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| Objective | Proposed Responses in Cityplan Document | Progress towards achieving the Proposed Responses from Cityplan Document | GROUP |
| EFFECTIVE GOVERNMENT | |||
| COMMERCIAL OPERATIONS - to successfully manage Council's commercial operations. | Develop and implement effective commercial operations strategies. (page 11) | Business Plans developed for Aquatics, Community Facilities and the Entertainment Centre. Business plan in development for Arts and events and under review for Bereavement Services | CSO |
| PROMOTING LOCAL PRIDE - To effectively promote a positive image of the Shoalhaven. | Encourage businesses to enter local, regional and wider awards for excellence eg business awards, tourism awards. (page 11) | 1. The Shoalhaven Business Awards conducted in 2007, with marketing and promotions to encourage local business entries. In 2006/2007 several Shoalhaven businesses won regional and wider awards for excellence in industries such as business services, hospitality, tourism and manufacturing. 2. The South Coast Tourism Awards - all Shoalhaven tourism businesses are encouraged to enter the South Coast Tourism Awards and then further encouraged to enter the State and National Awards each year. | F&C |
| EFFECTIVE MANAGEMENT - To responsibly manage the Council's finances, resources and regulatory functions. | Develop and implement an improved long term financial strategy. (page 11) | The long term financial plan was developed in detail in late 2006, early 2007 and formed the basis for the development of the 2007/08 budget and management plan. The long term plan will be reviewed in late 2007 to be incorporated into the planning for 2008/09. | F & C |
| PROMOTING LOCAL PRIDE - To effectively promote a positive image of the Shoalhaven. | Continue involvement with various community awards such as business excellence, school citizenship sponsorship and arts awards. (page 11) | Council has indicated that it wishes to continue supporting and promoting the various existing methods of showcasing excellence achieved by citizens and businesses within the Shoalhaven including School Citizenship Awards, Major Arts & Cultural Awards, Business Excellence Awards, Australia Day Awards, Queens Birthday Honours Awards, Mayoral Civic Receptions for various achievers and Dinners & Functions honouring Community Service. | F & C |
| LEADERSHIP AND DIRECTION - To develop strong leadership and decisively guide the best future for the Shoalhaven. | Maintain our commitment to strategic planning through Cityplan and its supporting strategies. (page 9) | There is demonstrated commitment to the Cityplan strategic planning framework with significant progress on Strategic Planning annually | GM |
| LEADERSHIP AND DIRECTION - To develop strong leadership and decisively guide the best future for the Shoalhaven. | Establish innovative processes to integrate longer term objectives with day to day operations. (page 9) | Actions arising from Cityplan strategies are progressively incorporated into the annual Management Plan process | GM |
| INVOLVING OTHERS - to work more effectively with the community, government and others. | Make better use of the media to provide information to the community. (page 9) | Media Manager position established to improve information dissemination. Media Strategy now adopted and implemented | GM |
| Newsletters and more individual notification on specific issues. (page 9) | Used for major projects; eg SMPCCC, sewerage capital works, annual Management Plan | GM | |
| Continue liaison with community groups. (page 9) | Staff regularly attend various community Groups & CCB meetings. Six monthly meetings with CCB Executive members are proving effective | GM | |
| Community meetings on important local issues. (page 9) | Numerous public meetings, residents' briefings and on-site meetings are held with community, to provide information & seek community views | GM | |
| Encourage community involvement in development of strategies and policies. (page 9) | Major policies & plans are placed on public exhibition & information provided to CCB's. Community submissions are important in informing Council's final decision | GM | |
| Comprehensive briefings of senior government representatives on Shoalhaven issues, thereby developing stronger networks, better understanding, common goals and effective working partnerships. (page 9) | Mayor, General Manager & Group Directors hold numerous meetings each year with local MP's, Federal & State Ministers, Director General & Regional Managers of most Government agencies, to resolve issues and obtain best outcomes for the community | GM | |
| EFFECTIVE MANAGEMENT - To responsibly manage the Council's finances, resources and regulatory functions. | Carry out an on-going policy of continuous improvement to achieve best value. (page 11) | Continuous improvement is imbedded in the culture of the organisation and within each Group Plan | GM |
| EFFECTIVE MANAGEMENT - To responsibly manage the Council's finances, resources and regulatory functions. | Quality and affordable customer service standards. (page 11) | Customer Service Targets for external customers adopted and Customer Service Targets for internal customers have been drafted. | GM |
| PROMOTING LOCAL PRIDE - To effectively promote a positive image of the Shoalhaven. | Develop and implement a corporate marketing / communications strategy which will promote local achievements and create greater awareness of Council's range and complexity of operations. (page 11) | Media Strategy reviewed in October, 2006, and this is now implemented on an on-going basis | GM |
| PROMOTING LOCAL PRIDE - To effectively promote a positive image of the Shoalhaven. | Ensure that cooperative ventures are undertaken with the community to promote greater pride in the area. (page 11) | Council supports many community events and organisations which contributes to promoting community pride | GM |
| EFFECTIVE MANAGEMENT - To responsibly manage the Council's finances, resources and regulatory functions. | Develop and implement organisational and people management strategies focussed on outcomes, innovation, motivation and teamwork. (page 11) | Human Resource Strategy reviewed in June, 2007, and actions implemented | GM - HR |
| EFFECTIVE MANAGEMENT - To responsibly manage the Council's finances, resources and regulatory functions. | Further develop our corporate Information management strategy to embrace the efficiencies and effectiveness from state of the art systems. (page 11) | Information Technology Strategy adopted and regularly reviewed | GM - IT |
| LEADERSHIP AND DIRECTION - To develop strong leadership and decisively guide the best future for the Shoalhaven. | Develop and implement guidelines to promote wider understanding and use of ESD (Ecologically Sustainable Development) principles. (page 9) | Council has adopted ESD Guidelines to ensure consideration of the issue amongst Council's operations. Ongoing review of sustainability initiatives occurring and where possible new initiatives are fostered. Council was successful in obtaining funding in association with Eurobodalla Shire Council to enable the LGSA to run sustainability training for Councillors and Council staff - this training took place in Oct 2007. | SP |
| ENVIRONMENT | |||
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a balanced approach to growth. | Estuary management plans. (page 13) | Shoalhaven River, Tabourie, and Currarong Entrance Management Plans complete; Burrill Entrance Plan to Public Exhibition; Shoalhaven River Estuary Management Plan complete; Lake Conjola, Burrill Lake , Moona Moona & Currambene Creek Flood Studies Complete; Broughton Creek and Kangaroo River Flood Studies to Public Exhibition; Flood DCP complete; Flood Policy advanced; Rehabilitation Projects substantially complete at Greenwell Point & Scenic Drive, Nowra. | SP |
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a balanced approach to growth. | Shoalhaven will be known nationally for its excellence in waste reduction, energy efficiency, recycling and effluent disposal. (page 7 & 13) | Council has been nominated as a finalist in the Local Government excellence in Environment Awards in December 2007. The nomination is as a result of a trial undertaken to enhance home composting as a sustainable method for managing garden and kitchen organic waste. If successful, a city wide roll out of this technique has the potential to considerably reduce the required number of garbage collection trucks, reduce the number of garbage bins and reduce domestic waste to landfill. | CSO |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Further develop ENVIRONMENTAL STRATEGIES AND POLICIES as well as PLANS OF MANAGEMENT for Council owned natural areas. (page 15) | Coastline Management Plan Process well advanced. Preliminary Community information sessions held; 16 hazard studies complete; and second round of information workshops held. Coastal vegetation weed control project along coastal reserves well advanced; Millard's Creek Natural Resources Management Plan complete; Millard's Creek pedestrian bridge complete; Quotations for stormwater remediation in Millard's Creek received. | SP |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Strive to continually improve the ENVIRONMENTAL STANDARDS of Council works. (page 15) | A review of Environmental Factors is undertaken for each construction and major maintenance project. Environmental protocols being established for work adjacent to National Parks estates. | CSO |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Work with over 50 groups, such as Landcare, dunecare with plans to encourage more groups to become involved. (page 15) | There are currently 81 Active Bushcare Groups within the Shoalhaven with approximately 70 groups carrying out works within the first quarter of this financial year. The Shoalhaven City Council Bushcare program has just been awarded "The Champion of the Catchment" Local Government Award for 2007 by the Southern Rivers Catchment Management Authority in recognition of the works by the groups. Also nominated at Tamworth for the NSW State Landcare Awards. In the last two financial years, a total of 33,500 volunteer hours has been donated by the groups for works within the Shoalhaven. | CSO |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Continue actively seeking GRANT FUNDING to assist in environmental management and restoration. (page 15) | Significant grants lodged to State's Floodplain, Estuary, Coastal Program to continue advancing on three year forward program; announcements pending. Targets are to advance from completed Flood Studies to Risk and Management Planning phases, review outdated Estuary Management Plans and continue rehabilitation projects. "Grow me instead" Booklet - Preparation and production funded by Southern Rivers CMA through the Shoalhaven Councils Group. Project managed by Shoalhaven City Council in association with Bega Valley Shire, Eurobodalla Shire and Wollongong City Councils and the Illawarra District Noxious Weeds Authority. Improving accuracy of EECs - Pilot mapping project being undertaken with Department of Environment and Climate Change. | SP |
| EMERGENCY MANAGEMENT - To relieve the impact of natural disasters (eg floods and bush fires). | Council's HIGHLY RESPONSIVE planning and operational system will continue to be enhanced, in particular the co-ordination with other emergency services. (page 15) | DISPLAN has been regularly reviewed and updated as required. Council has undertaken the Emergency Risk Management process in co-operation with local emergency response agencies and is currently prioritising the risk elements identified for application of risk treatments. Grant funding has been received to upgrade the Emergency Operations Centre Internet connections to significantly improve combat agencies ability to connect to their internal networks. | CSO |
| EMERGENCY MANAGEMENT - To relieve the impact of natural disasters (eg floods and bush fires). | Implementation of Shoalhaven RURAL FIRE SERVICE STRATEGIC PLAN. (page 15) | Council has provided expertise, particularly infrastructure design and project management, where required by the Rural Fire Service (RFS), to successfully implement the RFS Strategic Plan. Council co-ordinates and chairs the Local Emergency Management Committee to ensure that all emergency response agencies are able to work as an effective team when called upon to support the RFS in fire operations. | CSO |
| EMERGENCY MANAGEMENT - To relieve the impact of natural disasters (eg floods and bush fires). | Implementation of the SES (State Emergency Services) STRATEGIC DEVELOPMENT PLAN. (page 15) | The SES is currently undertaking a major review of their Strategic Management Plan which is due for completion in early 2008. | CSO |
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a blanked approach to growth. | Sewage strategies - to ensure that sewage services are provided in a timely and cost effective manner and to reduce their impact on the environment. (page 13) (on-site effluent; reticulated sewage will be covered by Shoalhaven Water later) | All new applications for on-site systems are assessed against the requirements of DCP 78, On-Site Sewage Management (SMF), to ensure protection of environmental and public health requirements. The SMF inspection program uses risk based assessment methodology to prioritise inspections of on-site systems that have the highest potential for environmental harm. Inspections are also targeted to geographic areas of high environmental sensitivity such as Kangaroo Valley. | DES |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Seek to continually improve the ENVIRONMENTAL PERFORMANCE AND MANAGEMENT for all development. (page 15) | Council seeks to continually improve its environmental performance through consistent enforcement of its regulatory responsibilities and monitoring of the impacts of Council decision. The State of Environment Report is an illustration of how comprehensive this approach has become. The SoE is consistently reviewed to improve its effectiveness. | DES |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Actively pursue those who breach ENVIRONMENTAL LAWS OR APPROVALS. (page 15) | Council has actively pursued those who have breached environmental laws or approvals with the issuing of clean up notices, orders, penalty infringement notices and commencement of legal proceedings. | DES |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Actively seek the rehabilitation of sites that are causing environmental problems. (page 15) | Council has actively sought the rehabilitation of sites that are causing environmental harm through the issuing of clean-up notices, orders under the Environmental Planning & Assessment Act and through court-ordered rehabilitation plans. | DES |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Develop effective ENVIRONMENTAL AWARENESS PROGRAMS with the community. (page 15) | Council has undertaken awareness programs through the use of media, public displays, education materials for DIY safe (asbestos, lead-based paint etc), woodsmoke and other air pollution reduction measures, protection of threatened species, management of companion animals, effective management of on-site sewage management systems, ways to stop pollution of waterways from domestic sources eg washing cars, proper disposal of oils and chemicals and litter reduction. Council also undertakes face to face community awareness regularly through its officers on issues such as neighbourhood noise, control of pollution from building sites, value of native vegetation and industrial auditing to control pollution emissions. | DES |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Continue and improve Council's annual STATE OF THE ENVIRONMENT REPORT. (page 15) | Community consultation workshops were held to get feedback on the most useful and valued indicators. The results of these workshops will be used to define indicators for next year's report. | DES |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Develop better ENVIRONMENTAL INDICATORS, particularly to monitor cumulative impacts. (page 15) | Council currently uses 61 indicators to monitor the State of the Environment within SCC. These indicators have recently been reviewed as part of preparation of the State of Environment Report. | DES |
| ENVIRONMENTAL QUALITY - To maintain and improve the high quality of our natural assets (eg waterways, air). | Incorporate the data in Council's electronic GIS (Geographic Information System). (page 15) | GIS updated with relevant information drawn from studies and plans as information becomes available. | SP |
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a balanced approach to growth. | Settlement strategy - to identify the broad population projections and where future growth is planned to occur for the whole City. (page 13) | Discussion Paper being finalised to enable initial consultation on proposed Growth Management Strategy to be undertaken in early 2008. Consultant engaged to undertake community consultation. | SP |
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a balanced approach to growth. | Citywide structure plan - a compilation of strategic land use elements from each of Council's main strategies. (page 13) | Discussion Paper being finalised to enable initial consultation on proposed Growth Management Strategy to be undertaken in early 2008. Consultant engaged to undertake community consultation. | SP |
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a balanced approach to growth. | Nowra Bomaderry structure plan. (page 13) | Adopted by Council October 2006. Plan was endorsed by the NSW Department of Planning Sept 2007, subject to minor changes. Structure Plan document now being finalised for publication. | SP |
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a balanced approach to growth. | Conservation strategy - to identify and protect important natural areas of conservation significance. (page 13) | Will be incorporated as a component of the Citywide Growth Management Strategy | SP |
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a balanced approach to growth. | Through implementation of the Housing Strategy, Council will help ensure that there is a diversity of housing types to meet the needs of all ages and types of demands. (page 7 & 13) | Shoalhaven Housing Strategy 2006 was adopted by Council on 27 June 2006. Various initiatives being advanced including requirement for adaptable housing as a component of the proposed subdivision of Dual Occupancy Development, for which a policy was adopted during 2007. | SP |
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a balanced approach to growth. | Towns and villages will thrive with a range of low visual impact, affordable and well designed housing and meeting places where people feel they belong. (page 7) | The Shoalhaven Housing Strategy 2006 was adopted on 27 June 2006. Opportunities for affordable housing will continue to be investigated through the implementation of the Strategy. Various DCPs and planning policies being finalised to ensure well designed housing - single dwellings, higher density etc. For example, during 2007 Council adopted a policy to enable subdivision of dual occupancy development which will help to facilitate this form of development in appropriate locations. | SP |
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a balanced approach to growth. | Opportunities for rural living will be made available where this is in keeping with the area's natural attributes. (page 7) | Shoalhaven Rural LEP gazetted in 1999. Provided additional rural living opportunities. The State Govt's South Coast Regional Strategy does not however support continued rural residential rezoning. | SP |
| A PLANNING FRAMEWORK FOR GROWTH AND CONSERVATION - To protect the natural beauty, built environment and heritage of the area, whilst adopting a balanced approach to growth. | CBD's will be attractive, safe and people-friendly, and creative solutions will be found to entice more residents to live in these central areas. (page 7) | Work is continuing on the review of the CBD DCP's for St Georges Basin and Ulladulla. Community based workshops are being held for Huskisson and Ulladulla and 3D modelling is being undertaken for both of these towns. It is also expected that reviewing of the Nowra and Bomaderry town centres DCPs will commence in 2008. Briefings held on Streetscape Strategy and program for 2007/08 adopted. | SP |
| ECONOMY | - | ||
| ECONOMIC OPPORTUNITIES - To promote, strengthen and diversify the area's economic base. | Shoalhaven will remain at the forefront of commercial visitation in the State. (page 6) | Promotion of Shoalhaven at key trade shows such as the Australian International Airshow (Avalon Vic) 2007 and Plannex 2007 (Sydney). Progressing a range of blueprint Shoalhaven actions including marketing plan, grant applications and recruitment of Executive Officer Participation in major local developments. | F&C |
| ECONOMIC OPPORTUNITIES - To promote, strengthen and diversify the area's economic base. | Implementing the Shoalhaven TOURISM MASTER PLAN. (page 17) | The new Shoalhaven Tourism Master Plan was adopted by Council on 24th April, 2007. The implementation of the Plan is reviewed yearly. | F&C |
| ECONOMIC OPPORTUNITIES - To promote, strengthen and diversify the area's economic base. |
Encouraging GREATER DIVERSITY in tourist accommodation, including: * FOUR STAR HOTEL AND CONFERENCE FACILITIES * Continue the strong and effective tourist promotion through Council's Tourism Manager and the Shoalhaven Tourism Board. (page 17) |
Marketing of the Shoalhaven as a tourism area has continued. In 2007/2008 a $1million program is being implemented. | F&C |
| ECONOMIC OPPORTUNITIES - To promote, strengthen and diversify the area's economic base. | Innovation, research and development via links with the revitalised Defence Station (HMAS Albatross) and the University campus will attract new and stronger wealth producing businesses to the area (eg avionics and other high technology industries). Our aim is to create 30% more jobs by 2011. (page 6) | Progressing a range of proposals with Defence/DMO and continued lobbying for AIR 9000/Phase 7 for Nowra. The planned ADF Helicopter Aircrew Training System (HATS) now announced to be located in Nowra including a $100m upgrade to HMAS ALBATROSS commencing in 2012. Further Defence helicopter maintenance activities being pursued. Co-sponsored Defence + Industry regional briefings in 2007. | F&C |
| ECONOMIC OPPORTUNITIES - To promote, strengthen and diversify the area's economic base. | New agricultural, artistic and cultural industries will provide exciting worthwhile and creative work opportunities. (page 6) | Development of blueprint Shoalhaven in initiatives - including enhanced website and marketing plan. | F&C |
| ECONOMIC OPPORTUNITIES - To promote, strengthen and diversify the area's economic base. | The retail sector will continue to thrive with Nowra remaining a strong sub-regional shopping centre of the Illawarra. (page 6) | A number of major retail developments currently being planned for Nowra, Ulladulla and Vincentia approved and moving to construction phase. | F&C |
| ECONOMIC OPPORTUNITIES - To promote, strengthen and diversify the area's economic base. | Preparation and implementation of the SHOALHAVEN ECONOMIC DEVELOPMENT STRATEGY. (page 17) | Economic Development Strategy implementation continued throughout 2006/2007 with development of blueprint Shoalhaven initiatives related to key industry sectors including Health/Ageing, Defence, Business Services and Education and Training. | F&C |
| ECONOMIC OPPORTUNITIES - To promote, strengthen and diversify the area's economic base. | Council's Economic Development Office will continue to give EXPERT GUIDANCE AND ASSISTANCE to new and expanding businesses. (page 17) |