wagga wagga strategic plan ‘toward 2010’€¦ · • cr karen vidler • cr kevin wales ....

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PPPaaagggeee Mayor’s Forward & Councillors’ Photos General Manager’s Welcome Introduction Economic Environment Social Greater Wagga Wagga Organisational Structure Glossary

Page Economic: 1. Business and Employment 2. Strategic Business Development 3. Image 4. Population 5. Physical Infrastructure Environment: 6. Land 7. Biodiversity 8 Water 9. Atmosphere 10. Waste Social: 11. Access and Equity 12. Recreation and Culture

13. Public Health and Safety 14. Built Environment 15. Neighbourhoods and Villages Greater Wagga Wagga: 16. Strategy and Planning 17. People and Learning 18. Customer and Community 19. Tools and Rules 20. Business and Financial Performance Organisational Structure Glossary

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MMaayyoorr’’ss FFoorreewwoorrdd This Strategic Plan presents the Council of the City of Wagga Wagga’s goals for the future of the Local Government Area. The next five years will be an exciting time for our City as we move to consolidate on the vibrancy of our area that offers a good quality of life for its residents and exciting prospects for prosperity and growth in the future. In looking to the future, Council wants to ensure a balanced approach, by looking at economic, environmental and social challenges and opportunities. Economic issues include ensuring that the City has a sufficiently broad employment base, that there continues to be strong job generation and that we have a City that will attract visitors and new residents alike. Environmental issues include protecting our wonderful natural assets while providing for future growth, continuing to tackle the issue of salinity and to ensure that our waste is handled in a way that does not negatively impact on the environment. Our social challenges include maintaining community cohesion and our quality of life, as well as ensuring that we offer inclusive services, facilities and programs. IInn sseeeekkiinngg ttoo pprroovviiddee aa ssuussttaaiinnaabbllee ffuuttuurree ffoorr tthhee CCiittyy aanndd iittss ssuurrrroouunnddiinngg vviillllaaggeess aanndd rruurraall aarreeaass,, wwee aarree pprreesseenntteedd wwiitthh tthhee vveerryy ggrreeaatt cchhaalllleennggee ooff mmaaiinnttaaiinniinngg ccoossttss aatt aa lleevveell tthhaatt iiss aacccceeppttaabbllee ttoo tthhee ccoommmmuunniittyy.. TThhrroouugghh ccaarreeffuull ppllaannnniinngg wwee wwiillll eennssuurree tthhaatt tthhee ssccaarrccee rreessoouurrcceess wwee hhaavvee aarree ffooccuusssseedd oonn aacchhiieevviinngg wwhhaatt iiss rreeaallllyy iimmppoorrttaanntt ffoorr tthhee ccoommmmuunniittyy.. CCoommmmuunniittyy ccoonnssuullttaattiioonnss oovveerr tthhee ppaasstt sseevveerraall yyeeaarrss hhaavvee ttoolldd uuss wwhhaatt yyoouu aass aa ccoommmmuunniittyy tthhiinnkk aarree iimmppoorrttaanntt.. WWee hhaavvee nnooww sseett ssoommee ggooaallss aanndd oouuttccoommeess tthhaatt wwee bbeelliieevvee aarree iinn lliinnee wwiitthh tthhiiss.. DDuurriinngg tthhee ccoouurrssee ooff tthhee PPllaann wwee wwiillll rreettuurrnn ttoo yyoouu tthhrroouugghh ssuurrvveeyyss ttoo eennssuurree tthhaatt oouurr PPllaann rreemmaaiinnss rreessppoonnssiivvee aanndd rreelleevvaanntt.. WWee hhaavvee aa ggrreeaatt CCiittyy aanndd ccoommmmuunniittyy aanndd CCoouunncciill llooookkss ffoorrwwaarrdd ttoo ppaarrttnneerriinngg wwiitthh yyoouu ttoo eennssuurree tthhaatt oouurr ffuuttuurree ggooaallss bbeeccoommee aa rreeaalliittyy..

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Councillors

• Mayor Kerry Pascoe • Deputy Mayor Lindsay Vidler

• Cr Brian Andrews PSM

• Cr Peter Dale

• Cr Kerry Geale

• Cr Michael Georgiou

• Cr Mark Gooden

• Cr John Harding

• Cr Jan Hay

• Cr Rodney Kendall

• Cr Ken Klemke • Cr Col Kohlhagen • Cr Diana Simpson

• Cr Karen Vidler

• Cr Kevin Wales

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GGeenneerraall MMaannaaggeerr’’ss WWeellccoommee This Strategic Plan is Wagga Wagga City Council’s first stage in providing focus to enhanced performance to the community by best value works and services. The next two stages of development will firstly address the challenging financial environment, and secondly the efficiency and effectiveness of works and services provision by way of business excellence. Fundamental to the Council’s endeavours is the engagement of you, our community, and the assistance of our strategic partners such as Charles Sturt University, Riverina Institute of TAFE and the Chamber of Commerce. This is proposed through improved communication and strategically focussed memorandums of understanding. I commend the Strategic Plan ‘Toward 2010’ to you as a brave step forward. It identifies goals, outcomes and strategies with clarity and transparency, and provides a strong challenge for us to ensure that we all live in a bigger, better and stronger community. By focussing on sustainable strategies today, we build an attractive, viable home for tomorrow’s children. Phillip Perram General Manager

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MMaannaaggeemmeenntt PPllaann Long Term Financial Plan Plans – Economic -LEP & DCP -Marketing & Tourism Plan -Acceler_8 WWoorrkkss aanndd SSeerrvviicceess

PPllaannss -Vision 21 Environment Annual Budget -Natural Resources Management Plan Key Performance Indicators -SoE Priorities of Works and Services -Murrumbidgee Catchment Blueprint -Salt Action Plan -Biodiversity Planning Project -Flood Risk Management Plan Action Plans Social Individual Performance Plans -Social Plan -Recreation, Cultural & Open Space Plans -Wiradjuri Heritage Study

Wagga Wagga Strategic Plan ‘Toward 2010’

Introduction

Why Have a Strategic Plan? The purpose of strategic planning is to guide activity within a longer-term framework. Strategic plans usually indicate directions and identify topics or areas which should be given priority for detailed planning or implementation. Without a strategic plan to set outcomes for the City and the organisation in the future, activity and planning can occur in isolation. Planning can be determined by short term imperatives and solutions, rather than being formulated using a coordinated long term approach. Strategic planning leads to sustainable outcomes for not only our immediate future, but for those who are to live in the Local Government Area in the years to come. About the Strategic Plan This is a five year Plan, although of necessity it sets longer term directions. Some of the broader outcomes will be relevant for many years. The Plan is broken into four spheres: Economic, Environment, Social and Aligning the Organisation. Each sphere has five focus areas with identified outcomes and strategies. This Plan does not seek to prioritise the focus areas, outcomes and strategies. This is a task that Council will address each year. Prioritisation of focus areas, outcomes and strategies guides the development of an operational plan and budget for Council. The operational plan and budget are the basis for the Council Management Plan. The Management Plan therefore, sets the priorities for Council in any given year. It is recognised that the ability to deliver the outcomes in this Strategic Plan will be very much determined by the available budget. Budget allocation each year will seek to deliver to the community maximum benefit in terms of service and program provision, and provision and maintenance of assets, in line with the longer term strategic direction and priorities.

Reporting Our Success It is a statutory requirement that the Council provides quarterly Management Plan reports. These reports will indicate progress to achievement of the strategic outcomes mentioned in this document. Consulting the Community There have been a number of community consultations held since 2001, seeking opinions of residents on matters pertaining to current and future city issues and satisfaction with Council services and facilities. Specifically during 2003-2004, there have been both general and targeted consultations for the development of the 2003-2008 Social Plan, Acceler_8, an Economic Blueprint for Wagga Wagga, the Wiradjuri Heritage Study and the major review of the Recreation, Cultural and Open Space Plans. Information received during these consultations has been taken into account in the development of this Strategic Plan. Specific results may be found in the above mentioned plans, copies of which can be obtained directly from Council. Reference Documents In addition to the 2003-2008 Social Plan, Acceler_8, the Wiradjuri Heritage Study and the Recreation, Cultural and Open Space Plans, information captured in the State of the Environment Report 2003 & 2004, the Murrumbidgee Catchment Blueprint, Salt Action Plan, draft Natural Resource Management Plan, the Biodiversity Planning Project, Marketing & Tourism Plan, Flood Risk Management Plan and Vision 21 documents have all been considered in the preparation of this Strategic Plan.

The Focus Areas Economic

- Business and Employment - Strategic Development - Image - Population - Physical Infrastructure

Environment

- Land - Biodiversity - Water - Atmosphere - Waste

Social

- Access and Equity - Recreation and Culture - Public Health and Safety - Built Environment - Neighbourhoods and Villages

These 15 focus areas give the framework for activities and budget considerations for the next five years and beyond. For each focus area, the Strategic Plan identifies a Goal and a set of Outcomes. These show what Council wants to achieve for and with the community. The Strategies For each focus area, key strategies have been proposed to ensure the Outcomes will be achieved. The proposed strategies are deliberately broad in nature to enable the greatest flexibility in delivery. However, they are much more than simple “motherhood” statements – they capture the essence of what is needed to ensure the Outcome is achieved in a timely manner. Specific actions resulting from the strategies will be identified each year in the Management Plan, including supporting budget, target dates and responsibility for achievement. The Outcomes and Strategies are not listed in any order of priority. The Strategies are sorted according to policy, programs and services. Ultimately the extent to which the Outcomes can be achieved will depend on the allocation of resources (people and money) which Council assigns to each strategy during the annual budget process. In 2004 Throughout the document, mention is made of what is currently occurring in 2004. This refers to the financial year, July 2004 - June 2005.

Aligning the Organisation: Greater Wagga Wagga A fourth element of the Strategic Plan is that of Aligning the Organisation: Greater Wagga Wagga. This part of the Plan sets the internal focus for Wagga Wagga City Council for the coming five years and is concerned with delivering Best Value outcomes for its stakeholders and its community. Greater Wagga Wagga indicates the desire to have an organisation that has: *great vision; *great leadership; *Great people; *great innovation; *great technology; *great values; *great communication; *great results The focus areas for Greater Wagga Wagga are:

- Strategy and Planning - People and Learning - Customer and Community - Tools and Rules - Business and Financial Performance

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In Context – the City of Wagga Wagga The Wagga Wagga Local Government Area (LGA) is located in the south-west region of NSW, within the heart of southern Wiradjuri Country, and occupies an area of 4886.43 sq kms. The LGA encompasses the urban area of Wagga Wagga, farming areas and the surrounding villages of Collingullie, Currawarna, Galore, Gumly Gumly, Humula, Ladysmith, Mangoplah, Oura, Tarcutta and Uranquinty. Wagga Wagga City Council recognises the importance of the diverse communities in the local government area and seeks to deliver programs and services that meet the needs of all its residents. Throughout this document the terms Wagga Wagga, the community, or, the City, encompasses all of the Local Government Area. Wagga Wagga is the largest inland city in NSW, with a population of approximately 58,000. Statistically Wagga Wagga has a high proportion of residents born in Australia compared to the state average. Of the small percentage of overseas born population, the diversity of backgrounds is vast. Aboriginal and Torres Strait Islander people make up 3.2 percent of the City’s population. (Social Plan 2003-2008) Age distribution figures show that Wagga Wagga has a relatively young population with a median age of 31 years (Social Plan 2003-2008). 40.6% of the population are under 25, and 19.10% of the population are over 55 (Key Demographic Statistics 2001). The City and its Region The City of Wagga Wagga is the largest inland city in NSW and is the regional centre of the Riverina, with a catchment population of around 150,000. Wagga Wagga’s regional significance cannot be underestimated. The City has, and continues to be, the regional focus for major commercial, retail and business centre activities, with many secondary and service industries supporting primary industry. The City’s importance is enhanced by other sectors such as defence, education, health, transport, sport, visual and performing arts, value-added agricultural industry and research. Wagga Wagga has an equally supportive role for the region as the smaller centres benefit from the various resources emanating from the City’s urban area.

In Context - Economic The National Institute of Economic and Industry Research (NIEIR) defines Wagga Wagga as a regional and metropolitan commercial centre with the following characteristics:

• Integrated Production and Service Economy Business Services, Retail and Manufacturing drive the city’s economy

• Strong All Round Foundations Life-long Learning, Community Welfare and Lifestyle Choice form the framework for Wagga Wagga’s strong all round foundations.

• High Skills A high proportion of the city’s residents undertake further training, with 31% holding higher qualifications. Wagga Wagga ranks in the top 8% of all Local Government Areas in Lifelong Learning. This snapshot index points to the high proportion of the adult population commencing further training. (Your Place 2001)

• Strong Job Generation Local Industry has capability to capture flow-on benefits of national industry growth to generate new jobs.

• High Future Growth Wagga Wagga’s knowledge driven growth potential is indicated by its high ratio of knowledge to routine workers.

The retail sector is Wagga Wagga’s largest employer (15.4%) followed by Government administration and defence (10.8%), manufacturing (9.8%), Education (9.6%) and Health and Community Services (9.6%). (ABS Census 1996) Wagga Wagga ranks in the top 10% of all Local Government Areas in retained retail spending, an indicator showing the City’s ability to capture local consumption expenditure. (Your Place 2001) In the 2001 Riverina Regional Business Survey and Skills Audit, top reasons given for locating in Wagga Wagga are marketing and growth potential of the area. Major markets for retail products are predominantly local (42.7%), regional (35.7%) and Australia wide (8.8%). (Riverina Area Consultative Committee Inc 2001)

In Context – Environment The environment of the Wagga Wagga LGA is highly modified from its original state, with a consequence that a range of problems and issues need addressing to ensure a sustainable future. Dryland salinity, in both urban and rural settings, is likely to continue to be a problem in the coming decades. Ongoing pressures include over-watering, water leakage and insufficient deep-rooted perennial vegetation. (SoE 2003) Local efforts to tackle salinity in urban areas have been both sustained and substantial. The SoE shows that sub-surface water levels around the City have generally been falling over the last three years, which could in part be due to various remedial activities being undertaken. It is also likely that the on-going drought has contributed to the decline in water levels. Residential and rural residential development in new areas has the potential to substantially impact on the environment. Pressures arise when soils are exposed to the influences of wind and water erosion at the time development is taking place. Productive farming land faces a range of environmental pressures including dryland salinity, soil acidity, soil erosion, soil structural decline, and weed invasion. Much of the original native vegetation has been cleared, particularly west of the City. The current level of clearing is relatively low, however many of the patches of bush that remain are highly degraded. SoE indicators relating to threatened species show that there are at least 35 species of plants and animals in the Local Government Area that are threatened. Most rely on intact native vegetation for their survival. There is strong scientific evidence that increased global greenhouse emissions are leading to rapid climate change. Long-term climate data for Wagga Wagga shows that the average night-time temperature has increased significantly over a 95 year period. In the last three years, Wagga Wagga was hotter and drier than the long-term average.

Daily measurements of atmospheric particulate concentrations show that the City of Wagga Wagga regularly exceeds national guideline levels. There are several contributing factors including dust storms, emissions from diesel engines, and smoke from bushfires, hazard reduction burning and wood-burning heaters. Water quality in the Murrumbidgee River at Wagga Wagga is generally poor to fair with the main attributes measured being nutrients, turbidity and salinity. It was reported in the 2001/2001 SoE that the biological health of the Murrumbidgee River was rated as poor. Water quality in the Murrumbidgee River at Wagga Wagga is generally poor to fair with the main attribute measured being nutrients, turbidity and salinity. It was reported in the 2000/2001 SoE that the biological health of the Murrumbidgee River was rated as poor. Waste is generated from a range of sources in the Local Government Area. The SoE indicators show that a substantial amount of solid waste passes through the Gregadoo Waste Management Facility. The time-series data suggests that the volume generated in the Wagga Wagga LGA is remaining fairly steady. Effluent discharge from the Sewerage Treatment Works to the Murrumbidgee River has varied from about 3400 to 4800 megalitres/annum over the last four years. Effluent re-use in parks and ovals has varied from about 860 to 1250 megalitres over the same period. The tonnage of waste discharge from the Sewerage Treatment Works to the Murrumbidgee River jumped substantially in 2003/04. A range of septic tank and other on-site sewage treatment systems service areas outside the urban area. Septic system can be effective in disposing of sewage and waste water when the systems are properly installed and maintained.

In Context – Social This part of the Plan looks at ensuring people in the community have the platforms to input into the consultation processes of Council. Through the Social sphere, the community will be encouraged to participate in community development and to respect the values and culture of others. It has been recognised through consultation that transport has a major impact of the involvement of people within the community, and is relevant to several of the spheres in ensuring the delivery of outcomes. Wagga Wagga currently has an airport with daily services to Sydney and Melbourne, road links through its location on the intersection of the east/west Sturt Highway and north/south Olympic Way, rail links to Sydney/Melbourne with two daily passenger services to each city, and is serviced regularly by coaches to capital cities. School bus travel needs are covered by local coach companies, bringing students from the rural villages into Wagga Wagga for schooling on a daily basis. Public transport services in the urban area are varied and reasonably comprehensive, including two community transport services. The pattern of residential growth in Wagga Wagga of the quarter acre block and detached cottage is currently maintained, and despite somewhat smaller block sizes, most new suburbs achieve around 7 dwellings per hectare. Rural residential settlement patterns are resulting in an ever greater outward sprawl of housing, with a trend toward 2 hectare developments. Affordable housing is largely located in the outer suburbs and closer rural villages. As well as Charles Sturt university students, young couples, and those on low income, the major group renting in Wagga Wagga is the personnel from the Australian Defence Forces. Health care is delivered in the local government area through a number of providers, and there are over 80 medical practitioners servicing the city. Despite the large number of providers there are gaps in service delivery. The increasing difficulty in attracting personnel to regional and rural areas and the cost of specialised services and equipment, results in many services needing to be accessed in other major centres. Again the issue of transport and accessibility to these services becomes a community concern. There have been reported shortages in medical specialists, particularly psychologists and dentists, and allied health personnel.

The Regional Base Hospital is located in Wagga Wagga, as well as a private hospital. The recent opening of a cancer treatment centre in Wagga Wagga has been greatly appreciated by the families of Cancer patients within the community. The establishment of the Cancer treatment centre was largely the result of community participation. Wagga Wagga is a safe place to live; rates of crime are not high and most people have little experience of crime or danger. Of the crime reported, the most serious in Wagga Wagga are assault and violence, particularly domestic or family violence. Wagga Wagga has several very active community service agencies that work in partnership with Council to assist these community members. Existing facilities are highly valued by the community, and there is an expressed desire for improved maintenance and extension of recreation and cultural facilities. Residents have rated recreational pursuits for themselves and others as important in their satisfaction of life in the city. There is a current trend away from organised sporting activities to non-formal leisure pursuits. The existing parks and reserves are highly valued, and the Murrumbidgee River and Lake Albert form a critical part of the sense of local identity. Wagga Wagga is a major regional education provider with extensive public, Catholic and other denominational primary and secondary schools, accredited preschools and childcare centres, as well as an extensive Family Day Care Service. There is a large campus of the Riverina Institute of TAFE; the Wagga Wagga campus of Charles Sturt University, Conservatorium of Music, and the Riverina Community College, offering both vocational and leisure courses. The rural villages and the surrounding rural areas are a significant part of the Wagga LGA. Although they contain only about 9% of the total population, they occupy a vast expanse of the total area, and contribute uniquely to Wagga Wagga’s sense of identity as a rural/regional city. The Villages themselves have unique profiles, cultures and needs, and vary in size and facilities. Populations range from 11-661 but are generally around 170 people. They are small but viable and energetic communities, with stable populations.

It is through the active participation of the diverse range of community members that Wagga Wagga will remain vibrant. Community access to the wonderful facilities available in Wagga Wagga is encouraged, with the future direction for Wagga Wagga maintaining respect for the values of all generations, now and in the future. In Context – The Organisation The Council of the City of Wagga Wagga employs 434 full time equivalent staff. At the present time there are 15 councillors including the Mayor. Due to a referendum in March 2004 councillor numbers will be reduced to 11 at the next local government election. The organisation consists of a General Manager and a management team, consisting of five Directors. (An organisation chart is presented at the end of this Plan). Divisional managers report to these Directors, and are responsible for teams and the delivery of Council’s services and programs. Council operates in a challenging financial environment of having a limited ability to raise revenue. Council’s residential rates are very low relative to Councils of similar size – the average urban residential rate is just $439 per annum. The 2004/05 budget showed operating expenses of $56,141,000 and operating revenues of $53,541,000. The Budgeted Statement of Financial Position shows net assets of $401.2m as at 30 June 2004. In 2000 Wagga Wagga City Council initiated a program of organisational review aimed at improving the efficiency and effectiveness of operations. The resulting restructure in 2001 saw the creation of four broad based directorates focussed on quality in program delivery and continuous improvement of services. The organisational improvement strategy was further enhanced by the appointment of a new General Manager and the election of a new Council in March 2004. A fifth Director, that of Strategic Development has recently been appointed. Wagga Wagga City Council aims to become a strategically focussed, performance driven organisation with a teams based culture within three years. The organisation will operate openly within a competitive environment. Starting with the new Directorate of Strategic Development, all areas of the organisation will be invited to participate in a functional review that will assess current systems, practices and processes against an agreed business model.

1. BUSINESS AND ENVIRONMENT

Programs

Business and Employment Activities that promote sustainable wealth and employment opportunities for existing businesses.

1.2.4 Work in partnership with business community and education and training providers to ensure appropriate training is available.

1.2.5 Continue to develop and implement programs for the promotion of business development attraction of investment;

Services

1.1

The Outcomes we want to achieve are

1.2.6 Continue to network with businesses and agencies within the city to ensure complementary outcomes for the city are being pursued;

1.1.1 Increased job opportunities 1.2.7 Develop initiatives to encourage use of local business;

1.1.2 Business contributing to Wagga Wagga City’s employment opportunities and economic wellbeing is sustained.

1.2.8 Provide a referral service for new business;

1.1.3 Growth in compatible targeted industries;

1.2.9 Monitor and act to redress deficiencies in infrastructure and services which support business;

1.1.4 Economic wellbeing of the City to complement the Community’s preferred lifestyle and natural assets.

1.2.10 Provide a Wagga Wagga on-line portal;

1.1.5 Adequate supply of business and industrial zoned land is available;

1.2.11 Support the Commercial Strategy Committee to provide input into Acceler_8.

1.1.6 Fast tracking of economic development opportunities for the City where appropriate

1.2 Our Strategies to achieve them are to:

Policy

1.2.1 Review and implement Acceler-8 to respond to changing circumstances;

1.2.2 Review Councils regulatory framework to achieve a business supportive environment

1.2.3 Explore and develop Memorandums of Understanding and partnership arrangement, with regulatory reviewed performance targets to facilitate infrastructure and service provision within the City.

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• have adopted and are implementing the endorsed recommendations of

Acceler_8 Strategies 1 and 2; • are progressing to the next stage of Riverina Telco – aiming to establish

a locally owned and operated telco; • are completing a review and amending the approval process and

procedures for new and expanding businesses; • are reviewing and commencing rezoning of industrial land; • have commenced a review of commercial land availability; • are monitoring employment; • will complete a review of the infrastructure requirements to service our

business needs; • operate the Livestock Marketing Centre; • are reviewing Vision 21.

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2. STRATEGIC BUSINESS DEVELOPMENT Programs

Business and Employment: Activities that promote sustainable wealth and employment opportunities for existing businesses.

2.2.4 Implement the actions identified in Acceler_8 – strategies 3 through to 7;

2.2.5 Develop relationships with key business and Government stakeholders involved in logistics, agri-biotech, defence, water management and e-trade and associated training providers;

2.2.6 Promote Wagga Wagga City externally as a desirable place in which to invest and do business through partnering with both public and private sector stakeholders;

2.1 The Outcomes we want to achieve are:

2.1.1 Businesses are established in Wagga Wagga in the strategic growth sectors identified in Acceler_8

2.2.7

Promote the establishment of the Rocky Hill Commercial Campus to accommodate new and expanding businesses in the technology and research fields;

2.2.8

Facilitate the development of an open access logistics technology solution to assist regional businesses to access effective technology to manage their supply chains;

2.1.2 The creation of a more diverse range of jobs are created in Wagga Wagga which provide opportunities for young people (18 to 35) to remain in the city, supported by training opportunities;

Services 2.1.3 Career path opportunities in emerging technology- based industries are

available in Wagga Wagga;

2.2.9 To provide a ‘one ponit of contact’ for new businesses and all of their enquires;

2.1.4 Growth in knowledge based information technology and targeted industries;

2.2.10 To provide an ‘investment opportunity’ referral service and investigate grant opportunities for new start-up ventures and existing businesses in Wagga Wagga.

2.1.5 Wagga Wagga becomes a major road/rail intermodal hub connected to a national network of hubs;

2.1.6 Wagga Wagga is identified as one of the major agri-biotech research centres in Australia

2.2

Our Strategies to achieve them are to:

Policy

2.2.1 Develop partnerships with appropriate parties to deliver the desired outcomes 2.2.2

Continually review Acceler_8 to ensure it remains relevant;

2.2.3 Actively target businesses involved in growth sectors and bring them to Wagga Wagga;

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• are developing the CISSES project aimed at developing an intermodal

hub at Bomen; • are fostering the commercialisation of the agri-biotech research being

undertaken at the Wagga Agricultural Innovations Park; • are establishing an “investment opportunities “ referral service; • are commencing investigation of opportunities for business

development associated with defence industries and water management;

• are implementing the actions in strategies 3 to 7 of Acceler_8; • investigating grant opportunities; • have developed the Rocky Hill Commercial campus concept.

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3. IMAGE

3.2.5 Implement the adopted Marketing and Tourism Plan; Image:

Activities that improve the recognition of Wagga Wagga nationally and internationally 3.2.6 Improve the quality of visitors information provision, potentially as part

of an Interactive Sporting Hall of Fame; 3.2.7

Promote the Public Art Policy and the Sturt Highway improvement program;

Services

3.1 The Outcomes we want to achieve are: 3.2.8 Work with the region to establish tourist trails linking Wagga Wagga to other centres in the eastern Riverina;

3.1.1 Wagga Wagga develops an identity which is embraced and promoted by the local population;

3.2.9 Monitor and act to redress deficiencies in infrastructure and services, in particular health and education, which support the community;

3.1.2 Wagga Wagga is readily identified by businesses beyond the city as a vibrant regional centre with the capacity to add value to their business;

3.2.10 Develop and maintain a dynamic web presence.

3.1.3 A city that is attractive to live in and lingers in the mind of visitors;

OOuurr GGooaall iiss:: WWiitthhiinn 55 yyeeaarrss WWaaggggaa WWaaggggaa iiss rreeccooggnniisseedd nnaattiioonnaallllyy aanndd

iinntteerrnnaattiioonnaallllyy aass aa pprreeffeerrrreedd llooccaattiioonn iinn wwhhiicchh ttoo lliivvee,, wwoorrkk,, ssttuuddyy aanndd vviissiitt..

3.1.4 Major event(s) that become nationally recognised within 5 years;

3.1.5 Increased numbers of visitors, new residents and businesses coming to the city;

3.1.6 Promotions and marketing that are technologically advanced.

3.2


Policy 3.2.1 Develop a targeted marketing strategy to attract business to the city –

focussed on the Acceler_8 target sectors; 3.2.2 Consider a cooperative marketing campaign to promote the virtues of

regional city life in the metropolitan markets;

3.2.3 Develop a nationally recognisable tourist attraction; Programs 3.2.4 Continue to develop the major events identified in the marketing and

Tourism Plan with an emphasis on developing a national profile for at least one;

In 2004, in relation to this Theme, we currently:

• are reviewing the branding and identity of the city – “Double the……”, • are continuing the implementation of the major events – Gold Cup,

National Horse Festival and the Youth Festival identified in the Marketing and Tourism Plan;

• are progressing discussions with potential partners to establish an Interactive Sporting Hall of Fame;

• are implementing actions from the Marketing and Tourism Strategy; • are completing stage 2 of the Sturt Highway Improvement Project; • are providing public Artwork to the Oasis Aquatic Centre and one other

site; • continue the proposal to provide an elite sporting facility at Robertson

Oval; • continue to target tourists from key markets of Canberra and Hume

Highway traffic.

4. POPULATION Programs

Population: Trends and projections of people who live in Wagga Wagga 4.2.6 Maintain a system for demographic analysis that has an up to date demographic community profile;

4.2.7 Implement Acceler_8 to develop new industry sectors capable of providing alternative skilled and professional jobs for younger people;


4.2.8 Implement recommendations of the Social Plan to achieve the stated outcomes;

4.1.1

A diverse and vibrant population that is representative of peoples at all stages of life;

4.2.9 Consider any identified imbalance in the demographic profile in future strategic planning and program development;

Services 4.1.2 A sufficiently skilled population that can adapt to changing economic, environmental, social and political contexts

4.2.10 Make statical information readily accessible via hard copy and the internet;

4.1.3 Facilities and services to cater for people all stages of life; 4.2.11 Develop multi lingual information services;

4.1.4 Wagga Wagga is recognised as politically and economically significant at a national, state and regional level;

4.2.12 Provide community service information directories for target populations.

4.1.5 Growth in the City’s population at each national census.

4.2


Policy 4.2.1 Monitor provision and operation of facilities, services and infrastructure to

deliver the agreed levels of services;

4.2.2 Monitor the demographic profile to determine trends and make population projections;

4.2.3 Monitor the needs of employment sectors in respect of skills, knowledge and training requirements;

4.2.4 Review the application of the local Agenda 21 framework for sustainable living;

4.2.5 Take opportunities to make representations to State and Commonwealth taskforce enquires, to parliamentary committees and to make submissions;

OOuurr GGooaall iiss:: MMaaiinnttaaiinn aa ssuussttaaiinnaabbllee ppooppuullaattiioonn ggrroowwtthh..

In 2004, in relation to this Theme we currently:

• are implementing the “It’s a Living Thing – Sustainable LGA” project; • have prepared a community profile; • have adopted the 2003 – 2008 Social Plan; • have prepared a “Summary Documents Wagga Wagga Population

Statistics 2004 – Population profile and projections” providing comparisons with other regional cities, and centres;

• are developing linkages with our local business community to utilise the Skilled Migration Regional Database being administered by the RRDB;

• are implementing Acceler_8 to promote new industry sectors in Wagga Wagga.

5. PHYSICAL INFRASTRUCTURE

Flood Mitigation Physical Infrastructure: Property is protected from folds as required by the Flood Risk

Management Plan. 5.a.1.8

5.a.2


Policy

5.a.2.1 Ensure Riverina Water County Council has master plans for water supply;

5.a.2.2 Continue to develop a flood and stormwater strategy plan;

a. The water, stormwater, flood mitigation. Sewage collection and

treatment facilitates that are necessary for a healthy community. b. The roads, bridges, rail and air infrastructure, footpaths and cycle ways

that allow people to move about. c. The telecommunications and energy services necessary for the

community to function effectively in the 21st century.

5.a.2.3 Continue to develop and review the onsite sewerage disposal plan;

5.a.2.4 Continue to develop and review sewer services management and strategy plans;

5.a.2.5 Pursue grants from various agencies;

5.a.2.6 Develop an integrated water management plan; a. The water, stormwater, flood mitigation, sewage collection and

treatment facilities that are necessary for a health community. 5.a.2.7 Review Councils Plan for sustainable economic effluent reuse

opportunities;

5.a.1 The outcomes we want to achieve are: Programs

Water

Water 5.a.1.1 a clean, safe, secure and adequate water supply; 5.a.2.8 Ensure Riverina Water County Council has available sufficient water for

future developments;

5.a.1.2 a community which embraces water conservation;

Stormwater

5.a.2.9 Establish a working party with Riverina Water and the Murrumbidgee Catchment Management Authority to develop an integrated water management plan;

5.a.1.3 A system which functions so that buildings are not subject to flooding; Stormwater

5.a.1.4 A community where activities do not add to groundwater and urban salinity issues;

5.a.2.10 Implement flood and storm water strategy plan;

Sewage collection and treatment facilities. 5.a.2.11 Seek grant funding from government agencies for stormwater management;

5.a.1.5 A sewerage system that adequately meets the needs of the community; 5.a.2.12 Improve quality of stormwater by development control, education and physical works;

5.a.1.6 The expansion of the sewage service to all villages and rural residential areas;

5.a.2.13 Have effective stormwater maintenance programs;

5.a.1.7 An appropriate, ecologically sustainable system for on-site sewerage disposal in non sewered areas;

OOuurr GGooaall iiss:: PPhhyyssiiccaall iinnffrraassttrruuccttuurree wwhhiicchh mmeeeettss tthhee nneeeeddss aanndd

eexxppeeccttaattiioonnss ooff tthhee ccoommmmuunniittyy iinn aa ssuussttaaiinnaabbllee aanndd iinnnnoovvaattiivvee wwaayy..

5. PHYSICAL INFRASTRUCTURE – (CONTINUED)

Sewage collection and treatment facilities 5.a.2.14 Implement recommendations from the sewage services management

and on-site sewerage disposal plans;

5.a.2.15 Develop programs for maintenance and improvement from the relevant sewerage management plans;

Flood mitigation

5.a.2.16 Implement recommendations and programs associated with the flood and stormwater plans;

5.a.2.17 Liaise with emergency services

5.a.2.18 Develop programs for maintenance and improvement from the flood and stormwater strategy plan;

Services

In relation to this Theme, we currently are:

• Providing, maintaining and upgrading where necessary, flood, drainage stormwater and sewer services;

• Working with other bodies on integrated water management; • Requiring developers to provide sewer and stormwater services as part of

their developments; • Constructing sewer services to villages and rural residential arrears; • Modelling the run off from a number of city catchments and reviewing our

strategies; • Developing Sewer Service Delivery strategies and plans for future

subdivisional areas; • Reviewing and updating strategies for our sewer treatment facilitates; • Working with the community and a consultant to review our flood mitigation

strategies.

Water

5.a.2.19 Supply of quality water with minimal interruption;

Stormwater

5.a.2.20 A system of pipes, open drains and overland flow paths to safely handle run off from defined storm events;

b. The roads, bridges, rail and air infrastructure, footpaths and cycle ways that facilitate how people move about.

Sewer 5.b.1 The Outcomes we want to achieve are:

5.a.2.21 Continue to provide a sewerage system to all defined service areas which meets or betters relevant standards;

Transport

Flood mitigation

5.b.1.1 An integrated transport, communication and service network which meets the needs of our community

5.b.1.2 An integrated system of footpaths and cycle ways which provides for and encourages non vehicular movement by the community;

5.a.2.22 A system of levees, flood gates and flood pumps designed to protect the built up area of the city in accordance with the Flood Risk Management Plan.

5.b.1.3 The development of an appropriate intermodal passenger road, rail

transfer facilities;

OOuurr GGooaall iiss:: PPhhyyssiiccaall iinnffrraassttrruuccttuurree wwhhiicchh mmeeeettss tthhee nneeeeddss aanndd eexxppeeccttaattiioonnss ooff tthhee ccoommmmuunniittyy iinn aa ssuussttaaiinnaabbllee aanndd

iinnnnoovvaattiivvee wwaayy..

5. PHYSICAL INFRASTRUCTURE - CONTINUED 5.b.2

Our strategies to achieve them are to:

Policy 5.b.2.1 Continue to develop and review transport infrastructure polices and

plans;

5.b.2.2

Lobby Government and providers over appropriate air, highway and rail service;

c

The telecommunications and energy services necessary for the community.

5.b.2.3

Liaise with other bodies to ensure co-ordinated transport infrastructure, planning and delivery;

5.c.1 The Outcomes we want to achieve are:

Programs 5.b.2.4

Maintenance programs on all facilities;

5.b.2.5 Execute improvement programs for transport infrastructure;

5.c.1.1 Reliable, safe and comprehensive telecommunications and energy systems which meet the community needs and minimise the impact of visual amenity, public health and environmental integrity;

5.b.2.6 Implement the airport management program; 5.c.1.2 Practical provision of energy from renewable resources and reduction of energy consumption;

5.b.2.7 Implement recommendations of the Social Plan to achieve Services

5.c.1.3 Wagga Wagga has access to the latest technology at a cost and time comparable to metropolitan centres;

5.b.2.8 Provide car parking facilities as programmed; 5.c.1.4 Ensure the availability of an appropriate level of service of electricity supply to the industrial and business parks in the city. (n-1)

5.b.2.9 Provide and maintain a network of roads, pedestrian footways and cycle ways;

5.c.2 Our Strategies to achieve them are to:

5.b.2.10 Operate and maintain the Airport. Policy

5.c.2.1 Lobby government and telecommunication providers to ensure regional implementation of technology;

Programs

5.c.2.2 Continue the program with Country Energy to underground CBD electricity lines;

5.c.2.3 Investigate emerging technologies capable of providing enhanced voice data and broadband services in the region;

5.c.2.4 Liaise with service providers to ensure reliable telecommunication and energy systems are available;

In 2004 in relation to this Theme, we currently:

• Maintain and improve the roads and road related infrastructure within funding constraints

• Review road hierarchies and service levels; • Review maintenance procedures and update service strategies; • Require developers to provide street car parking, etc in developments to our

standards; • Audit work in subdivisions and review the standards; • Are undertaking a major traffic study; • Review car parking requirements and strategies; • Review subdivisional master plans; • Work with other service providers on agreements for working on our roads

and maintaining trees; • Lobby the Governments in regard to work on the Hume Highway and

provision of appropriate truck changeover facilities at Tarcutta; • Review the airport strategic development plan.

OOuurr GGooaall iiss:: PPhhyyssiiccaall iinnffrraassttrruuccttuurree wwhhiicchh mmeeeettss tthhee nneeeeddss aanndd eexxppeeccttaattiioonnss ooff tthhee ccoommmmuunniittyy iinn aa ssuussttaaiinnaabbllee aanndd iinnnnoovvaattiivvee wwaayy..

In 2004 in relation to this Theme we currently:

• Involve the service providers in the overall planning process; • Ensure that subdividers and industrial developers keep the service providers

aware of their proposals; • Meet regulatory with the service providers at a number of levels in an

attempt to integrate works programs etc.; • Are assessing the range of new wireless local loop technologies capable of

providing a competitive alternative to the traditional copper local loop; • Are liaising with Country Energy to ensure electricity supply in our business

parks is capable of servicing prospective industries.

Environment

6. LAND Land

An essential resource that underpins the environment, community and economy.

Programs

6.2.6 Implementation of the structural LEP’s and DCP’s

6.2.7 Prepare and implement the recommendations of the Recreation, Culture and Open Space Plan;

Services

6.1 The Outcomes we want to achieve are: 6.1.1 Land degradation is managed to minimise the impact on the built and natural

environment;

6.2.9 Continue to support individuals, and community groups, whose aims align with the above outcomes for land.

6.1.2 Environmentally and culturally significant land resources are understood, respected, protected and enhanced;

6.1.3 Economic, environment and social resources are protected from impacts of incompatible land uses;

6.1.4 A community which has an understanding of commitment o good land management practices and the principles of ecologically sustainable development;

6.1.5 To contribute to meeting the management targets for land in the Murrumbidgee Catchment Blueprint.


Policy 6.2.1 Address priorities in the State of Environment Report and other relevant

reports related to land in the following year’s Council Management Plan;

6.2.2 Review Council’s regulatory and policy framework to ensure ecological systems, significant scenic resources and geological resources are protected;

6.2.3 Investigate developing a formal protocol with the traditional owners of the land to ensure the significance of the land to indigenous people is considered in planning and management decisions;

6.2.4 Continue to review studies and plans, relevant to Wagga Wagga City undertaken by other agencies and incorporate their recommendations where appropriate;

6.2.5 Review the provisions of the LEP’s and DCP’s;


• Are implementing the Salt Action Plan; • Are completing a State of the Environment report; • Have adopted and are implementing the endorsed recommendations of

the DCP Number 11 Native Vegetation for Rural Residential Subdivisions Management t Plan;

• Are implementing the recommendations of the Wiradjuri Heritage Study; • Have adopted and are progressively implementing the endorsed

recommendations of the past Management Plan; • Support Individuals and community groups in land management projects; • Enforce compliance with land management plans that are associated with

rural residential land subdivisions; • Progressively develop Plans of Management for all Community public land

and significant Crown Land parcels; • Maintain Open Space arrears to existing service levels; • Review urban design master plans to ensure appropriate provision of open

space; • Are preparing a Recreation, Culture and Open Space Plan.

OOuurr GGooaall iiss :: LLaanndd rreessoouurrcceess aarree mmaannaaggeedd eeffffeeccttiivveellyy aanndd eeffffiicciieennttllyy ffoorr bbootthhpprreesseenntt aanndd ffuuttuurree ggeenneerraattiioonnss..

7. BIODIVERSITY

Biodiversity:

The variety of all life forms and the ecosystem.

7.2.7 Implement a comprehensive range of measures in the areas of education and on-ground works to address biodiversity;

7.2.8 Investigate and implement new and innovative methods to encourage nature conservation on private land;

7.2.9 Continue the program to suppress noxious and other targeted weeds;


7.2.10 Continue to enforce legislation and Councils polices on biodiversity conservation;

7.1.1 To contribute to meeting the management targets for biodiversity in the Murrumbidgee Catchment Blueprint;

Services

7.1.2 Natural areas of significance are protected and well managed; 7.2.11 Inform and educate the community in biodiversity conservation and management principles;

7.1.3 Native Species and ecosystems are identified, documented and protected; 7.2.12 Continue to support individuals and community groups whose aims align with the above outcomes for biodiversity.

7.1.4 A community that has an understanding of and commitment to the protection of natural biodiversity;

7.1.5 Development that protects and maintains biodiversity and natural ecological processes.

7.2 Our Strategies to achieve them are to: Policy 7.2.1 Address priorities in the State of Environment Report and other relevant

reports related to biodiversity in the following yea’s Council Management Plan;

7.2.2 Review Council’s regulatory and policy framework to ensure biodiversity is conserved;

7.2.3 Review a formal protocol with the traditional owners of the land to ensure the significance of biodiversity values to indigenous peoples is properly recognised and considered;

7.3.4 Apply the principles of Ecologically Sustainable Development to all Council operations;

7.2.5 Incorporate biodiversity considerations in the management of Council land; Programs 7.2.6

Review and update information relating to vegetation types, and threatened and protected species and their habitats


• Manage the removal of trees across the Local Government area through Council’s Tree Management Policy;

• Require new Rural Residential developments to have a minimum level of local native vegetation cover.

• Have prepared a draft Roadside Vegetation Management Policy which recognises the value of native vegetation on rural roads;

• Have prepared a draft Wood Collection Policy which proposes restricting the collection of wood on Council land;

• Are reviewing a draft Natural Resource Management Plan for the 55,000 ha catchment around the city which identifies existing natural resource management problems and provides a range of responses;

• Have adopted the immediate recommendations of the Biodiversity Planning Project, namely biodiversity provisions included in the Council Management Plan, complete biodiversity mapping of the Local Government areas to support LEP/DCP provisions, review and update LEPs to take account of biodiversity, develop staff training and public education programs to support the implementation of biodiversity objectives, and develop guidelines for “biodiversity friendly” development;

OOuurr GGooaall iiss:: WWaaggggaa WWaaggggaa''ss bbiioollooggiiccaall ddiivveerrssiittyy iiss uunnddeerrssttoooodd,, eennhhaanncceedd aanndd pprrootteecctteedd..

7. BIODIVERSITY-CONTINUED 8.2 Our Strategies to achieve them are: Policy 8.2.1 Address priorities in the State of Environment Report and other

relevant reports related to water in the following year’s Council Management Plan;

8.2.2 Review Council’s regulatory and policy framework to ensure activities which are adversely affect water quality or promote inefficient water use are addressed;

Programs

• are completing a State of the Environment report; • are implementing a sustainable grazing protocol on Council land; • employ a part time Biodiversity Management Officer; • have vegetation communities mapped across the Local Government areas; • are implementing the 3 year North Wagga Wagga Flats Environment

Improvement Project; • use Council’s threatened species layer on the Geographical Information

Systems to assist in assessing Development Applications; • have a noxious weeds program; • are investigating the impact of feral animals on biodiversity.

8.2.3 ensure erosion and movement of sediment is prevented or minimised on sites where development occurs;

8. WATER Water: The amount and quality of water that is available.

8.2.4

Investigate and where appropriate, adopt, implement and promote best practice technological advancements that result in cleaner water and its more efficient use;

8.2.5

In conjunction with the State Government, develop and implement a coordinated program of water quality monitoring:

8.2.6 Continue to enforce legislation and Council’s polices in relation to water

pollution and conservation;

8.1

The Outcomes we want to achieve are:

8.2.7 Implement a comprehensive range of measures in the areas of education and on-ground works to address water quality and availability;

8.1.1 Contribute to meeting the management targets for water quality in the Murrumbidgee Catchment Blueprint;

Services

8.2.8 Inform and educate the community on the need for good quality water and efficient water use practices;

8.1.2

A community that has an understanding of and commitment to best practice catchment management principles and is committed to water use efficiency;

8.2.9 Continue to support individuals and community groups whose aims align with the above outcomes for water.

8.1.3 All sources of water are considered and allocated in a sustainable manner;

8.1.4 Catchments and riparian land are managed to minimise adverse impacts on water quality;

8.1.5 Receiving waters are not degraded by pollutants associated with stormwater, sewage, wastewater, soil disturbance or illegal disposal of materials;


• are completing a State of the Environment Report; • have Stormwater Action Plans for the six sub catchments around the

City; • monitor groundwater levels and quality; • measure water quality in Lake Albert;

OOuurr GGooaall iiss:: WWaatteerr iiss mmaannaaggeedd ttoo pprrootteecctt aanndd eennhhaannccee qquuaalliittyy,, aanndd eennssuurree ssuussttaaiinnaabbllee ssuuppppllyy..

8. WATER – (CONTINUED)

Our Strategies to achieve them are to: 9.2 Policy

9.2.1 Address priorities in the State of Environment Report and other relevant reports related to atmosphere in the following year’s Council Management Plan;

9.2.2 Review Councils regulatory and policy framework to ensure activities which generate atmospheric pollutants or nuisances are minimised;

Programs 9.2.3 Develop and implement a transport plan that minimise emissions or

greenhouse gasses;

• are completing a State of the Environment Report; • have Stormwater Action Plans for the six sub catchments around the City; • monitor groundwater levels and quality; • measure water quality in Lake Albert; • have an effluent reuse program; • are investigating a partnership with the ‘Green Plumbers’ and

‘EnviroPlumbers’ programs; • are implementing a Sediment and Erosion Control program to protect

waterways; • monitor the effluent quality at effluent reuse facilities; • are investigating a water tank policy potential with Riverina Water.

9.2.4 Investigate and promote best practice technological advancements that result in cleaner production, renewable energy use and energy use reductions

9. ATMOSPHERE Atmosphere: The quality of air and the nuisances which can result

such as noise and odour.

9.2.5 Lobby other levels of government to put in place a comprehensive air quality monitoring program for the City:

9.2.6 Continue to enforce legislation and Council’s polices on atmospheric pollutants and nuisances;

Services


9.2.7 Inform and educate the community in atmospheric pollutant and nuisance issues;

9.1.1 The goals for ambient air quality under the National Environment Protection Measure are achieved;

9.2.8 Continue to support individuals and community groups whose aims align with the above outcomes for air quality.

9.1.2 Cleaner production, renewable energy use and energy use reductions resulting in cleaner air are widely accepted and used;

9.1.3 A transport network that minimises emissions of greenhouse gasses;

9.1.4 A community that demonstrates an understanding of and commitment to addressing atmospheric issues affecting health and liveability;

9.1.5 Excessive or unreasonable atmospheric pollutants or nuisances, including greenhouse gas emissions, are eliminated or minimised.

In 2004 in relation to this Theme, we currently:

• are completing a State of the Environment Report; • run a wood smoke Reduction Program across the City; • have an energy rating system for new homes; • enforce State Legislation in relation to atmospheric pollutants and

nuisances; • are implementing a Cycle ways program; • are considering different Frameworks ) eg: the Cities for climate

Protection’ program) to address the possibility of global warming; • Monitor odour at Cartwrights Hill.

OOuurr GGooaall iiss:: AAiirr qquuaalliittyy iiss pprrootteecctteedd aanndd eennhhaanncceedd..

10. WASTE

Waste: The surplus or unwanted by-product of activity.

Services

10.2.7

Provision of waste disposal and management facilities for the widest possible range of materials;

10.2.8

Review the solid waste strategy;


10.2.9

Assist industry in locating appropriate external waste management services to handle wastes not able to be handled locally;

10.1.1

A viable and sustainable waste industry.

10.2.10

Advise on waste disposal and management options and facilitation of commercial services;

10.1.2 A community with an awareness of and concern for the environment, particularly with regard to inappropriate disposal and recycling of wastes;

10.2.11

Continue to support individuals and community groups whose aims align with the above outcomes for waste.

10.1.3 A community with a sense of stewardship which results in minium recycling and reuse of materials.

10.2 Our Strategies to achieve them are to: Policy 10.2.1 Address priorities in the State of Environment Report and other relevant

reports related to waste management in the following year’s Council Management Plan;

10.2.2 Review Council’s regulatory and policy framework to ensure waste management is addressed;

10.2.3 Facilitate commercial and non council services; Programs

10.2.4 Sewer service extension (villages and centres of population);

10.2.5 Waste education and service promotion;

10.2.6 Continue to implement the onsite Sewerage Management System;

In 2004, in relation to this theme, we currently:

• Provide a kerbside waste collection service and are reviewing longer term strategies for its provision;

• Provide a waste disposal and management facility and are preparing for the next stage of expansion and improved user comfort and safety;

• Carry out extensive environmental monitoring around the waste management facility

• Facilitate the provision of a very wide range of recycling services; • Provide a sewer service; • Review sewage treatment standards and discharge conditions • Use around 30% of our treated effluent off stream; • Implement and monitor the current Onsite Sewerage Management

System; • drumMuster, ChemCollect, Hazardous Waste collection, various

REROC waste Forum Promotions.

OOuurr GGooaall iiss:: WWaassttee iiss mmaannaaggeedd ssoo tthhaatt iitt ddooeess nnoott aaddvveerrsseellyy aaffffeecctt oouurr eennvviirroonnmmeenntt oorr hheeaalltthh..

Social

11. ACCESS AND EQULITY Programs

Access and Equality:

The right of all people to have fair and just access to available services and facilities.

11.2.7 Participate in local and regional networks and build partnerships where appropriate to promote social justice outcomes and strengthen the community;

11.2.8 Review works programs and practices to incorporate the above outcomes;

11.2.9 Provide opportunities which promote social inclusion for residents

and visitors through information, facilitation, education and referral;

11.1 The Outcomes we want to achieve are: 11.2.10 Promote ‘best practices’ for access in local business;

Services 11.1.1 A tolerant community in which all people are mage to feel welcome and know they belong;

11.1.2 An increased level of participation in local and community affairs; 11.2.11 Provide information and opportunities to community members on

ways to contribute to community development and social inclusion;

11.1.3 Public facilities and services that meet the needs of the community; 11.2.12 Support programs where the aims align with the desired outcomes.

11.1.4 A transport system that provides the community with the opportunity to use a mix of private and public transport that addresses mobility, affordability and sustainability.

11.2 Our Strategies to achieve them are to: Policy 11.2.1 Be an advocate for groups and individuals that experience disadvantage;

11.2.2 Be an organisation that maintains standards of access and equity both internally and externally;

11.2.3 Consider social implications in all Council’s planning and policy making processes including the recommendations of the Social Plan, the Recreation, Cultural and Open Space Plans and the Disability Action Plan;

11.2.4 Review Council’s regulatory and policy framework to ensure social justice is addressed;

11.2.5 Review Council policy, procedures and guidelines to ensure compliance with statutory obligations;

11.2.6 Create Council’s communication policy;


• are implementing the 2003-2008 Social Plan; • are implementing a new Disability Action Plan; • have commenced the City’s Childcare Review; • have reviewed the City’s Recreation, Cutlural and Open Space Plans; • consult with advisory committees; • have programs/activities, inclusive of all community groups;

eg: Youth Week Regular Youth entertainment events Seniors Week Summer in the Parks Twilight by the Lagoon Children’s Week School Holiday Programs Publis Programs specific to current exhibitions and activities at our Museums, Library, Art Gallery and Oasis Regional Aquatic Centre Australia Day;

OOuurr GGooaall iiss :: AA ccoommmmuunniittyy iinn wwhhiicchh ooppppoorrttuunniittiieess,, ffaacciilliittiieess aanndd sseerrvviicceess aarree aavvaaiillaabbllee ttoo aallll rreessiiddeennttss aanndd vviissiittoorrss..

11. ACCESS AND EQUITY - CONTINUED

• auspice programs/services that resource and develop individuals and groups to access community facilities/services eg:

Home and Community Care Services Eastern Riverina Children’s Resource Service; The Southern NSW in Home Care Resource Service and Connecting Families Program; • have developed and budgeted a new position with Council of Indigenous

Community Worker; • have developed and budgeted a new position with Council of Indigenous

Community Worker; • provide ongoing support of community based childcare services in the City; • support individuals, community groups and programs annually through Annual

Community Grants – Community Development Grants Community Relief Grants Under Section 356 Crow awards Neighbourhood Association Grants Facility Improvements Grants; • Provide community facility upgrades including;

Stage Two – Glenfield Community Centre (Multi Purpose Hall), Uranquinty Public Amenities, Best Family Graves Restoration/Fencing, ‘Oasis’ Landscaping, New community park – Morgan Street, New playgrounds – Lloyd & Bourkelands, Replace playgrounds – Fife Gardens, Rotoract Park, Leavenworth Drive and Lake Albert (Boat Club) New Equestrian arena at Equex including new amenities building and Wagga Beach upgrade.

• Access and equality issues are considered in capital works programs; • As part of routine inspections, undertake audits of Council’s facilities to identify

gaps in compliance with relevant statutory obligations.

12. RECREATION AND CULTURE – (CONTINUED) In 2004, in relation to this Theme, we currently:

• Are reviewing Council’s Recreation, Cultural and Open Space Plans; • Review polices affecting our areas of service provision; • Manage the community use of a range of facilities and places; • Consult with Advisory Committees; • Collaborate with Charles Sturt University (CSU) under the terms of the

CSU/Wagga Wagga City Council Cultural Services Cooperation Agreement; • Collaborate with the Ministry for the Arts for the provision ogf the Library, Art

Gallery and Museum; • Deliver an annual program of affordable and/or free community celebrations

and events, including: Youth Week Seniors Week Children’s Week Summer in the Parks Loud in the Library and Gig in the Garden, - Live music events for young people Twilight by the Lagoon Australia Day Active Australia Day • Support community cultural development through volunteer training, assistance

groups to access funding both external and internal to Council; • Support the Eastern Riverina Arts Program through regional Arts Development

Program in partnership with the State Government; • Provide a broad, integrated and inclusive range of social, cultural, recreational

and educational programs; • Undertake, facilitate and/or support cultural, sporting and recreational events; • Liaise and consult with community groups and individuals in accordance with

Council’s Consultation Policy; • Administer Council’s Annual Grants Program; • Develop and maintain parks, playgrounds, sportsgrounds and reserve to

existing service levels;

• Review urban design master plans to ensure appropriate provision of open space;

• Are developing infrastructure guidelines for the development of community parks, playgrounds and reserves;

• Are progressively developing ‘Plans of management for parks, sportsgrounds and reserves.

13. PUBLIC HEALTH AND SAFETY

Services Public Health and

Safety: The health, well-being and safety of residents and visitors. 13.2.7 Provide and manage Wagga Wagga’s public cemeteries and

crematorium; 13.2.8 Develop and implement public awareness and education programs to

inform the public about environmental and other risks that affect personal health;

13.2.9

Provide inspection and advisory services for food outlet operators and their staff;


13.1.1 Health and allied services and facilities that meet local and regional community needs;

13.2.10 Provide inspection and advisory services related to public swimming pools, caravan parks, building activities and environmental pollution;

13.1.2 Police, emergency and judicial services and facilities that meet local and regional community needs;

13.2.11 Ensure Council’s by-laws, regulations and polices are promoted and enforced;

13.1.3 A community that is aware of positive health behaviours and manage risks;

13.1.4 Infrastructure and services that meet appropriate standards.

13.2 Our Strategies to achieve them are to: Policy 13.2.1 Ensure construction and refurbishments of all developments meet

recognised standards and guidelines; 13.2.2 Develop a community Disaster Risk Management plan in conjunction with

the community; Programs 13.2.3 Undertake public health activities to meet the Gold standard of the NSW

Public Health Award;

13.2.4 Provide advocacy on behalf of the community for the provision of health infrastructure;

13.2.5

Advocate for changes to government health policy to deliver equitable access to health services;

13.2.6 Provide advocacy on behalf of the community for the provision of police, emergency and judicial services and facilities that meet community needs;

In 2004, in relation to this Theme, we currently: • Carry out a monthly childhood immunisation program; • Implement a program to manage to manage on-site sewerage systems; • Carry out inspections of food businesses, funeral directors, skin

penetration premises, public pools and spas, and premises with water cooling systems; Oversee a co

OOuurr GGooaall iiss :: AA hheeaalltthhyy ccoommmmuunniittyy wwhheerree rreessiiddeennttss aanndd vviissiittoorrss hhaavvee aa ssttrroonngg sseennssee ooff wweellllbbeeiinngg,, aanndd ssaaffeettyy..

• mmunity sharps disposal program; • Provide and manage public cemeteries and crematorium within Council’s

pricing policy objective so as to return a total cost recovery for the activities provided;

• Chair and participate in Wagga Wagga’s Local Emergency Management Committee;

• Provide contributory funding to the provision of Rural Fire Services and NSW Fire Brigades as required by legislation;

• Review and implement capital works programs to meet the desired outcomes;

• Advocate for a guarantee from the NSW Government that the regional public Base Hospital redevelopment will be included on the capital procurement schedule of the NSW Department of Health for commencement of construction in 2006/07;

• Advocate for equitable access to health services through the Federal and State Governments;

• Conduct road safety awareness programs; • Promote compliance with Council’s polices.

14. BULIT ENVIRONMENT Programs

Built Environment:

The built physical elements that create the shape, form and function of our communities.

14.2.7 Develop and implement urban Design Polices, Public Arts Policy and the Master Plans for all identified centres, neighbourhoods and villages;

14.2.8 Annually review and implement capital works programs; 14.2.9 Investigate opportunities for joint venture and partnering arrangements

in the provision of community facilities;


14.2.10 Reward high quality development by implementing excellence recognition schemes;

14.1.1 Natural and cultural assets are protected and enhanced;

14.1.2 Public facilities and community gathering places which promote community networking and create a “sense of place”;

14.2.11 Implement the recommendations of: • Council’s Access and Equity plan; • Recreation, Cultural and Open Space Plans; • Disability Action Plan;

14.1.3

Development which is innovative, environmentally and climatically responsive to the needs of the community;

14.1.4 Community facilities which are multi-functional and flexible;

14.1.5 The built form and shape promotes safe, convenient, efficient and economic movement systems;

14.2.12 Review and adopt: • Flood Risk Management Plan • Bush Fire Rating Plans • Salinity Action Plan • Other relevant plans

Services 14.1.6 Coordinated and responsible provision of public utilities, services and amenities. 14.2.13 Ensure compliance with building and planning legislation

14.2 Our Strategies to achieve them are to: Policy

14.2.14 Continue to support individuals, community groups and programs whose aims align with the desired outcomes;

14.2.1 Enable a range of housing options in keeping with changing needs of our community, including affordable housing;

14.2.15 Provide financial assistance in the form of grants for conservation works.

14.2.2 Prepare a new Integrated Local Environmental Plan and DCP to incorporate the vision and all relevant outcomes;

14.2.3 Maximise the potential for all sectors to contribute positively to the built environment outcomes of the LEP & DCP

14.2.4 Develop an integrated Transport Plan; 14.2.5 Advocate for essential community facilities;

14.2.6 Review all urban design master plans;

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Programs

15.2.4 Establish community networks that will support the individual needs of the community and the people within the community;

15.2.5 Review capital works programs to ensure the needs of neighbourhoods and villages as identified in consultation

15.2.6 Conduct community consultation to identify community attitudes and needs regarding the delivery of council programs and services;

15.2.7 Fund and promote an annual grants to encourage community volunteering and community-based responses to local needs;

In 2004, in relation to this Theme, we currently: • Are reviewing the City’s Structure Plan, as a prelude to a new LEP; • Are implementing the 2003/2008 Social Plan; • Are reviewing the Recreation Cultural and Open Space Plans; • Are implementing the Urban Design (Upgrade) for Fitzmaurice Street; • Are reviewing the Engineering Guidelines for Subdivisions and Developments

1996; • Are developing master plans for Bourkelands/Lloyd, Estella and Boorooma

neighbourhood, St Michaels High School site; • Are reviewing urban design masterplans to ensure appropriate provision of

open space; • Are reviewing Vision 21; • Provide a principal certification service.

15. NEIGHBOURHOODS AND VILLAGES

15.2.8 Foster opportunities for all community groups to participate in building the community;

Neighbourhoods and Villages:

Localities which maintain a community identity based on a shared area.

15.2.9 Provide a system to record and conserve community heritage;

Services


15.2.10 Assist community organisations in villages and neighbourhoods to access a range of community services and funding sources through formulation of partnerships with Government Agencies, Non-Government Agencies and communities.

15.1.1 The communities to maintain and enhance their diverse characteristics identity, and sense of community for current and future generations;

15.1.2 Community awareness and appreciation of local cultural heritage; 15.1.3

Conservation of local cultural heritage;

15.1.4 Community development and engagement based on consultation and needs.

15.2 Our Strategies to achieve them are to: Policy 15.2.1

Record and conserve community heritage;

15.2.2 Review the LEP and DCP’s to ensure that land use planning embraces the determined community enhancement strategies;

15.2.3 Review Council’s regulatory and policy framework to ensure neighbourhoods and villages are addressed;

In 2004, in relation to this theme, we currently:

• Facilitate community consultation as part of the Social Plan; • Provide direct support through programs and consultation for the targeted

rural villages through the Connecting Familles Projects; • Provide Mobile Library • Provide mobile Childcare; • Provide community consultation with Councillors • Support individuals, community groups and programs through Annual

Community Grants – Community Development Grants Community Relief Grants Under Section 356 Crow Awards Neighbourhood Association Grants Facility Improvements Grants;

OOuurr GGooaall iiss :: TToo mmaaiinnttaaiinn tthhee pphhyyssiiccaall aanndd ssoocciiaall cchhaarraacctteerr aanndd iinnffrraassttrruuccttuurree ttoo aacchhiieevvee aanndd eennhhaannccee aa ssuussttaaiinnaabbllee ccoommmmuunniittyy

eennvviirroonnmmeenntt..

• Are upgrading to sealed roads in Oura, Gumly Gumly, Uranquinty, Currawarna and Tarcutta;

• Install new bus shelters in Uranquinty and Collingullie; • Provide civil infrastructure maintenance to villages including tree, kerb and

footpath works; • Are completing Village salinity tree planting program; • Provide drainage works and improvements in Humula; • Are implementing the recommendations of the Wagga Wagga City Council

Rural Heritage Study (2000); • Are continuing negotiations with State and Federal Governments for provision

of a Truck Stop at Tarcutta; • Are implementing low pressure sewerage systems to villages; • Provide waste collection services to Ladysmith, Mangoplah, Oura, Tarcutta

and Gumly Gumly; • Facilitate private treaty collection services to Collingullie, Uranquinty and San

Isadore; • Operate waste receival facilities at Tarcutta, Humula, Mangoplah, Collingullie,

Galore and Currawarna.

Greater Wagga Wagga

16. STRATEGY AND PLANNING

Strategy and Planning:

Relating to the present and future purpose and plans developed for and by Council.

16.2.5

Engage all staff in business planning and performance indicator development;

16.3.6 Regularly monitor and review the performance of the organisation against its corporate values and standards;

16.2.7 Monitor and review plans to ensure that they remain in line with Council directions and priorities.


16.1.1 A consultative, analytical planning process that enables best value;

16.1.2 Plans that identify the needs and facilitate sustainability of the community and council;

16.1.3 Clear integrated objectives, strategies and plans that are understood and embraced;

16.1.4 Present and future needs of the community and council are addressed;

16.1.5 Direction, strategies and outcomes are communicated to stakeholders;

16.1.6 Continuous improvement by communication and review.


16.2.1 Regularly consult the community in a coordinated manner;

16.2.2 Establish clear corporate priorities every four years and review every year;

16.2.3 Develop a clear vision statement, corporate values and standards and ensure these are communicated to all stakeholders;

16.2.4 Develop a clear visions statement, corporate values and standards and ensure these are communicated to all stakeholders;


• Carry out community consultation on a number of issues; • Are developing a strategic Plan; • Are establishing a framework for the alignment of planning; • Have developed a common format for business plans and are

introducing these into all areas; • Provide quarterly reports on corporate indicators and Implementation of

the Management Plan.

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17. PEOPLE AND LEARNING People and Learning:

The people resource of Council, their values and level of knowledge and skill.

17.2.4

Provide recognition and reward for high performance and address areas requiring further development;

17.2.5 Develop and maintain a work environment that is open, flexible and supportive of staff;

17.2.6 Promote work life balance;

17.1 The Outcomes we want to achieve are: 17.2.7 Develop effective workforce planning strategies to meet current and

future needs;

17.2.8 Promote risk awareness and identification at all levels;

17.1.1

A safe and enjoyable working environment that promotes involvement and opportunity for all staff;

17.2.9 Adhere to all OH&S polices procedures and guidelines. 17.1.2 Organisational values that are embraced by staff;

17.1.3 Dynamic teams that deliver best value through: • Performance • Accountability • Innovation • Responsiveness; •

17.1.4 Quality leadership that is skilled, responsive and transparent;

17.1.5 A workplace that recognises performance and provides on-going feedback for continuous improvement;

17.1.6 A variety of working patterns that meet Council and employee needs.


17.2.1 Involve all staff in developing organisational values and include in recruitment selection and appraisal of staff performance;

17.2.2 Invest in the on-going development of team leadership to develop a highly skilled and flexible workforce;

17.2.3

Support staff to develop and acquire skills to enhance professional development;

In 2004, In relation to this Theme, we currently:

• Are developing change management and leadership development programs;

• Carry out annual formal performance appraisals of all staff; • Provide opportunities for staff development and advice on career

planning; • Have a Risk Management Committee; • Have a comprehensive OH&S system with good results in injury

management.

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18. CUSTOMER AND COMMUNITY Customer and Community:

Interaction of how Council relates to stakeholders and its community.


18.1.1 An organisation that exhibits friendly, transparent and open

communication;

18.1.2 Improved levels of service and provision of information that is readily available to all;

18.1.3

An engaged community;

18.1.4 Customer and community confidence in the organisation;

18.1.5 Community leadership.


18.2.1 Establish clear customer service s

18.2.2 Train staff on customer service ex t of customer services outcomes;

18.2.3 Streamline services for clients;

18.2.4 Develop, implement and constantconsultation strategies and proce

18.2.5 Review present dissemination of equitable access for our custome

18.2.6 Facilitate open dialogue and incre

18.2.7 Seek feedback on our service sta

18.2.8 Advocate on behalf of the commuimpact on the community.

In 2004, In relation to this Theme, we currently:

• Are establishing key performance indicators for our corporate customer service characters;

• Have appointed a communication coordinator; • Facilitate a number of Advisory Committees to Council; • Are commencing an organisation review to ensure the whole organisation

has the resources, correctly deployed, to deliver best value outcomes.

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tandards;

pectations and measure achievemen

ly monitor communication and sses;

information with a view to developing rs;

ased participation;

ndards;

nity on local and regional issues that

19. TOOLS AND RULES

19.2.4 Regularly review systems and processes to ensure they are efficient, cost effective and eliminate duplication;

Tools and Rules:

The systems and processes which support the ability of employees to deliver well targeted and responsive services and programs.

19.2.5 Investigate innovative ways to address desired outcomes;

19.2.6 Encourage staff to think and deal innovatively with all aspects of their work. 19.1 The Outcomes we want to achieve are: 19.1.1 Integrated, strategically aligned and efficient knowledge, information and

support systems;

19.1.2 Corporate consistency in polices and procedures and their applications;

19.1.3 Processes and systems that facilitate organisational growth and improvement;

19.1.4 Outcomes based processes;

19.1.5 The highest standards of governance;

19.1.6

Acceptance of accountability at all levels.


19.2.1 Develop integrated business specific management reporting;

19.2.2 Develop and implement an action plan to audit and amend, where necessary, existing databases to ensure accuracy of data;

19.2.3 Develop and implement an action plan to ensure all systems and processes are documented, easily accessible, well known to, and used by employees;


• Have established user groups for major applications to address issues; • Are undertaking compliance reviews in relation to council processes and

procedures (e.g. DLG Checklist, Governance Health Check); • Are reviewing our business Continuity Plan; • Are reviewing our management planning process and further developing our

Management planning process and further developing our Management Plan to assist in alignment and integration of plans.

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20. BUSINESS AND FINANCIAL PERFORMANCE 20.2.6

Ensure budget compliance;

Business and Financial:

The provision of business and financial services to the organisation to manage the delivery of services and programs.

20.2.7 Review and assess business and service delivery options;

20.2.8

Identify council business that can be done on-line and establish action plans for conservation;

20.2.9 Ensure IT capability for e-business;

20.2.10

Integrate e-business strategies into business plans.


20.1.1 Quality services and programs delivered at best value;

20.1.2 Efficient and effective utilisation of assets and other allocated resources to meet organisation and community needs;

20.1.3

Financial sustainability;

20.1.4 Maximised business opportunities;

20.1.5 50% of business on-line by 2010.


20.2.1 Establish benchmarks for service standards;

20.2.2 Review and assess current services and programs to ensure delivery is efficient, effective and appropriate;

20.2.3 Identify performance gaps and establish action plans to address these;

20.2.4 Ensure integration of other Council plans with the long term financial plan (LTFP);

20.2.5 Apply prudent financial management strategies;


• Are preparing a long term financial plan; • Are commencing the review of all Council operations to deliver Best Value

outcomes; • Have commenced investigation into Council’s e-business capabilities and

requirements; • Formally review budgets monthly and report any variations; • Are investigating systems based options for integration of our Strategic,

Business and Operational Plans.

OOuurr GGooaall iiss:: AA ffiinnaanncciiaallllyy sseeccuurree aanndd ssuussttaaiinnaabbllee oorrggaanniissaattiioonn tthhaatt ddeelliivveerrss bbeesstt vvaalluuee sseerrvviicceess aanndd pprrooggrraammss..

Organisational Structure

Councillors & Mayor General Manager

Media/PR Internal Audit

Asset Management Commercial Strategy External Services Strategic Development Support Services *infrastructure Management *Tourism & Marketing *Development Services *Integrated Planning *Financial Services -civil, community, waste *Commercial Development

*Recreation & Cultural Services *Organisational Development

*Information Services

-recreational, commercial

*Social Development * Administration Services *Property Commercial Response *Natural Environment City Planning *Supply Services *Rural Fire Service *industry liaison *Regulatory Services *GIS *business analysis *Customer Service *integrated planning Admin/GovernanceEngineering Assets *land use planning *administration *roads, drains, footpaths Marketing & Tourism Development Services *infrastructure planning *records management *levees, bridges *tourism & marketing *development control &support *printing *traffic management *visitors information centre *plumbing & building Organisational Development *civic centre *waste management *tourism programs * risk management *civic receptions

Natural Environment *OH&S

Operations Visitors Information Centre *natural environment services *business planning Financial Services*construction & maintenance *infectious disease control *communication *budget management *waste services (sewer, solid) Events management *tree management *research & systems *statutory accounting *parks *immunisation *human resources *treasury *saleyards *food control *training & education *rates, debtors, creditors *weed spraying *environmental monitoring,

regulating & reporting *payroll & superannuation

Recreation, Building & Business Assets

Recreation & Cultural Services

Information Services

*maintenance management *art gallery, city library *network management *Property management

*civic theatre, museums

*software support

* Rural Fire Service

*recreation services

*web development *Cemeteries/crematorium

*cultural services *web administration *Airport

*saleyards (buildings) Regulatory Services Supply Services *Wiradjuri Golf Centre *rangers: parking, animal control *purchasing *parks, gardens, sportsgrounds

*noxious weed inspection

*store *aquatic centre *fleet management *council buildings Customer Service *hire management *central enquires *depot management Technical Staff *switchboard & cashiers *workshop *investigation *project management

Social Development

*social planning *Youth and Community development programming *family day care/in home care *supplementary services *home and community care *road safety *indigenous community development

*Community services

Wagga Wagga Strategic Plan Toward 2010

Glossary

GLOSSARY

DEFINITIONS, ACRONYMS AND ABBREVIATIONS

Agri-biotech: Biotechnology used in an agricultural context. Align: To have things lined up in parallel – plans that are connected. Asset/s: Anything of material value or usefulness Conservation: The preservation and protection of (the environment) and the wise use of (natura)l resources Degradation: A process whereby something is reduced to something of a lesser quality or complexity. Ecologically sustainable development (ESD): Development is defined as sustainable if “it meets the needs of the present without compromising the ability of future generations to meet their own needs.” (Brundtland Report 1987). ESD is the best use, conservation and enhancement of the community’s resources so that ecological processes are maintained and quality of life increased. Effective/effectively: Having a result or consequence; creating an impression on. Efficient/efficiently: The ratio of useful work performed, or a result, to the total energy, or resource, expended. Habitats: The place(s) where a plant or animal special naturally lives and grows: or characteristics of the soil, water and biological community (other plants and animals) that make this possible. Hub: A location in which a particular activity occurs eg freight transfer, passenger movements. Incompatible land use: Land use that does not complement the economic, environment and social resources. Innovative: New, creative, original thinking. Intermodel hub: A location in which goods are moved between transport modes; eg road to rail Natural: Existing in or produced by nature – not manufactured or created by people Noxious weeds: Weeds declared under the Noxious Weeds Act 1993 On-line: Accessible by computer

Open Space: Areas of land set aside and possibly developed for public use and recreation, and natural pockets, in an urban area. An open space system is a network of city parks and open spaces that are complementary in scale, function and design. Portal: A site used as an entrance to other sites on the internet RRDB: Riverina Regional Development Board Significant (land uses/resources/sites etc): Important in effect or meaning – held to be meaningful Stakeholders: People or organisations that have a specific or vested interest in an issue Statutory: Required by or getting authority from law or statute. Strategic: Planning for a response or future response to a changing environment Sustainable/sustainability: Especially of development, which conserves an ecological balance by avoiding the depletion of natural resources. Sustainable development: Development which provides economic, social and environmental benefits in the long term. To achieve this, sustainable development must have regard to the living and non-living resource base and conservation of resources. The aim is not to disadvantage future generations. Targeted weeds: Are those weeds for which Council coordinates a control program Telco: Telecommunications company Traditional Owners: The Wagga Wagga LGA is situated within Wiradjuri country. The Wiradjuri people were the first people to inhabit the area, and developed strong social, economic, environmental and cultural links to the country. Zones/Zoning/Zoned Land: The most common way of controlling development; conventional zoning reserves areas for specific land uses

GLOSSARY – (CONTINUED)

ORGANISATIONS, COMMITTEES AND OTHER STAKEHOLDERS MEANTIONED IN THIS DOCUMENT

PLANS AND REPORTS MENTIONED IN THIS DOCUMENT

Country Energy: Australian energy services corporation owned by the NSW Government e-commerce Committee: An advisory committee of businesses providing strategic advice to Council on economic development matters. Local Emergency Management Committee: This committee is responsible for the preparation of plans in relation to the prevention of, preparation for, response to and recovery from emergencies in the local government area. These responsibilities include such activities as risk management, multi agency training and exercises and supporting combat agency education programs. Murrumbidgee Catchment Management Authority: This is a community managed statutory organisation established by the NSW Government in January 2004. The Management Authority is working with the Murrumbidgee community to prioritise and target investment in natural resource management REROC: Riverina Eastern Regional Organisation of Councils Riverina Telco: A local community based telecommunications provider. Riverina Water: County Council that provides construction, operation and maintenance of works for water supply within the Shires of Greater Hume, Lockhart and Urana, and the City of Wagga Wagga.

Acceler_8: An economic development strategy comprising 8 key strategies to accelerate Wagga Wagga’s growth through to 2008. Agenda 21: This is a program aimed at implementing sustainable development at the local level. It comprises systems and processes to integrate environmental, economic and social development. Biodiversity Planning Project: The project aims to assist Wagga Wagga City Council to identify strategic planning and management opportunities for promoting biodiversity conservation. Cultural Plan: Provides a strategic direction for the provision,, maintenance and development of cultural facilities, programs and services for residents of the Wagga Wagga LGA. Together with Council’s Recreation and Open Space Plans, it defines Council’s lifestyle aspirations for its constituency. Disability Action Plan: This Plan identifies strategies and Council’s commitment to addressing access and equity needs of people with a disability. Council adopted its current Disability Action Plan in July 2004. DCP – Development Control Plan: A plan that provides more detailed provisions than are contained in a local environment plan in respect of a part or parts of the land to which that plan applies. A DCP is controlled by a local environmental plan. LEP - Local Environmental Plan (NSW): A plan formulated by a local government within the terms of the Environmental Planning and Assessment Act 1979, and relating to the whole or any part of the local government area. A local environment plan must set out the principal elements of land use by zones. Management Plan: Required by the Local Government Act (1993), it sets out a council’s proposed strategy for at least the following 3 years, together with its proposed revenue policy for the next year. The Management Plan is to include a statement of the council’s objectives and performance targets for its principal activities. Marketing and Tourism Plan: A plan that provides strategies to effectively market Wagga Wagga to visitors, potential residents and potential businesses. Murrumbidgee Catchment Blueprint: A whole of government 10 year plan for the integrated catchment management of the Murrumbidgee River. It sets overarching natural resource priorities, consistent with NSW and Commonwealth Government policy.

GLOSSARY – CONTI NUED

PLANS AND REPORTS MENTIONED IN THIS DOCUMENT – (CONT) PLANS AND REPORTS MENTIONED IN THIS DOCUMENT – (CONT)

Natural Resource Management Plan: A plan that outlines the community’s aspirations for its natural resources and the necessary rules relating to its management. It includes: - catchment action plans; waste management plans; water sharing plans; regional vegetation plans. Open Space Plan: A tool by which a local authority establishes its open space needs, and priorities for open space acquisition and development Plans of Management: Strategic document regulating the use and management of Public Land classified “Community Land” as defined in the NSW Local Government Act 1993. Recreation Plan: Provides the strategic direction for the provision, maintenance and development of recreation facilities, programs and services for residents of the Wagga Wagga LGA. Together with Council’s Cultural and Open Space Plans, it defines Council’s lifestyle aspirations for its constituency. Salt Action Plan: Plan for 2002-2007 to manage rising water tables and salinity in the local government area Social Plan: A Social Plan is a planning tool used by council to: understand the impact of demographics on policy, strategy and the operations of Council; identify the needs and aspirations of the community and the strategies it will undertake to address issues identified in the Plan. A Social Plan is a requirement of the Department of Local Government. State of the Environment Report (SoE): A local SoE report provides a summary of the attributes of the local government environment and the human impacts on that environment. It also provide a public record of the activities of government, industry and the community in protecting and restoring the environment. Vision 21: A planning document that fully examines the constraints, issues and options for the City in terms of land use development and compiles a strategy to frame the future directions of city development to arrive at appropriate urban, social, economic and environmental outcomes.

Wiradjuri Heritage Study: Completed in 2002, the Wiradjuri Heritage Study is a comprehensive review of traditional and contemporary indigenous cultural practice and knowledge specific to the people of Wiradjuri country residing in the Wagga Wagga LGA. SPECIAL INITIATIVES OR PROJECTS MENTIONED IN THIS DOCUMENT CISSES project: A joint project between business and local government promoting the development of a series of intermodel road/rail hubs between Brisbane and Melbourne to improve supply chain opportunities for regional businesses. Eastern Riverina Arts Program: Jointly funded by 13 local councils and the NSW State Government, the program is responsible for undertaking community cultural development and raising the profile of Cultural Development programs in the Eastern Riverina. Rocky Hill Commercial Campus: A commercial business park – concept at this stage to accommodate the needs of businesses being targeted to relocate to Wagga Wagga through the Acceler_8 strategy Sporting Hall of Fame: In 1993 Council established a Sporting Hall of Fame to recognise the outstanding achievement of Wagga Wagga athletes who have reached the highest level of their chosen sport (many of Australia’s best known sporting champions were raised in Wagga Wagga). It is currently housed in the Museum of the Riverina. Sturt Highway Improvement Project: This is a project to improve the physical appearance of the main thoroughfare through the city, as many travellers will form their opinion of Wagga Wagga from the view from the highway alone. Wagga Agricultural Innovations Park: A joint venture research project being undertaken by the Charles Sturt University and the NSW Department of Agriculture to foster collaborative agricultural research.