Attachment 12 - Resourcing Strategy 2012-2013.pdf - IPART - NSW ...

More documents

Recommendations

Info

2012/13 Policy and Asset Management Strategy. New infrastructure and facilities will also continue to be delivered, aligned to the Community Strategic Plan and community priorities, and within the funding limitations of a long term sustainable position. Despite a planned focus on renewal of infrastructure, the LTFP forecasts an overall reduction of the Building and Infrastructure Renewals Ratio indicator, with the “consolidated” indicator dropping from 61% in 2008/09 to 44% in 2020/21 to (against a target of 100%). The Resourcing Strategy includes a number of measures by which we will monitor and report on our progress and importantly, our sustainability. The Strategy will be reviewed each year, as the LTFP is revised to reflect actual budget outcomes and our up-to-date financial position. Workforce Planning Workforce pressures will be a major challenge, as we plan to meet changing community needs. We forecast the need for our workforce investment to increase at over 4% per annum, taking into account existing salary and wage levels, together with the demands of our growing city and new activities that will be generated by the Community Strategic Plan and successive Council Delivery Programs. However, workforce resourcing is not specifically indexed at this level, and service growth needs will be balanced against other demands for priority funding. Information Technology and Telecommunications Planning We also plan to maintain a strong information technology base, to support continuing efficiency in our diverse work across the expansive Shoalhaven. IT+T strategies will focus on managing assets, new operating environments, corporate IT solutions, our IT workforce and forecasting future organisational needs. Reporting and Review Shoalhaven City Council – Resourcing Strategy Page 3
Sustainable Resourcing Strategy 2012/13 1. SUSTAINABLE RESOURCING STRATEGY 1.1. Introduction The Local Government Act requires each council to develop and implement a Resourcing Strategy for the provision of appropriate and realistic resources to achieve the objectives of its Community Strategic Plan (CSP). The Shoalhaven City Council Resourcing Strategy is intended to: • establish a high level, strategic view of the means by which Council can achieve the objectives and strategies set out in its CSP, Shoalhaven 2020 • align resource allocation to support strategic directions and priorities over the life of the CSP • outline the fundamental principles that will support the financially sustainable allocation of resources to high priority areas • integrate the resource needs identified by asset management planning and workforce planning (and potentially other resourcing plans) with the resourcing capacity of the Long Term Financial Plan (LTFP). 1.2. Objectives The Shoalhaven City Council Resourcing Strategy is based on the framework (Figure 1) and requirements established by the NSW Division of Local Government’s ‘Integrated Planning and Reporting (IPR) Guidelines’ and the ‘IPR Manual for Local Government in NSW’ (2010). The Guidelines set out mandatory requirements and the Manual provides guidance to ensure that all legislative requirements have been addressed. The Resourcing Strategy will: • inform the CSP, the Delivery Program and the Operational Plan • forecast the financial matters associated with each of the above • forecast the human resource requirements to achieve the Delivery Program • take into consideration the management of existing assets and the need for procuring new or updated assets and • consider future technology information and telecommunications needs. The Resourcing Strategy includes the mandatory requirements of: • Long Term Financial Planning (LTFP), • Workforce Planning and, • Asset Management Planning. Shoalhaven’s Resourcing Strategy also includes Information Technology and Telecommunications Planning. 1.3. Resourcing Strategy Context 1.3.1. Financial Capacity Council’s General Fund expenditure is over $223 million per annum (including depreciation of $34 million) with total revenues of about $179 million (excluding loans). Over $185 million is spent each year on on-going operational services and functions, and about $23.5 million on asset and infrastructure renewal, with the remaining funds invested in new capital works and services. Council holds extensive Reserve Funds from which it draws revenue for specific purposes as required, and funding is also received through various grants and partnership arrangements for specific projects and activities. 1.3.2. Aspirations and Priorities The CSP is necessarily a plan reflecting community aspirations, setting ambitions that will in total probably exceed the immediate capacity to fund and deliver all programs and initiatives. Part of the Shoalhaven City Council – Resourcing Strategy Page 4
Page 2 and 3: Resourcing Strategy 2012-2013
Page 4 and 5: Executive Summary 2012/13 Executive
Page 8 and 9: 2012/13 purpose of the CSP is to de
Page 10 and 11: 2012/13 local government, together
Page 12 and 13: 2012/13 Resourcing Strategy Priorit
Page 14 and 15: 2012/13 1.5. Priority Responses 1.5
Page 16 and 17: 2012/13 Sustainability Measures Ind
Page 18 and 19: 2012/13 Expenditures Long Term Fina
Page 20 and 21: Shoalhaven City Council has three m
Page 22 and 23: Council’s ten year forecasts incl
Page 24 and 25: General Fund Financial Statements O
Page 26 and 27: General Fund Ten Year Financial Pla
Page 28 and 29: General Fund Ten Year Financial Pla
Page 30 and 31: Water Fund Financial Statements 6 O
Page 32 and 33: Water Fund Ten Year Financial Plan
Page 34 and 35: Water Fund Ten Year Financial Plan
Page 36 and 37: Sewerage Fund Financial Statements
Page 38 and 39: Sewerage Fund Ten Year Financial Pl
Page 40 and 41: Sewerage Fund Ten Year Financial Pl
Page 42 and 43: Capital Works Program Council has a
Page 44 and 45: Sewerage Fund Capital Program Asset
Page 46 and 47: List of Major Projects Not Included
Page 48 and 49: Performance Monitoring Council will
Page 50 and 51: Indicator Description Formula Targe
Page 52 and 53: Additional Measures - All Funds Ope
Page 54 and 55: Workforce Planning 2012/13 3.4. The
Page 56 and 57:
Workforce Planning 2012/13 3.4.5. T
Page 58 and 59:
Workforce Planning 2012/13 costs in
Page 60 and 61:
Workforce Planning 2012/13 Activiti
Page 62 and 63:
2012/13 components (i.e. managing w
Page 64 and 65:
2012/13 • Cultural centre’s •
Page 66 and 67:
2012/13 • Record outcomes of stat
Page 68 and 69:
Information Technology & Telecommun
Page 70 and 71:
2012/13 Major proprietary software
Page 72 and 73:
2012/13 Council should progressivel
Page 74 and 75:
2012/13 and upgrades using Council-
Page 76 and 77:
Appendix 2012/13 Special Purpose Fi
Page 78 and 79:
Appendix 2012/13 Sustainability Mea
Page 80 and 81:
Staff Turnover Sustainability Measu
Page 82:
Sustainability Measures - IT+T Form
show all

Attachment 12 - Resourcing Strategy 2012-2013.pdf - IPART - NSW ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?