Operational Plan 2024-2025 by Wagga Wagga City Council

Operational Plan

2024/25

Acknowledgement of Country

Wagga Wagga City Council gulbali-yanhi ngurambang-gu Wiradjuri-gu walumaldhaany-galang. nganha bala mayiny Wiradjuri. yindyamali-yanhi mudyiganggalang-bu balumbambal-bu balugirbam-bu yindyamali-yanhi bagaraygan nguarambang-gawali-i yandu muran.

wigi wagga wagga-dha ngiyanhi gulbali-bu yindyamali-bu guwiinyguliyalagu buyaa-bu giilaang-galam-bu. ngiyanhi gulbali-bu yindyamali-bu guwiinyguliyalagu dhaagun-giyalam-bu bila-galang-giyalam-bu. gulbali-yanhi Wiradjui-mayiny ngurambangguwal-bu bala yarruwala-bu waluwin-bu walabangan-bu dhirrangal-bu.

Wagga Wagga City Council acknowledges the traditional custodians of the land, the Wiradjuri people, and pays respect to Elders past, present and future and extends our respect to all First Nations Peoples in Wagga Wagga.

We recognise and respect their cultural heritage, beliefs and continuing connection with the land and rivers. We also recognise the resilience, strength and pride of the Wiradjuri and First Nations communities.

Photo: Matt Beaver

About this document

Our planning and reporting framework

Council’s Delivery Program and Operational Plan are key components of our Integrated Planning and Reporting framework as shown in our diagram below.

The Integrated Planning and Reporting framework helps Council discuss funding priorities and service levels with our community, including how these shape our local identity and how we can work together to create a more sustainable future.

Under NSW Government legislation, councils must prepare a number of plans detailing how they intend to deliver works and services in the short and long term.

These plans are based on the community’s priorities, identified in the Community Strategic Plan, and present a balanced approach to planning that considers how our resources can be used to deliver community outcomes.

Integrated Planning & Reporting (IP&R) Framework

Strategic direction

This document contains five strategic directions as set out in the Community Strategic Plan 2040. These are our focus areas for achieving our community’s vision for 2040 and provide the structure for this document. The five strategic directions are:

Community leadership and collaboration

• Accountability

• Transparency

• Representations

• Strategy

• Participation

• Informed decision making

• Governance

• Communication

• Engagement

• Active community members

Safe and healthy community

• Safe places and spaces

• Perception of safety

• Emergency response

• Public health

• Safe behaviours

• Healthy lifestyle

Growing economy

• Diversity of our industry

• Encouragement of innovation and entrepreneurial

• Enabled by technology

• Small business

• Recreation

• Sports

• Access to healthy food

• Health and support services

• Freight and logistics hub

• Tourism

• Active hubs

• Retail options

Community place and identity

• Connection to place

• Family friendly

• City of good sports

• Multicultural community

• Arts and cultural centre

The environment

• Planning for a growing city

• Protecting and enhance our natural environment

• Sustainability

• A city with a country lifestyle

• Defence presence

• Opportunities to connect

• Facility improvements

• Housing options

• Maintaining our built environment

How the plans relate to each other

The Community Strategic Plan identifies the objectives that the community wants to head towards over the next 10+ years and also sets out the strategies on how to get there.

The Community Strategic Plan sits at the highest level of Council’s planning hierarchy and guides all other Council strategies and plans.

The Delivery Program picks up these strategies and then links them to the principal activities Council will undertake for the period of the Delivery Program (usually four years). These activities guide the actions (services, programs and projects) that will be undertaken by Council each financial year to bring us closer to our shared community vision and goals as identified in the Community Strategic Plan 2040.

The Operational Plan outlines the actions (services, programs and projects) that Council will undertake each financial year that contribute to achieving the commitments of the Delivery Program and Community Strategic Plan. It also identifies the annual budget required to deliver the actions and the responsible service area within Council who will oversee and report on the actions.

Monitoring our performance

Council regularly tracks and monitors the Delivery Program and Operational Plan, and reports to the community on progress and outcomes achieved every six-months through the Operational Performance Report as well as on an annual basis through the Annual Report. Council also tracks progress towards the Community Strategic Plan 2040 through the State of our City Report (formally referred to as the End of Term Report) which is produced at the end of each Council term and presented to the incoming Council. The Community Strategic Plan will also be updated at the commencement of each Council term to ensure it remains relevant and continues to reflect community aspirations. All reports will be available on Council’s website at wagga.nsw.gov.au.

Resourcing our plans

To support the Community Strategic Plan effectively, councils are required to develop resourcing strategies which identify the money, assets and people required by Council to deliver on the commitments of the Community Strategic Plan 2040 and Council’s Delivery Program and Operational Plan as outlined in this document Council’s resourcing strategies consist of three key components:

• Asset Management Strategy and Plans

• Long Term Financial Plan

• Workforce Resourcing Strategy

The Asset Management Strategy and Plans cover a 10-year period. It includes what Council needs to do to improve Council’s asset management and project resources. The strategy identifies the critical assets under Council’s responsibility and outlines risk management strategies for these assets. It also contains long-term projections of asset maintenance, renewal and replacement costs.

The Long Term Financial Plan covers a 10-year period and outlines the financial implications of delivering on Council’s responsibilities contained in the Community Strategic Plan. The purpose of the plan is to ensure that Council is a financially viable, adequately funded and sustainable organisation to meet community expectations of service levels.

The Workforce Resourcing Strategy covers a 4-year period. It helps make sure there is the right staffing to handle the changes and challenges Council will face to meet the current and future service and operational needs of the Wagga Wagga LGA.

How to read this plan

The following information helps to explain the headings used in this Plan.

Strategic direction

These are our five focus areas for achieving our community’s vision for the future and provide the structure for this Plan.

Objective

These are our community’s long-term priorities and aspirations and contribute to achieving our community’s vision for the future.

Strategy

These guide the four-year activities and plans that Council will undertake that contribute to achieving our long-term objectives, and ultimately our community’s vision for the future.

Principal Activity

These are the principal activities as set out in Council’s four-year Delivery Program that contribute to achieving the objectives of the Community Strategic Plan 2040. These guide the annual Operational Plan actions (services, programs and projects) that Council will undertake each financial year.

Action

These are the specific actions that Council will undertake in the financial year that contribute to achieving the commitments of Council's Delivery Program.

Primary Responsibility

These are the service areas within Council that will oversee and report on the relevant action in Council’s performance reports, however, multiple service areas and our partners may contribute to the overall delivery of each action throughout the year.

Measure/s

The performance measures are sourced from a range of data sets (such as the biennial Community Satisfaction Survey, Australian Bureau of Statistics or other reliable statistics) that can be used to quantify progress. These measures provide a framework for Council to measure and report on progress in implementing this Plan.

What is the Operational Plan 2024/25?

Council’s Operational Plan is created each financial year as a sub-plan of Council’s four-year Delivery Program. The Operational Plan 2024/25 (this document) is year four of Council’s four-year Delivery Program 2022/23 – 2025/26. It outlines the actions (services, programs and projects) that Council will undertake in the financial year that contribute to achieving the commitments of Council’s Delivery Program and Community Strategic Plan 2040. It also identifies the annual budget required to deliver the actions and the responsible service area within Council who will oversee and report progress and performance results achieved.

This Plan is accompanied by Council’s 2024/25 Fees and Charges which includes the proposed rates and annual charges.

Community leadership and collaboration

Objective: Wagga Wagga has strong community leadership and a shared vision for the future

Measures

• Community satisfaction with confidence in elected Council is increasing

• Community satisfaction with opportunities to engage with Councillors is increasing

• Community satisfaction with long term planning for Wagga Wagga is increasing

• The proportion of people who agree ‘my local government is able to help our community face challenges’ is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Our leaders represent our community

Principal Activity Action

Coordinate and facilitate corporate meetings, events, workshops, and ceremonies

Ensure Council's corporate governance, legislative compliance and policy framework is well understood, and our high ethical standards are maintained by Council officials

Facilitate a culture that empowers our people to demonstrate positive leadership

Strengthen local, regional, state and national partnerships through collaboration, consultation, advocacy and knowledge exchange to facilitate improved decision making and outcomes for the community

• Coordinate and facilitate Citizenship ceremonies

• Coordinate Councillor workshops

• Coordinate and facilitate Mayoral events

• Deliver pre-election program including candidate sessions, new Council induction materials, NSWEC requirements

• Develop and implement a comprehensive Councillor induction and professional development program

• Develop and implement Council's Leadership and Culture Program aligned to organisational values and provide opportunities for all staff to engage in activities to enhance leadership capabilities across the organisation

• Advocate strongly on behalf of the community with State and Federal Government departments, agencies and organisations

• Participate in forums such as Joint Organisations, Regional Capitals Australia and Regional Cities NSW

• Facilitate strategic planning discussions between neighbouring local government areas to maximise wider potentials and unlock new opportunities across the region

• Review and monitor Council's Advocacy Plan to support Council and other representative groups to take advantage of advocacy opportunities as they arise

Executive Support

Corporate Governance and Performance

People and Culture

Executive

Corporate Governance and Performance

Support local community organisations, individuals and small businesses within the Wagga Wagga Local Government Area through the Annual Grants Funding Program

• Administer the Annual Grants Program

Community Services

Strategy: Plan long term for the future of our city

Principal Activity Action

Develop and implement Resourcing Strategies to support the delivery of the Community Strategic Plan and inform Council's policy development, decision-making and program delivery

Ensure the long term priorities and aspirations of our community are reflected in the Community Strategic Plan and inform Council's policy development, decision-making and program delivery

• Review and readopt Council's Asset Management Strategy and Asset Management Plans

• Develop and implement divisional area workforce plans

• Continue to develop and implement Council's Long Term Financial Plan

• Investigate opportunities to narrow Council's Infrastructure Funding Gap

• Coordinate and facilitate corporate planning and reporting processes

• Review and adopt the Delivery Program and Operational Plan as part of the readoption of the IP&R Suite

Primary Responsibility

Asset Management

People and Culture

Finance

Corporate Governance and Performance

• Finalise the full review of the Community Strategic Plan 2040 Corporate Governance and Performance

Ensure Council's advocacy, strategic planning, reporting and overall program delivery continue to work towards decreasing social and community disadvantage across our local government area

Develop and deliver a capital works program aligned to local, regional and state priorities and plans

• Advocate to and collaborate with State Government and key stakeholders to plan for and deliver services, programs and projects that work towards decreasing social and community disadvantage across our local government area

• Administer Council’s Project Management Framework and methodology

• Review and administer Council’s Project Management Framework

• Manage the delivery of Council's Capital Works Program in accordance with Council's Project Management Framework and project plans

Executive

Project Management

Community leadership and collaboration

Objective: Our community is informed and actively engaged in decision making and problem-solving to shape the future of Wagga Wagga

Measures

• Community satisfaction with provision of Council information to the community is increasing

• Community satisfaction with input to Council decision-making is increasing

• Community satisfaction with Council’s communication is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Communicate with our community

Manage Council's various branding requirements to achieve a positive and professional image and reputation

Provide information to relevant communities and stakeholders about Council activities, services, policies and plans through media liaison and external and internal publications and platforms

• Continue to support and manage the use of corporate and City brand guidelines

and Engagement

• Explore community expectations in relation to the level, type and preferred method of communication and engagement with a view to improving and extending Council’s communication and engagement activities Communications and Engagement

Strategy: Ensure our community feels heard and understood

Provide opportunities for all members of our community to be informed of and participate in decisions that shape Wagga Wagga

• Provide strategic communications and engagement support to promote, support and evaluate Council’s activities in accordance with Council's Community Engagement Strategy

• Develop and implement inclusive and accessible communications campaigns using a range of channels and media to reach community and stakeholders with key information

and Engagement

Communications and Engagement

Objective: Wagga Wagga City Council leads through engaged civic governance and is recognised and distinguished by its ethical decision-making, efficient management, innovation and quality customer service

Measures

• Community satisfaction with Council’s performance is increasing

• Community satisfaction with their contact with Council is increasing

• Community satisfaction with Council's financial management is increasing

• The proportion of people who rated access to local government services as ‘good’ is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Ensure transparency and accountability

Principal Activity Action

Apply probity standards and governance process to Council's procurement and contract management framework ensuring compliance with legislative requirements and organisational values

Deliver an internal audit program aligned to strategic objectives and key operational risks of the Council

Establish mechanisms for organisational accountability, change management and continuous improvement through the internal audit program

Maintain and support a reliable financial management, accounting and reporting environment aligned to service and project frameworks to enable authoritative and prompt financial decisions to be made by the organisation

• Mature Council's Procurement Management Framework and continue to embed into decision making through the delivery of Council's procurement policy and procedure education and training programs

• Provide effective contract management, contractor management and procurement management services

• Develop and deliver a community education program for First Nations businesses to inform business owners how they can become suppliers to Council

• Develop and deliver an Annual Internal Audit Plan considering Council's areas of risk exposure

• Develop and deliver an Internal Audit Strategic Plan

• Facilitate operational improvements based on the outcomes of audits, reviews and gap analysis conducted through the internal audit program

• Provide independent assessment and research of current Internal Audit best practice and advice to the Executive and Audit, Risk and Improvement Committee (ARIC)

• Manage and report on Council's financial position and performance

• Manage Council's rates and revenue functions

• Manage Council's treasury functions

• Undertake Zero Based Budget reviews as adopted by Council

Finance

Community leadership and collaboration

Manage Council's governance and risk frameworks and policies to ensure compliance with legislative requirements and organisational values

• Ensure Council has a robust claims management process and Council's insurance coverage appropriately protects Council's risk exposures Corporate Governance and Performance

• Manage complaints in accordance with Council's Complaints Handling Framework Corporate Governance and Performance

• Continue to implement Council’s Code of Conduct Corporate Governance and Performance

• Mature Council's Risk Management Framework and continue to embed into decision making Corporate Governance and Performance

• Implement the Fraud and Corruption Control Plan including status reporting of the previous year’s actions and endorsement by the ARIC of the plan for the following year Corporate Governance and Performance

• Develop and deliver governance and risk training and support to Council officials including staff and Councillors Corporate Governance and Performance

Provide effective management and oversight of Council's property portfolio

Provide open and accessible government information as well as a commitment to the protection of privacy

• Develop a Strategic Property Portfolio Plan Property Management

• Manage property related interactions, leasing and licencing of land and buildings and Crown land management ensuring legislative compliance Property Management

• Manage the sale and acquisition of land and buildings ensuring legislative compliance and value for money Property Management

• Provide open and accessible government information as well as a commitment to the protection of privacy in accordance with legislative requirements

Information Management

Strategy: Provide professional, innovative, accessible and efficient service delivery

Administer Council's corporate applications, networks and systems and develop innovative online services to enhance service delivery to the community

Deliver high-quality, efficient and effective engineering design services to internal departments within Council

Develop and implement strategies and plans to support our people to embrace a values-based organisational culture

Invest in the capabilities of our people to ensure they are appropriately skilled to deliver positive outcomes for our community

• Continue to review and enhance Council's online services presence to improve usability, efficiency and overall customer experience

• Manage Council's cyber security systems and processes in accordance with Council's Cyber Security Strategy

Information Technology

• Implement an Enterprise Asset Management System Information Technology

• Engineering design projects are completed within adopted / amended timeframes Asset Management

• Roll-out the Organisational Culture Survey and implement actions to support alignment with Council's values-based organisational cultureframework

• Develop and implement Council's Corporate Training Plan aligned with the Individual Performance Development Program, compliance requirements and the objectives of Council's Workforce Resourcing Strategy

People and Culture

Principal Activity Action

Implement continuous improvement initiatives to enhance the effectiveness and efficiency in the delivery of services and programs for the community

Invest in the capabilities of our people to ensure they are appropriately skilled to deliver positive outcomes for our community

Manage and maintain Council's fleet and plant equipment to ensure the continued physical delivery of community priorities

• Investigate service review programs to improve the efficiency and effectiveness of council operations

• Develop and implement a plant, equipment, and fleet management strategy and implementation plan

• Manage operational fleet and plant to provide safe, fit for purpose and legislatively compliant assets in accordance with IPWEA best practice standards for fleet and continue to deliver a sustainable fleet replacement program aligned to operational requirements and provide optimal outcomes for Council and the community

• Manage plant and equipment hire to support ongoing ervice delivery and operational requirements and meet critical functions of Council

• Maintain operational fleet and plant to support ongoing service delivery and operational requirements and meet critical functions of Council

• Service and Repair plant and fleet assets in accordance with manufacturer recommendations to maximise availability of the asset for use

Primary Responsibility

Corporate Governance and Performance

People and Culture

Plant and Fleet

Workshop

Manage and maintain Council's operational works depot and stores to ensure the continued physical delivery of community priorities Manage business information and Council records as an asset to enable Council to carry out its civic functions and comply with relevant legislation

• Manage operational works depot and stores to support ongoing service delivery and operational requirements and meet critical functions of Council

• Continue to deliver digitisation and sentencing of hard copy records

• Continue to develop a strong information and records management culture and provide opportunities for staff to participate in record management training and development programs

• Manage and maintain Council's business information, corporate records and archive facilities in accordance with Council's Information Management Framework

Plant and Fleet

Stores

Information Management

Community leadership and collaboration

Strategy: Be easily accessible to all members of our community

Principal Activity Action

Deliver high quality and informative customer service through the provision of clear, accessible and relevant information to the community

• Continue to provide our community with simple and convenient ways to access and do business with Council through the delivery of high quality customer service via phone and face to face counter channels

• Provide advice and information regarding development assessment and building certification related matters to industry and the community

• Provide advice and information regarding engineering related matters to industry and community

• Provide advice and information regarding heavy vehicle permits for State roads and traffic or transport related enquiries to industry and community

• Provide advice and information regarding infrastructure contributions to industry and community

• Provide advice and information regarding rates, revenue and accounts payable related matters to industry and the community

• Develop a Customer Experience (including Digital) Strategy

• Provide simple and convenient ways to access and do business with Council through online service channels

Provide good governance and administrative support for Councillors and Council meetings

• Facilitate Council and committee meetings and provide a clear line of communications between members of the public and Councillors

• Provide high-level executive support to the Mayor and Councillors

Primary Responsibility

Customer Service

Development Assessment and Building Certification

Traffic

Strategic Planning

Finance

Customer Service

Corporate Governance and Performance

Executive Support

Safe and healthy community

Objective: Our community feel safe Measures

• Community satisfaction with flood protection and preparedness is increasing

• Community satisfaction with street lighting is increasing

• The proportion of people who agree ‘I feel safe in public places’ is increasing

• The proportion of people who agree ‘I feel safe in my home’ is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Create safe spaces and places

Principal Activity Action

Deliver companion animal management programs and services to enhance public safety, manage risks and ensure compliance with relevant legislatio

Ensure the safety, health and wellbeing of our people

Implement the Community Safety Action Plan

Monitor and maintain the Council Closed Circuit Television (CCTV) network

• Provide effective ranger services to enhance public safety and manage community safety risks

• Provide effective ranger services to ensure compliance with companion animal legislation

• Provide high quality companion animal management facilities, programs, and services through the Glenfield Road Animal Shelter

• Deliver community companion animal education programs and initiatives promoting responsible pet ownership and safe pet interaction

Regulatory Services

• Provide effective ranger services to ensure compliance with companion animal legislation Regulatory Services

• Actions from the StateCover Self Audit are actioned People and Culture

• Continue to implement the Community Safety Action Plan Community Development

• Monitor and maintain the Council Closed Circuit Television (CCTV) network Information Technology

Strategy: Promote safety and safe behaviours Principal

Develop and implement programs to improve and promote road safety

Provide education and undertake promotion of public health initiatives

Promote water safety awareness that supports community wellbeing and continue to develop and deliver initiatives to increase awareness

• Partner and work with Government stakeholders to improve road safety and behaviour change

• Undertake road safety audits

• Provide education and undertake promotion of public health initiatives including the production of educational resources, material and campaigns to raise awareness of public health activities

• Continue to implement priority actions identified in Council’s Inland Water Safety Management Plan

• Deliver water safety education programs

Strategy: Be responsive to emergencies

Provide responsive, effective emergency management and emergency prevention services

Support the development of local emergency management plans in partnership with emergency service agencies and key stakeholders to ensure we are working to prevent, prepare for, respond to, and recover from emergencies including natural hazards and disasters

Implement actions from the Council's Floodplain Risk Management Plans

• Provide responsive, effective emergency management and emergency prevention services such as traffic control, online communications and alerts, repair works and flood gate operations

• Continue to support the development of local emergency management plans in partnership with emergency service agencies and key stakeholders to ensure we are working to prevent, prepare for, respond to, and recover from emergencies including natural hazards and disasters

• Implement actions from the Council's Floodplain Risk Management Plans

Roads and Footpaths

Parks and Recreation (Strategic)

Oasis, Bolton Park Stadium and MultiPurpose Stadium

Sewer, Stormwater and Flood Maintenance

Management

Safe and healthy community

Strategy: Monitor and enforce public safety

Principal

Deliver inspection and monitoring programs to enhance public safety, manage risks and ensure compliance with relevant legislation

• Deliver effective regulatory services to enhance public safety, manage risks and ensure compliance with on and off-street parking

• Deliver effective regulatory services to enhance public safety, manage risks and ensure compliance with public road reserve and street activities

• Deliver fire hazard reduction programs and services relating to private property

• Deliver fire hazard reduction programs and services r elating to public property

• Manage impound operations including undertaking inspections, issuing infringements and disposal of items

Regulatory Services

Parks and Strategic Operations

Regulatory Services

• Perform compliance and regulatory public health inspections Public Health

• Perform compliance and regulatory public health inspections, investigations and assessment Public Health

• Promote and encourage voluntary compliance with fire safety regulations through submissions of Annual Fire Safety Schedules and through the Fire Safety Statement Program

Development Assessment and Building Certification

• Undertake mandatory inspections of swimming pools as prescribed under legislation Development Assessment and Building Certification

Objective: Our community embraces healthier lifestyle choices and practices

Measures

• Community satisfaction with sportsgrounds and sporting facilities is increasing

• Community satisfaction with our cycle network is increasing

• The proportion of people who agree ‘Wagga Wagga has a variety of leisure and recreation options’ is increasing

• Adults sports participation figures is increasing

• Youth sports participation figures is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Promote access and participation for all sections of the community to a full range of sports and recreational activities

Principal Activity Action

Attract and support community participation in a variety of sports, recreation and leisure activities in our region

Collaborate with State Government and key stakeholders to plan for and implement a comprehensive network for people to walk and cycle

Deliver masterplans to reflect the current and future recreational needs of the community

Implement the Playground Strategy

Provide high-quality parkland, sports and recreational facilities that are diverse, accessible and responsive to changing needs

• Promote initiatives that attract and support community participation in a range of sports and recreational activities in the Wagga Wagga LGA

• Investigate opportunities to increase utilisation of Bolton Park Stadium

• Investigate opportunities to increase utilisation of Multi- Purpose Stadium

• Provide a range of aquatic activities, programs, and events for the community through Oasis

• Continue to implement the Active Travel Plan and footpath network expansion as identified in the Recreation, Open Space and Community Strategy

• Complete a review and update of the Recreation, Open Space and Community Strategy 2040

• Complete then renewal and upgrade of playgrounds in accordance with the Playground Strategy

• Deliver a sustainable maintenance program to ensure our high-profile fields and second tier ovals are available to meet the diverse needs of our community

• Investigate potential improvements and funding opportunities to O'Halloran Park Agility Track

• Manage and maintain the Zoo and Aviary, including animal welfare, facility maintenance

• Provide high quality aquatic facilities through Oasis to meet community needs and industry standards

• Provide high quality sports and recreational facilities through Bolton Park Stadium to meet community needs and industry standards

• Provide high quality sports and recreational facilities through Multi-Purpose Stadium to meet community needs and industry standards

Primary Responsibility

Parks and Recreation (Strategic)

Oasis, Bolton Park Stadium and MultiPurpose Stadium

Parks and Recreation (Strategic)

Regulatory Services

Parks and Recreation (Strategic)

Oasis, Bolton Park Stadium and MultiPurpose Stadium

Safe and healthy community

• Continue to implement and deliver the Northern Sporting Precinct

• Develop an open space plan of management for all Crown and Council owned reserves

Objective: Our community has access to health and support services that cater for all of our needs

Measures

• The proportion of people who rated access to general health services as ‘good’ is increasing

• The proportion of people who rated access to mental health services as ‘good’ is increasing

Parks and Recreation (Strategic)

• The proportion of people who recorded a ‘high’ Personal Wellbeing Index score (above 80) is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Support and continue to develop services to improve and promote community health and wellbeing

Advocate to and collaborate with State Government and key stakeholders for improved access to local health services that positively impact the mental and physical health and wellbeing of our community

Support and promote the Health and Knowledge Precinct

Lead the development and delivery of strategic plans that support inclusive and integrated service delivery and improve the wellbeing of our community

• Collaborate with State Government and key stakeholders for improved access to local health services to support the mental and physical health and wellbeing of our community

• Engage and work with Murrumbidgee Health and Knowledge Precinct stakeholders to support the progress and planning of the precinct

• Administer the Reconciliation Action Plan Working Group, participate on the Wagga Youth Interagency Group and the Wagga Access Reference Group and other interagency and stakeholder working groups

Development

Growing economy

Objective: Wagga Wagga is a thriving, innovative and connected regional capital city Measures

• Community satisfaction with availability of car parking is increasing

• Community satisfaction with maintaining local roads is increasing

• Community satisfaction with traffic flow/congestion is increasing

• Community satisfaction with maintaining footpaths is increasing

• The proportion of people who indicated having access to good quality public transport is increasing

• The proportion of people who rated access to high speed, reliable internet as ‘good’ is increasing

• The proportion of people who rated access to mobile phone reception as ‘good’ is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Improve, maintain and renew transport networks and building infrastructure to provide safe, affordable, efficient, and reliable transport connections for our community

Principal Activity Action

Advocate to and collaborate with Transport for NSW for improvement works on local and regional roads

Continue to upgrade and extend cycle and pedestrian networks

Deliver traffic and transport management services and support to provide a safe and efficient traffic and transport network for our community

Implement parking strategies and plans that enhance equity and efficiency in access to parking

Implement the Pedestrian Access and Mobility Plan (PAMP)

Implement the Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040

• Pursue funding opportunities with Transport for NSW for improvement works on local and regional roads and at blackspot locations

• Continue to implement the Council Footpath Replacement program

• Facilitate and chair the Local Traffic Committee

• Manage National Heavy Vehicle Regulator applications and undertake traffic management assessments and inspections

Roads and Footpaths

Traffic

• Provide traffic management support and assist local on-road event organisers with traffic management applications, plans and co-ordination Traffic

• Deliver carpark maintenance program.

• Continue to implement the Council carpark renewal program

• Continue to implement the Pedestrian Access and Mobility Plan (PAMP)

• Complete an internal desktop review of the Wagga Wagga Integrated Transport Strategy in 2024/25 before proceeding to the full review and update.

Roads and Footpaths

Roads and F ootpaths

Strategic Planning

Improve the safety, quality and amenity of local roads through increased road reconstruction, resurfacing and line marking programs

Provide high quality airport facilities and services to meet the needs of the community

• Continue to implement the Wagga Wagga Central Laneway Renewal program

• Develop and implement programs for construction and maintenance of sealed roads, pavements, shoulders, bridges, culverts and table drains, including the replacement of aged infrastructure

• Develop and implement programs for construction of new drainage structures and maintenance and repair of kerb, gutter and footpath assets

• Develop and implement programs for the management and maintenance of signs, traffic control, road closures and car park line marking

Roads and Footpaths

• Ensure the aerodrome safety meets all operational compliance standards and regulations Airport

• Manage and maintain Airport facilities

Strategy: Establish and grow Wagga Wagga serving as world class freight and logistics hub to the region and beyond Principal

Continue to support and protect ongoing access to air travel in our region

Airport

Promote and grow Wagga Wagga as the gateway city of Southern NSW

• Actively participate and promote the Airport and airport industry and support industry sustainability and growth Airport

• Continue to lobby the Federal Government for a renewal of the lease at the Airport on extended terms

• Continue to lobby to Federal and State Government departments for critical infrastructure upgrades (security upgrades, safety upgrades for landside passenger and patron accessibility, medical transfer aprons and covered facilities)

• Protect the airport from the encroachment of incompatible development and encourage developments that facilitate Wagga Wagga serving as the gateway city of Southern NSW

• Ensure land use planning decisions protect and enhance the key industry and activity cluster areas identified in the Wagga Wagga Local Strategic Planning Statement

Airport

Strategic Planning

Strategy: Recognise the future opportunities for Wagga Wagga will be gained by continued investment to strengthen our digital literacy and infrastructure, connecting our community, industry and services to new exciting opportunities now and in the future

Promote continual improvement to physical and digital infrastructure that connect Wagga Wagga and Southern NSW to global networks

• Work with Governments, service providers and consumer advocates to improve service quality, connectivity and accessibility to digital infrastructure

Economic Development

Objective: Wagga Wagga is an attractive location for people to live, work and invest

Measures

• Estimated resident population is increasing

• Unemployment rate is decreasing

• Number of local businesses is increasing

• The City’s Gross Regional Product (GRP) is increasing

• The proportion of people who agree ‘living costs are affordable here’ is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Encourage and support investment to develop Wagga Wagga Principal

Advocate for and pursue funding opportunities and partnerships to support our community and develop Wagga Wagga

• Attract and support private and public partnerships and investment to grow our region

• Pursue funding partnerships for the delivery and future operations of the Active Travel Plan

Economic Development

Parks and Recreation (Strategic)

• Pursue funding, philanthropy, sponsorship and partnerships for the Art Gallery through developing and identifying suitable projects for support Art Gallery

• Pursue funding, philanthropy, sponsorship, and partnerships for the Library Library

• Pursue funding, philanthropy, sponsorship, and partnerships for the Museum

• Pursue funding, sponsorship, and partnerships for the delivery of community infrastructure and programs

• Pursue funding, sponsorship, and partnerships for the delivery of environmental initiatives, projects, and programs

• Pursue funding, sponsorships, and partnerships for events, festivals and activities

Museum

Parks and Recreation (Strategic)

Environmental Management

Events and Visitor Economy

• Pursue funding, sponsorships, and partnerships for the Civic Theatre Civic Theatre

• Pursue funding, philanthropy, sponsorship and partnerships to support community wellbeing outcomes Community Development

Strategy: Attract and support local businesses, industry and employment opportunities

Principal Activity

Support sustainable and resilient economic growth and lead a collaborative approach to regional activation

Promote and grow the agribusiness sector in our region through the provision of high-quality Livestock Marketing Centre facilities and services

Advocate for and participate in initiatives to promote and grow the agribusiness sector

Action

• Continue to engage and collaborate with the local business community on economic development priorities, actions and relevant issues via the Business round table groupStrategy

Primary Responsibility

Economic Development

• Complete development of the Economic Development Strategy Economic Development

• Provide economic Modelling and input into Strategic Projects Economic Development

• Providing population and growth forecasting Economic Development

• Conduct economic evaluations post implementation of events and projects Economic Development

• Identify and support Housing Development opportunities Economic Development

• Provide and maintain high-quality Livestock Marketing Centre facilities and services

• Update to the LMC Masterplan financial outlook and bring the additional leased land into the Masterplan to better support the sector

• Continue to advocate for and participate in initiatives to promote and grow the livestock market industry and support sustainability and growth of the agribusiness sector

Livestock Marketing Centre

Growing economy

Objective: Wagga Wagga is an attractive tourist destination

Measures

• Value added by tourism industry to the local economy direct and indirect is increasing

• Community satisfaction with festival and event programs is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Facilitate planning and development of visitor-related facilities and services

Work with the tourism sector to further develop Wagga Wagga and surrounds as a visitor destination

• Create, aggregate and distribute tourism content to further develop Wagga Wagga and surrounds as a desirable visitor destination

Strategy: Accommodate and provide support to visitors

Promote local producers through the Visitor Information Centre

Provide visitor information services and support

• Profile and support local producers and services through the Visitor Information Centre

and Visitor Economy

• Provide visitor information services and support through the Visitor Information Centre Events and Visitor Economy

Strategy: Provide a variety of events, festivals, and activities

Build the capacity of local event organisers and industry

Support the attraction of new or continuing development of existing events and festivals that leverage on the assets in Wagga Wagga which attract and support tourism and visitor economy

• Deliver and facilitate workshops and familiarisation to the tourism industry and event organisers to assist in business development

• Monitor and liaise with new or existing tourism businesses for inclusion in Wagga Wagga Tourism Partner Program and relevant industry training

• Provide support to local businesses and industry operators involved in tourism and the delivery of events

• Continue to identify events, festivals and experiences for the community and our visitors

• Develop and deliver a diverse range of exhibitions and public programs through the Museum which attract and support cultural tourism and visitor economy in our region

• Deliver the annual Comedy Fest at the Civic Theatre

• Engage with sporting and community organisations to deliver State and National level participation and elite sporting events

• Maintain a diverse program of events, festivals and activities to appeal to a broad audience that build on the assets of Wagga Wagga

and Visitor Economy

Events and Visitor Economy

and Visitor Economy

Theatre

Parks and Recreation (Strategic)

Events and Visitor Economy

Objective: Wagga Wagga is a centre for education and training

Measures

• The highest level of secondary schooling completed per level of schooling is increasing

• The proportion of people who rated quality of local schools ‘access as good’ is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Support and promote quality and choice in education and vocation pathways

Develop and provide innovative learning and education resources to assist our community to engage in a range of cultural programs and activities

Advocate for and promote education and training pathways and support local skills and professional development opportunities in the Wagga Wagga LGA

• Develop and provide innovative learning and education resources to assist our community to engage in the Library's programs and activities

• Develop and provide innovative learning and education resources to assist our community to engage in the Museum's programs and activities

• Continue to engage with key stakeholders to address skill shortages in the Wagga Wagga LGA

• Deliver annual Regional Artist Development (RAD) Residency program in support of Regional Creatives - providing mentoring opportunities and promotion of talent

• Utilise the Art Gallery to support creative industry development through the Regional Artist Development (RAD) exhibition program

Gallery

• Provide an annual education program to support local skills development through the Civic Theatre Civic Theatre

• Develop and implement a traineeship, apprenticeship (including school-based traineeships), cadet and graduate program to attract and retain local talent and provide local work experience opportunities where appropriate across the organisation

Objective: Wagga Wagga is a hub for activity

Measures

• The proportion of people who agree ‘Wagga Wagga has a vibrant nightlife’ is increasing

• The proportion of people who agree ‘Wagga Wagga has a variety of entertainment options’ is increasing

• The proportion of people who agree ‘Wagga Wagga has a wide variety of retail options’ is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Facilitate the development of vibrant precincts

Implement the Recreation, Open Space and Community Strategy 2040

Implement the Events Strategy and Action Plan

• Continue to implement the Recreation, Open Space and Community Strategy 2040

• Continue to implement the Events Strategy and Action Plan

and Visitor Economy

Community place and identity

Objective: Our community are proud of where we live and our identity Measures

• Community satisfaction with Council cultural facilities is increasing

• Community satisfaction with promoting pride in the community is increasing

• Community satisfaction with enhancing of heritage buildings and programs is increasing

• The proportion of people who agree ‘my community is a great place to live’ is increasing

• The proportion of the community who ‘speaks a language other than English at home’ is increasing

• The proportion of people who agree ‘I am able to participate in arts and cultural related activities’ is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Promote a strong sense of place

Create opportunities for our community to participate in cultural exhibitions and public programs

Provide opportunities for creatives to contribute and participate in the development new works

Promote the Wagga Wagga's identity via its collections and exhibitions program

Strategy: Value our heritage

Celebrate, value and share our heritage

Implement actions to support the delivery of the Civic Theatre Master Plan

• Create opportunities for the development of local stories and local identity through a variety of programming through the Museumopportunities for the development of local stories and local identity through a variety of programming through the Museum

• Create opportunities for the development of local stories and local identity through a variety of performing arts activities

• Present Art Gallery exhibitions and programs that feature local and regional artists and their stories

• Celebrate our heritage through arts and culture programs and projects

• Incorporate cultural heritage in the design of public spaces

• Administer the Heritage Grants Program, and coordination of the heritage advisor service Development Assessment and Building Certification

Civic Theatre

Art Gallery

Strategy: Provide services and facilities that make Wagga Wagga a centre for arts and culture

Implement actions to support the delivery of the Civic Theatre Master Plan

Implement the Cultural Plan 2020-2030

Implement the Public Art Plan 2022-2026

Provide high quality, innovative and accessible cultural facilities and services to meet the needs of our diverse community

• Progress the Master Plan and funding options subject to any decisions of Council

• Continue to implement the Cultural Plan 2020-2030

• Continue to implement the Public Art Plan 2022-2026

• Deliver the Civic Theatre's performing arts season

• Develop and implement a diverse exhibition

• and public program schedule through the Museum

• Continue to implement the standalone Library service delivery model to improve access to library services across the Wagga Wagga Local Government Area

• Provide a contemporary library service to meet the needs of our diverse community

• Provide and facilitate the hire of the Civic Theatre to community and commercial users

Strategy: Acknowledge and celebrate the contribution that people from culturally and linguistically diverse backgrounds make to our community

Deliver services and programs that support a socially inclusive, culturally diverse community

• Continued development of collections, programs and resources that support our multicultural community

• Deliver a diverse and inclusive annual schedule of social and community events, programs and projects

Strategy: Support ongoing growth and investment of the Defence bases located in Wagga Wagga

Protect the productive capacity of our defence precincts from sensitive uses to support long term investment, growth, and expansion

• Ensure land use planning decisions protect the ongoing growth and operation of the Kapooka Army Barracks and Royal Australian Air Force military air base

Community place and identity

Strategy: Support and grow strong and resilient village and neighbourhood communities

Ensure Council's policy development, decision-making and program delivery support and grow strong and resilient village and neighbourhood communities

Ensure local planning framework supports development that builds a distinct character to each village and open opportunities for housing growth and local trade

Support our village and neighbourhood communities through the Annual Grants Funding Program

• Ensure Council's communications campaigns and engagement activities provide opportunities for our village and neighbourhood communities to be informed of and participate in decisions that shape Wagga Wagga

• Commence background work for rural land strategy that considers the rural villages

• Continue to fund community activation projects through relevant Annual Grants categories

Communications and Engagement

Strategic Planning

Cultural Services

Strategy: Provide services that contribute to Wagga Wagga being family friendly

Ensure local planning framework facilitates the development of neighbourhoods that contribute to Wagga Wagga being family friendly

• Commence review of development controls and prepare structure plans that facilitate connectivity between existing and proposed landscape corridors, public spaces, and walking and cycling networks

Strategy: Support and acknowledge the importance of Wiradjuri and First Nations people, culture, and place in our community

Coordinate events to celebrate and showcase Wiradjuri and First Nations Peoples culture and heritage

Implement the Reconciliation Action Plan

Present and promote access to Wiradjuri and First Nations language, culture and heritage

Present and promote Wiradjuri and First Nations artists in cultural facilities

• Coordinate an annual events schedule to celebrate and showcase Wiradjuri and First Nations Peoples culture and heritage significant dates

• Continue to implement the Reconciliation Action Plan

• Continued development of collections, programs

• and resources that support Wiradjuri and First Nations cultural heritage

Strategic Planning

Development

Library

• Present Art Gallery exhibitions and programs that feature Wiradjuri and First Nations artists and their stories Art Gallery

• Present exhibitions and programs that feature aspects of Wiradjuri and First Nations cultural heritage at the museum

• Present and promote Wiradjuri and First Nations artists at the Civic Theatre

Museum

Civic Theatre

Community place and identity

Objective: Our community feel welcome, included and connected Measures

• Community satisfaction with feeling part of the community is increasing

• The proportion of people who agree ‘there’s good community spirit around here’ is increasing

• The proportion of people who agree ‘I feel part of my community’ is increasing

• The proportion of people who agree ‘I feel welcome here’ is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Activate community spaces to promote connectedness

Principal Activity Action

Ensure our community spaces and facilities are multi-functional and support whole of community use

• Develop and deliver an annual building maintenance program to identify and prioritise improvements to community facilities to ensure they are available to meet current and future needs of the community

Strategy: Provide programs and activities to bring us together

Principal Activity Action

Implement the All Abilities Inclusion Action Plan

Provide a diverse range of inclusive community programs and projects that support community connection and belonging

• Continue to implement the All Abilities Inclusion Action Plan Community Development

• Deliver programs and events that are inclusive and support participation in lifelong learning and community connection through the Library Library

The environment

Objective: Future growth and development of Wagga Wagga is planned for in a sustainable manner Measures

• Number of hectares of open space meets Recreation, Open Space and Community Spaces requirements

• Percentage of households where mortgage repayments are 30% of household income or less is maintained / increased

• Percentage of households where rent payments are 30% of household income or less is maintained / increased

• Council’s Delivery Program and Operational Plan performance results

Strategy: Ensure sustainable urban development

Principal Activity Action

Implement the Local Strategic Planning Statement 2040

Develop and implement precinct master and structure plans

Assess and determine development against relevant state and local planning controls and their objectives to ensure consistent quality urban design outcomes for the natural and built environment

Assess and determine development against Council's engineering standards and planning controls to ensure engineering compliance for developer created assets

• Continue to implement the Local Strategic Planning Statement 2040

• Develop and implement a City Centre Master Plan

• Complete Stage 2 Technical Studies for the Northern Growth Area

• Assess and determine development applications, construction certificates, complying development applications and manage risks through monitoring their compliance

• Assess and determine development against Council's engineering standards and planning controls to ensure engineering compliance for developer created assets

Strategic Planning

Development Assessment and Building Certification

Subdivisions

The environment

Manage planning proposals

Manage infrastructure contributions plans, agreements, and assessments to ensure they are current and respond to development in Wagga Wagga

• Present planning proposals to Council within six months of lodgment

Planning

• Assess and process infrastructure contributions required for complying development certificates and development applications Strategic Planning

• Manage developer agreements as required in line with Council's policy and Section 203(1) of the EP&A Regulation 2021

• Monitor project delivery, infrastructure contribution income and Reserve balances of infrastructure contributions

• Update the Sewer Development Servicing Plan

• Update the Stormwater Development Servicing Plan

• Update the Local Infrastructure Contribution Plan

Strategy: Provide for a diversity of housing that meets our needs

Provide opportunities for continued increases in housing supply, diversity and affordability

• Collaborate and advocate for urban renewal opportunities with State and Federal Government within social housing precincts

• Implement the Local Housing Strategy to inform matters of supply, diversity and affordability

Objective: Our natural areas are protected and enhanced Measures

• Number of hectares of protected natural vegetation is increasing

• Community satisfaction with protecting the natural environment is increasing

• The proportion of people who rated ‘environmental degradation in general’ as no/low problem is increasing

• Council’s Delivery Program and Operational Plan performance results

Strategy: Preserve and improve our natural assets Principal

Implement the Biodiversity Strategy: Maldhangilanha 2020-2030

Implement actions that reduce the impacts of key threatening processes within areas of environmental significance

Strategic Planning

Planning

Strategic Planning

• Continue to implement the Biodiversity Strategy: Maldhangilanha 2020-2030 Environmental Management

• Continue to implement Management Plan actions for the Birramal Conservation Area and the Marrambidya Wetland Environmental Management

Principal Activity Action

Minimise the risk of weed and pest infestation in urban, natural and agricultural landscapes

Protect, enhance and conserve biodiversity in urban and rural areas through revegetation and habitat rehabilitation

Deliver inspection and monitoring programs to protect our environment and ensure compliance with relevant legislation

• Continue to implement Council's Priority Weed Management Program in accordance with the Regional Weeds Action Program

• Continue to implement the Roadside Vegetation Management Plan

• Develop an Arboreal Mammal Habitat Management Plan

• Implement actions to improve connectivity of habitats for threatened species

• Conduct monitoring and reporting to ensure compliance with relevant legislative requirements relating to sewer treatment reticulation and sewerage pump stations in accordance with Environmental Protection Agency (EPA) license requirements

Primary

Responsibility

Environmental Management

The environment

Objective: Our built environment is functional, attractive and health promoting Measures

• Community satisfaction with the appearance of Wagga Wagga is increasing

• Community satisfaction with reserves and open spaces is increasing

• Community satisfaction with community buildings / halls is increasing

• Community satisfaction with parks and playgrounds is increasing

• Number of closure / high alert days for Lake Albert is decreasing

• Number of days considered as having unhealthy air quality is decreasing

• Number of trees planted

• Council’s Delivery Program and Operational Plan performance results

Strategy: Look after and maintain community assets

Principal Activity Action

Implement Asset Management Plans to document maintenance, renewal and upgrade requirements in line with service level agreements

Provide cemetery and crematorium facilities and services to meet the needs of the community

Manage, operate and maintain the Council's sewer and stormwater assets

• Undertake asset revaluations in accordance with Local Government requirements

• Develop and deliver a seasonal maintenance program for the Wagga Wagga Lawn Cemetery and Crematorium, Wagga Monumental Cemetery, Currawarna Cemetery, Uranquinty Cemetery, Tarcutta Cemetery and Humula Cemetery to agreed service standards

• Provision of cemetery and crematorium facilities and services including the management and maintenance of Wagga Wagga Lawn Cemetery and Crematorium, Wagga Monumental Cemetery, Currawarna Cemetery, Uranquinty Cemetery, Tarcutta Cemetery and Humula Cemetery

• Manage and respond to sewer system failures

• Manage the impact of sewerage pumping stations and treatment plants on surrounding residents

• Prepare and complete the annual Closed-Circuit Television (CCTV) inspection and jetting program

• Provide, renew and upgrade sewer assets in accordance with the adopted Capital and Recurrent Works Program

• Provide, renew and upgrade stormwater assets in accordance with the adopted Capital and Recurrent Works Program

Cemetery and Crematorium

Sewer, Stormwater and Flood Maintenance

Strategy: Create an attractive city

Enhance the amenity of the streetscape and achieve an expanded and sustainable tree canopy and well-designed built environment and natural shade for our community

Provide well-maintained city and village parks, recreational spaces and open spaces suitable and accessible to all

• Manage Council's street trees and deliver a sustainable proactive street tree maintenance program to monitor the health and risk aspects of our tree assets Parks and Strategic Operations

• Review the Street Tree Strategy to ensure our street tree policies and practices support the delivery of the Biodiversity Strategy

• Deliver a sustainable maintenance program to ensure our parks and public spaces are suitable and accessible to all

Strategy: Improve the facilities of our spaces and places

and Strategic Operations

Deliver public amenity services to ensure community facilities are safe, clean and accessible to meet the needs the community

• Deliver cleaning services to ensure the Central Business District (CBD) and community facilities are safe, clean and accessible to meet the needs the community

Facilities Management

Courtesy of Chloe Smith

The environment

Objective: Wagga Wagga is sustainable, liveable, and resilient to the impacts of climate change Measures

• Corporate emissions are decreasing

• Community emissions are decreasing

• Community satisfaction with environmental education programs is increasing

• Community satisfaction with waste and recycling services is increasing

• Number of small-scale solar panel system installations is increasing

• Number of participants in environmental days

• Reduction of waste going into landfill

• Kg of kerbside recycling per capita

• Tonnes of organics composted

• Per capita water usage

• Council’s Delivery Program and Operational Plan performance results

Strategy: Educate and engage our community in sustainability

Improve community awareness of environmental issues and encourage participation in conservation initiatives

• Coordinate environmental educational activities and programs for the community

Strategy: Work towards net zero emissions for Council by 2040

Implement Council's Corporate Net Zero Emissions 2040 Strategy

• Install solar PV and battery systems at priority sites

• Monitor and report on Council's energy, waste, and fleet emissions

Strategy: Support and empower our community to reach 50% reduction in emissions compared to 2005 levels by 2030 and to achieve Net Zero Emissions by 2050

Collaborate with State and Federal Government and key stakeholders to reach 50% reduction in emissions compared to 2005 levels by 2030 and to achieve Net Zero Emissions by 2050

• Undertake community education in line with the Community Net Zero Emissions Roadmap

• Lobby State and Federal Government to address barriers to the take up of renewable energy, energy efficiency and sustainable transport

• Facilitate 6 monthly forums comprising of representatives of relevant community and business groups and State Government agencies to discuss the approach to community net zero emissions

Strategy: Adapt to our changing climate

Continue to develop and implement sustainable energy and water efficiency initiatives

Facilitate education and awareness programs to empower a climate resilient community

Implement the Urban Cooling Strategy

Incorporate climate adaptation options into our Asset Management

• Identify and implement actions to reduce our reliance on potable water consumption in parks and public spaces

• Promote the Resilience Blueprint to the community

• Seek funding to prepare a Climate Change Adaptation Strategy outlining support and tools available for the community's transition

• Implement priority actions from the Urban Cooling Strategy

• Assist residents to plants native shrubs and trees through the ‘One Tree 4 Me’ program

• Review and implement priority actions in Asset Management Plans

Strategy: Minimise our impact on the environment

Conduct inspection and monitoring programs to ensure compliance with legislation

Ensure that our strategies, policies, and management practices value and protect the environment

• Complete required State and Commonwealth annual environmental reporting

• Undertake monitoring program for the former landfill and former gasworks

• Undertake water quality monitoring program for natural waterbodies

• Develop a local Carbon and Biodiversity Offsets Policy

Environmental Management

Asset Management Systems

Environmental Management

The environment

Monitor and manage contaminated sitessites

• Continue to implement the Underground Petroleum Storage Systems Regulation 2019

Provide waste management and recycling facilities and services to meet the needs of the community

Assessment and Building Certification

• Manage the potentially contaminated land register to assist with development assessment and conveyancing Development Assessment and Building Certification

• Investigate complaints received relating to potentially contaminated sites and refer to NSW EPA as appropriate Development Assessment and Building Certification

• Deliver kerbside waste collection services

• Provision for the hazardous waste cell to accept greater types of asbestos and lead smelterslag

• Assessment and review of current leachate management systems management and recycling services

• Commence construction of new cells – General solid waste

• Manage and maintain waste management and recycling facilities at GWMS

• Manage the Leachate system

• Provide trade waste services

Waste Management

Sewer, Stormwater and Flood Maintenance

Strategy: Transition towards a circular economy through more sustainable resource use

Deliver initiatives that raise awareness, reduce waste generation, and increase resource recovery

Support industry to develop innovative waste solutions and recycling infrastructure to help grow the local, regional and state circular economy

• Deliver waste management and

and campaigns

• Encourage business investment in innovative technology in strategic locations to decrease waste and carbon footprint e.g. circular economy

Financials

Financial overview

Wagga Wagga City Council’s Long Term Financial Plan is a 10 year financial planning document with an emphasis on long-term financial sustainability. Financial sustainability is one of the key issues facing local government, due to several contributing factors, including growing demands for community services and facilities and their ongoing operational costs, constrained revenue growth and ageing infrastructure.

The Long Term Financial Plan is formulated using a number of estimates and assumptions, to project the future revenue and expenditure required of Council to deliver those services, projects and programs expected by the community for the next ten years. In doing so, it addresses the issues that impact on Council’s ability to fund its services and capital works whilst remaining financially sustainable.

Council has reviewed the previous Long Term Financial Plan and adjustments have been made as part of this process. The proposed budget for 2024/25 is a balanced budget with the financial years 2025/26 to 2026/27 projecting deficits and years 2027/28 to 2033/34 showing surpluses for the 10-year rolling plan.

The projected deficit positions from 2025/26 to 2026/27 highlight the significant challenges that Council has been facing with revenue restrictions and rising costs, which has resulted in the requirement to increase the use of borrowings to fund projects, with significant loan repayments for the future nine years of the plan.

The Long Term Financial Plan is reviewed during the year and changes adopted via the Monthly Financial Performance Report that is presented to Council. This report assesses Council’s performance against budget each month. If there are any changes to the budget as a result of this process they are reported to Council and adjusted in the Long Term Financial Plan.

The objectives of Wagga Wagga City Council’s Long Term Financial Plan are:

• to provide a forecast financial position over 10 years to ensure that Council remains financially sustainable

• to support the implementation of Wagga View: Community Strategic Plan 2040

• to identify and highlight future challenges, issues and financial trends to ensure that they are considered and addressed

• to ensure compliance with legislative requirements of integrated planning and reporting contained in the Local Government Act 1993 and the guidelines produced by the NSW Office of Local Government

Financial strategy

Wagga Wagga City Council is committed to operating in a financially sustainable framework, to ensure that its community and other stakeholders can rely upon the ongoing provision of a full and diverse range of high-quality community services, facilities and infrastructure.

Council plans to maintain its financial position and performance, to ensure resilience and a capacity to adapt and respond to arising community needs in a measured and equitable manner.

The six key principles employed in Council’s financial planning process are:

• Financial Sustainability

Balanced Budgets

Maintain Unrestricted Cash and Investments

• Prudent financial investment

• Effective utilisation of funding sources to fund capital works

• Maintain tight control over expenditure and staff numbers, while still maintaining best value services, facilities and infrastructure

• Maintain/move towards above benchmark results against key performance indicators

• Narrow the Infrastructure Funding Gap

Delivery Program 2024/25 – 2027/28 budget

The Delivery Program Budget displays Council’s net budget position from 2024/25 to 2027/28. Further details of the budgeted capital works program can be found in Appendix 1 – One-off Capital Projects 2024/25 – 2027/28 and Appendix 2 – Recurrent Capital Projects 2024/25 – 2027/28.

Operational Plan 2024/25 budget

The Operational Plan budget details the operational expense by service area for the 2024/25 financial year.

Operating revenue 2024/25

The chart shown below represents Wagga Wagga City Council’s budgeted operating revenue by category for the 2024/25 financial year:

Operating expenditure 2024/25

The chart shown below represents the Wagga Wagga City Council’s budgeted operating expenses by category for the 2024/25 financial year:

Total Operating Expenditure - $159.31M

Employee Benefits & On-Costs - $59.83M

Borrowing Costs - $2.98M

Materials & Contracts - $45.56M

Depreciation & Amortisation - $48.71M

Other Expenses - $2.23M

Major projects 2024/25

Included in Council’s 2024/25 Long Term Financial Plan Capital Works Program are the following significant projects with a budget of over $5M:

The potential uncertainties around some of Council’s planned major projects have the ability to have a significant impact on the Long Term Financial Plan, both in regards to timing and costing and the utilisation of funding sources.

Capital works 2024/25

Capital works projects and programs account for over $81 million of the planned activities for the 2024/25 financial year.

There are three different categories of capital works; Confirmed, Recurrent and Pending. Confirmed Capital projects refer to the new one-off projects Council will undertake during the year. Recurrent capital projects refer to the expenditure allocated on an annual basis for capital works programs. The Pending capital projects are those that are not delivery ready and so require a resolution of Council to proceed. A breakdown of individual projects and their costs can be found in:

• Appendix 1: One-off Capital Projects 2024/25 – 2027/28

• Appendix 2: Recurrent Capital Projects 2024/25 – 2027/28

Roads Projects

Included in Council’s 2024/25 Long Term Financial Plan Capital Works Program are both one-off and recurrent Roads project funding across the 10 years. For the 2024/25 financial year, there is a total budgeted of $16.7M, which includes one- off projects of ($5.4M) and recurrent programs of ($11.3M). The One-off Roads projects and Recurrent Roads program budgets across the ten years of the LTFP are shown below:

Roads Projects*

* There may be funding allocations for these projects in prior financial years.

Contributions, grants and donations 2024/25

Wagga Wagga City Council contributes to the community utilising a variety of methods which includes contributions, donations, fee waivers and grant program funding, previously totalling over $2 million annually.

A breakdown of contributions, grants and donations can be found in:

• Appendix 3: Section 356 contributions, Grants and Donations 2024/25

32 GWMC - Construction of a new Monocell

35 Jim Elphick Tennis Centre - ROS15

Waste Reserve

$2,758,371 + Grant (NSW EPA) $900,000

S7.11 $971,448 + Contribution Tennis NSW $616,297 + State Government Grant (Multi-Sport Community Facility Fund) $2,465,201

36 Jubilee OvalCommunity Meeting Space - ROS14 S7.11

37 Jubilee Oval to Red Hill Rd - Wagga West DSP Area - Implement Stormwater Drainage Improvements

38 Jubilee Park - Replace existing synthetic surfaces at the Jubilee Park Hockey Complex

External Borrowings (Future Years Loan Repayments less 50% LCLI Subsidy funded from Stormwater DSP)

Hockey Assoc Contrib $205,000 + External Borrowings $195,000 (Future Years Loan Repayments funded from GPR)

Lawn Cemetery Master Plan Stage 2A Works - New burial area, outdoor chapel and water feature

43 Lloyd Establish 3 Local Parks - ROS5 + LA4 (Deakin Ave) + LA5 (Barton Ave) + LA6 (Central Lloyd) - Land Acquisitions

Borrowings (Future Years Loan Repayments funded from Cemetery Reserve)

Rate Variation (SRV)

$2.604M + Grant (TBC) $5.816M

S7.11 $1,538,625 + External Borrowings $2,401,850 (Future Years Loan repayments funded from S7.11)

68 Oasis - Energy Savings Project (Mechanical Air Ventilation System Upgrade)

77 Pine Gully Road Corridor Works - TT2 S7.11 $1,739,367 + External Borrowings $3,128,348 (Future Years Loan Repayments less 50% LCLI Subsidy funded from S7.11) + Grant TBC $2,932,738 (Fixing Local Roads) + GPR $625,000

Borrowings $820,718 (Future Years Loan Repayments less 50% LCLI subsidy funded from Sewer Reserve) + Sewer Reserve

Boorooma to Estella & Gobba - TT9

(Future

- 2024/25 - 2027/28

$2,341,186 + Regional Roads Block

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