How do I make a submission?

    You can make a submission about the draft documents currently on exhibition by:

    Submissions must be received by Wingecarribee Shire Council before 4.30pm Monday 28 April 2014.

    What is included in the Delivery and Operational Plan document?

    • Mayor’s message 
    • General Manager’s message 
    • Councillors 2012-2016 Term
    • Position Statements 
    • Integrated Planning and Reporting
    • Reading the Delivery Program 
    • Community Engagement 
    • Wingecarribee Shire Profile

    SECTIONS 2-6: 
    The Delivery Program and Operational Plan has been broken up into different topics. These are:
    • Leadership
    • People
    • Places
    • Environment
    • Economy

    This section includes information about the General Fund and sources of funding.
    The Long Term Financial Plan (LTFP) expresses in financial terms the activities that council proposes to undertake over the short, medium and long term and will guide the future strategies and actions of council to ensure it continues to operate in a sustainable manner. An alternate LTP has also been prepared as an appendix to this document and it can be viewed in the Document Library.

    Council’s Capital Works Schedule is set out in the LTFP for a period of 10 years. The annual Operational Plan focuses on works that will take place in the financial year.

    This section outlines the proposed rating structure, revenue policy and fees and charges. An extensive list of Council's Fees and Charges was prepared as an appendix and can be downloaded in the Document Library.

    What are the Delivery Program, Operational Plan and Budget?

    Our Delivery Program sets out the principal activities Council will undertake across the full range of Council’s operations. These activities directly address the Goals and Strategies outlined in our Community Strategic Plan W2031+. These activities are those that Council has the responsibility and capacity to implement through links to Council’s Resourcing Strategy. The Delivery Program will run for 4 years covering a Council term.

    The Operational Plan, supports implementation of the 2013-2017 Delivery Program and outlines in more detail the individual actions and activities that Council will undertake in the 2014-15 financial year.

    The Budget provides for a total expenditure of $89 million, across the broad functional areas of Leadership, People, Places, Environment and Economy.

    Council’s draft budget does not include any significant new initiatives or increases to existing programmes. However, there continues to be a significant investment in asset maintenance, asset renewal and new asset works which is funded by Council’s $12 million Infrastructure Renewal Strategy programme.

    How have the Fees and Charges changed?

    Council’s proposed fees and charges for 2014-15 have been increased in line with the 2.3% Rate Pegging Increase, unless specifically directed otherwise by Council, Council Committee, or where fees are set by legislation. 

    What is the Statement of Revenue Policy?

    The Statement of Revenue Policy is part of the Delivery Program and Operational Plan. 

    Council has increased its rate income in accordance with Section 506 of the Local Government Act 1993 and the Independent Pricing and Regulatory Tribunal (IPART) determination that the rate pegging increase for general income received from ordinary rates for the 2014-2015 financial year is not to exceed 2.3 %. 

    What is the Resourcing Strategy?

    Our Resourcing Strategy has been prepared in accordance with the requirements of the Integrated Planning and Reporting (IPR) Framework. It gives consideration to the capacity for Wingecarribee Shire Council (WSC) to deliver on its responsibilities within Wingecarribee 2031+ (W2031+), our future our choice – our Shire’s community strategic plan. The Resourcing Strategy incorporates the following components:

    1. Workforce Management Plan
    2. Asset Management Plan
    3. Long Term Financial Plan

    The diagram below outlines Council’s IPR framework and the relationship between the Resourcing Strategy and other elements of the framework.

    What is the Community Strategic Plan?

    The Wingecarribee Community Strategic Plan 2031+ outlines the key objectives and strategies our community identified as a priority for the period from 2011 to 2031. It is a blueprint for the future of the Southern Highlands and represents the vision, aspirations, goals, priorities and challenges for our community. 

    The purpose of Wingecarribee 2031+ is to:

    • Describe the vision and goals the community has for this Shire
    • Outline the strategies to achieve the vision and goals
    • Provide a long term focus for decision making and resource allocation
    • Provide a basis for measuring our progress
    • Provide an opportunity for community participation in decision making
    • Address social, economic, environmental and civic leadership issues

    W2031+, as developed by the community, will be maintained and implemented by Council on behalf of the Wingecarribee local government area. Not all visions, goals and strategies are the responsibility of Council however it is a plan for the future of the Shire and can provide guidance for other levels of government, private business and non-government agencies.

    How does Council report on progress with these plans?

    Council reports back to the community on its progress in achieving the aspirations of our Community Strategic Plan W2031+ and the implementation of the Delivery Program through its Annual Report.

    Annual reports can be viewed on Council's website

    How was the community involved in developing the Community Strategic Plan?

    When developing the plan in 2010, a number of methods were used to gather feedback from a wide range of people in our community including residents, business owners, Councillors, Council staff and stakeholders. 

    More than 800 individuals participated in the development of the plan through various activities and processes which encouraged people to express what they value and think should be preserved, what should be created in terms of long term aspirations and how we can achieve those goals for the future. 

    Council asked independent experts in community engagement to review and guide the framework developed by Council staff to ensure wide and appropriate consultation with the community in development of W2031+.

    A summary of community engagement activities undertaken during development of the Community Strategic Plan can be viewed on Council's website.