WWCC Operational Plan 2023/24

Operational Plan 2023/24

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 2023/24?

Council’s Operational Plan is created each financial year as a sub-plan of Council’s four-year Delivery Program. The Operational Plan 2023/24 (this document) is year two of Council’s four-year Delivery Program 2022/26 – 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 2023/24 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

• Undertake planning for the NSW Local Government Elections, develop pre-election materials and facilitate information sessions for potential candidates with a focus on promoting equity and diversity

• Update and implement a comprehensive Councillor professional development and induction 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

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

Primary Responsibility

Executive Support

Governance and Risk

Governance and Risk

People and Culture

Executive

Executive

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

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

Corporate Strategy

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

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

Action

• Continue to develop and implement Council's Asset Management Strategy and Asset Management Plans

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

• Continue to implement Council’s Workforce Resourcing Strategy

• Investigate opportunities to narrow Council's Infrastructure Funding Gap

Primary Responsibility

Asset Maintenance

Performance

Finance

People and Culture

Finance

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

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

• Coordinate and facilitate the full review of the Community Strategic Plan 2040

• Coordinate and facilitate corporate planning and reporting processes including review of the Delivery Program and Operational Plan and integration of resource strategies

• Undertake the community survey to better understand key issues, priorities and satisfaction levels regarding the services and facilities provided by Council

• 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

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

• Review and administer Council’s Project Management Framework

Corporate Strategy

Corporate Strategy

Corporate Strategy

Executive

Project Management

Project Management

Community leadership and collaboration

Objective:

Measures

of Wagga Wagga

• 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

Principal Activity Action

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

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

Strategy: Ensure our community feels heard and understood

Principal Activity Action

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

• 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

Primary Responsibility

Communications and Engagement

Communications and Engagement

Primary Responsibility

Communications and Engagement

Communications and Engagement

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

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

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

• 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

• Review and update procurement practices to remove barriers to procuring goods and services from First Nations businesses

• Undertake a review of Council’s Procurement Policy, Regional Price Preference Policy and procurement manual to ensure they are contemporary with current purchasing practices

Primary Responsibility

Procurement

Procurement

Procurement

Procurement

Procurement

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

• 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

• Implement and operate an Audit, Risk and Improvement Committee

• 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

Internal Audit

Internal Audit

Internal Audit

Internal Audit

Internal Audit

Finance

Finance

Finance

• Undertake Zero Based Budget reviews as adopted by Council Finance

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

Community leadership and collaboration

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

• Continue to implement Council’s Code of Conduct

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

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

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

• Manage complaints in accordance with Council's Complaints Handling Framework

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

• Update Policy and procedures in accordance with the new Public Interest Disclosure Act 2022

Governance and Risk

Governance and Risk

Governance and Risk

Governance and Risk

Governance and Risk

Governance and Risk

Governance and Risk

Provide effective management and oversight of Council's property portfolio

• Develop a Strategic Property Portfolio Plan

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

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

Property Management

Property Management

Property Management

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

• 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

Principal Activity

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

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

Action

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

• Develop a continuous improvement / service review framework

• 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

Primary Responsibility

People and Culture

Chief Operating Officer

People and Culture

Principal Activity

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

Action

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

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

• 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 service delivery and operational requirements and meet critical functions of Council

Primary Responsibility

Plant and Fleet

Workshop

Plant and Fleet

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

Plant and Fleet

Stores

Information Management

Information Management

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

• Commence the review and redevelopment of Council's Information and Communications Technology (ICT) Strategy

• Manage the delivery of Council's ICT projects

• 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

Information Technology

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

Information Technology

Information Technology

Community leadership and collaboration

Strategy: Be easily accessible to all members of our community

Principal Activity

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

Action

• 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 infrastructure contributions to industry and community

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

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

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

Primary Responsibility

Customer Service

Development Assessment and Building Certification

Strategic Planning

Finance

Customer Service

Traffic

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

Governance and Risk

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 legislation

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

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

Animal Shelter

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

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

Primary Responsibility

Regulatory Services

Regulatory Services

Regulatory Services

Regulatory Services

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

• Develop and implement Council's Health and Wellbeing Program

• Continue to implement the Community Safety Action Plan

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

People and Culture

Social Planning

Information Technology

Strategy: Promote safety and safe behaviours

Principal Activity Action

Provide education and undertake promotion of public health initiatives

Develop and implement programs to improve and promote road safety

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

• 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

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

• Undertake road safety audits

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

• Deliver water safety education programs such as Royal Life Saving's Swim and Survive program

Strategy: Be responsive to emergencies

Principal Activity Action

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

Primary Responsibility

Public Health

Roads and Footpaths

Roads and Footpaths

Parks and Recreation (Strategic)

Oasis, Bolton Park Stadium and MultiPurpose Stadium

Primary Responsibility

Sewer, Stormwater and Flood Maintenance

Executive

• Continue to implement actions from the Council's Floodplain Risk Management Plans

Asset Management Systems

Safe and healthy community

Strategy: Monitor and enforce public safety

Principal Activity Action

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 relating to public property

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

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

• Undertake mandatory inspections of swimming pools as prescribed under legislation

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

Primary Responsibility

Regulatory Services

Regulatory Services

Regulatory Services

Parks and Strategic Operations

Regulatory Services

Development

Assessment and Building Certification

Development Assessment and Building Certification

Public Health

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

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

Action

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

• 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 MultiPurpose Stadium

Primary Responsibility

Oasis, Bolton Park Stadium and MultiPurpose Stadium

Parks and Recreation (Strategic)

Oasis, Bolton Park Stadium and MultiPurpose Stadium

Oasis, Bolton Park Stadium and MultiPurpose Stadium

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

• 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 the renewal of the John Street and Gissing Oval Playground in accordance with the adopted Playground Strategy

• Continue to implement and deliver the Northern Sporting Precinct

• 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

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

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

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

Parks and Recreation (Strategic)

Parks and Recreation (Strategic)

Parks and Recreation (Strategic)

Parks and Recreation (Strategic)

Parks and Strategic Operations

Parks and Recreation (Strategic)

Regulatory Services

Parks and Strategic Operations

Safe and healthy community

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

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

• 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 MultiPurpose Stadium

Primary Responsibility

Oasis, Bolton Park Stadium and MultiPurpose Stadium

Parks and Recreation (Strategic)

Oasis, Bolton Park Stadium and MultiPurpose Stadium

Oasis, Bolton Park Stadium and MultiPurpose Stadium

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

• 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 the renewal of the John Street and Gissing Oval Playground in accordance with the adopted Playground Strategy

• Continue to implement and deliver the Northern Sporting Precinct

• 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

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

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

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

Parks and Recreation (Strategic)

Parks and Recreation (Strategic)

Parks and Recreation (Strategic)

Parks and Recreation (Strategic)

Parks and Strategic Operations

Parks and Recreation (Strategic)

Regulatory Services

Parks and Strategic Operations

Principal Activity Action

• 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

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

Primary Responsibility

Oasis, Bolton Park Stadium and MultiPurpose Stadium

Oasis, Bolton Park Stadium and MultiPurpose Stadium

Oasis, Bolton Park Stadium and MultiPurpose Stadium

• 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

Principal Activity Action

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

• 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

• Commence consideration and preparation of recommended amendments to Wagga Wagga Local Environmental Plan and Development Control Plan to facilitate implementation of the Health and Knowledge Precinct Master Plan

Primary Responsibility

Executive

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

• 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

Economic Development

Strategic Planning

Social Planning

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

Implement the Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040

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

• Complete an internal desktop review of the Wagga Wagga Integrated Transport Strategy in 2023/24 before proceeding to the full review

• 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)

• Manage and maintain Airport facilities

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

Primary Responsibility

Strategic Planning

Airport

Airport

Airport

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

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

Implement the Pedestrian Access and Mobility Plan (PAMP)

• 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

• Continue to implement the Council carpark renewal program

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

Roads and Footpaths

Roads and Footpaths

Roads and Footpaths

Roads and Footpaths

Principal Activity

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

Action

• 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

Primary Responsibility

Roads and Footpaths

Roads and Footpaths

Roads and Footpaths

Roads and Footpaths

• Deliver carpark maintenance program.

• Facilitate and chair the Local Traffic Committee

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

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

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

Principal Activity Action

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

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

Traffic

Traffic

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

Traffic

Primary Responsibility

Airport

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

• Manage the Riverina Intermodal Freight and Logistics Hub (RIFL) project

RiFL

Airport Partner with the State Government to support the development of the Riverina Intermodal Freight and Logistics Hub (RIFL) at Wagga Wagga

Promote and grow Wagga Wagga 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

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

Principal Activity Action

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

Primary Responsibility

Economic Development

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 Activity

Partner with State and Federal Government departments, agencies and organisations to deliver key projects that enable regional growth and contribute to state, regional and local priorities

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

Action

• Facilitate the Special Activation Precinct (SAP) project

Primary Responsibility

Regional Activation

• 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

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

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

Economic Development

Parks and Recreation (Strategic)

Art Gallery

Social Planning

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

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

Parks and Recreation (Strategic)

Environmental Management

Events and Visitor Economy

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

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

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

• Commence the development of the Economic Development Strategy

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

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

• Commence a full review of the adopted Livestock Marketing Centre Strategic Master Plan 2016, and develop a revised plan to reflect the current and future needs of the livestock market industry

• 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

Primary Responsibility

Economic Development

Economic Development

Livestock Marketing Centre

Livestock Marketing Centre

Livestock Marketing Centre

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

Principal Activity Action

Ensure local planning framework supports development of facilities and services in appropriate locations

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

• Ensure land use planning decisions locate development in appropriate locations away from hazards and risk

• 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

Principal Activity

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

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

Primary Responsibility

Strategic Planning

Events and Visitor Economy

Primary Responsibility

Events and Visitor Economy

Events and Visitor Economy

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

Principal Activity

Build the capacity of local event organisers and industry

Action

• 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

Primary Responsibility

Events and Visitor Economy

Events and Visitor Economy

Events and Visitor Economy

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

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

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

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

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

• 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

Events and Visitor Economy

Events and Visitor Economy

Parks and Recreation (Strategic)

Art Gallery

Museum

Civic Theatre

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

Principal Activity

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

• 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

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

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

• Utilise the Livestock Marketing Centre to support industry training and local skills development in the agribusiness sector

Museum

Economic Development

People and Culture

Art Gallery

Civic Theatre

Livestock Marketing Centre

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

Principal Activity

Implement the Recreation, Open Space and Community Strategy 2040

Implement the Events Strategy and Action Plan

Ensure plans and initiatives facilitate vibrant precincts in our region

Action

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

• Continue to implement the Events Strategy and Action Plan

• Commence the development of the Central Business District (CBD) Master Plan to support urban design and activation to deliver vibrancy and prosperity to the CBD

Primary Responsibility

Parks and Recreation (Strategic)

Events and Visitor Economy

Strategic Planning

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

Principal Activity Action

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

• Create opportunities 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

Principal Activity Action

Celebrate, value and share our heritage

Provide clear and consistent planning frameworks and processes that respect heritage and the distinct characters of urban villages

• Celebrate our heritage through arts and culture programs and projects

Primary Responsibility

Museum

Civic Theatre

Art Gallery

Primary Responsibility

Cultural Services

• Incorporate cultural heritage in the design of public spaces Strategic Planning

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

• Assess and determine development against relevant state and local planning controls and their objectives to ensure heritage and the distinct characters of our urban villages are protected and conserved

Development Assessment and Building Certification

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

Principal Activity

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

Action

• 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 an annual exhibition, education and public program schedule and undertake collection management through the Art Gallery

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

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

• Develop and implement a diverse exhibition and public program schedule through the Museum

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

• Deliver the Civic Theatre's performing arts season

Primary Responsibility

Civic Theatre

Cultural Services

Cultural Services

Art Gallery

Library

Library

Museum

Civic Theatre

Civic Theatre

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

Principal Activity

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

Action

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

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

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

Principal Activity

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

Action

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

Primary Responsibility

Social Planning

Library

Primary Responsibility

Strategic Planning

Community place and identity

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

Principal Activity Action

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

Primary Responsibility

Communications and Engagement

Strategic Planning

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

Cultural Services

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

Principal Activity Action

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

Ensure our community spaces and places are available to meet current and future needs of children and families in our community

• 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

• 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 children and families in our community

• Offer inclusive and accessible guided tours at the Zoo and Aviary

Primary Responsibility

Strategic Planning

Facilities Management

Parks and Strategic Operations

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

Principal Activity

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

Action

• 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

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

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

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

Primary Responsibility

Social Planning

Social Planning

Library

Civic Theatre

Art Gallery

Museum

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

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

Implement the All Abilities Inclusion Action Plan

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

• Deliver priority projects for Social Inclusion

• Continue to implement the All Abilities Inclusion Action Plan

Primary Responsibility

Facilities Management

Primary Responsibility

Library

Social Planning

Social Planning

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

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

Action

• Continue to implement the Local Strategic Planning Statement 2040

• Commence the development of a Housing Strategy

• Commence the development of a City Centre Master Plan

• Continue working towards the development of a Northern Growth Area Master Plan

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

Primary Responsibility

Strategic Planning

Strategic Planning

Strategic Planning

Strategic Planning

Development Assessment and Building Certification

• Assess and determine public section 68 applications ensuring compliance with engineering standards and development conditions

• Assess and determine subdivision development applications and subdivision works certificates ensuring compliance with engineering standards and development conditions

Subdivisions

Subdivisions

Principal Activity Action

Manage planning proposals

Provide clear and consistent planning frameworks and processes

• Present planning proposals to Council within six months of lodgement

• Commence review of flood management provisions in the Development Control Plans (DCP) consistent with Council's adopted flood risk management plans and studies

• Review and update bushfire risk management provisions in the Development Control Plans (DCP) in collaboration with Rural Fire Service

Primary Responsibility

Strategic Planning

Strategic Planning

Strategic Planning

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

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

• Manage developer agreements as required in line with Council's policy

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

• Update the Local Infrastructure Contribution Plan

• Update the Sewer Development Servicing Plan

• Update the Stormwater Development Servicing Plan

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

Principal Activity Action

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

• Commence the development of a Residential Housing Strategy to inform matters of supply, diversity and affordability

Objective: Our natural areas are protected

Measures

• Number of hectares of protected natural vegetation is increasing

• Community satisfaction with protecting the natural environment is increasing

and enhanced

• 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 Activity Action

Implement the Biodiversity Strategy: Maldhangilanha 2020-2030

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

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

• 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) licence requirements

Strategic Planning

Strategic Planning

Strategic Planning

Strategic Planning

Strategic Planning

Strategic Planning

Primary Responsibility

Strategic Planning

Strategic Planning

Primary Responsibility

Environmental Management

Sewer, Stormwater and Flood Maintenance

Principal Activity

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

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

Action

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

• Continue to implement the Roadside Vegetation Management Plan

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

• Implement the ‘Murray Darling Healthy Rivers’ willow removal project

• Develop an Arboreal Mammal Habitat Management Plan

• Implement actions to improve connectivity of habitats for threatened species

Primary Responsibility

Environmental Management

Environmental Management

Environmental Management

Environmental Management

Environmental Management

Environmental Management

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

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

Action

• 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

Primary Responsibility

Finance

Cemetery and Crematorium

Cemetery and Crematorium

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

• 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

Sewer, Stormwater and Flood Maintenance

Sewer, Stormwater and Flood Maintenance

Sewer, Stormwater and Flood Maintenance

Sewer, Stormwater and Flood Maintenance

Sewer, Stormwater and Flood Maintenance

Strategy: Create an attractive city

Principal Activity Action

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

• 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

Principal Activity Action

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

Primary Responsibility

Parks and Strategic Operations

Parks and Strategic Operations

Parks and Strategic Operations

Primary Responsibility

Facilities Management

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

Principal Activity Action

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

Principal Activity Action

Implement Council's Corporate Net Zero Emissions 2040 Strategy

• Implement priority actions from 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

Primary Responsibility

Environmental Management

Primary Responsibility

Environmental Management

Environmental Management

Environmental Management

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

Principal Activity

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

Action

• Develop and implement a Community Net Zero Emissions Roadmap in consultation with our community and key stakeholders

• 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

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

Strategy: Adapt to our changing climate

Principal Activity

Continue to develop and implement sustainable energy and water efficiency initiatives

Incorporate climate adaptation options into our Asset Management

Facilitate education and awareness programs to empower a climate resilient community

Implement the Urban Cooling Strategy

Action

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

• Review and implement priority actions in Asset Management Plans

• 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

Strategy: Minimise our impact on the environment

Principal Activity

Conduct inspection and monitoring programs to ensure compliance with legislation

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

Action

• Undertake water quality monitoring program for natural waterbodies

• Complete required State and Commonwealth annual environmental reporting

• Develop a local Biodiversity Offsets Policy

Primary Responsibility

Environmental Management

Environmental Management

Environmental Management

Primary Responsibility

Parks and Strategic Operations

Asset Management Systems

Environmental Management

Environmental Management

Environmental Management

Environmental Management

Primary Responsibility

Environmental Management

Environmental Management

Environmental Management

The environment

Monitor and manage contaminated sites

• Continue to implement the Underground Petroleum Storage Systems Regulation 2019

• Investigate complaints received relating to potentially contaminated sites and refer to NSW EPA as appropriate

• Manage the potentially contaminated land register to assist with development assessment and conveyancing

• Undertake monitoring program for the former landfill and former gasworks

• Undertake remediation works at the former Wiradjuri Landfill

Development Assessment and Building Certification

Development Assessment and Building Certification

Development Assessment and Building Certification

Environmental Management

Environmental Management

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

• Manage and maintain waste management and recycling facilities at GWMS

• Manage and maintain waste management and recycling facilities at rural transfer stations

• Rehabilitation and site improvements for rural waste management and recycling services

• Deliver kerbside waste collection services

• Manage the Leachate system

• Assessment and review of current leachate management systems

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

• Provide trade waste services

Waste Management

Waste Management

Waste Management

Waste Management

Waste Management

Waste Management

Waste Management

Sewer, Stormwater and Flood Maintenance

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

Principal Activity Action

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

• Deliver waste management and recycling education programs and campaigns

• Identify and expand existing resource recovery and circular economy through GWMC

• Investigate opportunities for value added processes for the management of food organics and green organics (FOGO) waste

Primary Responsibility

Waste Management

Waste Management

Waste Management

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

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

Economic Development

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, 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. In doing so, it addresses the resources that impact 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 2023/24 is a balanced budget with the financial years 2024/25 to 2026/27 projecting deficits and years 2027/28 to 2031/32 showing balanced budgets for the 10-year rolling plan.

The projected deficit positions from 2024/25 to 2026/27 highlight the significant issues that Council has been facing with revenue restrictions, 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 proactively 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 2023/24 – 2026/27 budget

The Delivery Program Budget displays Council’s net budget position from 2023/24 to 2026/27. Further details of the budgeted capital works program can be found in Appendix 1 – One-off Capital Projects 2023/24 – 2026/27 and Appendix 2 – Recurrent Capital Projects 2023/24 –2026/27.

Financials

Operational Plan 2023/24 budget

The Operational Plan budget details the operational expense by service area for the 2023/24 financial year.

Operating revenue 2023/24

The chart shown below represents Wagga Wagga City Council’s budgeted operating revenue by category for the 2023/24 financial year:

Total Operating Revenue - $135.7M

Rates and Annual Charges - $79.7M

User Charges & Fees - $32.61M

Interest & Investment Revenue - $4.87M

Other Revenues - $3.04M

Grants & Contributions provided for Operating Purposes - $13.89M

Other Income - $1.56M

Operating expenditure 2023/24

The chart shown below represents the Wagga Wagga City Council’s budgeted operating expenses by category for the 2023/24 financial year:

Total Operating Expenditure - $147.1M

Employee Benefits & On-Costs - $56.17M

Borrowing Costs - $3.36M

Materials & Contracts - $41.32M

Depreciation & Amortisation - $44.29M

Other Expenses - $1.96M

Major projects 2023/24

Included in Council’s 2023/24 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 2023/24

Capital works projects and programs account for over $93 million of the planned activities for the 2023/24 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 2023/24 – 2026/27

• Appendix 2: Recurrent Capital Projects 2023/24 – 2026/27

Contributions, grants and donations 2023/24

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.

The community organisations who have previously received financial assistance have been provided advice that this assistance may not be available as the new process will include a funding application similar to Council’s existing annual grant approval process. A breakdown of contributions, grants and donations can be found in:

• Appendix 3: Section 356 contributions, Grants and Donations 2023/24

Roads Projects

Included in Council’s 2023/24 Long Term Financial Plan Capital Works Program are both one-off and recurrent Roads project funding across the 10 years. For the 2023/24 financial year, there is a total budgeted of $28.5M, which includes oneoff projects of ($17.7M) and recurrent programs of ($10.8M). The One-off Roads projects and Recurrent Roads program budgets across the ten years of the LTFP are shown below:

* There may be funding allocations for planning and design costs for these projects in prior financial years.

Appendices

Appendix 1 – One-off Capital Projects 2023/24 - 2026/27

Appendices

Appendix 2 – Recurrent Capital Works 2023/24 – 2026/27

Appendix 3 – Section 356 Contributions, Grants and Donations 2023/24