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OrdinaryMeeting Notice and Agenda
An Ordinary Meeting of the Bega Valley Shire Council will be held at Council Chambers, Biamanga Room, Bega Valley Commemorative Civic Centre, Bega on Wednesday, 7 May 2025 commencing at 2:00pm to consider and resolve on the matters set out in the attached Agenda.
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Council meetings are recorded and live streamed to the Internet for public viewing. By entering the Chambers during an open session of Council, you consent to your attendance and participation being recorded.
The recording will be archived and made available on Council’s website www.begavalley.nsw.gov.au. All care is taken to maintain your privacy; however as a visitor of the public gallery, your presence may be recorded.
The Agendas for Council Meetings and Council Reports for each meeting will be available to the public on Council’s website as close as possible to 5.00 pm on the Thursday prior to each Ordinary Meeting. A hard copy is also made available at the Bega Administration Building reception desk and on the day of the meeting, in the Council Chambers.
The Minutes of Council Meetings are available on Council's Website as close as possible to 5.00 pm on the Monday after the Meeting.
1. Please be aware that the recommendations in the Council Meeting Agenda are recommendations to the Council for consideration. They are not the resolutions (decisions) of Council.
2. Background for reports is provided by staff to the Chief Executive Officer for presentation to Council.
3. The Council may adopt these recommendations, amend the recommendations, determine a completely different course of action, or it may decline to pursue any course of action.
4. The decision of the Council becomes the resolution of the Council, and is recorded in the Minutes of that meeting.
5. The Minutes of each Council meeting are published in draft format, and are confirmed by Councillors, with amendments if necessary, at the next available Council Meeting.
If you require any further information or clarification regarding a report to Council, please contact Council’s Executive Assistant who can provide you with the appropriate contact details
Phone (02 6499 2222) or email execassist@begavalley.nsw.gov.au.
· Is the decision or conduct legal?
· Is it consistent with Government policy, Council’s objectives and Code of Conduct?
· What will the outcome be for you, your colleagues, the Council, anyone else?
· Does it raise a conflict of interest?
· Do you stand to gain personally at public expense?
· Can the decision be justified in terms of public interest?
· Would it withstand public scrutiny?
A conflict of interest is a clash between private interest and public duty. There are two types of conflict:
· Pecuniary – regulated by the Local Government Act 1993 and Office of Local Government
· Non-pecuniary – regulated by Codes of Conduct and policy. ICAC, Ombudsman, Office of Local Government (advice only). If declaring a Non-Pecuniary Conflict of Interest, Councillors can choose to either disclose and vote, disclose and not vote or leave the Chamber.
· Is it likely I could be influenced by personal interest in carrying out my public duty?
· Would a fair and reasonable person believe I could be so influenced?
· Conflict of interest is closely tied to the layperson’s definition of ‘corruption’ – using public office for private gain.
· Important to consider public perceptions of whether you have a conflict of interest.
1st Do I have private interests affected by a matter I am officially involved in?
2nd Is my official role one of influence or perceived influence over the matter?
3rd Do my private interests conflict with my official role?
For more detailed definitions refer to Sections 442, 448 and 459 or the Local Government Act 1993 and Bega Valley Shire Council (and Model) Code of Conduct, Part 4 – conflict of interest.
Whilst seeking advice is generally useful, the ultimate decision rests with the person concerned.Officers of the following agencies are available during office hours to discuss the obligations placed on Councillors, officers and community committee members by various pieces of legislation, regulation and codes.
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Contact |
Phone |
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Website |
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Bega Valley Shire Council |
(02) 6499 2222 |
council@begavalley.nsw.gov.au |
www.begavalley.nsw.gov.au |
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ICAC |
8281 5999 Toll Free 1800 463 909 |
icac@icac.nsw.gov.au |
www.icac.nsw.gov.au |
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Office of Local Government |
(02) 4428 4100 |
olg@olg.nsw.gov.au |
http://www.olg.nsw.gov.au/ |
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NSW Ombudsman |
(02) 8286 1000 Toll Free 1800 451 524 |
nswombo@ombo.nsw.gov.au |
Under the provisions of Section 451(1) of the Local Government Act 1993 (pecuniary interests) and Part 4 of the Model Code of Conduct prescribed by the Local Government (Discipline) Regulation (conflict of interests) it is necessary for you to disclose the nature of the interest when making a disclosure of a pecuniary interest or a non-pecuniary conflict of interest at a meeting.
The following form should be completed and handed to the Chief Executive Officer as soon as practible once the interest is identified. Declarations are made at Item 3 of the Agenda: Declarations - Pecuniary, Non-Pecuniary and Political Donation Disclosures, and prior to each Item being discussed:
Council meeting held on __________(day) / ___________(month) /____________(year)
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Item no & subject |
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Pecuniary Interest
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In my opinion, my interest is pecuniary and I am therefore required to take the action specified in section 451(2) of the Local Government Act 1993 and or any other action required by the Chief Executive Officer. |
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Significant Non-pecuniary conflict of interest |
– In my opinion, my interest is non-pecuniary but significant. I am unable to remove the source of conflict. I am therefore required to treat the interest as if it were pecuniary and take the action specified in section 451(2) of the Local Government Act 1993. |
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Non-pecuniary conflict of interest |
In my opinion, my interest is non-pecuniary and less than significant. I therefore make this declaration as I am required to do pursuant to clause 5.11 of Council’s Code of Conduct. However, I intend to continue to be involved with the matter. |
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Nature of interest |
Be specific and include information such as : · The names of any person or organization with which you have a relationship · The nature of your relationship with the person or organization · The reason(s) why you consider the situation may (or may be perceived to) give rise to a conflict between your personal interests and your public duty as a Councillor. |
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If Pecuniary |
Leave chamber |
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If Non-pecuniary (tick one) |
Disclose & vote Disclose & not vote Leave chamber |
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Reason for action proposed |
Clause 5.11 of Council’s Code of Conduct provides that if you determine that a non-pecuniary conflict of interest is less than significant and does not require further action, you must provide an explanation of why you consider that conflict does not require further action in the circumstances |
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Print Name |
I disclose the above interest and acknowledge that I will take appropriate action as I have indicated above. |
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Signed |
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NB: Please complete a separate form for each Item on the Council Agenda on which you are declaring an interest.
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Council |
7 May 2025 |
Statement of Ethical Obligations
Recommendation
That the Minutes of the Ordinary Meeting held on 16 April 2025 as circulated, be taken as read and confirmed.
Pecuniary, Non-Pecuniary and Political Donation Disclosures to be declared and tabled. Declarations also to be declared prior to discussion on each item.
10.1 Exhibition of Integrated Planning and Reporting documents.................................................. 8
Representations by members of the public regarding closure of part of meeting
Adjournment Into Closed Session, exclusion of the media and public Error! Bookmark not defined.
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Council |
7 May 2025 |
Staff Reports – Business and Governance
07 May 2025
10.1 Exhibition of Integrated Planning and Reporting documents............................... 8
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Council 7 May 2025 |
Item 10.1 |
10.1. Exhibition of Integrated Planning and Reporting documents
This report recommends that a suite of Integrated Planning and Reporting documents including an outline of the services, projects and initiatives to be delivered over the next four years be considered by Council and placed on exhibition.
Director Business & Governance
1. That the draft Community Strategic Plan 2042, draft Delivery Plan 2025-2029, draft Long Term Financial Plan 2025-2034, draft Digital Services Strategy 2025-2029, draft Workforce Strategy 2025-2029, draft Strategic Asset Management Plan 2025-2029, draft Revenue Policy 2025-2026 and, draft Fees and Charges 2025-2026 be placed on public exhibition for 28 days.
2. Council host a total of four (4) community meetings during the exhibition period to share the plans and receive feedback. A meeting will be held in the towns of Eden, Merimbula, Bega and Bermagui during May 2025.
3. Following public exhibition, a further report be provided to Council for consideration of submissions and adoption of the draft Community Strategic Plan 2042, draft Delivery Program 2025-2029, draft Long Term Financial Plan 2025-2034, draft Digital Services Strategy 2025-2029, draft Workforce Strategy 2025-2029, draft Strategic Asset Management Plan 2025-2029, draft Revenue Policy 2025-2026 and, draft Fees and Charges 2025-2026 at the Council meeting on 23 June 2025.
Executive Summary
Under the NSW Integrated Planning and Reporting (IPR) framework councils are required to prepare an updated Community Strategic Plan, Resourcing Strategy (that collectively contains the Long Term Financial Plan, Digital Services Strategy, Workforce Strategy and Strategic Asset Management Plan), Delivery Program and Operational Plan after the commencement of a newly elected Council. Each year councils are also required to develop a Revenue Policy and budget, along with the annual Fees and Charges.
Council’s current Community Strategic Plan 2042 was adopted in June 2022 along with a supporting Delivery Program and Resourcing Strategy. Councillors and staff have collaborated to develop an updated suite of documents for this term of Council. The documents will be placed on public exhibition for 28 days, from Wednesday 7 May 2025 until close of business on Wednesday 4 June 2025 for the community to provide their feedback on the plans Council has developed.
Council continues to improve its IPR practices and this year have developed a combined Delivery Program and Operational Plan, now referred to as the Delivery Plan. This document provides improved visibility of the services and projects to be delivered in the next 4 years. As with any plan there will be adjustments made throughout this period as we respond to challenges and opportunities that come our way.
Council’s CEO has recently initiated a proposed organisational restructure. Future iterations of the plans included in this report may be adjusted pending the outcome of that process.
Background
The Local Government Act 1993 requires all NSW councils to review and adopt key integrated plans under the NSW Integrated Planning and Reporting (IPR) framework. Councils are required to prepare a Community Strategic Plan, Resourcing Strategy, Delivery Program and Operational Plan, Revenue Policy and Fees and Charges.
The Community Strategic Plan 2042 is a refresh on the previous iteration that was adopted in 2022. Delivering on the vision and objectives outlined in the CSP is not something Council can achieve in isolation. Shared decision making and effective working partnerships with government agencies, non-government organisations, business and, of course, the community will be critical.
The Resourcing Strategy is a collective label for four key planning documents; Long Term Financial Plan, Strategic Asset Management Plan, Digital Services Strategy and the Workforce Strategy. These supporting documents outline the assets, people, money and systems that are needed to implement our Delivery Plan.
For many years we have connected our planning to the themes in the Community Strategic Plan. This Delivery Plan is somewhat different. Firstly, we are fully combining the four-year Delivery Program and one-year Operational Plan into a single document that covers 4 years and calling it the Delivery Plan. It’s a shorter, more concise document that is aimed at providing clarity on the work we are delivering. Secondly, we have evolved our planning processes to focus on the role that Council plays for our community, whether providing services and looking after our assets, collaborating with various stakeholders to drive change, or advocating for our community so that other levels of government understand our unique needs. All our work helps to deliver on one or many outcomes outlined in the Community Strategic Plan.
The below diagram shows the relationship between the documents and the importance of ongoing engagement, monitoring and evaluation that will take place. Council will review the Delivery Plan every year and continue to provide detail on what we will deliver over the following four years. Our Long Term Financial Plan and Strategic Asset Management Plan will also be reviewed on an annual basis. We will report on a quarterly and annual basis the progress we have made in putting both the Delivery Plan and Resourcing Strategy into action.
Community Strategic Plan 2042
Since the first Community Strategic Plan (CSP) was developed over a decade ago, it has been used by Council to inform decisions and set the agenda for long-term planning of projects, infrastructure and services. Council has a custodial role in initiating, preparing and maintaining the CSP. Its implementation draws on the continuing partnerships with all levels of government and agencies, non-government organisations, businesses and the community.
With the election of a new council in September 2024, NSW Integrated Planning and Reporting legislation requires that the CSP be reviewed and updated to ensure it reflects the community’s priorities. This updated CSP builds on the 2022 Community Strategic Plan, and considers the information gathered from engagement activities that took place in February and March 2024. The community contributions have highlighted the strengths of our region and identified the key challenges we face. Over 750 residents provided their input on four key questions; Where are we now, where do we want to be, how will we get there and when will we know we have arrived.
The CSP has 5 themes- our community, our economy, our environment, our infrastructure and our civic leadership. Every aspect the work that Council delivers meets one or many of these CSP themes. Our Delivery Plan and Resourcing Strategy documents outline our efforts in reaching the objectives outlined in the CSP.
The Draft Community Strategic Plan 2042 is Attachment 1 to this report.
Delivery Plan 2025-2029
The Delivery Plan details the services and projects Council will deliver over the next four-years. It is the result of rigorous planning and prioritisation and aims to provide the best value services to the community. The Delivery Plan details the capital program over the next 4 years that sees over $325 million invested in our assets. It also outlines the day-to-day core business that our 30 service areas deliver, along with 3 cross-organisational priority projects and 120 focus projects to improve the services we provide.
The Delivery Plan 2025-2029 is structured around the different roles Council has:
· Provide: Services, facilities, infrastructure, programs, planning and engagement.
· Collaborate: Partner with community, business and industry, other councils, and other tiers of government.
· Advocate: Amplify the voice of our community to get the best possible outcomes.
The Draft Delivery Plan 2025-2029 and its two appendices are Attachments 2, 3 and 4 to this report.
Resourcing Strategy
Long Term Financial Plan
The Long Term Financial Plan (LTFP) was last updated in June 2024. The draft 2025-34 LTFP includes 3 options for the general fund- Option A, Option B and Option C. These options show differing levels of services and projects that can be achieved aligned with the income needed to make it possible. Both Option A and B need significantly more funding and we have outlined options to make that possible.
The LTFP is compiled using a range of estimates and assumptions to project the future revenue and expenditure required by Council to deliver the services and projects we have planned. These estimates and assumptions are based on what we know now and will change as we understand more about the external impacts on our plans.
The LTFP helps to make informed decisions about what we can afford and when we need to invest funds to keep services running smoothly, avoid running out of cash and to ensure future generations are considered.
The Draft Long Term Financial Plan 2025-2034 is Attachment 5 to this report.
Strategic Asset Management Plan
Council manages and maintains more than $2 billion worth of assets, which enable us to provide services to our community. These assets include roads, drainage, pathways, water and sewer infrastructure, community facilities, parks and recreational facilities, administration buildings, cemeteries, works depots, plant and vehicle fleet and the Merimbula Airport. The level of service delivered by these assets is largely determined by the way they are maintained and operated within Council’s available resources.
The Strategic Asset Management Plan (SAMP) sets out the broad framework for undertaking structured and coordinated management of Council’s assets in accordance with Council’s Asset Management Policy. It outlines key principles that underpin our approach to providing the assets that are essential to our community. Supporting the SAMP are detailed Asset Management Plans (AMP’s) for each asset class, which are living documents that are continually updated and refined. Summaries of the AMP’s are included in the SAMP.
The SAMP must be considered in conjunction with the Long Term Financial Plan 2025-34, that outlines the available funding under three different revenue options. Aligned with those three revenue options are three different capital programs to describe what asset maintenance, renewal and upgrades can be achieved within each option. It becomes obvious that Council must seek additional sources of revenue or lower its levels of service in some, or most, of its service areas.
We have a vast number of assets spread across our shire that depreciate every year, and we have insufficient funds to adequately maintain and renew them. This reality underscores the importance of planning, continuous improvement and clearly articulating the resourcing gaps we have in meeting our asset management responsibilities.
The Draft Strategic Asset Management Plan 2025-2029 is Attachment 6 to this report.
Workforce Strategy
The Workforce Strategy looks at the current needs of the organisation and considers what might be needed from our workforce into the future. It also considers personnel risks and opportunities that Council will face over the 4-year period between 2025 and 2029.
The purpose of this Workforce Strategy is to identify the strategic challenges and opportunities we face as an employer and focus our efforts on actions that help us achieve the outcomes for our community.
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Parts of the Workforce Strategy |
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Part |
Name |
Description |
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1 |
Our current situation |
Includes information about our workforce profile, our values, and achievements during the 2021-2024 period. The details included in this section are based on data from Council’s 2024 Annual Report. |
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2 |
Our future |
Looks forward at the 2025-2029 period and our intended outcomes and objectives. It considers the strategic challenges we have as an organisation, our opportunities, and the goals we have for building our workforce. |
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3 |
Action plan |
What will help us reach our goals for the 2025-2029 period. |
The Draft Workforce Strategy 2025-2029 is Attachment 7 to this report.
Digital Services Strategy
Our Digital Services Strategy provides strategic guidance and direction for digital, data and technology investment, ensuring resources are used in support of our organisation goals and objectives.
Our Digital Services Strategy and its supporting Initiatives:
1. Sets clear direction for digital investments
2. Enables efficiency and accessibility of service improvements
3. Fosters innovation
4. Improves community engagement
5. Ensures resilience and responsiveness in a changing digital landscape.
We want to create a more efficient, resilient, and digitally enabled Council that thrives on innovation and sustainability. To achieve this, we need more financial investment, capacity, and capabilities than is currently allocated. Prioritising our digital transformation, competes with other budget demands equally as important. Striking the right balance in digital investment funding will continue to be reviewed on an annual basis as actions within this strategy are delivered. We currently invest $700,000 annually in Digital Transformation, with an estimated need closer to $1.3 million annually. This level of resourcing will continue to impact our ability to fully deliver this strategy.
The Draft Digital Services Strategy 2025-2029 is Attachment 8 to this report.
Revenue Policy
The draft Revenue Policy 2025-26 outlines the proposed rating structure, pensioner rebates, borrowings, debt recovery, transfer of rates and supply charges for water, sewer and waste services. In this year’s revenue policy changes have been added to better support affordable housing initiatives and the inclusion of additional sewer discount factors to support non rateable community organisations.
Council general rates are proposed to increase by the IPART advised rate peg of 4.9%. Water and Sewer access and usage charges are set to increase by 4.9%. Waste charges will also be increased by 4.9%. Our draft 2025-26 budget (Option C) has been developed assuming this level of rate increase will be adopted.
Projected General Rates Income
The rate peg for 2025-26 is set at 4.9%.
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Category |
Base Rate $ |
Ad-valorem Amount ¢ in dollar |
Base rate % |
Number of Assessments |
Rate Yield $ |
Rate Yield % |
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Residential |
843 |
0.00240455 |
46 |
18,551 |
34,924,933 |
84 |
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Farmland |
843 |
0.00240455 |
25 |
784 |
2,655,935 |
6 |
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Business |
843 |
0.00645049 |
18 |
895 |
4,247,432 |
10 |
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Mining |
0 |
0 |
0 |
0 |
0 |
0 |
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TOTAL |
20,530 |
41,828,361 |
100 |
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Council will conduct a review of the rating structure during the 2026 financial year. This review will focus on ensuring our rating structure is fair and equitable for all ratepayers.
The Draft Revenue Policy 2025-26 is Attachment 9 to this report.
Fees and Charges
In accordance with Section 608 of the Local Government Act 1993 and other relevant legislation, Council is authorised to charge and recover approved fees and charges for any service it provides. All Council’s fees and charges are reviewed on an annual basis prior to finalisation of Council’s budget and several Council facility management committees have provided their input into the draft fees and charges.
Fees and charges in general (not including statutory fees, fees set by management committees or those aligned with CPI) have been increased by 4.9%, aligned with rate peg. There are several proposed changes to the draft fees and charges for this year as outlined below.
· A new fee of $250 has been added to enable Council to determine applications for exemptions under Section 22 of the Swimming Pools Act 1992 that enables Councils to ‘grant exemptions from barrier requirements that are impracticable or unreasonable in particular cases.’ The new fee will assist in cost recovery for staff time in processing the application.
· There are several areas where the increase in fees is larger than the 4.9% indexation or clarification has been provided to better reflect services. Airport passenger landing fees and aircraft parking fees have been amended. In the building compliance area several fees have increased to better align with fees charged by other councils for these services.
· Fees and charges for NDIS and Commonwealth Home Support Programme have been removed as Council has ceased those services.
· Fees for Twyford Hall have been removed and replaced with instructions to contact Twyford Hall directly.
· A report on the public land use policy and associated fees that was recently on exhibition will be presented to the 21 May council meeting. The resolution of that meeting may see the fees in that space amended.
· It is also expected that swimming pool fees and charges will be amended at some point this year to align with a new payment and management system that is being implemented. This will ideally occur before the commencement of the 2025-26 outdoor pool season in September or October 2025.
The Draft Fees and Charges 2025-26 are Attachment 10 to this report.
Options
Council has a range of options when considering the recommendations included in this report. Delaying the exhibition of the IPR documents will have future impacts.
The Officer’s recommendations in this report will ensure Council meets its legislative responsibilities to have the suite of IPR documents adopted by 30 June 2025.
Community and Stakeholder Engagement
Engagement undertaken
Extensive internal engagement has been undertaken in the development of these IPR documents including Service Reviews in February and March for each service area within Council. Councillors have been engaged in the development of these documents and the Audit Risk and Improvement Committee will review them at its next meeting.
Engagement planned
Council will engage with the community from 7 May 2025 to close of business on Wednesday 4 June 2025 by:
· Making the IPR suite of documents available for the community to read on Council’s website, in our public libraries and at the customer service counter in Zingel Place, Bega
· Informing the community about the public exhibition through the media, social media and Council’s newsletters; inviting the community to provide feedback through a Have Your Say page on Council’s website.
· Undertaking a series of community events where Councillors and senior Council staff will be in attendance to discuss the draft IPR& documents- see schedule below. These events will be further promoted in early May.
· Notifying and inviting community associations, groups and business chambers to have their say.
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LOCATION |
DATE |
TIME |
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Eden |
20 May |
5pm- 6pm |
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Bega |
22 May |
5pm- 6pm |
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Merimbula |
27 May |
5pm- 6pm |
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Bermagui |
29 May |
5pm- 6pm |
Submissions will be acknowledged and considered by Council officers. Further, these will be provided to Council prior to any decisions being made to adopt the suite of IPR documents.
Financial and Resource Considerations
The Delivery Plan and Resourcing Strategy documents summarise how Council will allocate the revenue it receives from rates, charges, fees, developer contributions, loans and grants.
Council manages assets valued over $2 billion and delivers a vast range of services that our community relies upon. Almost 80% of the shire local government area (LGA) is National Parks, State Forest or public reserve that provides no rateable income. Council has been crippled by rising costs to maintain assets, well above rate peg. If Council doesn’t spend the adequate amount on assets now, we risk further deterioration, costing us all much more in the long run, particularly on our road and bridge networks. This has significant financial implications for Council and the community, both now and for future generations.
Council employs close to 450 staff and the continued financial pressures we face impacts our service delivery and organisational culture. Our staff live and work here and are driven to deliver for the community and doing so in a financially constrained environment is difficult. Council struggles to compete with the private sector to obtain and retain the skills and talent we need to deliver our services with salary structures tied to the Local Government Award.
Without further significant state and federal government support, beyond competitive grant programs, Council does not have the ability to fund the infrastructure and services our communities have come to rely on.
The focus in developing the ten-year Long Term Financial Plan, four-year Delivery Plan and annual budgets is to ensure long term financial sustainability while ensuring the continued delivery of a broad range of services and capital works informed by Council’s underlying strategies.
Legal /Policy
Section 404 of the Local Government Act 1993 requires Council to have a Delivery Program to implement the strategies established in its Community Strategic Plan, within the resources available as identified under the Resourcing Strategy. The Delivery Program draws on and implements actions contained in adopted Council policy documents.
Section 405 of the Local Government Act 1993 requires Council to adopt an Operational Plan before the beginning of each financial year which details the activities to be engaged in by the Council during the year as part of the Delivery Program. The Delivery Plan 2025-2029 will fulfill the Act requirements by providing a detailed 4 year plan, commensurate with a typical Operational Plan, for activities the Council will undertake within each year.
The Office of Local Government’s Integrated Planning and Reporting Guidelines and Handbook are comprehensive tools which have been used in the revision of this suite of IPR documents.
Under the Local Government Act 1993, Council is required to develop and publicly exhibit documents in the Integrated Planning and Reporting Framework for a period of 28 days and consider submissions made prior to adoption.
Section 223 of the Local Government Act 1993 requires Council to develop a rating and revenue policy. The revenue policy must include the statements and particulars required by legislation.
Impacts on Strategic/Operational/Asset Management Plan/Risk
Strategic Alignment
The IPR documents once exhibited and adopted, will guide the Council’s operations.
Council has a responsibility to ensure that adequate services are provided to the community, and that financial planning is transparent to provide confidence in Council’s ability to deliver on the community’s priorities.
CSP 2042 Theme: Our civic leadership – Local leadership is strong, consultative and responsive to our community’s needs
CSP 2042 Strategy: E.1 Lead, govern and regulate in an ethical, equitable, transparent and accountable way
Delivery Program 2022-25 Action: E3.1 - Support implementation of Council’s strategies and plans and report on progress
Environment and Climate Change
Council’s LTFP models the ongoing financial need to maintain our current levels of service. Council’s financial sustainability is impacted by numerous factors including the increasing frequency and severity of weather events on Council’s infrastructure. Our assets team continue to consider the implications of maintaining and renewing our existing assets within a changing climate.
Several of the Delivery Plan 2025-2029 focus projects listed support the implementation of Council’s adopted Climate Resilience Strategy, amongst other environmental focussed work.
Economic
As one of the Bega Valley Shire’s largest employers and consumers of a range of services, Council has a significant role to play in the local economy. It is acknowledged that adjustments in Council’s annual operating budgets and long-term financial planning have flow on effects to the local economy and this is considered as part of the LTFP and annual budget development process.
The budget for next financial year continues to see investment in resources that support our local economy as an employer and service provider and as a procurer of local works and services.
Risk
The forward focussed IPR and annual budget development process helps to provide transparency and accountability into the financial management and forward planning of Council. This aims to reduce financial, reputational and organisational risks. IPR aligns strategic goals, financial planning, and operational activities to help reduce risk in the services we provide.
Improves decision-making with better information
IPR requires councils to take a holistic view of their operations—linking long-term goals (like the Community Strategic Plans) with shorter term plans including the four year Delivery Plan and Resourcing Strategy documents. This alignment helps identify potential risks early, such as:
· Financial sustainability risks
· Asset management issues
· Community dissatisfaction
By having clearer visibility of long-term goals and current capabilities, Council can make informed decisions that mitigate future problems.
Reduces financial risk
Through financial planning components like the Long Term Financial Pans and the Strategic Asset Management Plan council can:
· Forecast funding shortfalls
· Prepare for economic and population shifts
· Avoid overcommitting resources
This forward planning minimises surprises and ensures Council can be financially resilient.
Supports proactive asset management
Many of Councils risks are tied to physical assets—roads, buildings, parks, etc. Integrated planning approaches includes consideration of key asset data and the need we have to maintain or renew assets. We can better understand:
· Asset condition assessments
· Maintenance schedules
· Renewal and upgrade plans
This reduces the risk of asset failure, unexpected repair costs, or public safety issues.
Engages the community and key stakeholders
IPR includes community engagement, which:
· Surfaces hidden or emerging risks early (e.g. social, environmental)
· Builds trust and transparency
· Helps manage reputational risk
Engaged communities are more likely to support decisions and understand trade-offs.
Promotes accountability and continuous improvement
Integrated planning and reporting means risks are regularly reviewed through:
· Quarterly progress and financial reports
· Annual reports
· Audits, service reviews and performance monitoring
This ensures plans stay relevant and risks are reassessed as circumstances change.
Social / Cultural
Council has insight into what the community wants through our IPR and community engagement initiatives; and knows that our community places a high priority on maintaining our current levels of service. Council manages over $2 billion worth of assets. We are a large shire (by area) and maintaining and renewing these assets is expensive. We also have a relatively small number of ratepayers compared to the size of our shire and vast areas of state and national parks and forests from which we are unable to generate income.
The documents being placed on public exhibition will have future social and cultural implications. The challenge Council faces is balancing affordability with the community’s desire to maintain our current levels of service. Impacts of the proposed budget once adopted will be monitored throughout the year and any adjustments needed is done through the quarterly budget review process.
Attachments
1⇩. Community Strategic Plan 2042_2025 Revision For Exhibition
2⇩. Draft Delivery Plan 2025-2029 For Exhibition
3⇩. Appendix 1 Capital Program 2025-2029 Delivery Plan
4⇩. Appendix 2 Service Summaries 2025-2029 Delivery Plan
5⇩. Draft Long Term Financial Plan 2025-34 For Exhibition
6⇩. Draft Strategic Asset Management Plan 2025-29 incl AMP Summaries For Exhibition
7⇩. Draft Workforce Strategy 2025-2029 For Exhibition
8⇩. Draft Digital Strategy 2025-29 For Exhibition
9⇩. Draft 2025-26 Revenue Policy For Exhibition
10⇩. Draft 2025-26 Fees and Charges For Exhibition
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Council |
7 May 2025 |
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Item 10.1 - Attachment 1 |
Community Strategic Plan 2042_2025 Revision For Exhibition |
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7 May 2025 |
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Item 10.1 - Attachment 6 |
Draft Strategic Asset Management Plan 2025-29 incl AMP Summaries For Exhibition |
