28
CITY COUNCIL
CITY COUNCIL
Our VisionOur VisionOur Vision
“We will work together in the Shoalhaven to foster a safe,attractive place for people to live, work, stay and play; where growth, development and environmental protection are managed to provide a unique and relaxed lifestyle”.
….a vision remains only a vision without a plan….
.... introducing .
Shoalhaven - A Perspective 2
What is ? 3( joint foreword by the Mayor and General Manager)
in Detail:
The Plans that make up 4
Why we need 6
Effective Government 8
Protecting the Environment and Planning for Growth 12
Promoting and Developing the Local Economy 16
Improving Community Facilities and Services 18
Providing Essential Water and Sewerage Services 22
Operating Holiday Haven Tourist Parks 24
Implementation and Review 25
JJuunnee 22000000
• 1
ContentsContentsContents
Cove
r pho
to (b
otto
m ri
ght)
by c
ourt
esy
of t
he S
hoal
have
n So
uth
Coas
t Re
gist
er
Shoalhaven is a 2 hour drive, 160km south of Sydney
Area 4,660 sq km
49 towns and villages
Population: 85,000 in year 2000 (estimated)
(320,000 in peak holiday periods)
100,000 in 2008 (projection)
113,000 in 2016 (projection)
Nowra /Bomaderry will remain the main urbancentre: 30,000 in 2000 (estimated)
45,000 in 2016 (projection)
Five Planning Areas:Area 1 - NorthernArea 2 - Culburra DistrictArea 3 - CentralArea 4 - Sussex Inlet DistrictArea 5 - Southern
50% of Shoalhaven population is in Area 1
Area 3 is the fastest growing area
1,000 km of coastline and waterways
109 magnificent beaches
68% of Shoalhaven is National Park, State Forest or Vacant Crown Land
Shoalhaven is the fastest growing Local Government area in the Illawarra Region
Shoalhaven - A PerspectiveShoalhaven - A Perspective
• 2
NSW Shoalhaven City
• 3
The Shoalhaven is indeed a wonderful place to live, work and play. We enjoy breath-taking
natural beauty, expanding employment opportunities and a relaxed lifestyle that is the envy
of many other parts of the Country.
To help maximise these opportunities, whilst preserving our precious, delicate environment
and unique lifestyle, Shoalhaven City Council has developed a plan, called .
Planning for OUR Future
is essentially a blueprint to guide the future direction of our City over the next
20 years and beyond. It identifies the objectives and strategies that Council will use to realise
our Vision. More importantly, it will help steer our day to day decision-making and actions to
ensure the Shoalhaven remains a wonderful place to live, work and play for present and
future generations.
This document has been prepared taking into account a huge range of aspirations,
issues, opportunities and directions which have come from the community, Council,
Government Agencies and special interest groups. This material has been assimilated through
surveys, discussions, workshops and submissions over recent years. Having ,
we can now strive more confidently in partnership with the community and other agencies
to achieve what is best for Shoalhaven.
Mayor, Councillor Greg Watson and General Manager Mr Graham Napper
ForewordWhat is ?What is ?
• 4
The Plans that make up The Plans that make up
is supported by an important set of detailed and integrated plans or strategies currently being
developed (see diagram opposite). These are grouped under four headings, which form the basis for Council’s
Principal Activities in its yearly Management Plan:
Environment - Economy - Community - Council(In addition, Council has 2 further principal activity areas of Shoalhaven Water and Holiday Haven Tourist Parks - these are both
Category 1 Business units, as defined by the Local Government Act, with a revenue base of more than $2 million per annum)
Each year Council will consider the recommendations from these plans as part of its annual Management Plan
and Budget process. Priorities will be identified and tasks set in the Management Plan. These tasks will then
be implemented through Divisional Plans on a progressive basis as funds and resources allow, but will reflect
the desire of Council to achieve significant advances and improvements in certain key areas that are crucial to
Shoalhaven’s future.
In many issues Council is but one of the parties involved. In talking with other government agencies, Council
will be clear and firm in stating its objectives to ensure that the needs of Shoalhaven are fully appreciated.
Not simply plans - Plans of ActionTo achieve our VISION:
First we need to identify our OBJECTIVES
And prepare plans or STRATEGIES
Before setting SIGNIFICANT TASKS
These in turn lead to ACTION
– the ProcessSupporting is a robust process that ensures the longer-term strategic direction and day to day
operations of the Council are integrated. This is being achieved through new ways of preparing the annual
Management Plans, Budgets and Divisional Plans, as well as in the processes and procedures for our day to day
actions and decisions. These improvements are also designed to ensure that Council meets the principles of
Ecologically Sustainable Development (ESD). They involve changes to the way we approach and think about
our work – it means working towards clearly defined objectives, being more strategic in outlook and working
more closely, both within Council and externally. These processes are dynamic and will be continually refined.
(Note: Other Strategies and Plans are also involved)
Quite simply, the Shoalhaven is continually growing and we need to carefully plan for thisgrowth. Consider this; in 1999 Shoalhaven was Australia’s 19th largest City and by 2016 the population is expected to exceed 113,000.
If we don’t plan, we risk destroying those things that make us so attractive to others in the first place, such as our natural beauty, relaxed lifestyle and village character.
embraces Economic Opportunities
will give the direction to provide the right economic infrastructure to ensure our local economy
remains productive, dynamic, diverse and in keeping with our special natural environment.
We will be ready to embrace new opportunities, including:
Innovation, research and development via links with the revitalised Defence Station (HMAS Albatross)
and the University campus will attract new and stronger wealth producing businesses to the area
(eg. avionics and other high technology industries). Our aim is to create 30% more jobs by 2011.
Our tourism industry will cater for all parts of the market from 4-star hotel /conference
facilities to boutique bed and breakfasts and tourist parks. Shoalhaven will remain
at the forefront of commercial visitation in the State with our population
during peak times swelling to four times its normal size (c.320,000 in 1999).
New agricultural, artistic and cultural industries will provide exciting,
worthwhile and creative work opportunities.
The retail sector will continue to thrive with Nowra remaining a strong
sub-regional shopping centre of the Illawarra.
Employment growth through current and future investment will provide a diverse
range of opportunities for the community and future generations.
Why we need Why we need
• 6
enhances Community and Lifestyle
values and respects all groups and cultures while promoting a co-operative approach toaddressing the needs of our community. Through better understanding community needs, there will beimproved facilities for both young and old to enjoy and benefit, including:
New cultural and arts facilities, botanical gardens, leisure and sports complexes.
A greater depth and quality of public and private education facilities in the area, as well as further development of the University and Institute of Technology Campuses.
More health and support services will reduce the need to seek specialist help outside of the area.
Significant improvements to public transport will have been made through innovative and integrated services.
encourages Environmental Protection for Natural Areas and Settlements
acknowledges the value and beauty of our environment by addressing the issue of its protectionwith a sensitive and balanced approach to accommodate population growth:
Towns and villages will thrive with a range of low visual impact, affordable and well designed housing and meeting places where people feel they belong.
Opportunities for rural living will be made available where this is in keeping with the area’s natural attributes.
CBD’s will be attractive, safe and people-friendly, and creative solutions will be found to entice more residents to live in these central areas.
Through implementation of its Housing Strategy, Council will help ensure that there is a diversity of housing types to meet the needs of all ages and types of demands.
Shoalhaven will be known nationally for its excellence in waste reduction, energy efficiency, recycling and effluent disposal.
Improved management practices, restoration works and community awareness programs will ensure that protection of our special environment is always maintained at a high level.
promotes effective government
To fully embrace economic opportunities, enhance community and lifestyle, and encourage environmental protection, Council as an organisation needs to be responsive and flexible:
Council values the vital role of staff and is committed to ensure that they are motivated, trained and equipped to strive for planned outcomes.
Council will work with the community and other agencies to pool ideas, resources and further engender local pride.
Council systems will continually be advanced in the quest for quality, affordable customer service.
• 2• 7
For m
ore
info
rmat
ion
refe
r to
the
follo
win
g pa
ges
unde
r the
Prin
cipa
l Act
ivity
Are
as o
f Co
unci
l
Effective GovernmentLeading - Involving - Achieving
Quality with affordability
Shoalhaven Council is one of the largest multi-purpose councils in the State, providing an extensive and
diverse range of services over an enormous area. The area itself is facing many significant challenges
including high population growth, a need for increased environmental protection and restoration,
sustained employment growth, plus a need for additional infrastructure and better maintenance.
Like other councils, Shoalhaven Council has experienced many significant changes over the past decade
through structural and legislative reform, as well as taking on additional responsibilities from the
State Government.
Meeting the needs of the area requires a concerted effort from all stakeholders including other levels of
government, businesses, interest groups and the community. Council is best placed to co-ordinate this
concerted effort, as it is the closest organisation to the community for addressing the many needs of
the area.
Implementation of strategies will enable Council to develop a much closer working
relationship with all levels of government and the community.
• 8
Effective Government
• 9
Objective Responses
LEADERSHIP AND DIRECTIONTToo ddeevveelloopp ssttrroonngg lleeaaddeerrsshhiipp Maintain our commitment to strategic planning through
aanndd ddeecciissiivveellyy gguuiiddee tthhee bbeesstt and its supporting strategies
ffuuttuurree ffoorr tthhee SShhooaallhhaavveenn --
Establish innovative processes to integrate longer term
objectives with day to day operations
Develop and implement guidelines to promote wider
understanding and use of ESD (Ecologically Sustainable
Development) principles
INVOLVING OTHERSTToo wwoorrkk mmoorree eeffffeeccttiivveellyy Make better use of the media to provide information to
wwiitthh tthhee ccoommmmuunniittyy,, the community
ggoovveerrnnmmeenntt aanndd ootthheerrss --
Newsletters and more individual notification on
specific issues
Continue liaison with community groups
Community meetings on important local issues
Encourage community involvement in development of
strategies and policies
Comprehensive briefings of senior government
representatives on Shoalhaven issues, thereby
developing stronger networks, better understanding,
common goals and effective working partnerships
Effective GovernmentLeading - Involving - Achieving
Quality with affordability
Council will work with staff and their representatives to prepare an Organisational and Staff
Development Strategy. This will help refine the structure of the organisation, guide training
programs and identify the best way to carry out Council’s functions and meet planned outcomes.
Continuous improvement, best value and quality, affordable service will be hallmarks of the organisation.
Council aims to significantly develop its computerised information and communication systems to
provide more effective service delivery within Council and to the community.
A greater sense of pride in both the area and of Council will be engendered through wide ranging
improvements coming from the community, Council and other agencies.• 10
Effective Government
Objective Responses
EFFECTIVE MANAGEMENT To responsibly manage the Develop and implement ORGANISATIONAL and PEOPLECouncil’s finances, resources MANAGEMENT STRATEGIES focussed on outcomes,and regulatory functions - innovation, motivation and teamwork
Carry out an on-going policy of CONTINUOUS IMPROVEMENT to achieve best value
Quality and affordable CUSTOMER SERVICE STANDARDS
Further develop our corporate INFORMATION MANAGEMENT STRATEGY to embrace the efficiencies and effectiveness from state of the art systems
Develop and implement an improved LONG TERM FINANCIAL STRATEGY
COMMERCIAL OPERATIONSTo successfully manage Develop and implement effective COMMERCIAL Council’s commercial OPERATIONS STRATEGIESoperations -
PROMOTING LOCAL PRIDE To effectively promote Develop and implement a CORPORATE MARKETING / a positive image COMMUNICATIONS STRATEGY which will promote of the Shoalhaven - local achievements and create greater awareness
of Council’s range and complexity of operations
Continue involvement with various COMMUNITY AWARDS such as Business Excellence, School Citizenship Sponsorshipand Arts Awards
Encourage businesses to enter local, regional and wider Awards for Excellence eg. Business Awards, Tourism Awards
Ensure that CO-OPERATIVE VENTURES are undertaken with the community to promote greater pride in the area
• 11
Protecting the Environment and Planning for GrowthProtecting the Environment and Planning for Growth
• 12
Integrated Strategic Planning - Sustainable Growth
One of Council’s biggest challenges is to facilitate an acceptable and sustainable level of growth, whilst
protecting the special natural qualities of the area.
The Shoalhaven’s high population growth rate is expected to continue:
YYEEAARR PPOOPPUULLAATTIIOONN
1996 76,726
2000 85,000 (estimate)
2016 113,000 (projection)
The most significant change to the percentage of people in the different age groups is likely to occur for those
above 70 years of age, which is expected to rise significantly from 11.6% (1996) to 14.1% (2016). In terms
of numbers, this will represent almost 16,000 residents in the 70 plus age group by 2016. Obviously this
will create a need for more support services for older persons.
Area 1 will remain the largest populated district of the Shoalhaven. However, by 2006 the central area,
Area 3, will have a bigger population than that of Area 5 (based around Milton / Ulladulla) and will
continue to expand at a faster rate.
Council is maintaining its five centre urban strategy:
NNoowwrraa // BBoommaaddeerrrryy (main centre)MMiillttoonn //UUllllaadduullllaa
HHuusskkiissssoonn // VViinncceennttiiaa // SStt GGeeoorrggeess BBaassiinn DDiissttrriicctt
CCuullbbuurrrraa (smaller centre)SSuusssseexx IInnlleett (smaller centre)
The ’Settlement Strategy’ and ’Conservation Strategy’ are cornerstone plans that will set the broad picture
for development growth and environmental protection in the City. Structure plans will then identify in
more detail the significant areas for growth and protection.
Aeria
l pho
to (t
op ri
ght)
by c
ourt
esy
of t
he N
SWLa
nd In
form
atio
n Ce
ntre
Objective Responses
A PLANNING FRAMEWORK FORGROWTH AND CONSERVATION
TToo pprrootteecctt tthhee nnaattuurraall bbeeaauuttyy,, Important strategies are progressively being developed
bbuuiilltt eennvviirroonnmmeenntt aanndd and implemented:
hheerriittaaggee ooff tthhee aarreeaa,, wwhhiillsstt
aaddooppttiinngg aa bbaallaanncceedd SETTLEMENT STRATEGY -
aapppprrooaacchh ttoo ggrroowwtthh -- to identify the broad population projections and where
future growth is planned to occur for the whole City
CITYWIDE STRUCTURE PLAN -
A compilation of strategic land use elements from each
of Council’s main strategies
NOWRA /BOMADERRY STRUCTURE PLAN
HOUSING STRATEGY
To identify the housing needs in the Shoalhaven
and how best to address them
ESTUARY MANAGEMENT PLANS
CONSERVATION STRATEGY -
To identify and protect important natural areas
of conservation significance
WASTE MANAGEMENT STRATEGY
SEWERAGE STRATEGIES -
To ensure that sewerage services are provided in a timely
and cost effective manner and to reduce their impact on
the environment
• 13
• 14
Protecting the Environment and Planning for GrowthProtecting the Environment and Planning for Growth
Quality Environment - Responsive Emergency Services
The Shoalhaven is renowned for its magnificent natural environment - its coastline, waterways, bushland
and other natural areas. There is a diverse range of habitats which could be home to more threatened
species of animal and plant life than in any other local government area in NSW. Population growth
and increasing numbers of visitors are placing greater pressures on the sensitive natural environment,
particularly the waterways and foreshore areas through erosion, sedimentation and loss of vegetation.
It is crucial therefore that these great natural assets are protected and restored.
Council is developing and refining its environmental strategies and policies to help achieve the right balance
for environmental protection. Council plans to continue and expand its extensive monitoring of the
area’s environmental condition to ensure that it is aware of cumulative impacts and further
opportunities to protect the environment.
Protection and management of such a huge area is a major task, requiring care, awareness and trust.
Council will continue to undertake and work closely with the many community groups and other
agencies to ensure that vital works are carried out for the protection of our quality environment.
Extensive areas of bushland and floodplain mean that the area experiences bush fires and flooding.
Council has well-developed Disaster Plans in place, well trained and experienced specialist
staff who, together with a large group of trained volunteers, respond to emergencies
and carry out on-going preventative work sympathetic to our special environment.
Objective Responses
ENVIRONMENTAL QUALITY TToo mmaaiinnttaaiinn aanndd iimmpprroovvee tthhee Further develop ENVIRONMENTAL STRATEGIES AND POLICIEShhiigghh qquuaalliittyy ooff oouurr nnaattuurraall as well as PLANS OF MANAGEMENT for Council owned aasssseettss ((eegg wwaatteerrwwaayyss,, aaiirr)) -- Natural Areas
Strive to continually improve the ENVIRONMENTAL STANDARDS of Council works
Seek to continually improve the ENVIRONMENTAL PERFORMANCE AND MANAGEMENT for all development
Actively pursue those who breach ENVIRONMENTAL LAWS OR APPROVALS
Actively seek the rehabilitation of sites that are causing environmental problems
Develop effective ENVIRONMENTAL AWARENESS PROGRAMS with the Community
Continue and improve Council’s annual STATE OF THE ENVIRONMENT REPORT
Develop better ENVIRONMENTAL INDICATORS, particularly to monitor cumulative impacts
Incorporate the data in Council’s electronic GIS(Geographic Information System)
Work with over 50 groups, such as Landcare, Dunecarewith plans to encourage more groups to become involved
Continue actively seeking GRANT FUNDING to assist inenvironmental management and restoration
EMERGENCY MANAGEMENT TToo rreelliieevvee tthhee iimmppaacctt ooff Council’s HIGHLY RESPONSIVE planning and operational nnaattuurraall ddiissaasstteerrss ((eegg ffllooooddss system will continue to be enhanced, in particular theaanndd bbuusshh ffiirreess)) -- co-ordination with other emergency services
Implementation of the Shoalhaven RURAL FIRE SERVICESTRATEGIC PLAN
Implementation of the SES (State Emergency Services)STRATEGIC DEVELOPMENT PLAN
• 15
Promoting and Developing the Local Economy
• 16
Promoting and Developing the Local EconomyEconomic Opportunities
Job Creation - Economic Infrastructure - Fostering Progress
Shoalhaven is one of the most significant business and industrial centres in regional NSW. Council has playeda major role in achieving this through active encouragement of new businesses and industries to the areaover the past 25 years. Many are attracted by the lifestyle change, as well as the assistance from Counciland lower overheads for their operations. Over 5,000 jobs were created in the 10 years since 1990.Council will continue this active involvement in promoting sustainable economic growth.
Supporting Our FutureSustainable economic growth is seen by Council as one of the key elements to support a vital future forShoalhaven. Council, through its Economic Development Office, will continue to play a highly active rolein fostering, promoting, advising and offering valuable incentives to achieve this objective. Council iskeen to encourage new and high technology industries that are compatible with our special environment,as well as existing enterprises to expand and develop.
Employment CentresNowra will remain the regional employment centre for Shoalhaven, although other centres will expand as the area grows. The main industrial centres are at South Nowra and Bomaderry with others inUlladulla, St Georges Basin, Huskisson, Sussex Inlet and other towns.
Tourism Tourism has been and continues to be one of the economic and job creation areas. The Shoalhaven enjoysthe status of being the most visited local government area in NSW, outside of Sydney. Council is activelyinvolved in maintaining this peak status.
Manufacturing and TransportThe manufacturing and transport sectors are expected to grow, as will the Government sector based onmajor expansion underway at HMAS Albatross (Naval Air Station).
EducationCouncil has worked closely with the University of Wollongong and Illawarra Institute of Technology to establish an innovative Shoalhaven Education Campus in Nowra (Stage 1 opened in May 2000). This will also be the hub to a series of remote learning and access centres at Vincentia, Eurobodalla and Bega Valley. Links will be developed between the University, industry, local schools and thegovernment sector to help forge a strong and productive intellectual partnership for the area.
ECONOMIC OPPORTUNITIES To promote, strengthen anddiversify the area’s economic base -
Preparation and implementation of the SHOALHAVEN ECONOMIC DEVELOPMENT STRATEGY
Council’s Economic Development Office will continue to give EXPERT GUIDANCE AND ASSISTANCE to new and expanding businesses
Fostering business education and continual improvement
SHOALHAVEN ENTERPRISE DEVELOPMENT CENTRE (facilitiesand advice for setting up new businesses in Shoalhaven)
MAJOR DEFENCE CENTRE - significant expansion underway for HMAS ALBATROSS and Council’s development of the ALBATROSS AVIATION TECHNOLOGY PARK
MAIN ROAD 92 (Shoalhaven Highway Nowra - Canberra) majorupgrade. Council committing $12 million towards constructionand strongly urging State Government to join Federal Government and Council in funding the road
A major new SHOALHAVEN EDUCATION PRECINCT is beingdeveloped at Mundamia (West Nowra) - Universityof Wollongong and Illawarra Institute of Technology
Construction of EASTERN GAS PIPELINE being routed throughShoalhaven. Due for operation in September 2000
Improved HIGH-SPEED TELECOMMUNICATIONS links to the area
Promote progressive improvement of the RAIL SERVICE toBomaderry terminus
Fostering the establishment of a JERVIS BAY BOAT HARBOURat Huskisson
Implementing the Shoalhaven TOURISM MASTER PLAN.
Encouraging GREATER DIVERSITY in tourist accommodation, including:
• FOUR STAR HOTEL AND CONFERENCE FACILITIES• Continue the strong and effective tourist promotion
through Council’s Tourism Manager and the ShoalhavenTourism Board
Objective Responses
• 17
Improving Community Facilities and ServicesTransport Initiatives - Enriching our Lifestyle
Transport is a major issue for Shoalhaven both economically and socially. Improvements to transport links
with Sydney and Canberra will help attract more employment to the region. Our large area, dispersed
settlement pattern and lack of comprehensive public transport mean residents and visitors rely heavily on
their own private transport. Many of our residents do not have their own private transport, so they will
welcome and benefit from proposed initiatives to improve the public transport system.
A relaxed lifestyle is one of the key attractors to the area. Council is keen to protect and enrich this through
the provision of further quality community facilities to meet the needs of a growing, diverse and more
discerning population.
The Shoalhaven has a strong Aboriginal heritage, especially in the coastal areas. Council respects this strong
linkage and will continue to embrace Koori needs and culture through liaison via the Aboriginal Advisory
Committee, our Aboriginal Community Development Officer and many other ways.• 18
Improving Community Facilities and Services
Implementation of the SHOALHAVEN INTEGRATEDTRANSPORT STRATEGY
• Improved co-ordination of services -bus , rail and between bus companies
• Investigate and implement innovative ways to improve public transport between the outlying villages, urban centres and recreation facilities
Implementation of the COMMUNITY PLAN to ensure that the needsof the community are known and addressed, especially equityand access for the more disadvantaged groups in society
Implementation of the RECREATION STRATEGY
Work with the SHOALHAVEN SPORTS BOARD to best meet the sporting needs of the area and further promote community development
MAJOR SPORTS COMPLEXES providing all weather, qualityfacilities to international standards
MAJOR LEISURE CENTRES / SWIMMING POOL COMPLEXESat Ulladulla, Vincentia, Sussex Inlet and Nowra / Bomaderry
Upgraded sports facilities in each of the main urban centres
Establishment of, and on-going links with the new UNIVERSITY and Institute of Technology CAMPUS at Mundamia (West Nowra)
Foster the provision of quality public and private education facilities to meet the area’s needs
Encourage the development of an INTERPRETIVE CENTRE at Jervis Bay covering environmental, social and economic aspects of the area
Implementation of the ARTS BOARD STRATEGIC PLAN
Establishing a network of CULTURAL CENTRES / ART GALLERIESthroughout the Shoalhaven in the next 10 years, with a major facility in Nowra
New and innovative services to outlying areas utilising electronic media
TRANSPORT
TToo aaccttiivveellyy eennccoouurraaggee aannddppllaann aann eeffffiicciieenntt,, iinntteeggrraatteeddttrraannssppoorrtt ssyysstteemm --
LIFESTYLE
TToo ffoosstteerr aa ddiivveerrssiittyy ooff eedduuccaattiioonnaall,, ccuullttuurraall,, ssoocciiaall aanndd lleeiissuurree aaccttiivviittiieess ttoo eennrriicchhtthhee lliiffeessttyyllee ooff rreessiiddeennttss aanndd vviissiittoorrss --
RECREATION
EDUCATION
CULTURE
LIBRARY
Objective Responses
• 19
Improving Community Facilities and ServicesImproving Community Facilities and Services
• 20
Fostering Co-ordination of Services - Meeting community needs
Health, welfare and safety issues are high on the community’s and Council’s agenda. Council’s main role on
these issues is to help co-ordinate the provision of services with other agencies and to be a strong and
supportive advocate for additional services to meet the needs of the area.
Council manages over a BILLION dollars worth of community assets such as roads, bridges, drainage and public
facilities. This places additional and significant demands on limited funds for maintenance and repair.
In addition, managing these community assets effectively entails a significant workload. Quite simply,
Council cannot address these issues alone and therefore works closely with other governments and
agencies, as well as community groups to maintain these facilities.
Council is currently developing or reviewing a number of strategies to better manage these issues as well as
periodically reviewing the structure of the organisation to provide more efficient services.
A major task here is to develop and agree on service standards for the provision and maintenance of all forms
of infrastructure, and align that with the projected population levels and types in each of the towns,
villages and districts. Competing demands and Council’s limited capacity to deliver mean that Council is
unable to meet all the demands from each area. The geography and spread of population in 49 towns
and villages throughout the City will therefore mean that residents in some of the smaller or more remote
regions will need to travel to some facilities.
To promote and developeffective and equitableservices, especially in the areas of health and safety to improve the quality of lifefor all residents -
HEALTH Continue to improve monitoring of premises and watersupplies to ensure health and safety standards are being met
Continue the child immunisation program
PUBLIC SAFETY Through the Safer Communities Action Team develop and implement a SAFER COMMUNITIES ACTION PLAN
Ensure that town centres and other public areas are planned and development is designed to improve public safety
Lobby for improved response times and facilities from Police and emergency services
Continue the ROAD SAFETY OFFICER PROGRAM
COMMUNITY INFRASTRUCTURE (FACILITIES)To establish and manage assetsto meet community needs -
ASSET MANAGEMENT Development and implementation of ASSET MANAGEMENT PLANS for all asset types eg roads, public buildings, parks, swimming pools, etc:• Inventories• Maintenance standards• Replacement/refurbishment regimes• Raising the quality of existing facilities• Additional needs• Objective priorities
Development and implementation of a 20 year broad program andcontinued refinement of the detailed 3 year rolling works programs
SERVICE STANDARDS Formulate and adopt service level agreements for eachrelevant activity
Objective Responses
• 21
Providing Essential Water and Sewerage ServicesShoalhaven Water - Business Excellence - A Leader in the Water Industry
Shoalhaven Water is responsible for the provision, operation and maintenance of all reticulated water
supply and sewerage services within the City. The provision of these services has been driven by the
community’s need to have a healthy lifestyle, a high living standard and to minimise the impact on
the environment. We are proud to report that Shoalhaven Water is recognised by its peers and the
State Government as a leader in this field.
Shoalhaven Water is classified as a Category 1 Business (being a commercial operation of Council with
revenues of over $2 million per annum), under the National Competition Policy adopted by the NSW
Government. As a result, Shoalhaven Water has been “annexed” from Council’s normal activities to
allow compliance with that policy. It develops and actions a separate yearly Strategic Business Plan
for the Water and Wastewater Schemes in the Shoalhaven.
These incorporate strategies detailed on the page opposite.
• 22
Providing Essential Water and Sewerage Services
• 23
ASSET MANAGEMENT TToo pprroovviiddee eeffffiicciieenntt aanndd eeffffeeccttiivvee These following major works are proposed:wwaatteerr //wwaasstteewwaatteerr sseerrvviicceess,, SSeewweerraaggee sscchheemmeess::ttoo aaggrreeeedd ’’LLeevveellss ooff CCuussttoommeerr REMS (Reclaimed Water Management System)SSeerrvviiccee’’ iinn aann eeqquuiittaabbllee Sussex Inlet effluent managementaanndd ccoommmmeerrcciiaall mmaannnneerr.. Milton / Ulladulla (augmentation)
Berry (augmentation)Culburra Beach treatment plant (augmentation)Vincentia treatment plant (augmentation)
PPllaannnniinngg ffoorr nneeww sscchheemmeess::• Bendalong / Conjola / Manyana• Currarong• Kangaroo Valley village
WWaatteerr::Pipeline from Nowra Hill to Bewong
ENVIRONMENTAL SAFEGUARDSTToo ooppeerraattee SShhooaallhhaavveenn WWaatteerr Reduce average household water consumption from iinn aann eennvviirroonnmmeennttaallllyy 300 kilolitres in 1993 to 250 kilolitres per year by 2004*rreessppoonnssiibbllee // ssuussttaaiinnaabbllee mmaannnneerr ffoorr tthhee bbeetttteerrmmeenntt ooffpprreesseenntt aanndd ffuuttuurree ggeenneerraattiioonnss..TToo eennssuurree aa hhiigghh qquuaalliittyy ooff lliiffeeaanndd hheeaalltthh ttoo oouurr ccoommmmuunniittyy.. * approximate average for 1999 was 260 kilolitres
CUSTOMER SERVICESSttrriivvee ttoo uunnddeerrssttaanndd aanndd eexxcceeeedd Monitor “levels of customer service” ccuussttoommeerr eexxppeeccttaattiioonn // ssaattiissffaaccttiioonn,, wwiitthh eemmpphhaassiiss oonn qquuaalliittyy sseerrvviiccee,, ccoonnssuullttaattiioonn aanndd ccoonnttiinnuuoouuss iimmpprroovveemmeenntt..
SYSTEMS OPERATIONSTToo ooppeerraattee // mmaaiinnttaaiinn aanndd To achieve operating costs below the NSW median iimmpprroovvee tthhee wwaatteerr ssuuppppllyy for similar authorities aanndd sseewweerraaggee sscchheemmeess iinn aa ccoosstt--eeffffeeccttiivvee mmaannnneerr..
Objective Responses
Operating Holiday Haven Tourist ParksOperating Holiday Haven Tourist ParksQuality, affordable tourist accommodation in the best locations
Holiday Haven Tourist Parks is a major commercial operation of 12 tourist parks within Shoalhaven City.
The group is the largest tourist park operator in NSW. Holiday Haven provides a wide range of quality
caravan, camping and holiday accommodation and services for local and overseas visitors, with an
increasing emphasis on ensuring that Council’s parks remain at the forefront of industry standards.
The parks are all situated in prime waterfront locations and offer tourists a range of recreational facilities
including swimming pools, tennis courts, camp kitchens, games rooms and playgrounds. The parks offer
200, mainly fully en-suite quality holiday cabins, friendly full-time managers and solid industry ratings
as evidenced by continuing success in regional tourism and industry awards.
Like Shoalhaven Water, Holiday Haven Tourist Parks is also classified as a Category 1 Business, as required
by the Local Government Act.
• 24
SUCCESSFUL COMMERCIAL OPERATIONSTToo ssuucccceessssffuullllyy mmaannaaggee CCoouunncciill’’ss Planned upgrades to the Tourist Parks will keep them
ccoommmmeerrcciiaall ooppeerraattiioonnss iinn aann ooppeenn number one in the State
aanndd ccoommppeettiittiivvee mmaannnneerr
A proportion of profits will continue to fund significant
improvements to public reserves
Objective Responses
• 25
Implementation of ’s objectives will occur through the various strategies and tasks identified
in Council’s annual Management Plans and from Council’s day to day actions and decisions.
Whilst the broad objectives are unlikely to change significantly from year to year, the plan
will be subject to major reviews every 4 years. This will enable each newly elected Council to
reassess the strategic direction and determine the major emphases it wishes to take during its term.
The major Strategy Plans will be monitored annually to ensure that they, and the Management Plans
respond to emerging issues and opportunities. Council will be regularly updated as to the status
of the various strategies, relating to their preparation, implementation and eventual review.
Implementation and ReviewImplementation and Review
This document contains important information. If you need help to understand or read it, please call into the Shoalhaven City
Council, Bridge Road, Nowra. Staff are also ready to assist by contacting the City Administrative Centre on 02 4429 3111.
“Working together........to achieve the Vision”
This
Repo
rt w
as d
esig
ned
and
prod
uced
in S
hoal
have
n Ci
ty
• 2
CITY COUNCIL
City Administrative CentreBridge Road, Nowra NSW 2541Tel 02 4429 3111 Fax 02 4422 1816
Southern District OfficeDeering Street, Ulladulla NSW 2539Tel 02 4429 8999 Fax 02 4429 8939
http://www.shoalhaven.nsw.gov.au
email: [email protected]
