Transcript Integrated Planning & Reporting at Shellharbour City

Community Strategic
Plan
10 years +
Resourcing
Strategy
10 years
LEP
Delivery Program
4 years
Operational
Plan
Annual Report
How Did We Develop the
Community Strategic Plan?
• IRIS Research Community Survey
• Community Strategic Planning forums developed
Community Vision and Objectives/Strategies
• Youth Engagement Forum
• Cultural Mapping Project
• Consultation with State Agencies
Structure of the Community
Strategic Plan
• Community Vision Statement
• Council’s Commitment to Shellharbour
• How the Plan was prepared – Community Engagement
• Profile of Shellharbour
• 4 key areas of Community, Environment, Economy and
Leadership
Four Year Delivery Program & One Year
Operating Plan
• Replaces the old “Management Plan”
• Specific Actions to address Objectives and Strategies
contained in the CSP
• 4 year/1 year Financials, Revenue Policy, Rates Policy, Fees
& Charges
Resourcing Strategy
3 Components:
- Long Term Financial Plan
- Asset Management Plan
- Workforce Management Plan
Long Term Financial Plan takes into account:
- All operating revenue and expenses
- Planned capital expenditure
Issues:
- Deficits projected in 9 out of the next 10 years
- Absence of comprehensive financial strategy, covering:
 Expenditure policy
 Income policy
 Debt policy
 Funding of capital works
 Asset Management funding
- Over dependence on operational income for capital
expenditure
Asset Management Plan for Roads, Building and Drainage Assets:
Issues:
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Details Value, Condition, Expenditure Trends, Current
Lifecycle Expenditure and Lifecycle Funding Gap
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$2.9M funding gap on a lifecycle costing basis annually
Absence of funding strategy for asset management and
renewal
Workforce Management Plan that analyses existing workforce, forecast future
needs and details strategies to attract, develop skills and retain staff:
Issues:
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An ageing workforce
Retention of employees
Use of technology
Increase in required qualifications
A workforce with the skills to deliver the objectives of the
Community Strategic Plan
2011/12 Budget
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Recent budgets have included temporary reactionary measures taken to
balance budget, eg program cuts, service level reductions
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Previous budget cuts of $533K reinstated:
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Heavy patching, kerb & gutter & footpath maintenance - $100k
Parkland mowing - $70k
Beach maintenance - $20k
Street cleaning - $15k
Rural roads maintenance - $30k
Casual staff at Waste Depot - $30k
Parks and gardens casual staff - $20k
Streetlighting materials - $65k
Salary savings through deferral of existing vacancies - $178k
Environmental projects support - $10k
Playground equipment installation - $25k
• New policy direction taken in formulating 2011/12 Budget
• Operational revenues only applied to operational expenditure
• Surplus reserves may be used to meet ‘one-off’ expenditures
• Capital works to be funded from:
– Accumulated reserves
– External funding, eg grants, section 94
– Loans
• Change of focus for the Operational Budget– move from
creation of new assets to more funds being directed to
maintaining existing assets
• Address infrastructure funding gap
• Utilisation of Financial Assistance grant monies (roads
component) to fund operating expenditures (eg, asset
maintenance), rather than capital works program
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Objective to align total recurrent operating expenditures with
recurrent income – need to look at reducing day-to-day costs
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Employment costs account for approximately 42% of total
operational expenditure
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Review of existing employment policies to reduce costs in
this area
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Introduction of 3% vacancy margin
Main assumptions made in compiling 2011/12 Budget:
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2.8% increase in rates income (maximum as determined by
IPART)
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3.0% increase in salary estimates to cover Award increases and
movement through salary system
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Expected substantial increases in utility costs (electricity and
water)
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Large increases for insurances (general and workers comp)
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Expected Waste Levy liabilities of $4.4million
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Estimates included to cover Local Government election costs
and Councillor expenses
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$3.4 million of new items of funding requests received
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$197k of new items categorised as ‘essential’ recommended for
funding
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Capital Works budget of $9.8 million including asset acquisition and
asset replacement programs
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Total budget expenditure of $85 million (including expected carry
over works of $5.3 million)
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Resulting in overall surplus of $159k or 0.2% of total operational
expenditure
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Public Exhibition commences Saturday 14 May 2011 until 4.30 pm
Monday 13 June 2011
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Enquiries to: Integrated Planning Team – (02) 4221 6089
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Written submission may be made to:
Mr Michael Willis
General Manager
Shellharbour City Council
Locked Bag 155
Shellharbour City Centre NSW 2529
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Council meeting on 28 June 2011 to consider public submissions
and to adopt (with any amendments) the Integrated Planning and
Reporting documents (including the 2011-12 budget)