Current CV, DP and OP New OP Aspiration Aspiration ... · Current CV, DP and OP New OP OPERATIONAL...

Aspiration

Code

Aspiration Strategic

Direction

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Strategic

Direction

DP Priority

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DP Priority Responsibility Key

Support

Unit

Activities Measure Target Responsibility Ongoing/ Project Q1 Q2 Q3 Q4

CL.1 Council is an organisation that embraces business excellence

CL.1.1 Financial sustainability is maintained through effective short and long term financial management

CL.1.1.1 Council meets all of its regulatory requirements in

relation to financial management and reporting.

C&C Finance

Complete Long Term Financial Plan within statutory

timeframe

Adopted within statutory time frame 100% Chief Financial Officer Ongoing Program Not Due To Start Start Active Complete

Complete and lodge Financial Statements with OLG within

statutory timeframe

Complete and lodge within statutory

timeframe

100% Chief Financial Officer Ongoing Program Start Complete

Complete rates and instalment notices within statutory

timeframes

Rates notices and instalment notices

sent within statutory timeframes on

quarterly basis

100% Chief Financial Officer Ongoing Program Start Active Active Active

Complete Payroll runs within timeframe Staff paid within timeframe 100% Chief Financial Officer Ongoing Program Active Active Active Active

Complete quarterly budget reviews within statutory

timeframes

Adopted within statutory time frames 100% Chief Financial Officer Ongoing Program Active Active Active Active

BAS lodged with ATO within statutory timeframe Lodged within statutory timeframe 100% Chief Financial Officer Ongoing Program Active Active Active Active

Complete Revenue Policy within statutory timeframes Adopted within statutory time frame 100% Chief Financial Officer Ongoing Program Not Due To Start Start Active Complete

Complete fees and charges schedule within statutory

timeframes

Adopted within statutory time frame 100% Chief Financial Officer Ongoing Program Not Due To Start Start Active Complete

Complete statement of compliance and lodge with OLG within

statutory timeframe


timeframe


Complete and lodge pensioner concession subsidies with OLG

within statutory timeframe


timeframe


FBT return lodged with ATO within statutory timeframe Lodged within statutory timeframe 100% Chief Financial Officer Ongoing Program Not Due To Start Not Due To Start Start Complete

Develop improved timesheet process and systems Completed by 30 June 2016 100% Chief Financial Officer Project Start Complete

Implement 2015/16 commitments in the FFF Plan Completed by 30 June 2016 100% Chief Financial Officer Project Start Active Active Active

Finalise implementation of committed costing Completed by 30 June 2016 100% Chief Financial Officer Project Active Complete

Reconciliation and distribution of monies held in trust for sale

of land for unpaid rates

Completed by 30 June 2016 100% Chief Financial Officer Project Start Active Active Complete

Commence review of non-rateable land Completed by 30 June 2016 100% Chief Financial Officer Project Start Active Active Complete

Continue implementation of all 'Blackadder/Morrison Lowe

Review' changes.

Completed by 30 June 2016 100% Chief Financial Officer Project Active Active Active Active

Service delivery reviews - provision of financial information Completed by 30 June 2016 100% Chief Financial Officer Ongoing Program Active Active Active Active

Review invoice distribution across organisation to improve

current processes and streamline

Completed by 30 June 2016 100% Chief Financial Officer Project Start Active Active Complete

Investigate options for new corporate operating system (IT) Completed by 30 June 2016 100% Chief Financial Officer Project Start Active Active Active

CL.1.1.2 Council meets the requirements contained in the

Financial Planning Policy

GM Finance

Review of financial planning policy Completed by 30 June 2016 100% Chief Financial Officer Project Start Active Active Complete

CL.1.1.3 Prepare and implement asset management plan for

Plant according to standards of IIMM Asset

Management Manual and IPWEA Plant Management

Manual

Ops G&E

Manage assets - Plant Replacements conducted for FY

according to Forecast produced in Civicview or variations as

agreed with DGMO.

Replacements completed as agreed All planned

replacements

completed

Manager Governance &

Engagement

Ongoing Program Start Active Active Complete

Current CV, DP and OP New OP

OPERATIONAL PLAN 2015/2016

of 25

Attachment 9.4 A

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Complete and implement asset management plan for plant. Plan completed and in use by end of FY Manager Governance &

Engagement

Project Start Active Active Complete

CL.1.1.4 Manage and review lease agreements for assets owned

by Council which are leased to other entities in

accordance with the lease agreements.

C&C

Review lease agreements for assets owned by Council which

are leased to other entities in accordance with the lease

agreements

Complete quarterly By end of FY Manager Governance &

Engagement

Ongoing Program Active Active Active Active

Manage lease agreements for assets owned by Council which

are leased to other entities in accordance with the lease

agreements

Complete quarterly By end of FY Manager Governance &

Engagement


Develop a new asset management framework Complete quarterly 100% Manager Asset

Management & Design


CL.1.2 We attract, develop and retain highly skilled staff

CL.1.2.1 Implement the agreed priorities (identified in the OP)

from the Workforce Management Plan

SOD SOD

Meet Council's hiring, placement and onboarding needs Time to hire;

Trainee/work experience placements;

Induction completion;

Recruitment costs;

Average time to hire of

8 weeks;

Maintain or increase

trainee/work

experience placements

from previous year;

100% completion;

Within budget;

Organisational

Development Advisor,

Talent Acquisition &

Development

Ongoing

Develop workforce capability

Corporate training plan;

Performance planning and feedback;

Succession plan;

Training needs met to

GM satisfaction;

All staff can access EPM

by 30/6/16;

Succession plan in place

with bi-annual review;

Organisational

Development Advisor,

Talent Acquisition &

Development

Ongoing

Facilitate organisational response to staff survey Progress against agreed plans;

Employee feedback on priority areas;

Plans in place;

Quarterly updates

provided;

Priorities progressed to

GM satisfaction;

Executive Manager,

Strategy &

Organisational

Development

Ongoing

Continue implementation of leadership and engagement

framework for our current and future leaders including

Councillors

Program development Program delivered Executive Manager,

Strategy &

Organisational

Development

Ongoing

Maintain an effective and productive employee relations

environment

Employee consultation;

Grievance procedures;

Dispute resolution;

No adverse findings in

IRC

Executive Manager,

Strategy &

Organisational

Development

Ongoing

Address employee implications arising from industry reform

and/or organisational review processes

Employee consultation;

Award requirements;

Award compliance Executive Manager,

Strategy &

Organisational

Development

Ongoing

Facilitate Council's involvement in industry benchmarking MIDROC involvement;

LGPA Operational Effectiveness Survey

Round 3;

LGNSW HR Benchmarking;

MIDROC sub-group

participation to GM's

satisfaction;

Surveys completed;

Executive Manager,

Strategy &

Organisational

Development

Ongoing Program

of 25

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CL.1.2.2 Oversee the completion of actions contained within the

implementation plan arising from the Organisational

Review.

SOD SOD

CL.1.2.3 Improve Council's WHS performance against agreed

measures

SOD SOD

Complete annual update of WHS Corporate Plan and

implement priority actions

Review undertaken

Plan updated

Priority actions agreed

Regular updates to CET:

- Incidents

- Days lost to injury

Agreed actions

implemented or

progressed to GM

satisfaction;

Improvement in

Council's State Cover

audit score;

Reduction in incidence

of injury in line with

National WHS Strategy

as determined by Safe

Work Australia;

Employee Safety and

Wellbeing Coordinator

Ongoing

Implement actions from the 2014-2018 Equity and Diversity

Plan

Plan developed

Priority actions agreed

6 mthly updates to CET

Agreed actions

implemented or

progressed to GM

satisfaction

Employee Safety and

Wellbeing Coordinator

Ongoing

CL.1.3 High quality community services and cost effective solutions are delivered

CL.1.3.1 Achieve 80% first contact resolution for Phone and

Counter based Customer Service with available human

resources and budget allocation

C&C G&E

Implement the Customer Service Charter Service Standards in

responding to customer enquiries through personal contact,

correspondence and phone calls

Correspondence dealt with within 15

working days from receipt;

Phone calls/messages are returned

within 24 hours;

Prompt attendance at counters and

for appointments

100% compliance Manager Governance &

Engagement


Deliver high quality customer interactions by resolving

customer enquiries/concerns on first contact

Calls are answered within 3 rings;

Initial interactions are resolved at first

point of contact

75% or greater;

80% first contact

resolution (FCR)


Engagement


Satisfy customer service needs on every contact through the

delivery of consistent service standards to all customers

Customer service satisfaction rating

measured through Customer Service

and Mystery Customer Survey results

75% or greater

customer service

satisfaction rating

(CSSR)


Engagement


Monitor, review and evaluate complaints and compliments on

a monthly basis and report customer service performance to

Executive Leadership Team

Number of complaints / compliments

received

Reports presented

monthly


Engagement


of 25

Aspiration

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Provide administrative and business support by Customer &

Business Services to various departments within Council in a

professional, accurate and efficient manner to ensure a high

level of service delivery to the community from the whole of

Council

Response times to customer

correspondence/information requests

in Electronic Content Management

(ECM) system compliant with service

level standards and statutory

timeframes when applicable

100% compliance Manager Governance &

Engagement


of 25

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CL.1.4 Best practice, sustainability principles, accountability and good governance are incorporated in all that we do

CL.1.4.1 Identify and respond to changes in National, State,

regional and local land use planning principles, statutes

and guides

Ops LUS

Council's Strategic land use planning program is updated

biannually or as necessary to reflect emerging trends,

community aspirations and to respond to legislative

requirements and/or Council resolution

Program updated biannually 100% Manager Land Use

Services


Explore the acquisition and use of an online engagement tool

in conjunction with the review of the GMS

Service provider contacted and quotes

obtained

Completed by Q3 Manager Land Use

Services

Project Start Active Complete Complete

Review Council's Development Control Plan DCP adopted by Council Q4 Manager Land Use

Services


Commence review of Council's Growth Management Strategy Review commenced Review commenced Q2 Manager Land Use

Services

Project Not Due To Start Start Active Active

CL.1.4.2 Council's Planning and development assessment services

provides advice and planning assistance and process

Development Applications and other relevant

applications

Ops LUS

Provide advice in relation to statutory planning and

development assessment

Percentage of enquiries responded to

within 15 working days

100% Manager Land Use

Services


Assess and determine development applications against

current statutory and policy requirements. Ensure

Assessments are in accordance with Section 79c of the

Environmental Planning & Assessment (EP&A) Act 1979.

The number of successful legal

challenges against Council decision

under Section 123 EP&A Act 1979

0 Manager Land Use

Services


Develop procedures to accompany Council's adopted

compliance/ enforcement policy

Develop procedures for overgrown

vegetation, barking dogs, stormwater

and others as necessary

2 Manager Land Use

Services


Regulatory compliance is undertaken in accordance with

statutory legislation and the public interest.

Effective response to compliance

issues will be measured by the number

of reviews undertaken by the NSW

Ombudsman that resulted in Council

modifying compliance procedures

0 Manager Land Use

Services


Processing of Construction, Building and Occupation

Certificates. Ongoing administration and assessment.

All applications processed and

assessed


Services


Processing all standard Section 149 Applications within 5

working days

Percentage of applications processed

within 5 days


Services


Assessment and processing of complying development

applications. Processing of all applications as submitted.

Percentage of Complying

Development Certificates processed

within statutory timeframes


Services


Certification responsibilities are in line with industry best

practice and BPB requirements

Review certification responsibilities

and streamline processes to ensure

industry best practice and customer

satisfaction is achieved.

Review completed Manager Land Use

Services


CL.1.4.3 Ensure an audit report is conducted annually C&C Finance

Manage asset revaluation process with other relevant

managers/staff (All asset classes to be revalued on a 5 year

rolling basis)

Complete annually as part of financial

statement preparation

100% Chief Financial Officer Ongoing Program Not Due To Start Not Due To Start Start Complete

Manage external audit contract Adherence to contract 100% Chief Financial Officer Ongoing Program Active Active Active Active

Ensure external audit is conducted within statutory

timeframes

External audit is completed within

statutory timeframes


Conduct Internal Audits according to internal audit Plan Audits completed according to plan

and presented to Audit Committee at

next appropriate meeting following

completion of the audit

75% Manager Governance &

Engagement


CL.1.4.4 Achieve a governance health check rating of at least 3 in

all items using LGMA/ICAC document

(www.icac.nsw.gov.au/documents/doc_download/1300-

governance-health-check)

C&C G&E

of 25

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Execute action plan flowing from Governance Health check Plan completed by end of FY MG&E Project Start Active Active Complete

of 25

Aspiration

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Unit


Conclude work on Information Management Strategy -

continuation of CL1.4.4.2 from 2014-15

Strategy Document Strategy Document

Completed by end Q4

Manager Information

Technology Services

Project Active Active Active Complete

Implement an e-Business Paper System - continuation of 2014-

15 objective CL1.4.4.3

Live system used for Business Paper

generation and minutes capture

System to be

implemented by end Q1

Manager Information

Technology Services;

Executive

Assistant/testing team

Project Active Complete

Commence community consultation on Community Vision Consultation commenced in

anticipation of discussions with new

Council in 2016-2017

By Q4 Manager Governance &

Engagement

Project Not Due To Start Not Due To Start Start Complete

Commence preparation of end-of-term report Report commenced in anticipation of

final meeting of Council in August

2016

By Q4 Manager Governance &

Engagement


Maintain SRV governance arrangements Comply with reporting requirements By Q4 General Manager Project Active Active Active Complete

Co-ordinate preparation of Annual Report Complete annually by 30 Nov Manager Governance &

Engagement

Ongoing Program Start Complete Complete Complete

Plan for IP&R 2016-2020 (CSP, Delivery Program and

Resourcing Strategy)

Complete by Q4 By Q4 Manager Governance &

Engagement


Oversee development and implementation of Enterprise Risk

Management Framework

Complete by Q4 By Q4 Manager Governance &

Engagement

Ongoing Program Active Active Active Complete

CL.1.4.5 Complete Procurement Roadmap C&C G&E

Conduct Procurement & Stores within Council according to

centre-led model.

Tenders requiring Council approval

have a procurement plan.

Demonstrable savings (against

previous pricing or from

administrative efficiencies) from

better non-tender procurement

initiatives

100%

$10K


Engagement


PHASE 1 COMPLETED IN 2014/2015 YEAR.

Implement Phase 2 of Procurement Roadmap Actions in Phase 2 implemented All actions completed

where approved by

Executive Team to be

implemented


Engagement


CL.1.4.6 Benchmark Community's perception of Council's

Communication in 2014 and achieve a score of 3.25 for

this measure in a 2016 survey.

C&C G&E

Conduct 2016 Community Satisfaction Survey Survey completed 3.25 Manager Governance &

Engagement


CL.2 Our community is informed and engaged with a strong sense of civic leadership

CL.2.1 The community is engaged in decision making and implementation

CL.2.1.1 Review all S355 Committees for Council for compliance

with guidelines and operational effectiveness

GM C&C

On going training in guidelines, monitor compliance, address

issues of non compliance, update guidelines

Committees submit financials and fee

recommendations by due date, Record

training done. Number of meetings

attended.

100% Manager community

Wellbeing

Ongoing Active Active Active Active

CL.2.1.2 Improve the overall score on the Community

Satisfaction Survey from the results of the 2012 Survey

GM G&E

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CL.2.2 Civic leadership is recognised, supported and rewarded

CL.2.2.1 Recognise Civic Leadership within our community

through annual awards and ceremonies

GM G&E

Support the Australia Day S355 Committee in the recognition

of appropriate civic leaders through Australia Day awards

Appropriate support from

Communications & Community

Engagement Officer within available

resources

Successfully run event Manager Governance &

Engagement

Project Active Active Complete

Provide community engagement support for Awareness Days Appropriate support from

Communications & Community

Engagement Officer within available

resources

Successfully run event Manager Governance &

Engagement

Project Not Due To Start Start Active Complete

CL.2.3 We are proactive in supporting, through representation and celebration, the needs and desires of the community

CL.2.3.1 The Delivery Program supports the aspirations of the

community as identified through the Community Vision

GM G&E

Report to Council on at least a 6 monthly basis on progress

against the operational plan.

All reports presented to Council Within three months of

end of period.


Engagement

Project Active Active Active Active

CL.2.3.2 Represent the aspirations of the community as

expressed in the Community Vision as opportunities are

identified

GM T&ED

Attend a wide cross section of community meetings to

understand various objectives and ideals. Review local

newspapers to understand current issues in the community

Be well informed on relevant

community matters and be able to

make connections between

organizations to benefit the

community

Attend at least one

meeting every fortnight

where these meetings

are relevant.

Manager Economic &

Business Development

Ongoing Program Start Active Active Active

Conduct consultation workshops across the Shire to garner

input on the future strategic direction of the tourism industry

and wider economy

Aim for strong attendance and wide

cross section of industry. Initiate

supportive consultation strategies in

line with the Council's Community

Engagement Strategy

Urunga - 1 x tourism

workshop and 1 x

general industry

workshop. Bellingen - 1

x tourism workshop

and 1 x general industry

workshop. Dorrigo - 1 x

tourism workshop and

1 x general industry

workshop

Manager Economic &



Plan and prepare for Sept 2016 election Complete plan & prepare Complete plan by Q4 General Manager Project Start Active Active Complete

CL.3 Council is proactive in representing the needs of our community

CL.3.1 Strong partnerships exist with all levels of government, peak bodies and the community

CL.3.1.1 Review all S355 Committees for Council for compliance

with guidelines and operational effectiveness

GM CW

Update Guidelines and templates for Committees and provide

training in such. Monitor compliance & address issues of non-

compliance.

Guidelines updated in consultation

with Committees/Council and training

provided

100% Manager Community

Wellbeing


CL.3.1.2 Maintain membership and active involvement in

MIDROC, GMAC and relevant subgroups

GM GM

of 25

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CL.3.1.3 Reconstitute all Advisory Committees as per Council's

resolution of November 2012 and support these

committees through Quarterly meetings

GM C&C

CL.3.2 We are consultative

CL.3.2.1 Execute the Community Engagement Policy and Strategy C&C G&E

Provide support to staff in utilising and executing the

community engagement strategy

Community Engagement resource

provided

On as-required basis

subject to availability

and other work


Engagement


CL.3.3 The principles of social justice underpin our activities and decision making processes

CL.3.3.1 Implement the Social Plan C&C CW

Implementation of Social plan priorities as funds permit. Apply for at least 2 grants relating to

Social plan if grant funding program

available

2 grants applied for. Manager Community

Wellbeing


of 25

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CW.1 Our children, youth and seniors are valued, involved and supported

CW.1.1 Youth and seniors programs and activities are in place and actively supported

CW.1.1.1 Develop and implement a Community Support Policy

and Procedures which enables Council to improve

governance around donations and support

C&C CW

Continue offering library programs such as Baby Bounce,

Summer Reading Club, Children's Book Week, Library and

Information Week, National Simultaneous Story time, author

visits, school holiday activities and Library Lovers Day.

Number of people attending events Consistent or increase

in attendance

Shire Librarian Ongoing Program Active Active Active Active

Aged services interagency continues to be supported. To

foster co-ordinated programs and partnerships

Interagency continues and co-

ordinated programs and partnerships

facilitated

minimum 2 inter

agency meetings held

Community Wellbeing

Planning officer


CW.1.1.2 Continue the provision of the Dorrigo Support Centre

and develop and implement a Vision for the Support

Centre

C&C CW

Implement the actions identified to achieve the vision for

Dorrigo Support Centre

Staff training undertaken and

completed. Volunteers for home

support recruited. Transition to

central assessment done.

No. training completed.

No. volunteers

recruited

Manager Community

Wellbeing

Project Start Active Active Active

CW.1.1.3 Implement the Vision for the Youth Centre C&C CW

Foster collaborative relationships with the S355 Committee

and assist in the implementation of the Vision where

appropriate. Provide quarterly reports to Council.

Attend S355 Committee meetings Meet Chairman once

per year . Meet with

Committee once per

year. Youth hub

quarterly reports to

Council.

Manager Community

Wellbeing


CW.1.2 Strong partnerships between schools and our community are in place to allow for intergenerational and cultural learning

CW.1.2.1 Represent the aspirations of the community as


identified

C&C CW

Provide demonstrations/presentations about the library's

physical and online resources

Number of people attending

demonstrations/ presentations.

Number of loans. Usage of online

resources.

Increase in loans.

Increase in use of

online resources.

Manager Community

Wellbeing


Work with groups using Bellingen Seniors & Information

Centre on shared use of space

Number of meetings held and number

shared spaces

2 meetings and 2

shared spaces

Manager Community

Wellbeing


Local schools are approached to participate in local heritage

awareness raising projects.

Number of schools willing to

participate

3 Manager Land Use

Services


CW.1.3 Students have a variety of mechanisms such as a support centre and local scholarships

CW.1.3.1 Implement the Youth Centre Vision C&C CW

Foster collaborative relationships with the S355 Committee

and assist in the implementation of the Vision where

appropriate. Provide quarterly reports to Council.

Attend S355 Committee meetings Attend 2 meetings Community Wellbeing

Planning Officer


CW.1.3.2 Development and implement a Community Support

Policy and Procedures which enables Council to improve

governance around donations and support

C&C CW

COMPLETED IN 2014/2015 YEAR

COMPLETED IN 2014/2015 YEAR

CW.1.4 Opportunities exist to share the experience and wisdom of seniors

CW.1.4.1 Implement the Social Plan C&C CW

Implementation of Social plan priorities as funds permit. Apply for grants for key priorities No. of grants applied

for where funding

programs available

Manager Community

Wellbeing


CW.1.4.2 Continue the provision of the Dorrigo Support Centre

and develop and implement a Vision for the Support

Centre

C&C CW

Dorrigo Support Centre to continue revision of services and to

provide opportunities for intergenerational learning

Output service hours by service

category

Output hours achieved

as per funding

requirements

Manager Community

Wellbeing


of 25

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CW.2 We are a learning and creative community

CW.2.1 The benefits and understanding of lifelong learning are promoted

CW.2.1.1 Provide internet access to the community in selected

public places

C&C ITS

Monitor usage of public internet facilities, and report on

additional opportunities if identified

In 2015-16: Number of Wi-Fi users,

amount consumed

User count and amount

consumed to be equal

to or greater than in

2014-15

ITS / Libraries Ongoing Program Active Active Active Active

CW.2.2 There are opportunities for lifelong learning including regaining and retaining traditional skills



identified

C&C CW

Facilitate or promote opportunities for life long learning e.g.

U3A, mentoring

No. of opportunities facilitated or

promoted

No. of opportunities

facilitated or promoted

Manager Community

Wellbeing


CW.2.3 Our community is motivated to participate in lifelong learning activities



identified

C&C CW

Facilitate promotion of opportunities e.g. website, banner

poles, partnering in service with community organisations


promoted



Manager Community

Wellbeing


CW.2.4 A diversity of cultural and artistic activities are available across the Shire



identified

C&C CW

Facilitate promotion of opportunities e.g. website, banner

poles, partnering in service with community organisations


promoted



Manager Community

Wellbeing


continue to support the Arts and cultural committee and

promote the Public Art plan implementation

No. of meetings and inter meeting

support and plan finalised

5 per year. Plan publicly

available

Manager Community

Wellbeing


CW.3 We value, honour and actively acknowledge our Gumbaynggirr culture and heritage

CW.3.1 We actively engage with and include the perspectives and knowledge of aboriginal people

CW.3.1.1 Meet at least twice a year with local Gumbaynggirr

elders to discuss Council activities and obtain their input

as stakeholders

C&C CW

Continue to contact or meet with Gumbayngirr elders and/or

land councils to engage with so the perspectives and

knowledge of Aboriginal people can be heard and included.

Minimum of 2 meetings or contacts

per year gaining input to activities and

engaging on issues.

2 times per year Manager Community

Wellbeing


CW.3.2 Opportunities exist to learn about our aboriginal language, history and culture

CW.3.2.1 Expand the catalogue of Aboriginal resources in all three

libraries

C&C CW

Promote the catalogue of Aboriginal Resources through

Council newsletters, school newsletters and local newspapers

Number of loans of Aboriginal

resources.

Increase in loans of

Aboriginal resources.

Shire Librarian Ongoing Program

CW.3.3 We have regular aboriginal events, activities and storytelling in an appropriate cultural space

CW.3.3.1 Meet at least twice a year with local Gumbaynggirr

elders to facilitate and/or promote Aboriginal events,

activities and story telling

C&C CW

Continue to contact or meet with Gumbaynggirr elders and/or

Land Councils re acknowledgement of place and signage

2 times per year 2 times per year Manager Community

Wellbeing


CW.3.4 Gumbaynggirr place and language is acknowledged through signage and other mechanisms

CW.3.4.1 Develop a policy and/or guidelines in relation to the

acknowledgement of Gumbaynggirr place and language

C&C CW

Continue to contact or meet with Gumbaynggirr elders and/or

Land Councils re acknowledgement of place and signage

As occasions arise 2 times per year Manager Community

Wellbeing

Ongoing Program Start Active Active Start

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CW.4 We are connected, safe and healthy with a strong sense of community

CW.4.1 Community groups actively communicate and collaborate

CW.4.1.1 Ready access to relevant stakeholders for community

engagement purposes

C&C CW

Libraries provide space for community groups to meet. Number of visits to the library.

Number of meeting room bookings at

Bellingen Library. Completion of

Dorrigo library extension - usage of

extension.

Increase visits to the

library. Increase in

bookings for the

meeting rooms in

Bellingen Library. Use

of Dorrigo Library

meeting room once

extension completed.

Shire Librarian Ongoing Program

Offer community groups the opportunity to post details of

their events on Council's website and include an article in

Council's newsletter

Community groups informed of

opportunity to promote their events

Increased number of

community events

promoted in Council's

media

Manager Community

Wellbeing


CW.4.2 There is connection between and across our communities

CW.4.2.1 Ready access to relevant stakeholders for community

engagement purposes

C&C CW Ongoing Program

Promote interagency meetings No. of interagency meetings attended

by multiple community organisations

4 per year Manager Community

Wellbeing


Offer community groups the opportunity to post details of

their events on Council's website and include an article in

Council's newsletter

Community groups informed of

opportunity to promote their events

Increased number of

community events

promoted in Council's

media

Manager Community

Wellbeing


Action taken on priorities in Access and Inclusion plan as funds

permit.

Council adoption of plan and action

commenced on priority items

Action on top 3

priorities where funding

permits

Manager Community

Wellbeing


CW.4.3 We have the programs, services and infrastructure to ensure a safe community

CW.4.3.1 Where required resource emergency services (RFS, SES,

etc.) to enable appropriate response

C&C Assets

Liaise with emergency service organisations and assess ability

of Council to allocate available resources on a priority basis

Operational staff aware of need to

reallocate resources as required by

emergency situations

All operational

managers and

supervisors informed

Deputy General Manager

Operations

Ongoing Program

CW.4.3.2 Conduct operational planning, liaison and execution

with emergency services. Attend 80% of LEMC Meetings.

Council representative at all activations of District

Emergency Operations Centre where requested by

District Emergency Management Officer

C&C Assets

Liaise with all relevant emergency services. Attend District

Emergency Operation Centre when requested. Attend formal

LEMC meetings

Percentage of LEMC meetings

attended during year. Time to attend

District Emergency Operations Centre

after request

At least 80% of LEMC

meetings attended

during year.

Attendance at District

Emergency Operations

Centre within 2 hours

of request

Deputy General Manager

Operations

Ongoing Program

Conduct planning, liaison, support and coordination with

emergency services organisations

Number of meetings and contacts Attend 3 liaison

meetings and

coordination contact

twice a year with

regional office

Manager Community

Wellbeing


CW.4.3.3 Provide beach control activities at designated beaches C&C Assets

Monitor the implementation of the lifeguard contract beach

patrols at North Beach and Hungry Head and report to Council

annually.

Weekly checks at different times and

review weekly reports on service &

statistics

Service as per contract

observed weekly

Manager Community

Wellbeing


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CW.4.3.4 Conduct enforcement activities as required by legislation

and Council resolution

C&C LUS

Provide ranger service to enable Council to conduct

enforcement activities as required by legislation and Council

resolution

Ranger Service being provided 100% of all Service

Requests are actioned

Manager Land Use

Services


Prepare Companion Animals Management Plan Draft Plan developed and adopted by

Council

Draft Plan developed

and adopted by Council

by Q4

Manager Land Use

Services


Implement local swimming pools register, inspection regime

and community awareness program

• Undertake inspections of private swimming pools

• Undertake mandatory point of sale inspections

Number of properties inspected and

issued with Compliance Certificates

Inspections conducted

in accordance with

Council's adopted

swimming pool

program.

Manager Land Use

Services


Regulate food risks to the public. Carry out inspections and

regulatory compliance checks in compliance with Food

Authority Standard. Respond to complaints relating to

hygiene. Ensure food labelling requirements are met

Inspect all Food and Licensed premises

annually


Services


Migration of data from MapInfo to ArcGIS Migration completed Completed by Q4 Manager Land Use

Services

Project Start Start Start Complete

Design an implementation plan for roll out of new footpath

activities Policy to ensure commencement with 2016/17

financial year

Implementation Plan developed 100% Manager Land Use

Services


Regulate premises as required by the Public Health Act Inspect all regulated premises at least

annually.

100% of premises

inspected

Manager Land Use

Services


Ensure Councils regulatory signage is sufficient for

enforcement activities throughout the shire

Review of all regulatory signage is

conducted and signage is upgraded as

required.

Completed by Q4 Manager Land Use

Services

Ongoing Program Start Active Active Complete

Review Councils animal holdiing facilities in the context of

legislative compliance and fit for purpose.

Investigate options with adjoining

Councils for shared animal shelter

facilities

Discussions with

adjoining Councils

commenced by Q4

Manager Land Use

Services


Represent Bellingen on Regional Environmental Health and

Food Safety Forums

Provide a representative to attend

EHA group meetings and Food

Authority Group meetings as required

All forums are attended Manager Land Use

Services


CW.4.4 Our community is diverse, tolerant and understanding



identified

C&C CW

Facilitate and promote Community Awareness Days such as

Harmony Day, NAIDOC week, Seniors Week, Youth Week,

Disability Inclusion

Awareness Days observed and

celebrated; other similar activities

supported

No. of Awareness Days

observed and

promoted. Minimum 3.

Manager Community

Wellbeing


of 25

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Direction

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Unit


LE.1 We have clean water which is protected and used sustainably

LE.1.1 Our waterways are valued, protected and enhanced

LE.1.1.1 Implement the Bellinger & Kalang Rivers Estuary Action

Plan (subject to Grant funding success)

C&C S&NR

Implement Stage 2 Bellinger River Floodplain & Estuary Water

Quality Improvement project

Number of Bellinger Valley Dairy

Farmers proactively engaged in

project

Implement improved

dairy effluent

management practices

in up to 11 farms

Manager Sustainable

Environment & Waste

Project Start Start Start Active

Water quality monitoring program for Bellinger & Kalang

River

Develop water quality monitoring

program for Bellinger & Kalang River

Implement water

quality monitoring

program for Bellinger &

Kalang River for key

ecosystem health

indicators

Manager Sustainable

Environment & Waste


Consider and respond to formal stakeholder proposals

regarding river & biodiversity initiatives

Time to respond to stakeholder

requests.

Provide response

within 3 weeks

Manager Sustainable

Environment & Waste


Implementation and monitoring of Council’s on-site sewerage

management program

Implement Council’s on-site Sewerage

Management Systems Strategy

(Number of septic inspections per

annum)

Carry out all license

renewal inspections

within 30 days of

expiry. Complete initial

inspection of all OSMS

within the shire.

Manager Land Use

Services


Undertake periodic testing of Councils public swimming holes Testing and reporting of results is

undertaken over the swimming period

As per adopted

program

Manager Land Use

Services

Ongoing Program Active Active

LE.1.2 We minimise our use of water

LE.1.2.1 Overall reduction in Council's own water usage Ops Works

Conduct review of councils water usage to identify

opportunities for water consumption reduction

Review conducted. Recommendations

implemented where appropriate and

resources.

Reduce water

consumption as per

recommendations.

Manager Water & Waste

Water


LE.1.3 We use our water and wastewater using best management practices

LE.1.3.1 Review and implement the Sewer Asset Management

Plan

Ops W&WW

Review and execute SAMP to ensure that they are up-to-date,

relevant, reflect best practice in local government asset

management and is adopted by Council. Will include

measures/KPI's and targets

SAMP complete Q4 Manager Water & Waste

Water


LE.1.3.2 Review and implement the Water Asset Management

Plan

Ops W&WW

Review WAMP and execute to ensure that they are up-to-

date, relevant, reflect best practice in local government asset

management and is adopted by Council. Will include

measures/KPI's and targets

WAMP complete Q4 Manager Water & Waste

Water


Construct new Bellingen Water Reservoir as endorsed in June

2012

Construction complete Q1 2016 commence Manager Water & Waste

Water


LE.1.3.3 Meet all legislative requirements for Water & Sewer

(measure licence reporting & NSW Office of Water

benchmarking report).

Ops W&WW

Monitoring of faecal coliform counts in waterways Test results within licence conditions 100% compliance with

licence conditions

Manager Water & Waste

Water


LE.1.3.4 Implement the Strategic Business Plans for Water and

Wastewater including specific measure and expectations

against those measures

Ops W&WW

Execute Strategic Business Plan to achieve defined measures

and targets within that plan

Measures within plan

implemented

Targets achieved Manager Water & Waste

Water


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Construction of a new sewerage treatment plant in Dorrigo Plant commissioned and

running

Q2 Manager Water & Waste

Water

Project Active Active Complete Complete

LE.1.3.5 Implement new Asset Management Software Ops W&WW

Review options for asset management software and report to

Council

Report presented Q3 Manager Water & Waste

Water

Project Active Active Complete Complete

LE.2 Our surroundings are quiet and clean

LE.2.1 Noise pollution is managed

LE.2.1.1 Conduct enforcement activities as required by legislation

and Council resolution

Ops LUS

Provide ranger service to enable Council to conduct

enforcement activities as required by legislation and Council

resolution

Ranger service being provided Respond to all

complaints

Manager Land Use

Services


Report on noise enforcement actions in conjunction with

other scheduled enforcement reporting

Reporting undertaken quarterly 100% Manager Land Use

Services


LE.2.1.2 Represent the aspirations of the community as


identified

Ops LUS

Undertake awareness campaign dealing with barking dogs Media Release and targeted letter box

drop completed by Q3

Media Release and

targeted letter box

drop completed by Q3

Manager Land Use

Services


LE.2.2 Air pollution is minimised

LE.2.2.1 Enforce Policy - Control of Burning Ops LUS

Integrate air pollution complaint system with other complaint

reporting systems

Systems integrated System review

commenced in Q3.

Linked to Civicview

updates

Manager Land Use

Services

Project Not Due To Start Not Due To Start Active Active

LE.3 We reduce, reuse and recycle

LE.3.1 The consumption of resources is minimised

LE.3.1.1 Reduce Council's own use of paper through printing and

copying by 5% over 4 years

C&C S&NR

Capture number and nature of paper documents created in

Council

Report showing trends and statistics

for 2015-16

Generate report

showing number and

nature of documents

where identified by end

quarter 4

Manager Information

and Technology Services


Monitor usage of paper in organisation Report showing print and paper usage

for 2012-16, based on available

information

Generate report

showing print and

paper usage for 2012-

16, based on available

information

Manager Information



Continuation of legacy document scanning Number of document pages scanned Scan 2000 document

pages in 2015-16

Manager Information



LE.3.2 We reduce, reuse and recycle our waste

LE.3.2.1 Provide an annual education initiative highlighting ways

the community can reduce, reuse and recycle our waste

C&C S&NR

Support the community in Clean-Up Australia Day campaign Number of sites for waste to be

collected as part of Clean-Up Australia

Day sites

4 Manager Sustainable

Environment & Waste


LE.3.3 Our community has access to convenient recycling facilities and services

LE.3.3.1 Implement the Business Model Review of Council's

Waste & Resource Recovery Facilities

C&C S&NR

Operate the Bowerhouse Reuse Centre Bowerhouse Reuse Centre is staffed

and operating within budget

100% Manager Sustainable

Environment & Waste


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Direction

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Strategic

Direction

DP Priority

Code


Support

Unit


Provide high quality kerbside waste services and operate

waste facilities at Raleigh, Dorrigo and Bellingen

Ensure all kerbside waste collection

service issues are actioned by

contractor within 24 hours

100% Manager Sustainable

Environment & Waste


Contribute to the waste collection service contract

negotiations

Waste collection tender issued New waste collected

contractor engaged by

30 June 2016

Manager Sustainable

Environment & Waste


Community Recycling Centre at Raleigh Waste Management

Centre

Install Community Recycling Centre at

Raleigh Waste Management Centre

1 Community Recycling

Centre installed and

operational by 30 June

2016

Manager Sustainable

Environment & Waste


Weighbridge at Raleigh Waste Management Centre Install weighbridge at Raleigh Waste

Management Centre

1 weighbridge installed

and operational by 30

June 2016

Manager Sustainable

Environment & Waste


LE.4 We live sustainably and reduce our ecological footprint and contribution to climate change

LE.4.1 Our community is informed and acts to reduce our ecological footprint

LE.4.1.1 Implement the Bellingen Climate Change Risk Adaption

Strategy

C&C S&NR

Development controls to restrict development having regard

to risk are included in Council's Development Control Plan.

DCP Amended Amendments

completed by Q4

Manager Land Use

Services


Analyse estuary inundation data and prepare mapping to

implement development control recommendations arising

from estuary inundation study when formally adopted by

Council

Mapping completed Mapping completed by

Q4

Manager Land Use

Services

Project

Implement high priority actions from Coastal Zone

Management Plan to protect and enhance natural

environment subject to funding.

Seek grant funding to implement high

priority actions

Weed control and bush

regeneration

surrounding

endangered ecological

communities (EECs) and

implement coastline

monitoring program

(subject to grant

funding success)

Manager Sustainable

Environment & Waste


LE.4.2 Alternative forms of energy are embraced

LE.4.2.1 Substantially decrease mains electricity usage and

running costs by running the Admin Building Server

Room (all hardware including servers, networking and

phone system) on solar power, by the end of June 2017

C&C ITS

LE.4.2.2 Implement actions from the Bellingen Emissions

Reduction Program (BERP)

C&C S&NR

Conduct complete review of Bellingen Emissions Reduction

Program to determine effectiveness in achieving reduction in

energy/greenhouse gas emissions

Review undertaken and relevant

recommendations identified

Review completed by

Q3

Manager Sustainable

Environment & Waste

Project Start Active Complete

LE.5 We protect and enhance our biodiversity

LE.5.1 Our community understands the value of biodiversity



identified

C&C S&NR

Commence preparation of Biodiversity Action Strategy for the

Shire (subject to grant funding)

Commence preparation of Biodiversity

Action Strategy (subject to grant

funding)

Grant funding

application submitted

Manager Sustainable

Environment & Waste


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LE.5.2 Biodiversity is managed and protected for future generations

LE.5.2.1 Planning controls to improve our biodiversity and

protect threatened species are developed and/or refined

and adopted by Council as required

Ops LUS

Prepare Koala Plan of Management for the Shire Koala Plan of Management adopted Koala Plan of

Management adopted

Q1

Manager Land Use

Services

Project Complete

Review recommendations in the adopted Koala Plan of

Management and ascertain those which can be implemented

by Council

Review undertaken and relevant

recommendations identified

Review completed by

Q3

Manager Land Use

Services

Project Not Due To Start Active Complete Complete

LE.5.2.2 Complete the Dangar Falls Plan of Management and

implement on ground upgrades of the Reserve

C&C S&NR

COMPLETED 2014/2015

LE.5.2.3 Implement the Bellingen Island Biodiversity Restoration

Project

C&C S&NR

COMPLETE 2014/2015

LE.5.2.4 Implement the Jaliigirr Biodiversity Alliance Project C&C S&NR

Implement Stage 4 of the Jaliigirr Biodiversity Alliance Project Number of Jaliigirr Biodiversity

Alliance Project Sites implemented

Enhance connectivity

across 2 key vegetation

corridors sites

Manager Sustainable

Environment & Waste


Maintain key weed control and bush regeneration sites to

protect and enhance natural environment

Number of key weed control and bush

regeneration project sites maintained

Maintain Rock Fillets

for Fish Fillets, Dangar

Falls, Bellingen Island

and Jalligirr project

sites

Manager Sustainable

Environment & Waste


LE.5.3 Threats to biodiversity are identified and mitigated

LE.5.3.1 Implement the North Coast Weeds Advisory Committee

(NCWAC) Weeds Action Program (WAP)

C&C S&NR

Implement annual objectives of the North Coast Weeds

Advisory Committee Weeds Action Program 1520

Number of annual NCWAC WAP 1520

objectives implemented

12 annual objectives

implemented, up to

100ha of weed control

completed

Manager Sustainable

Environment & Waste


LE.5.3.2 Implement Council's responsibilities as the Local Control

Authority under the NSW Noxious Weeds Act 1993s

C&C S&NR

Conduct up to 400 annual inspections as the Local Control

Authority under the NSW Noxious Weeds Act 1993

Number of weed inspections

conducted

Up to 400 Manager Sustainable

Environment & Waste


LE.6 We work together to protect and enhance our environment

LE.6.1 The guidance of the custodial people is recognised



identified

C&C S&NR

Respond to Community requests as appropriate Response provided 3 weeks Manager Community

Wellbeing


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LE.6.2 Our community is informed and educated on environmental issues, threats and opportunities

LE.6.2.1 Provide information to the community on

environmental issues, threats and opportunities which

are specific to our Shire through Quarterly meetings of

the Environmental Sustainability Advisory Committee

(ESAC)

C&C S&NR

Provide financial support to community groups for

environmental sustainability projects via the Environment

Levy Community Fund (ELCF). Funding up to $5,000 per

project competitively assessed.

Number of projects supported Up to 8 Manager Sustainable

Environment & Waste


Build partnerships with the community through Quarterly

meetings of the Environmental Sustainability Advisory

Committee (ESAC)

Number of ESAC meetings held 4 Manager Sustainable

Environment & Waste


LE.6.3 The contribution of our community groups are fostered, supported and celebrated

LE.6.3.1 Continue recognition activities for community groups

and individuals

C&C T&ED

Develop a volunteer recognition program Council managers are engaged in

recognising their volunteers

January 2016 Manager , Economic and


Ongoing Program Not Due To Start Start Complete Complete

Undertake a survey seeking input from volunteers on their

job satisfaction

75% of council volunteers will be

provided with an opportunity to

participate in the survey

Aim for 80%

satisfaction rate from

volunteers

Manager , Economic and



Engagement of the Work for the Dole Program where

candidates will predominantly work on community projects

Community Halls and other public

assets will be enhanced through the

work for the dole program

Utilisation of

candidates in

accordance with WFD

requirements.




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PP.1 We have a diversity of beautiful spaces that foster community happiness and wellbeing

PP.1.1 We have a variety of passive recreation spaces including riversides, parks and reserves

PP.1.1.1 Review and implement the Open Spaces Asset

Management Plan (OSAMP) including measures and

targets

Ops Assets

Consider and respond to requests for passive recreation needs

and update OSAMP as appropriate

Time to respond to passive recreation

needs requests.

Provide response

within 3 weeks

Manager Asset

Management & Design


Progress key projects from Section 94 Open Spaces Plan

including Gleniffer Reserves projects as identified by the

Masterplan and Stage 1 of the Urunga Multi Purpose Stadium

Projects delivered Q4 Manager Asset

Management & Design


PP.1.2 We have a variety of active recreation spaces including playgrounds, sporting fields and multipurpose centres

PP.1.2.1 Review and implement the Open Spaces Asset

Management Plan (OSAMP) including measures and

targets

Ops Assets

Consider and respond to requests for active recreation needs

and update OSAMP as appropriate

Time to respond to active recreation

needs requests.

Provide response

within 3 weeks

Manager Asset

Management & Design


Execute the maintenance function in relation to town parks

and reserves to agreed service standards and within budget

Condition of town parks and reserves Town parks and

reserves well

maintained within

budget

Manager Asset

Management & Design


PP.1.3 We have a variety of shared community spaces including meeting spaces accommodating public art, cultural and environmental amenity

PP.1.3.1 Review and implement Council's Building Asset

management Plan (BAMP) including measures and

targets.

Ops Assets

Consider and respond to requests for building asset

management needs and update BAMP as appropriate

Time to respond to building asset

management requests.

Provide response

within 3 weeks

Manager Asset

Management & Design


Public art plan promoted and action taken to fund and /or

implement its recommendations

Council adoption of plan and action

commenced on priority items

Plan promoted on

website and directly to

Chambers of

Commerce, community

organisations and

potential public art

installers as well as

within Council

Manager Community

Wellbeing


PP.2 We have a mixture of affordable sustainable housing options for all in our community

PP.2.1 There are affordable housing options for all through a diversity of mechanisms including increased public and community housing

PP.2.1.1 Execute the priorities and meet the targets contained

within the Strategic Land use Planning Program

Ops LUS

Review residential

density provisions in Chapter 2 of Bellingen DCP 2010 upon

completion of sewer modelling.

Upon completion of sewer modelling,

density review commenced.

Commenced in next

quarter following

completion of sewer

modelling.

Manager Land Use

Services


Explore the implications of amending secondary dwelling

standards with a view towards encouraging increased

investment in affordable housing stock

Report presented to Council. Review completed by

Q2

Manager Land Use

Services

Project Start Complete

PP.2.2 Sustainable building and retrofitting of existing housing stock is the standard approach

PP.2.2.1 Represent the aspirations of the community as


identified

Ops LUS

Monitor Development Applications received by Council to

identify and publicise best practice local sustainable building

projects

DA list reviewed at weekly Land Use

Services Meeting

1 Case Study Manager Land Use

Services


PP.2.3 Eco-village and community living developments for mixed ages are encouraged



identified

Ops LUS

Facilitate Planning Proposals where it is considered that they

adhere to the strategic direction

Number of planning proposals

facilitated.

All relevant

opportunities acted

upon.

Manager Land Use

Services


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Unit


PP.2.4 Heritage buildings and sites are protected

PP.2.4.1 Review, complete and update the Heritage Inventory to

reflect those items listed in BLEP 2010

Ops LUS

Draft Heritage Chapter reviewed and simplified Heritage Chapter adopted and

included in DCP

Adopted by Q4 Manager Land Use

Services


Oversee activities of Heritage Adviser, provide advice on

development applications, and to property owners /

developers. Administer the Local Heritage Fund and co-

ordinate the activities of the Bellingen Shire Local Heritage

Advisory Committee. Liaise with the NSW Office of

Environment and Heritage to co-ordinate and administer the

Bellingen heritage program joint funding agreement.

Annual report provided to the NSW

Office of Environment and Heritage

detailing activities

Annual report

submitted to the NSW

office of Environment

and Heritage Q4

Manager Land Use

Services


PP.3 We are connected and able to move around in a safe, accessible, affordable, healthy and environmentally friendly way

PP.3.1 We have effective public and community transport linking townships in the Shire and linking to regional centres



identified.

Ops Assets

Consider and respond to requests for public transport needs Time to respond to public transport

requests

Provide response

within 3 weeks

Manager Asset

Management & Design


PP.3.2 Our existing rail network is optimised for freight and local trains



identified.

Ops Assets

Consider and respond to requests for rail transport needs Time to respond to rail transport

requests

Provide response

within 3 weeks

Manager Asset

Management & Design


PP.3.3 We have a network of cycle ways, footpaths and walking trails supported by maps and signage

PP.3.3.1 Review, adopt and implement the Pedestrian Access

Mobility Plan (including inter and intra village routes)

Ops Assets

Actively seek funding opportunities for pedestrian facilities

and submit applications by due date

Preparation and submission of funding

applications

Submitted by due date Manager Asset

Management & Design


Complete the review of the PAMP and Bike Plan. PAMP and Bike Plan adopted by

Council

Q1 Manager Asset

Management & Design

Project Complete Complete Complete Complete

PP.3.4 Our local infrastructure supports electric vehicles and non-motorised forms of transport

PP.3.4.1 Review and implement Road Asset Management Plan

including measures and targets

Ops Assets

Review and progressively improve RAMP RAMP to reflect current best practice

as outlined in the IIMM manual

RAMP updated by Q4 Manager Asset

Management & Design


Implement the Road and Bridges Work Program as identified

in Council's Special Rate Variation application

2015/16 program undertaken 100% Deputy General Manager

Operations


Liaise with Roads and Maritime Services in regard to issues

relating to the Urunga to Nambucca Pacific Highway bypass

Attend to relevant issues regarding the

bypass

Issues resolved Manager Asset

Management & Design


Negotiate with RMS in regards to the handover of the Old

Pacific Highway

Negotiations undertaken Draft agreement

prepared by Q4

Manager Asset

Management & Design


PP.3.5 We have a system of safe, well maintained roads including car calming infrastructure

PP.3.5.1 Review and implement the Road Asset Management

Plan including measures and targets

Ops Assets



Achieve RAMP

consistent with NAMS

asset management

system

Manager Asset

Management & Design


Execute the annual works program on time and within budget Annual works program undertaken Program complete Manager Asset

Management & Design


Execute RMCC contract requirements utilising IMS framework RMCC contract work undertaken Work complete Manager Works Ongoing Program Active Active Active Complete

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PP.4 We have the facilities and services needed to be a healthy and active community

PP.4.1 Health care options and facilities are enhanced across the Shire including birthing, palliative and aged care support



identified

C&C CW

Represent the aspirations of the community as expressed in

the Community Vision as opportunities are identified

Evidence of support as opportunities

arise

Evidence of support as

opportunities arise

Manager Community

Wellbeing


PP.4.2 There is a holistic approach to health



identified

C&C CW




arise


opportunities arise

Manager Community

Wellbeing


PP.4.3 There is active participation in a range of sporting and recreational pursuits



identified

C&C CW




arise


opportunities arise

Manager Community

Wellbeing


PP.4.4 Healthy lifestyles and practices are enhanced

PP.4.4.1 Implement the Open Space Management Plan and the

Buildings Asset Management Plan

Ops Assets

Develop a Companion Animals Plan, including provision of off-

leash areas to encourage active opportunities for pet

exercising.

Adoption of CAMP Completed by Q3 Manager Land Use

Services

Project Start Start Complete

Review and progressively improve OSAMP and BAMP OSAMP and BAMP to reflect current

best practice as outlined in the IIMM

manual

Achieve OSAMP and

BAMP consistent with

NAMS asset

management system

Manager Asset

Management & Design


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Unit


RE.1 We have meaningful work and vibrant businesses within our community

RE.1.1 Our community has a diversity of businesses and new industries

RE.1.1.1 Execute the priorities and meet the targets contained

within the Strategic Land use Planning Program

Ops LUS

Participate in Regional Growth Plan development and

advocate for inclusion of land excluded from partial

endorsement of ELS

Submission made to Planning &

Infrastructure

Submission made

within exhibition

timeframes

Manager Land Use

Services


RE.1.1.2 An overall improvement in business's perception and

satisfaction of Council's outdoor dining policy from 2014

to 2016

Ops LUS

LEP amended and Footpath Activities Policy adopted LEP amended and Policy reported to

and adopted by Council

Q2 Manager Land Use

Services

Project Start Complete

RE.1.1.3 Represent the aspirations of the community as


identified

C&C T&ED

Attend regular Chamber and Community meetings to ensure

that the economic development and tourism portfolio is

aware of the priorities and objectives of these organizations

Stakeholder engagement informs

activities of the Economic

Development Unit of Council

Aim for 6 meetings a

year for each Chamber




RE.1.2 We have innovative and alternative local trading systems



identified

C&C T&ED

Conduct Innovation Workshops across the Shire Business operators have a broader

understanding on the principles of

innovation and it can be applied to

their business

Aim to conduct 3

workshops throughout

the year




Develop Social media platforms to enhance e-commerce

opportunities

Businesses will have more

opportunities to promote their

products and services

4 new platforms will be

developed




Create Facebook and integral accounts for Tourism and the

Events Hub.

Enhance promotion of tourism, the

events hub and the Discovery Apps

both inside and outside the Shire.

3 hours a week will be

dedicated to managing

these sites




Collaborate with regional business and councils to promote

investment opportunities within the Shire

Bellingen Shire's reputation is

enhanced for prospective commercial

ventures

Attend regional tourism

and regional economic

managers meetings on

a monthly basis.




RE.1.3 Businesses within our shire are ethical and sustainable



identified

C&C T&ED

Across all engagement with business, promote consideration

of environmental, cultural and professional values

That Bellingen Shire businesses enjoy

strong, local patronage and have

positive reputations as employers and

operators

Attend Chamber

meetings regularly to

ascertain level of best

practice across the

stated values




RE.1.4 We have the public infrastructure to appropriately support business activity



identified

Ops Assets

Consider and respond to requests from businesses regarding

public infrastructure requirements

Time to respond to public

infrastructure requests

Provide response

within 3 weeks

Manager Asset

Management & Design


RE.1.4.2 As a major enabler of economic activity, review Road

Asset Management Plan (including measures and

targets) on an annual basis

Ops Assets

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Achieve RAMP

consistent with NAMS

asset management

system

Manager Asset

Management & Design


RE.1.5 We are a disaster resilient community



identified

GM G&E

Consider and respond to requests for improving disaster

management practices for community infrastructure

Time to respond to requests for

protection against disasters

Provide response

within 3 weeks

Manager Asset

Management & Design


RE.1.5.2 Review Business Continuity Plan annually for correctness

and currency

GM G&E

Review of Business Continuity Plan and report to the

Executive Leadership Team

Reviewed & reported through Risk

Management Action Plan (RMAP)

Annually Manager Governance &

Engagement


RE.1.6 Our families are able to support themselves locally



identified

C&C T&ED

Work to support key industries across the Shire to grow and

sustain jobs and self employment opportunities

Strategies in EDTP will aim to

stimulate prospects for small business

including tourism, creative industries,

agriculture and improve the

infrastructure that supports business

development

Aim to complete all

actions in alignment

with timeframes

outlined in the EDP

2015-2016




Implement key objectives of the Small Business Friendly

Council Program

Enhance Council's reputation as being

small business friendly

Track each commercial

development

application to monitor

and record length of

processing




RE.2.1 Our Shire has a wide range of experiences for visitors

RE.2.1.1 Implement the 5 year Economic Tourism Development

Plan

C&C T&ED

Investigate funding opportunities to enhance product

development

New tourism product can potentially

be developed through sourcing

appropriate funding

Aim to apply for up to

five grants a year that

can fund tourism

products




Work with existing tour, attraction accommodation and event

operators to promote sustainability and enhancement of their

products

Improve uniqueness and diversity of

Bellingen Shire's tourism portfolio

Implement tourism

actions of the Economic

Development &

Tourism Plan 2015-

2016




RE.2 We have balanced sustainable tourism

RE.2.2 Our regional tourism assets are enhanced

RE.2.2.1 Develop and strengthen effective local and regional

partnerships

C&C T&ED

Work collaboratively with regional partners to ensure tourism

promotion is in alignment with Shire capacity and community

ideals

Bellingen Shire will have greater

control over how attractions in the

Shire are promoted

Attend regular

meetings of the new

Tourism Advisory

Committee and the

North Coast

Destination Network




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Aspiration

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Direction

Code

Strategic

Direction

DP Priority

Code


Support

Unit


Implement the strategies from the Gleniffer Master Plan Reduce visitor impacts to Gleniffer

Reserves

Implement proposed

infrastructure

recommended in the

Master Plan in line with

budget provision from

S94 funds




RE.2.3 Our tourism providers strive for sustainable operations



identified

C&C T&ED

Increase opportunities for social media promotion Bellingen Shire's reputation as a

tourist destination is enhanced

Create four tourism

platforms and continue

promotion of Discovery

Apps




Increase activities and promotion of the Events Hub Improve the operational scope of the

Events Hub and its support of the

creative industries

A work for the dole

placement will be

engaged for 26 weeks

to drive operations




RE.3 We have a sustainable local farming sector that provides us with healthy, fresh food

RE.3.1 Local food growing, sharing and education initiatives are supported and developed



identified

C&C S&NR


regarding local food growing initiatives


requests.

Provide response

within 3 weeks

Manager Sustainable

Environment & Waste


RE.3.2 Alternative farming systems are employed with examples including cooperative farming and land share



identified

C&C S&NR


regarding alternative farming systems


requests.

Provide response

within 3 weeks

Manager Sustainable

Environment & Waste


RE.3.3 Farming practices are financially and environmentally sustainable



identified

C&C S&NR

Develop Bellingen Shire local food guide Develop Bellingen Shire local food

guide

Develop local food

flyer, worksheet and

webpage

Manager Sustainable

Environment & Waste


Participate in Blueberry interagency working group and

consider strategies to ensure that the growth of the industry

in Bellingen Shire occurs in a sustainable fashion.

Regular attendance at interagency

meetings

1 Manager Land Use

Services


RE.3.4 Agriculture is a valued part of our economy



identified

C&C S&NR


regarding agricultural initiatives


requests.

Provide response

within 3 weeks

Manager Sustainable

Environment & Waste


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