Works 49 50 54 60 65 69 70 70
Open Spaces and Reserves 31 32 33 35 34 36 37 37
Water and Wastewater 29 30 35 34 39 45 45 45
Waste Management 21 21 19 18 14 16 16 16
Operations Support 36 35 34 37 36 35 37 37
SUB TOTAL 178 181 188 197 201 215 219 219
TOTAL 270 276 288 296 309 329 338 338
PERCENTAGE CHANGE (%) 2.2% 4.3% 2.8% 4.4% 6.5% 2.7% 0.0%
These figures exclude trainees and apprentices and represent permanent positions only. As at the time of
18
preparing this information for 2018/19 Council has 24 trainees and apprentices. The positions vary from
school based part-time to full time positions).
Refer to our Workforce Plan for more information on Council’s workforce planning for the next four years.04 heading in the right direction
04 heading in the right direction Council has developed the Delivery Program and Operational Plan to achieve the Directions and Outcomes identified in our Community Strategic Plan. 1. Connected Community 2. Prosperous Economy 3. Healthy Environment 4. Engaged Leadership This section provides details of the major Delivery Program Strategies, including the Operational Plan Actions, scheduled for the next four years. Our success in achieving the Actions identified for 2018/19 will be reported to Council on a quarterly basis - in October, January, April and July. The section responsible for delivering these Actions is also identified. 20
direction one : connected community (CC)
DELIVERY THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
PROGRAM WILL BE... STATE
STRATEGY PLAN
CSP OUTCOME CC1. WE FEEL SAFE
CC1.1.a Implement Road Safety Plan to maximise Programs delivered and X X X X Infrastructure Planning SP5
CC1.1 road safety awareness effectiveness
Actively promote Lower crime rates
safety and CC1.1b Implement NSW State Government Pool Level of compliance X X X Development Services SP5
wellbeing strategies Increased Barrier Inspection Program
compliance CC1.1c Work with the NSW Cancer Council to Initiatives undertaken X X X Communications SP5
through proactive promote initiatives that aim to reduce the
programs incidence and impacts of cancer
CC1.1d Provide timely responses to barking dog 100% of barking dog complaints X X X X Environmental and SP5
complaints responded to within seven days Public Health
CC1.1e Provide rapid responses to reported dog 100% of reported attacks X X X X Environmental and SP5
attacks responded to within 48 hours Public Health
CC1.2a Implement proactive infrastructure asset Level of contemporary information X X X X Infrastructure Planning SP2
CC1.2 inspection and condition assessment and inspections undertaken
Ensure relevant Higher levels of programs
public health and compliance
safety standards CC1.2b Minimise the number of unplanned water Number of interruptions (Target = X X X X Water and Wastewater SP2
are being met Improved public supply interruptions greater than four hours Nil)
health in duration (#)
CC1.2c Ensure fire hydrants are functional Fire hydrants inspected (Target > X X X X Water and Wastewater SP5
Increased public 50% p.a.)
safety
CC1.2d Minimise notifiable Drinking Water Health Notifiable incidents (Target = Nil) X X X X Water and Wastewater SP5
Proactive risk Incidents at Marom Creek Water Treatment
management Plant
CC1.2e Maximise Drinking Water Reticulation Level of compliance X X X X Water and Wastewater SP5
Monitoring Compliance (Microbial) (100% with ADWG)
CC1.2f Maximise Drinking Water Reticulation Level of compliance X X X X Water and Wastewater SP5
Monitoring Compliance (Chemical and (100% with ADWG)
Physical)
CC1.2g Implement Development Compliance Work Level of compliance with plan X X X X Development Services SP2
Program
CC1.2h Ensure there is a high level of fire safety Fire safety certificates provided in a X X X X Development Services SP5
certificate compliance provided to Council timely manner
and NSW Fire and Rescue (Target > 90% p.a.)
CC1.2i Ensure all drinking water sites are Drinking water sites monitored X X X X Environmental and SP5
monitored weekly (Target 100% per week) Public Health
CC1.2j Ensure compliance with the National Health Non-compliance issues X X X X Environmental and SP5
and Medical Research Council drinking (Target = nil) Public Health
water standards
CC1.2k Ensure all food premises are regularly Food premises audited (Target X X X X Environmental and SP5
inspected 100% p.a.) Public Health
CC1.2l Audit all commercial premises as required Premises audited X X X X Environmental and SP5
under the inspection program (Target High risk premises audited Public Health
twice p.a. >20 inspections.)
CC1.2m Ensure public pools are regularly monitored Public pools monitored X X X X Environmental and SP5
and inspected for water quality (Target all public pools and 1/3 of Public Health
semi-public pool audited p.a.)DELIVERY THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
PROGRAM WILL BE... STATE
STRATEGY PLAN
CC1.3a Ensure Local Emergency Management Activities undertaken X X X X Support Operations SP5
CC1.3 Committee meets regularly and maintains
Ensure adequate The community is contemporary disaster management plans
plans are in place well prepared
for natural disasters CC1.3b Meet planning action requirements Review completed X Support Operations SP5
and environmental from District Emergency Management
changes Committee
CC1.3c Maintain contemporary Emergency Review completed X Support Operations SP5
Management Plan (EMPlan)
CC1.3d Pursue the expansion / replacement of SES Strategies endorsed and X X Support Operations SP5
premises and Lennox Head Rural Fire Shed implemented
CC1.3e Ensure Business Continuity Plans (BCPs) BCP’s monitored X X X X Human Resources and SP5
remain contemporary Risk Management
CSP OUTCOME CC2. WE FEEL CONNECTED TO THE COMMUNITY
CC2.1a Support our Shire’s volunteers Actions taken to recognise X X X X Community Facilities SP4
CC2.1 There are Support Council initiated volunteer volunteers
Encourage more people programs (Airport, Gallery etc) Program effectiveness and
community volunteering in our volunteer satisfaction
interaction, community
volunteering and CC2.1b Implement Companion Animals Actions implemented X X X X Environmental and SP4
wellbeing Improved sense of Management Plan Public Health
wellbeing
CC2.2a Implement Cultural Plan Actions implemented X X X X Strategic Planning SP4
CC2.2
Create events Increase in events, CC2.2b Implement Public Art Program Actions taken X X X X Strategic Planning SP4
and activities that community CC2.2c Promote the Northern Rivers Community Initiatives implemented X X X X Community Facilities SP4
promote interaction participation and Gallery and Ignite Studio
and education, as a sense of place
well as a sense of CC2.2d Implement Community Gallery Services at X X X X Community Facilities SP4
place the Fire Station site Actions taken
CC2.2e Deliver a well patronised Northern Rivers Visits to Gallery X X X X Community Facilities SP4
Community Gallery (Target > 21,000 p.a.)
Visits to Gallery website
(Target > 14,000 p.a.)
CC2.2f Expand number of Council approved Event numbers X X X X Open Spaces and SP4
events (Target > 25 p.a.) Reserves
CC2.3a Support Access Committee Actions implemented X X X X Community Facilities SP3
CC2.3
Assist Disadvantaged
disadvantaged groups are CC2.3b Implement Disability Employment Program Actions implemented X X X X Human Resources and SP3
groups within our supported Risk Management
community
CC2.3c Implement Equal Employment Opportunity Actions implemented and X X X X Human Resources and SP3
Management Plan outcomes Risk Management
22
CC2.3d Implement Disability Inclusion Action Plan Plan adopted and actions X X X X Community Facilities SP3
implemented
CC2.3e Support Aboriginal employment Number and percentage of X X X X Human Resources and SP3
Aboriginal employees Risk Management
CC2.3f Undertake initiatives to improve Actions taken X X X X Strategic Planning SP3
engagement with the Aboriginal
Communitydirection one : connected community (CC)
DELIVERY THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
PROGRAM WILL BE... STATE
STRATEGY PLAN
CSP OUTCOME CC3. THERE ARE SERVICES AND FACILITIES THAT SUIT OUR NEEDS
CC3.1a Implement Ageing Strategy Actions implemented X X X X Community Facilities SP3
CC3.1 Older residents are
Provide strategies more engaged and
for older residents active
to be part of our
community
CC3.2a Enhance sporting field facilities Actions implemented X X X X Open Spaces and SP4
CC3.2 Reserves
Provide young Expanded range of
people with a range youth facilities CC3.2b Implement Playground Upgrade and Actions implemented X X X X Open Spaces and SP4
of leisure activities Renewal Plan (PURP) Reserves
CC3.3a Ensure library services reflect Membership X X X X Community Facilities SP4
CC3.3 contemporary needs (Target > 20,000 p.a.)
Support improved Increased
health outcomes satisfaction and Loans
by providing participation rates (Target > 380,000 p.a.)
equitable access to
community facilities A healthier PC usage
community (Target > 24,000 p.a.)
Wireless usage
(Target > 28,000 p.a.)
CC3.3b Expand the services and improve the Kentwell Centre X X X X Community Facilities SP4
financial viability of our community facilities (Target > 1,000 p.a.)
through increased bookings
Lennox Head Centre
(Target > 2,500 p.a.)
Ballina Surf Club
(Target > 380 p.a.)
Richmond Room
(Target > 380 p.a.)
CC3.3c Promote the lease and use of community 90% of properties are leased or X X X X Strategic Planning SP4
properties regularly used
CC3.3d Ensure public pool facilities are well Swimming pool patrons X X X X Community Facilities SP4
patronized (Target >200,000 p.a.)
CC3.3e Deliver indoor Sports Centre Actions completed X Community Facilities SP2
23
CC3.3f Implement Captain Cook Master Plan Actions completed X Open Spaces and SP2
Reserves
CC3.3g Implement Pedestrian Access and Mobility Works completed X X X X Engineering Works SP2
Plan (PAMP)
CC3.3h Implement Pop Denison Master Plan Actions completed X Open Spaces and SP2
Reservesdirection two : prosperous economy (PE)
DELIVERY THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
PROGRAM WILL BE... STATE
STRATEGY PLAN
CSP OUTCOME PE1. WE ATTRACT NEW BUSINESS AND VISITORS
PE1.1a Implement regional visitor services strategy Actions implemented X X X X Community Facilities SP1
PE1.1
Promote our area as Enhanced PE1.1b Participate in and leverage opportunities to Promotions conducted and X X X X Community Facilities SP1
an attractive place experiences for market the Ballina Coast and Hinterland effectiveness
to visit residents and
visitors PE1.1c Implement Destination Management Plan Actions implemented X X X X Community Facilities SP1
PE1.1d Provide accessible and efficient visitor X X X X Community Facilities SP4
information services
Increased visitor Visitor Centre Enquiries
numbers (Target > 48,000 p.a.)
Tourism website visits
(Target > 55,000 p.a.)
Proportion of satisfied visitors to
Visitor Centre
(Target > 95%)
PE1.1e Improve Promotional and Interpretative Actions implemented X X X X Communications SP4
Signage
PE1.1f Participate in the Roads and Maritime Works completed Communications SP1
Services Location Marker Program for Ballina
PE1.1g Implement Regional Boating Strategy Works completed X Engineering Works SP2
PE1.2a Progress Lennox Head Town Centre Village Preferred design and funding X X X Strategic Planning SP2
Renewal for completion by December 2021 confirmed
PE1.2
PE1.2b Implement Ballina Town Centre enhancement Infrastructure improvements X Engineering Works SP2
Provide Our economy program
opportunities for expands over time
new business PE1.2c Proactively manage our commercial Minimise vacancy rates X X X X Commercial Services SP1
properties (Target < 10%)
PE1.3a Implement Ballina Town Entry Statement Works completed Open Spaces and SP2
Program Reserves
PE1.3 X
Enhance the image Increased resilience PE1.3b Promote Ballina Marina (Trawler Harbour) Promotion undertaken X X Strategic Planning SP1
24
of the local economy for our economy Master Plandirection two : prosperous economy (PE)
DELIVERY THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
PROGRAM WILL BE... STATE
STRATEGY PLAN
CSP OUTCOME PE2. MY BUSINESS CAN GROW AND DIVERSIFY
X X X X Development Services SP2
PE2.1 PE2.1a Efficiently process and assess development % of applications determined within
applications and other planning requests 40 days
Provide an Easier to do (Target > 50%)
efficient and cost business
effective regulatory % of Section 96 applications
environment for determined within 40 days
doing business Enhanced business (Target > 60%)
relationships % of Section 149 certificates issued
within four days
(Target > 90%)
Time to determine development
applications
(median time < 60 days)
Time to determine Section 96
applications (median time < 40 days)
(targets exclude integrated
development)
PE2.1b Efficiently process and building and Complying development certificates X X X X Building Services SP2
construction applications issued within 10 working days
(Target > 90%)
% of construction certificates issued
by Council
(Target > 80% of market)
% of building applications
determined within 40 days
(Target > 80%)
Median days for determination of
building development applications
(Target < 40 days)
% of building certificates determined
within 10 days
(Target > 90%)
PE2.1c Prepare information to assist small business Information package published X Strategic Planning SP1
engage with Council
PE2.1d Implement economic development strategy Strategy completed and actions X X X X Strategic Planning SP1
implemented
PE2.1e Review Commercial Use of Footpaths Policy Review completed X Strategic Planning SP1
PE2.1f Support Small Business Friendly Council Initiatives taken X X X X Communications SP1
Programdirection two : prosperous economy (PE)
DELIVERY THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
PROGRAM WILL BE... STATE
STRATEGY PLAN
CSP OUTCOME PE2. MY BUSINESS CAN GROW AND DIVERSIFY
PE2.2a Implement Ballina – Byron Gateway Airport Initiatives implemented X X X X Commercial Services SP1
upgrades
PE2.2
PE2.2b Ensure the on-going profitability of the Ballina Operating revenue X X X X Commercial Services SP1
Enhance Increased business – Byron Gateway Airport (Target > $6.1 million)
connectivity to opportunities
capital cities Operating surplus
(Target > 28% of revenue)
Passengers
(Target > 526,000 p.a.)
PE2.3a Advance removal of overburden at Tuckombil Actions implemented and viability X X X X Support Operations SP1
Quarry and future of Airport sand pit
PE2.3
PE2.3b Pursue sand dredging of North Creek to Actions implemented X Infrastructure Planning SP1
Operate Council Council contributes provide a valuable resource and economic /
business activities and understands tourism benefits
that support the local economy
economic PE2.3c Ensure on-going profitability of the Flat Rock Operating revenue X X X X Commercial Services SP1
development Tent Park (Target > $420,000)
Operating surplus
(Target > 40% of revenue
26direction two : prosperous economy (PE)
DELIVERY THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
PROGRAM WILL BE... STATE
STRATEGY PLAN
CSP OUTCOME PE3. IMPROVE LIVEABILITY IN THE SHIRE
PE3.1a Progress availability of land at the Russellton Lots available for sale, actual sales X X X X Commercial Services SP1
Industrial Estate and net profit
PE3.1
PE3.1b Progress construction of Airport Boulevard Works completed and actions X X Commercial Services SP1
Facilitate Increased business and associated developments undertaken
commercially viable activity and local
industrial precincts employment PE3.1c Progress availability of land at the Southern Lots available for sale, actual sales X X X X Commercial Services SP1
Cross Industrial Estate and net profit
PE3.2a Monitor the residential lots (single and multi- Comparison to long term average X X X X Strategic Planning SP2
units) approved (Target > 141 lots p.a.)
PE3.2
PE3.2b Monitor the residential lots (single and multi- Comparison to long term average X X X X Strategic Planning SP2
Facilitate residential Readily available units) created (Target > 164 lots p.a.)
land land and housing
stock PE3.2c Monitor the residential dwellings (houses and Comparison to long term average X X X X Strategic Planning SP2
units) approved (Target > 191 dwellings p.a.)
PE3.2d Monitor the residential dwellings (houses and Comparison to long term average X X X X Strategic Planning SP2
More affordable units) commenced (Target > 167 dwellings p.a.)
housing
PE3.2e Prepare shire residential land and housing Report published X X X X Strategic Planning SP2
report
PE3.2f Release land at Council’s Wollongbar Lots available for sale, actual sales X X Commercial Services SP2
Residential Land Holding and net profit
PE3.2g Monitor infrastructure to support the Actions taken and infrastructure X X X X Infrastructure Planning SP1
identified growth areas at Lennox Head, delivered
Skennars Head, Wollongbar and Cumbalum
Pe3.3a Progress delivery of Hutley Drive north and Approvals and designs in place and X X X X Infrastructure Planning SP1
south project works undertaken
PE3.3
Pe3.3b Progress Dual Laning of River Street and Approvals and designs in place and X X X X Infrastructure Planning SP1
Deliver infrastructure An attractive place Tamarind Drive works undertaken
that supports to live
residential living
27direction three : healthy environment (HE)
DELIVERY PROGRAM THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
STRATEGY WILL BE... STATE
PLAN
CSP OUTCOME HE1. WE UNDERSTAND THE ENVIRONMENT
HE1.1a Implement Ballina Coastline Management Plan completed and actions X X X X Engineering Works SP5
Plan and ensure Plan remains contemporary implemented
HE1.1
Our planning Reduced risk from HE1.1b Implement Floodplain Management Plans and Plan completed and actions X X X X Engineering Works SP5
considers past and natural disasters or ensure Plans remain contemporary implemented
predicted changes changes in climate HE1.1c Review the Environmental Action Plan Review complete X Strategic Planning SP5
to the environment
HE1.2a Implement Richmond River Estuary Coastal Actions implemented including X X X X Environmental and Public SP2
HE1.2 Management Plan advocacy Health
Undertake and HE1.2b Implement Shaws Bay Coastal Management Actions implemented X X X X Environmental and Public SP2
promote initiatives Health of our Plan Health
that improve our waterways is
waterways improving HE1.2c Prepare and implement Lake Ainsworth Review completed and actions X X X X Environmental and Public SP2
Coastal Management Plan implemented Health
HE1.2d Implement Urban Stormwater Management Actions implemented X X X X Engineering Works SP2
Plan
HE1.3a Implement a proactive street tree planting Actions taken X X X X Open Spaces and SP2
HE1.3 program Reserves
Beautify and protect Increased flora and HE1.3b Maintain contemporary vegetation Ensure plans reviewed in a timely X X X X Open Spaces and SP2
our streetscapes vegetation cover management plans manner Reserves
and open spaces
HE1.3c Implement a proactive fig tree management Initiatives undertaken X X X X Open Spaces and SP2
program Reserves
CSP OUTCOME HE2. WE USE OUR RESOURCES WISELY
HE2.1a Improve collection and management of water Actions implemented X X X X Water and Wastewater SP2
HE2.1 and wastewater information
Implement total Reduced water HE2.1b Increase the provision of recycled water to Properties utilising service and X X X X Water and Wastewater SP2
water cycle consumption per dual Reticulated Properties kilolitres used
management capita
practices HE2.1c Minimise notifiable Recycled Water Health Number of incidents X X X X Water and Wastewater SP5
Incidents at the Ballina and Lennox Head (Target = Nil)
Maximise recycled Wastewater Treatment Plants
water use
HE2.1d Maximise Recycled Water Reticulation Level of compliance X X X X Water and Wastewater SP5
Compliance in Ballina and Lennox Head (Target = 100% with AGWR)
(Microbial)
HE2.1e Maximise Recycled Water Reticulation Level of compliance X X X X Water and Wastewater SP5
Compliance in Ballina and Lennox Head (Target = 100% with AGWR)
(Chemical and Physical)
28
HE2.1f Monitor average water consumption per Continue to reduce or at least X X X X Water and Wastewater SP2
residential connection maintain water consumption per
connection
HE2.1g Increase recycled water use during dry Overall level of usage X X X X Water and Wastewater SP2
weather (Target > 20% of dry weather flows)direction three : healthy environment (HE)
DELIVERY PROGRAM THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
STRATEGY WILL BE... STATE
PLAN
CSP OUTCOME HE2. WE USE OUR RESOURCES WISELY
HE2.2a Develop and implement revised waste Actions taken X X X X Waste Services SP4
HE2.2 strategy that reflects current legislations and
Use our scarce waste management practices
resources wisely Reduced costs and
extended life for HE2.2b Provide an effective and efficient waste Achieve a trend of increasing the X X X X Waste Services SP4
existing resources management operation diversion away from landfill over
time compared to previous results.
HE2.2c Implement water loss reduction program Actions implemented and X X X X Water and Wastewater SP4
effectiveness
HE2.2d Reduce the volume of unaccounted water To see a trend in the reduction of X X X X Water and Wastewater SP4
unaccounted water rather than the
15%
HE2.2e Minimise Light Fleet greenhouse gas Average CO2 emissions of Light X X X X Support Operations SP4
emissions Fleet
(Target < 220g/km)
HE2.2f Reduce water main breaks Minimise main breaks X X X X Water and Wastewater SP2
(Target < one break per 30km of
main)
HE2.3a Implement technologies to generate Actions taken X X X X Communications SP4
HE2.3 efficiencies and reduce resource use
Reduce resource
use through Cost and resource HE2.3b Reduce CO2 emissions from our Built Assets Reduce CO2 emissions X X X X Support Operations SP4
innovation use efficiencies (Target < 9,800 tonnes)
HE2.3c Increase the generation of renewable energy X X X X Support Operations SP4
generated on our sites Increase kilowatts generated
(Target > 514 kW p.a.)
HE2.3d Reduce the energy consumption from our Minimise kilowatts consumed X X X X Support Operations SP4
assets (Target < 9,000 MWh)
29direction three : healthy environment (HE)
DELIVERY PROGRAM THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
STRATEGY WILL BE... STATE
PLAN
CSP OUTCOME HE3. OUR BUILT ENVIRONMENT BLENDS WITH THE NATURAL ENVIRONMENT
HE3.1a Implement Ballina Major Regional Centre Actions implemented X X X X Strategic Planning SP1
HE3.1 Strategy
Implement plans
that balance the More people are HE3.1b Implement Wardell Strategic Plan Actions implemented X X Strategic Planning SP1
built environment satisfied with our HE3.1c Implement Alstonville Strategic Plan Actions implemented X X X X Strategic Planning SP2
with the natural management of
environment development HE3.1d Review planning framework for Wollongbar Updated planning framework X Strategic Planning SP2
adopted
Reduced impacts
of development on HE3.1e Review Planning Framework for Lennox Head Updated planning framework X X Strategic Planning SP2
the environment adopted
HE3.1f Review planning framework for the Updated planning framework X X Strategic Planning SP2
Cumbalum release area adopted
HE3.1g Review environmental protection zone Updated planning framework X X Strategic Planning SP2
framework adopted
HE3.1h Review Local Environmental Plan (LEP) Review complete X Strategic Planning SP2
HE3.1i Review Development Control Plan (DCP) Review complete X Strategic Planning SP2
HE3.1j Review Local Growth Management Strategy Review complete X Strategic Planning SP2
HE3.1k Manage LEP amendment requests Amendments assessed and X X X X Strategic Planning SP2
processed
HE3.1l Maintain contemporary Plans of Management Review completed X X Strategic Planning SP4
for Community Land
HE3.1m Implement Crown Land Management Act Reforms implemented X X X Strategic Planning SP4
reforms
HE3.1n Implement management plan for Ocean Actions implemented X X X X Open Spaces and SP2
Breeze Reserve Reserves
HE3.1o Implement management plan for Killen and Actions implemented X X X X Open Spaces and SP2
Tosha Falls Reserves
HE3.1p Prepare management plan for Kingsford Management plan completed X Strategic Planning SP2
Smith Reserve
HE3.1q Prepare management plan for Cawarra Park Management plan completed X Strategic Planning SP2
HE3.1r Review policy framework in relation to Policy review complete X Strategic Planning SP2
extractive industry in the Ballina Shire
30direction three : healthy environment (HE)
DELIVERY PROGRAM THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
STRATEGY WILL BE... STATE
PLAN
CSP OUTCOME HE3. OUR BUILT ENVIRONMENT BLENDS WITH THE NATURAL ENVIRONMENT
HE3.2a Develop and implement a Waste Management Policy complete X Environmental and Public SP5
HE3.2 For Multi-Unit Developments Policy Health
Minimise negative
impacts on the Protection and HE3.2b Implement on-site sewage management Actions implemented X X X X Environmental and Public SP5
natural environment retention of our (OSSM) strategy Health
natural environment HE3.2c Monitor on-site sewage management (OSSM) Number of OSSM systems X X X X Environmental and Public SP5
systems to ensure systems are compliant inspected (Target > 100 p.a.) Health
Number of OSSM Approval to Install
issued (Target > 10 p.a.)
Number of OSSM Approval to
Operate issued (Target > 10 p.a.)
HE3.2d Minimise notifiable Pollution Incidents under Number of incidents (Target = Nil) X X X X SP5
the POEO Act Water and Wastewater
HE3.2e Maximise compliance with Environmental Level of compliance (Target = 100% X X X X SP5
Protection License Concentration Limits with license) Water and Wastewater
HE3.2f Implement trade waste management program Actions implemented, applications X X X X Water and Wastewater SP1
received and licences issued
HE3.2g Timely compliance licence reports for waste, 100% of reports are completed X X X X Waste SP5
water and wastewater within 30 days of quarter Water and Wastewater
HE3.2h Implement Ballina Shire Koala Management Actions implemented X X X X Strategic Planning SP2
Strategy
HE3.2i Prepare a biodiversity strategy Strategy completed X X Strategic Planning SP2
HE3.2j Implement East Ballina Cemetery Master Plan Actions implemented X Open Spaces and SP3
Reserves
HE3.3a Maintain contemporary Section 94 Open Review completed X Strategic Planning SP1
Spaces and Community Facilities Plan
HE3.3
Match infrastructure The impacts of HE3.3b Maintain contemporary Section 64 Plans for Review completed X Water and Wastewater SP1
with development to development on the Water and Wastewater Services
mitigate any impacts environment will be HE3.3c Maintain contemporary Section 94 Car Review completed X Infrastructure Planning SP1
on the environment minimised Parking Plan
HE3.3d Maintain contemporary Section 94 Roads Review completed X Infrastructure Planning SP1
Plan
31
HE3.3e Maintain contemporary Section 94 Heavy Review completed X Infrastructure Planning SP1
Haulage Plandirection four : engaged leadership (EL)
DELIVERY PROGRAM THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
STRATEGY WILL BE... STATE
PLAN
CSP OUTCOME EL1. OUR COUNCIL WORKS WITH THE COMMUNITY
EL1.1a Ensure Council policies reflect contemporary 100% of policies reviewed during X X X X Communications SP4
EL1.1 community standards Council term
Ensure corporate More engaged
publications community EL1.1b Classifications undertaken X X X X Strategic Planning SP4
reflect community Ensure land classifications reflect community
sentiment standards
EL1.1c Complete the review of Community Strategic Review completed X Communications SP4
Plan
EL1.2a Implement consultation methods that increase Actions initiated and methods used X X X X Communications SP4
EL1.2 community awareness and involvement in our
Involve our Improved activities
community in satisfaction levels
our planning and with Council’s EL1.2b Prepare a Community Participation Plan in Plan complete X Strategic Planning SP4
decision making consultation relation to land use planning functions of
processes Council
EL1.3a Issues identified and pursued X X X X Communications SP4
EL1.3 Approach State and Federal Governments on
Actively advocate Increased levels of local issues
community issues State and Federal
to other levels of Government
government support EL1.3b Grant applications X X X X Communications SP1
Actively seek grant funding from State and (Target > 25 p.a.)
Federal Governments
32direction four : engaged leadership (EL)
DELIVERY PROGRAM THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
STRATEGY WILL BE... STATE
PLAN
CSP OUTCOME EL2. COUNCIL’S FINANCES AND ASSETS ARE WELL MANAGED
EL2.1a Continue progressive improvements to the Actions taken X X X X Support Operations SP4
EL2.1 centre led procurement model
Proactively More financially
pursue revenue viable Council EL2.1b Implement Annual Procurement Plan Actions taken X X X X Support Operations SP4
opportunities, cost resulting in EL2.1c Maximise the fleet operating surplus Operating surplus X X X X Support Operations SP4
savings and/or improved asset (excluding depreciation) (Target > $1.3m p.a.)
efficiencies management
EL2.1d Minimise the value of store stock control bin Minimise variances X X X X Support Operations SP4
errors (Target < $500)
EL2.1e Achieve investment returns greater than 90 Investment returns X X X X Financial Services SP4
day bank bill rate (Target 100 basis points)
EL2.1f Enhance online employee services Improvements implemented X X X X Human Resources and SP4
Risk Management
EL2.1g Pursue compliance with the Fit for the Future Improve our overall financial X X X X Financial Services SP4
Program sustainability
EL2.1i Minimise the net operating deficit for the Minimise deficit X X X X Engineering Works SP4
Burns Point Ferry (excluding depreciation) Target < $200,000 p.a.)
EL2.1j Minimise the net operating deficit for Deficit X X X X Community Facilities SP4
swimming pools (excluding depreciation and (Target < $300,000 p.a.)
loan interest)
EL2.1k Minimise net operating deficit for Community Deficit X X X X Community Facilities SP4
Centres and Halls (excluding depreciation) (Target < $450,000 p.a.)
EL2.1l Minimise net operating deficit for the Deficit X X X X Community Facilities SP4
Community Gallery (excluding depreciation) (Target < $200,000 p.a.)
EL2.1m Maximise revenue generated from our Revenues X X X X Commercial Services SP4
commercial properties (Target > $2.1 million)
EL2.1n Increase revenues from visitor services Visitor Services Revenue (Target > X X X X Community Facilities SP4
$50,000) Marketing Revenue
(Target > $50,000)
EL2.1o Implement process improvement program Improvements implemented X Human Resources and SP4
to support improvements throughout the Risk Management
organisation
33direction four : engaged leadership (EL)
DELIVERY PROGRAM THE BENEFITS OPERATIONAL PLAN ACTIVITY MEASURES/TARGETS 18/19 19/20 20/21 21/22 RESPONSIBILITY LINK TO
STRATEGY WILL BE... STATE
PLAN
CSP OUTCOME EL2. COUNCIL’S FINANCES AND ASSETS ARE WELL MANAGED
EL2.2a Implement technology solutions that generate Improvements implemented X X X X Information Services SP4
EL2.2 productivity gains
Utilise modern Increased
systems and efficiencies EL2.2b Enhance our core integrating platforms to Enhancements implemented X X X X Information Services SP4
equipment and higher staff improve customer service and efficiencies
satisfaction EL2.2c Enhance our online services provided to Improvements implemented X X X X Information Services SP4
external customers
EL2.2d Maintain a contemporary network Level of network performance X X X X Information Services SP4
infrastructure
EL2.2e Implement Fleet Replacement Plan Percentage implemented X X X X Support Operations SP4
EL2.3a Provide a pro-active internal risk management Number of workers’ compensation X X X X Human Resources and SP4
EL2.3 service claims Risk Management
Provide effective Reduced (Target < 20 p.a.)
risk and safety incidents and
practices lower insurance Hours of lost time due to workers
premiums and compensation
related costs (Target < 1,000 hrs p.a.)
Number of Insurance claims
(Target < 30 p.a.)
EL2.3b Risk management practices align with insurer Audit completed and level of X X X X Human Resources and SP4
and legislative requirements compliance Risk Management
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