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

More documents

Recommendations

Info

2012/13 purpose of the CSP is to demonstrate and articulate community ambitions and set out the challenges before us as a community. This is regarded as a healthy state of tension – it allows ambitions to be shared, sets goals, drives innovation and improvement, demands that we challenge assumptions, and it will require engagement, debate and decision-making on priorities. The CSP identifies Council’s on-going program commitments and strategies. The Resourcing Strategy will guide the allocation of resources - human, assets, financial and other - to those respective commitments and strategies, through the Delivery Program, Operational Plan and annual budget. Of particular importance will be the continuing delivery of services and works programs, while meeting the service and infrastructure requirements of the City as it grows. Our goal is to ensure long term sustainability in Council’s application of community resources to its operations, works and projects. Community Strategic Plan 10 years+ Delivery Program 4 years Operational Plan Annual Annual Report Resourcing Strategy Perpetual monitoring and review Figure 1. Integrated Planning and Reporting Framework The CSP sets out various objectives and strategies (Figure 2) that refer directly to the development and implementation of the Resourcing Strategy: OBJECTIVE: 4.1 A COUNCIL THAT IS ACTIVELY ENGAGED WITH THE COMMUNITYAND OTHERS IN ITS DECISION MAKING Strategies 4.1.4 Report regularly on Council’s progress against the measures linked to the Community Strategic Plan, Delivery Program and Resourcing Strategy. OBJECTIVE: 4.4 A COUNCIL THAT IS EQUITABLE, STRATEGIC AND CONSIDERS THE NEEDS OF ALL GENERATIONS, NOW AND IN THE FUTURE Strategies 4.4.1 Undertake Council activities within a clear framework of strategic and business planning, policies, procedures and service standards. OBJECTIVE: 4.5 A COUNCIL THAT IS ACCOUNTABLE AND SUSTAINABLE Strategies 4.5.1 Manage Council’s finances and resources in accordance with the Resourcing Strategy. 4.5.2 Enhance an organisational culture of using resources wisely, achieving quality outcomes, providing excellent customer service and seeking continuous improvement. Complete the implementation of the Integrated Planning and 4.5.3 Reporting framework through all aspects of Council’s activities. Shoalhaven City Council – Resourcing Strategy Page 5
2012/13 4.5.4 4.5.5 Implement and regularly review Council’s Resourcing Strategy. Assess and rationalise Council’s property portfolio to ensure that the properties held in Council’s ownership are suitable and necessary for the community’s needs Figure 2. Community Strategic Plan, Shoalhaven 2020 1.3.3. Financial Sustainability in Local Government The financial sustainability of local government has been the subject of a number of inquiries. Key extracts from two 2006 reports - Price Waterhouse Coopers (PWC) for the ALGA and Professor Percy Allan’s NSW inquiry - are informative for the Resourcing Strategy: • “Service programs in local government have generally increased in response to community demands and cost shifting, and managing demand has been a challenge for councils with narrow or low-growth revenue bases. Many councils have adopted on-going efficiency improvement programs” (PWC). • “Where councils report operating … or cash flow deficits, there is a strong tendency to defer or scale back renewals expenditure to upgrade existing [community] infrastructure. … creating a backlog of renewals work”. This is less so with water, sewer and roads infrastructure, because the costs of these assets are either funded by user charges or partly supported by grants programs (PWC). • There is a “key data shortcoming” across many councils in relation to accurate capital expenditures and separation of maintenance, renewal, and (new) capital expenditure (PWC). • “Some councils are also experiencing financial challenges due to significant population growth (e.g. sea change / tree change) as infrastructure is augmented to meet demand. However, …once the transitionary impacts moderate, a larger scale population, coupled with a modern asset base and sound asset management practices, should improve the prospects for such councils to be financially sustainable”(PWC). • Councils with an infrastructure renewal gap and backlog should restrain operating expenditure on recurrent services (taking an ‘optimalist’ approach) until their physical assets are restored to a satisfactory condition. The bulk of real growth in revenues should be devoted to renewing and enhancing local infrastructure. Improving current program outcomes, should be mostly funded from external sources (Allan). • Councils should prioritise services based on community survey feedback, at least at the start of each four year term (Allan). • Introduction of longer term financial and asset planning should be matched by removal of rate-pegging, and a capacity for Councils to determine their own rates settings (Allan). • Councils should make a concerted effort to achieve an operating budget surplus (excluding capital grants income) within three to five years (Allan). Shoalhaven City Council is presently rated as ‘sustainable’, with a forecast sound financial capacity. 1.3.4. Sustainability Challenges We are experiencing continual setting of the NSW Government’s rate pegging at levels that are below the real escalation of costs to Shoalhaven City Council – Resourcing Strategy Page 6
Page 2 and 3: Resourcing Strategy 2012-2013
Page 4 and 5: Executive Summary 2012/13 Executive
Page 6 and 7: 2012/13 Policy and Asset Management
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 ...

Create successful ePaper yourself

Delete template?

Save as template?