In This Section
The Shoalhaven 2032 Community Strategic Plan reflects the community’s vision for the city and is our guide for action over the next 10 years. It tells us:
Council takes a lead role in the implementation of this Plan, however, responsibility for achieving our long-term goals rests with all levels of government, businesses, industry groups, community organisations and individuals.
Each of the key themes and priorities have been identified by the community as well as a broad range of issues that are important them.
Council operates within the NSW Government's legislated ‘Integrated planning and reporting’ (IP&R) framework.
This framework ensures that the community's vision, priorities and aspirations for the Shoalhaven’s future are captured in a Community Strategic Plan.
This plan guides Council's strategic and operational planning, resourcing and service delivery. It also ensures ongoing monitoring, evaluation and community engagement.
IP&R asks councils and their communities to consider and respond to:
The IP&R framework recognises that Council plans, policies and actions should not exist in isolation.
It provides an integrated process for Council to draw all the plans together and to understand how they interact and get the maximum leverage from our efforts.
It enables Council to plan and budget holistically to achieve multiple community benefits.
This forms the basis for Council’s four-year Delivery Program and Annual Operational Plan and Budget.
We will work together in the Shoalhaven to foster a safe and attractive community for people to live, work, stay and play; where sustainable growth, development and environmental protection are managed to provide a unique and relaxed lifestyle.
Core Values are the fundamental beliefs of a person or organisation.
These guiding principles dictate behaviour and help organisations to determine if they are on the right path and fulfilling their goals by creating an unwavering guide for all to follow.
The Shoalhaven community has a higher average age than many other areas in NSW.
An ageing population is a typical feature of coastal locations in NSW. We have a high retiree population and our younger people often migrate to other locations for educational or work pursuits.
Approximately seven (7) in every ten (10) Shoalhaven City households are a family, with two (2) in ten (10) a single person. Nearly all occupied dwellings in the City are single houses, with most of the population living in detached low-density housing.
Shoalhaven City has a rich Aboriginal cultural heritage, with nearly one (1) in 20 residents identifying as Aboriginal or Torres Strait Islander.
These strong links with Aboriginal culture are further reflected in Council’s recognition of the strong spiritual ties that the traditional owners continue to have with the land.
What’s important to the community for this theme:
Shoalhaven’s significant environmental qualities stem from its extensive natural areas, vast biodiversity and relatively small area of settlement.
The natural and rural landscapes form part of the cultural heritage and ‘sense of connection’ for the community and are an important tourism and economic assets.
Nowra is regarded as the major regional centre of Shoalhaven and is located on the banks of the Shoalhaven River, providing administrative, commercial and other high order services for the area.
Ulladulla and the Vincentia district (Bay and Basin area) are Shoalhaven’s major towns.
Shoalhaven’s major settlement areas are Nowra-Bomaderry, Milton-Ulladulla and the Bay and Basin area.
Our City’s economy consists of a range of industry sectors resulting in a robust and resilient economy.
Key industries that have, and will continue to have a significant role in maintaining and growing our economy include:
The theme covers the services provided to the community by all government departments, as well as the internal operations needed to support those community services and the effective governance processes needed to run a local government authority.
The Resourcing Strategy consists of Workforce, Asset, ICT and Long-Term Financial Planning and provides the link between Shoalhaven 2032 Community Strategic Plan and Council's Delivery Program and Operational Plan.
The Resourcing Strategy shows how we can help achieve our community vision in terms of time, money, assets and people.
Our workforce plan will act as a roadmap to guide key workforce initiatives to ensure Council can meet future workforce and organisational challenges.
The plan considers the future needs of the organisation and the factors that will influence workforce needs and provides strategies and actions to respond to and meet those needs.
Council is the custodian of community assets with a replacement value of approximately $5 billion.
There are legislative and community expectations that Council assets are managed to provide the greatest benefits, at the lowest whole-of-life costs, for all residents, landowners and visitors.
The Asset Management Strategy is a high level action plan that gives effect to Council’s Asset Management Policy and gives the approach for developing Asset Management Plans.
The resourcing strategy also outlines the priority asset management actions.
Outlines opportunities to build on the recent investment made in systems and technologies to create an exceptional customer experience.
The long-term financial plan aims to ensure Council remains financially sustainable into the future, reflecting the strategic priorities of Council and the community in the context of forecast economic parameters, service levels and revenue expectations.