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Community Strategic Plan 10 years +. Resourcing Strategy 10 years. Delivery Program 4 years. LEP. Perpetual monitoring & review. Operational Plan. Annual Report. How Did We Develop the Community Strategic Plan?. IRIS Research Community Survey
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Community Strategic Plan 10 years + Resourcing Strategy 10 years Delivery Program 4 years LEP Perpetual monitoring & review Operational Plan Annual Report
How Did We Develop the Community Strategic Plan? • IRIS Research Community Survey • Community Strategic Planning forums developed Community Vision and Objectives/Strategies • Youth Engagement Forum • Cultural Mapping Project • Consultation with State Agencies
Structure of the Community Strategic Plan • Community Vision Statement • Council’s Commitment to Shellharbour • How the Plan was prepared – Community Engagement • Profile of Shellharbour • 4 key areas of Community, Environment, Economy and Leadership
Four Year Delivery Program & One Year Operating Plan • Replaces the old “Management Plan” • Specific Actions to address Objectives and Strategies contained in the CSP • 4 year/1 year Financials, Revenue Policy, Rates Policy, Fees & Charges
Resourcing Strategy 3 Components: - Long Term Financial Plan - Asset Management Plan - Workforce Management Plan Long Term Financial Plan takes into account: - All operating revenue and expenses - Planned capital expenditure Issues: - Deficits projected in 9 out of the next 10 years - Absence of comprehensive financial strategy, covering: Expenditure policy Income policy Debt policy Funding of capital works Asset Management funding - Over dependence on operational income for capital expenditure
Asset Management Plan for Roads, Building and Drainage Assets: - Details Value, Condition, Expenditure Trends, Current Lifecycle Expenditure and Lifecycle Funding Gap Issues: - $2.9M funding gap on a lifecycle costing basis annually - Absence of funding strategy for asset management and renewal Workforce Management Plan that analyses existing workforce, forecast future needs and details strategies to attract, develop skills and retain staff: Issues: - An ageing workforce - Retention of employees - Use of technology - Increase in required qualifications - A workforce with the skills to deliver the objectives of the Community Strategic Plan
2011/12 Budget • Recent budgets have included temporary reactionary measures taken to balance budget, eg program cuts, service level reductions • Previous budget cuts of $533K reinstated: • Heavy patching, kerb & gutter & footpath maintenance - $100k • Parkland mowing - $70k • Beach maintenance - $20k • Street cleaning - $15k • Rural roads maintenance - $30k • Casual staff at Waste Depot - $30k • Parks and gardens casual staff - $20k • Streetlighting materials - $65k • Salary savings through deferral of existing vacancies - $178k • Environmental projects support - $10k • Playground equipment installation - $25k
New policy direction taken in formulating 2011/12 Budget • Operational revenues only applied to operational expenditure • Surplus reserves may be used to meet ‘one-off’ expenditures • Capital works to be funded from: • Accumulated reserves • External funding, eg grants, section 94 • Loans
Change of focus for the Operational Budget– move from creation of new assets to more funds being directed to maintaining existing assets • Address infrastructure funding gap • Utilisation of Financial Assistance grant monies (roads component) to fund operating expenditures (eg, asset maintenance), rather than capital works program
Objective to align total recurrent operating expenditures with recurrent income – need to look at reducing day-to-day costs • Employment costs account for approximately 42% of total operational expenditure • Review of existing employment policies to reduce costs in this area • Introduction of 3% vacancy margin
Main assumptions made in compiling 2011/12 Budget: • 2.8% increase in rates income (maximum as determined by IPART) • 3.0% increase in salary estimates to cover Award increases and movement through salary system • Expected substantial increases in utility costs (electricity and water) • Large increases for insurances (general and workers comp) • Expected Waste Levy liabilities of $4.4million • Estimates included to cover Local Government election costs and Councillor expenses
$3.4 million of new items of funding requests received • $197k of new items categorised as ‘essential’ recommended for funding • Capital Works budget of $9.8 million including asset acquisition and asset replacement programs • Total budget expenditure of $85 million (including expected carry over works of $5.3 million) • Resulting in overall surplus of $159k or 0.2% of total operational expenditure
Public Exhibition commences Saturday 14 May 2011 until 4.30 pm Monday 13 June 2011 • Enquiries to: Integrated Planning Team – (02) 4221 6089 • Written submission may be made to: Mr Michael Willis General Manager Shellharbour City Council Locked Bag 155 Shellharbour City Centre NSW 2529 • Council meeting on 28 June 2011 to consider public submissions and to adopt (with any amendments) the Integrated Planning and Reporting documents (including the 2011-12 budget)