Plan 2020 2021 SINGLETON COUNCIL - NSW Government
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SINGLETON COUNCIL
Plan
2020 > 2021
OUR COUNC IL 03 OUR LEADERSHIP 32 WATER S ERV IC E 88
OUR PEOPLE 12 OUR FI NA NC I A L S 4 0 SEWERAGE SERVICE
+ LIQUID TRADE WASTE 98
BUDGET
OUR PLACES 16 A LLOC ATIONS 46 SUBSIDIES + REBATES 104
OUR
ENVIRONMENT 22 C A PI TA L WOR KS 54 ENVIRONMENTAL 108
OUR ECONOMY 28 RE VENUE POL ICY 78 OTH ER C H ARGES 1 1 2
WA N ARUA H | WO N N ARUA
Singleton Council acknowledges the Wanaruah / Wonnarua People as the
traditional custodians of the land on which the Singleton Local Government
area is located. We pay our respects to the ancestors and elders, past, present
and future with a spiritual connection to these lands.
2 | SINGLETON COUNC IL 2 0 2 0 > 2 0 2 1 O P E R AT I O N A L P L A N
Mayor
MESSAGE FROM THE GENERAL MANAGER
As a high level strategic document, the Local Strategic
FROM THE Planning Statement 2040 establishes the 20-year vision
for how the Singleton local government area will be in the
future in terms of its land uses, activities, land forms and
built forms.
General
But at its fundamental level, the Statement is a consensus
of a long-term vision for Singleton, providing a practical
Mayor
framework for Council to ensure any land use planning
is in keeping with the direction that has been set by our
FROM THE
community.
FROM THE
The most important word in this document is “local”. Our
community has a very defined view of what Singleton
should look like now and into the future, as illustrated in
MANAGER
our Community Strategic Plan. This Statement gives us a
very clear pathway to how that can and will be achieved
from a land use planning perspective.
Growing and diversifying the local industry mix, delivering
community infrastructure, improving the housing mix and
There could have been no knowing just what that minimising
will come underland usegreater focusare
conflicts because
just some of the key In times of crisis, the best response is a program of the development of a Cultural Plan for the Singleton
was in store when the work to develop Council’s of the COVID-19
issues that havepandemic. Actions that
been identified were for Singleton’s
as critical considered and tangible actions to forge the path local government area to foster creativity and the
draft 2020/2021 Operational Plan began. But the already outlined
continued included
growth and collaboration
success. with forward. And that’s exactly what this draft 2020/2021 arts; protect the safety of our community through
COVID-19 pandemic has reinforced just what an service providers,
Valuing other Councils
and protecting and government
our heritage, a growing emphasis Operational Plan is: a commitment to the people of regulatory services; maintain an attractive, safe and
important document this is to guide operations both agencies for the provision
on sustainability of qualityenvironmentally
and achieving services for the sound and Singleton that Council will continue to deliver the functional Singleton Town Centre; and implement
during the crisis, and in the recovery phase. aesthetically
Singleton community,pleasing development
as well outcomes
as collaboration with will also services and facilities required to create – or indeed a drainage and public domain program to maintain
continue to
the Singleton be high Chamber
Business on the listtoofsupport
planning and focus areas. recreate – community. essential infrastructure – to name a few.
At time of writing, it is unknown how long the growHaving said that,These
local business. the Statement
now havedoes evennot exist in isolation
greater
situation and consequential government restrictions and incorporates
significance as we look thetoexpectations of government
rebuild our community and The strength of this document lies in its foundation This document also outlines the management of our
on closures and social distancing will continue. agencies,
our local as established by the Hunter Regional Plan,
economy. of sustainability, both environmentally and impact on the environment. We’re progressing a
What is certain is Council’s role in supporting the State Government policies and guidelines to ensure the economically, and hard decisions made to drive whole-of-life capital works process to make sure the
community, the need for continuation of the provision vision
Equally for Singleton
important is the meets
promotion legislative
of social frameworks
and and even greater efficiency and better outcomes. Where facilities we build now won’t impact the environment
of services, and ongoing strategic planning. We requirements.
cultural networks to re-establish connection our organisation was already positioning itself to later as they age, and planning for the future with the
need to make sure Singleton is well positioned to Thiscommunity
through Statement groups
is in itselfandpart of the clubs.
sporting legislative respond to challenges around waste management implementation of a Socio-Economic Development
take advantage of opportunities that arise to benefit framework, representing
Implementation of the Sports aCouncil new phase
Action in Plan
the NSWwill and the future of recycling; financial management; Strategy. In addition, 2020/2021 will also see the
our community, as well as government assistance as be aplanning system.
great kickstart forBut
theagain
returnI highlight that its
of local sport andsignificance industry diversification and economic development, implementation of Council’s Sustainability Strategy.
and when it becomes available. is felt more
recreation. keenly
Planning foratthe
theArts
local level.
and ThisCentre
Culture is an instrument now places us in good stead to serve our community
to allow Council
in Townhead to actfor
Park, slated in community
accordanceconsultation
with our community’s in the face of a global pandemic. Capital works and asset management will continue
The draft 2020/2021 Operation Plan covers all those vision for the
in 2020/2021, will future
serve of to Singleton, ensuring
bring like-minded decision
people to be a key focus this year. Critical assets will come
points as a blueprint for the way forward, with a suite making is transparent
together with a common focus. and consistent. It is insurance What this situation has highlighted is the importance under special investigation, with actions to conduct
of actions to build on the successes of previous and assurance for the people across the Singleton local of all services provided by Council. While this condition assets on all critical road, drainage,
years and to lay a platform for what is required to government
But perhaps area that
the most we are
pertinent working
action is fortoacreate the document outlines a wide and varied range of building, open space and transportation assets, as
support our community now and in the long-term. community they told us they wanted.
program of four free community events to promote actions, from the provision of library services and well as continue the delivery of a major renewal
Sue Moore
inclusion, community participation and happiness preservation of heritage to construction of new program for water and sewer assets.
Government support will be key. Advocacy has Jason
across the Linnane
Singleton local government area. With cycleways, it is the cumulative impact that delivers
become an important part of Council’s role in bansGeneral Manager
on community gatherings currently in place, the community our residents, businesses and visitors What’s more, we’re committed to keeping you
recent years, and we are fortunate to already have M a y o r
never before haso f that
S i nbeen
g l e tappreciated
on as such a are proud to be part of. informed. Whether through a quality website, our
successful and productive working relationships luxury. When eventually we see the conclusion of social media channels, face-to-face interactions or
with governments at all levels. That will continue this pandemic, a community event will be high on It will be no different in 2020/2021, despite the the delivery of our quarterly newsletter, what we
in 2020/2021, and while priorities may shift in our list of priorities to celebrate the simple pleasure circumstances resulting from the COVID-19 crisis. want everyone to know is that Council is always
light of what is to come, what won’t change is our of being together. The draft 2020/2021 Operational Plan sets out a here, serving our community. No matter what.
commitment to being at the front door, working for thoughtful and measured program of actions that far
the best outcomes for the people of Singleton. from being derailed by the COVID-19 crisis, will form
Strengthening Council’s established partnerships
with business and community organisations is
Cr Sue Moore the groundwork for our response.
We will continue to develop new and innovative
another key component of this draft document Mayor of Singleton library, youth and childcare programs to enhance
learning and awareness in our community; delve into General Manager
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OUR COUNCIL
M AY O R + C O U N C I L L O R S
Singleton Council has a popularly
elected Mayor and nine Councillors
who represent the community.
Councillors participate in high
level decision making, setting the
strategic direction of the Council and
representing the local community.
6 | SINGLETON COUNC IL 2 0 2 0 > 2 0 2 1 O P E R AT I O N A L P L A N
OUR KEY RESULT
MEASURES
RISK
Decreasing trend in number of Lost
Time Injuries
Increasing trend in Risk Management
Maturity Score
$ FINANCE
Achievement of Long Term Plan
OUR VISION
Singleton Council reports on its integrated
performance in line with the NSW
Government’s Planning and Reporting
PEOPLE requirements. Progress of actions in this
plan will be reported quarterly to Council and
made available to the community. Council is
Trending towards 65% staff committed to improve community reporting
engagement demonstrating progress towards achieving VIBRANT PROGRESSIVE CONNECTED SUSTAINABLE RESILIENT
our community vision.
WHAT DOES SUCCESS
FROM STRATEGY
LOOK LIKE?
• Singleton is a creative, vibrant, inclusive,
SERVICE DELIVERY safe and healthy community
• Singleton is a well-planned, sustainable, Singleton Council operates within the Local
95% completion of
accessible and safe community with Government Integrated Planning and Reporting
Operational Plan actions
vibrant places and spaces Framework, as legislated by the NSW The Singleton Community Strategic Plan
Government. 10 year timeframe
• We value, protect and enhance a
sustainable environment The Operational Plan takes its direction from the
10-year Community Strategic Plan and the four-
• We have an innovative, sustainable and year Delivery Program (both adopted in 2017).
diverse economy The Singleton Council Delivery Program
4 year timeframe
The Operational Plan identifies the individual
• Singleton community is resilient,
CUSTOMERS informed, connected and engaged
projects and activities that Council will undertake
in 2020/2021 to achieve the commitments made in
Trending towards 80% • We have an effective and efficient the Delivery Program and in turn, the Community
Strategic Plan. Quarterly reports on the status of The Singleton Council Operational Plan
customer satisfaction operational Council
1 year timeframe
(very satisfied/satisfied) the delivery of each project will be provided.
• We have a highly-functioning and
progressive elected Council
8 | SINGLETON COUNC IL 2 0 2 0 > 2 0 2 1 O P E R AT I O N A L P L A N
COV I D - 1 9 R E S P O N S E
OU R A DVO C AC Y R O L E
VIBRANT
• Progression of the design and construction of the proposed Singleton
Bypass
• Pursuit of a university campus for Singleton and the Upper Hunter
• 24-hour policing for Singleton
• Increased safety on public transport
• Services to support a night time economy
PROGRESSIVE
• Upgrades and improvements to Singleton Hospital to cater for the needs
of our growing community
• Access to education for community members affected by the transition of
the local community COVID-19
While Council plans to deliver a
CONNECTED range of programs and projects to
improve outcomes and liveability
• Upgrades and improvements to the New England Highway/Golden for our community, the medium to
Highway intersection for safety long term impacts of COVID-19
• An increased number of trains to major centres including Newcastle and remain unknown. Our ability to
Sydney respond to the future impacts of
• An increased number and improved connectivity of local public transport COVID -19 will require Council to
adopt a flexible approach moving
services including village connectivity
forward, which may require
• Improved infrastructure in rural/village settings to improve pedestrian
changes to work outlined in our
safety
Operation Plan 2020-2021. Any
change to our Operational Plan
2020-2021 as a result of COVID-19
SUSTAINABLE will be undertaken with the best
interest of the community in
• Attraction and retention of specialist health care mind. We will ensure all changes
• Appropriate and affordable housing for all stages of life with particular are communicated to ensure
consideration of our ageing population transparency our actions. Details
• Collaborate with Government and non-government agencies to deliver of Council’s COVID-19 Community
outcomes for the community Support Package is available at:
W singleton.nsw.gov.au
RESILIENT
• Access to quality health services for our community
• Adequate funding for schools and other education institutions
• A greater diversity of employment options locally
• Support for regional combat agency to meet the needs of our growing
community with particular attention to preparedness for emergency
situations
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CSP Delivery Plan Operational Plan Action 2020/2021 Business Unit
This is the end goal | What the community desires
Strategy (10 year) Deliverables (4 year) Action (1 year)
1.1: Provide 1.1.1 Integrate Council’s 1.1.1.1 Review and improve the Community Corporate and
services and Community Development Development Management Plan through Community
facilities that Strategies to encompass engagement with community groups and the Services
meet the needs of all stages of life and Singleton Interagency to meet the needs of
our Community at community the Singleton LGA
different stages
of life
1.1.1.2 Review Singleton LGA social data Strategy and
and produce a report to inform community Engagement
strategic planning activities
1.1.2 Deliver or facilitate 1.1.2.1 Deliver 2020/2021 actions from the Corporate and
the delivery of all priority Community Builders funded activities Community
actions from Council’s Services
Community Development
Strategies including
actions relating to youth,
ageing, disability and
inclusion, cultural, social,
recreational and leisure
aspects and aboriginal
engagement
1.1.3 Complete a facility 1.1.3.1 Develop and promote Council Development and
and service provision approved guidelines for altering/retrofitting of Environmental
study for the localities of heritage structure/items Services
Hunterview, Singleton
Heights and Wattle Ponds 1.1.3.2 Provide technology used to enhance Development and
to inform the local land the heritage trail experience Environmental
use strategy and local Services
contributions planning
1.1.4 Deliver quality cost 1.1.4.1 Singleton Visitor Information and Corporate and
effective management Enterprise Centre operates maintaining Community
of the Singleton Visitor Destination NSW Accreditation within budget Services
Information Centre to
maintain accreditation
Singleton is a creative,
vibrant, inclusive, safe and
healthy community. Singleton
community is resilient, informed,
connected and engaged.
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CSP Delivery Plan Operational Plan Action 2020/2021 Business Unit CSP Delivery Plan Operational Plan Action 2020/2021 Business Unit
This is the end goal | What the community desires This is the end goal | What the community desires
Strategy (10 year) Deliverables (4 year) Action (1 year) Strategy (10 year) Deliverables (4 year) Action (1 year)
1.1.5 Deliver quality cost 1.1.5.1 Long Day Care, Mobile Preschool and Corporate and 1.3: Promote, 1.3.1 Provide regulatory 1.3.1.1 Promote "Scores on Doors Development and
effective Long Day Care OOSH operate at or near capacity and with Community facilitate and and education services premises" program to facilitate good public Environmental
to meet the National minimised debtors meeting National Quality Services provide services to facilitate good public health standards in local food premises Services
Quality Framework Framework requirements within budget for public health, health standards in local
healthy living and food premises 1.3.1.2 Increase community awareness of Development and
1.1.6 Deliver quality cost This action is incorporated in above action Corporate and lifestyles "Scores on Doors premises" program Environmental
effective management of Community Services
the Mobile Preschool Services
1.3.2 Provide education 1.3.2.1 Council develops and implements Development and
1.1.7 Deliver quality This action is incorporated in the above Corporate and and regulation to a formal swimming pool compliance Environmental
cost effective Out of action Community facilitate compliance with education program Services
School Hours (OOSH) Services swimming pool standards
to meet National Quality
Framework 1.3.3 Address 1.3.3.1 Develop and deliver initiatives for Strategy and
healthy living and healthy living and lifestyles Engagement
1.1.8 Deliver quality cost 1.1.8.1 Library services continue to meet the Corporate and lifestyles as part of
Council’s Community 1.3.3.2 – Conduct a feasibility assessment
effective management of needs of the community through visitation, Community
Development Strategies across council owned land to identify Infrastructure
Library Services to meet loans and online interactions and meeting Services
the suitability of a Mountain Bike Services
Living Learning Libraries Living Learning Libraries NSW Standards
Track considering land use planning,
NSW Standards within budget
environmental impacts, life cycle costs
and site management framework
1.1.9 Deliver quality cost 1.1.9.1 Youth Centre services continue to Corporate and
effective management of meet the needs of the community within Community
1.4: Collaborate 1.4.1 Collaborate with 1.4.1.1 Conduct planning in collaboration Strategy and
Youth Services budget through visitation, online interactions Services
with Government Service Providers, with the Interagency forum to integrate Engagement
and beneficial relationships with external
and other other Councils and health and wellbeing outcomes for
support agencies
agencies to Government Agencies Singleton
improve services for the provision of
1.2: Provide 1.2.1 Integrate 1.2.1.1 Develop a Cultural Plan for the Strategy and relating to but quality services for the 1.4.1.2 Ensure the Interagency meetings Strategy and
social, Council’s Cultural, Singleton LGA Engagement not limited to Singleton Community are focused on current issues, integrated Engagement
recreational and Social and Recreational health, education, across all Council’s future planning
cultural services Development Strategies integration, activities and attended by the right
which educate, 1.2.1.2 In conjunction with local sporting Infrastructure connectivity, stakeholders including FACS, NCOSS and
inspire and community, implement Sports Council Action Services security and other peak bodies
entertain Plan wellbeing 1.4.1.3 Review and update advocacy Strategy and
agenda in line with Councils priorities Engagement
1.2.2 Deliver or facilitate 1.2.2.1 Deliver priority cultural Strategy and
the delivery of all priority development actions that align with the Engagement
actions from Council’s community’s needs 1.5: Facilitate 1.5.1 In partnership 1.5.1.1 Undertake community consultation Strategy and
Cultural Development and support with the community, and planning for the Townhead Park Arts Engagement
Strategy programs strengthen local arts and and Culture Centre
and activities culture
which promote 1.5.1.2 Develop an operating model for the Strategy and
1.2.3 Deliver library and 1.2.3.1 Provide quality library services Corporate and Townhead Park Arts and Culture Centre Engagement
inclusion and
learning programs for all around literacy, recreational and social Community that considers the community needs and
celebrate
ages programs that meet the needs of the Services the costs of delivery
diversity
community
1.5.2.1 Deliver four free community Strategy and
1.5.2 In partnership with
events that promote inclusion, community Engagement
the Community facilitate
1.2.4 Deliver library 1.2.4.1 Library resources and history Corporate and participation, wellbeing and happiness
events that celebrate
resources and history services are provided for all ages including Community and enhance Singleton’s 1.5.2.2 Assist the community to promote Strategy and
services for all ages community input into book and resource Services liveability, wellbeing and their planned Bicentennial events Engagement
selections prosperity
1.5.2.3 Deliver Singleton Bicentennial Strategy and
program Engagement
1.2.5 Deliver youth 1.2.5.1 Develop and deliver programs Corporate and
1.5.2.4 Provide assistance to community Strategy and
programs providing focusing on youth recreation or skill Community
groups and organisations when Engagement
support, social and development opportunities engaging Services
establishing new events or enhancing
wellbeing initiatives for community participation
existing events
young people
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CSP Delivery Plan Operational Plan Action 2020/2021 Business Unit
This is the end goal | What the community desires
Strategy (10 year) Deliverables (4 year) Action (1 year)
2.1.1 Prepare and implement 2.1.1.1 Develop a Quality Management Infrastructure
2.1: Provide
"works as executed" process System that meets industry best practice Services
safe and well-
for all projects listed in the
maintained
Capital Works Program
facilities and
infrastructure 2.1.2 Complete updated 2.1.2.1 Conduct condition assessments on Infrastructure
condition and risk all critical road, drainage, building, open Services
assessments on critical space and transportation assets.
assets as identified in Asset
Management Plans
2.1.3 Implement “Human 2.1.3.1 Implement "Human Settlement Development and
Settlement (Heritage)” theme (Heritage)" theme actions in the Singleton Environmental
actions in the Singleton Community Environmental Strategy Action Services
Community Environmental Plan
Strategy Action Plan
2.1.4 Improve the visual 2.1.4.1 Implement maintenance activities Infrastructure
aesthetics of the main on New England Highway to improve visual Services
thoroughfare of Singleton aesthetics
2.1.5 Implement the No action for 2020/2021 – this strategy Infrastructure
Singleton Open Space and is being reviewed as part of a Service Services
Recreational Needs Strategy Delivery Review
2.1.6 Maintain Singleton’s 2.1.6.1 Develop and implement levels of Infrastructure
open spaces in line with the service for open spaces and reserves Services
Service Level Agreements
2.1.6.2 Maintain open spaces and reserves Infrastructure
to agreed levels of service Services
2.1.7 Improve the usability No action – this action is incorporated in Strategy and
and services provided by Council Service Delivery Review process - Engagement
Council’s business assets refer to 5.7.2.1
2.1.8 The Civic precinct 2.1.8.1 Maintain civic precinct to a safe, Infrastructure
is well maintained and presentable and functional condition Services
accessible
2.1.8.2 Promote the services, capacity and Strategy and
availability of the Civic Centre Engagement
2.1.9 Deliver Local and 2.1.9.1 Maintain local and regional roads to Infrastructure
Regional Road Maintenance trafficable safe condition in accordance with Services
Program the Asset Management Framework.
2.1.10 Deliver CBD 2.1.10.1 Maintain CBD precinct to a safe, Infrastructure
Maintenance Program presentable and functional condition Services
2.1.11 Deliver Building 2.1.11.1 Maintain Council facilities to a Infrastructure
Maintenance Program safe, presentable and functional condition Services
2.1.12 Perform regular 2.1.12.1 Conduct routine inspection Infrastructure
Singleton is a well-planned, infrastructure inspections for
safety and maintenance
on Council facilities for identification of
maintenance needs
Services
sustainable, accessible and 2.1.12.2 Conduct routine inspection on Infrastructure
Council infrastructure for identification of Services
safe community with vibrant maintenance needs
spaces and places.
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CSP Delivery Plan Operational Plan Action 2020/2021 Business Unit CSP Delivery Plan Operational Plan Action 2020/2021 Business Unit
This is the end goal | What the community desires This is the end goal | What the community desires
Strategy (10 year) Deliverables (4 year) Action (1 year) Strategy (10 year) Deliverables (4 year) Action (1 year)
2.1.13 Facilities No action for 2020/2021 – Council adopted Development and 2.2.2 Implement prioritised 2.2.2.1 Upgrade 390m of footpath to Infrastructure
and services for the the Companion Animal Management Plan in Environmental actions as identified in cycleway on Blaxland Avenue Services
management of animals 2018. Facilities and services will be provided Services Council’s Bike Plan
are effective and efficient in accordance with this plan
2.2.3 Seek funding 2.2.3.1 Submit funding applications to Infrastructure
to provide transport the State and/or Federal Government for Services
2.1.14 Plan, program and 2.1.14.1 Deliver specified roads, drainage Infrastructure infrastructure assets that Road Safety and Active Transport projects
deliver Capital Works and transportation projects as listed in Services improve connectivity based on crash history and as listed in
Program for each of the Council’s 2020/2021 Capital Works Program and support sustainable Council’s Cycleway Plan
asset classes to budget, on time and to quality standards alternatives
2.1.14.2 Deliver Capital Works Program for Infrastructure 2.3: Provide 2.3.1 Plan and deliver 2.3.1.1 Seek funding for the construction Water and Sewer
open space, reserves and buildings projects Services safe and reliable the Potable Water Supply of the Bulga Milbrodale Water Supply
2020/2021 water and sewer Schemes for Bulga and scheme
services Camberwell Villages
2.1.14.3 Develop one, four and 10 year Infrastructure
Capital Works Programs Services 2.3.2 Deliver planned No action for 2020/2021 – Refer to 2.3.1.1 Water and Sewer
Potable Water Supply
2.1.14.4 Complete review of capital works Infrastructure Schemes for Villages
process to identify opportunities for planning, Services
delivery and reporting of projects 2.3.3 Maintain and 2.3.3.1 Maintain high quality water supply Water and Sewer
expand, in line with to Singleton through annual review of
2.1.14.5 Design three year Capital Works Infrastructure new water supply Singleton's Drinking Water Management
Program for Roads, Drainage and Transport Services schemes, the Singleton System
Drinking Water Quality
Management System in
compliance with NSW
2.1.15 Deliver drainage 2.1.15.1 Develop and implement a Infrastructure Health requirements
and broader public drainage and public domain program to Services
domain maintenance maintain infrastructure in safe, presentable 2.3.4 Implement No action for 2020/2021 – Council has Water and Sewer
and functional condition improvements to the previously completed and submitted an
Sewerage Treatment Plant Options Assessment regarding Recycled
2.2.1 Implement “Human 2.2.1.1 Complete a report formally Development and in line with regulatory Water Reuse at the Sewage Treatment Plant
2.2: Improve Settlement (Transport)” reviewing land use zoning around existing Environmental requirements to the EPA for review
transport theme actions in the and proposed transport and infrastructure Services
connectivity Singleton Community corridors, which gives consideration to 2.3.5 Maintain compliance 2.3.5.1 Collate and complete Department Water and Sewer
and support Environmental Strategy with NSW Best Practice of Planning, Industry and Environment
land use compatibility, minimisation of
sustainable Action Plan Framework for water and Annual Reporting to determine Council’s
land use conflict and protection of visual
alternatives amenity (LSPS Action 4.2.1) sewer performance against other Local Water
Utilities
2.2.1.2 Investigate electric car charging Development and 2.3.5.2 Maintain high quality water and sewer Water and Sewer
facilities provided in Singleton LGA Environmental services by implementing Best Practice
Services Management Plans and Strategies
2.2.1.3 Support and promote increased Development and
Environmental 2.3.6 Implement asset 2.3.6.1 Conduct the 2020/2021 Capital Water and Sewer
public transport options between Singleton renewal and replacement Works Program for Water and Sewer
and Newcastle and Sydney Services
program for water and
sewer treatment, including
2.2.1.4 Develop a Weeds Management Development and pump stations and
Strategy that considers a risk-based Environmental reservoirs
approach to restricting the spread of Services
priority weeds and pests from public 2.3.7 Implement the No action for 2020/2021 – Council Water and Sewer
(including roadside verges) and private Strategic Business has implemented the actions from the
land to neighbouring properties and Management Plan current Strategic Business Management
natural areas program for Water and Plan Actions. A new Strategic Business
Development and Sewer Management Plan will be developed
2.2.1.5 Establish long term land use Environmental following the development of a new
management targets for balancing Services Integrated Water Cycle Management Plan
competing land uses in 2019/2020
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This is the end goal | What the community desires This is the end goal | What the community desires
Strategy (10 year) Deliverables (4 year) Action (1 year) Strategy (10 year) Deliverables (4 year) Action (1 year)
2.4: Facilitate 2.4.1 Review the 2.4.1.1 Undertake a review of the Development and 2.4.6 Develop a GIS No action for 2020/2021 – This work has Development and
land use planning Singleton Local Singleton Local Environmental Plan Environmental dataset of existing been completed in 2018/2019 as part of Environmental
and development Environmental Plan against findings of the Local Planning Services housing types in the the baseline work in the Strategic Planning Services
outcomes which Statement review Singleton LGA Statement
respect and
contribute in a
positive way to 2.4.2 Review the No action required for 2020/2021- The DCP Development and 2.4.7 Develop a housing No action for 2020/2021 – This work has Development and
the environment Singleton Development was reviewed during 2019/2020, awaiting Environmental mix analysis report for been completed in 2018/2019 as part of Environmental
and community Control Plan (DCP) the Department of Planning, Industry and Services the Singleton LGA, which the baseline work in the Strategic Planning Services
Environment Standard Instrument DCP. considers opportunities Statement
for fringe and infill
rezoning
2.4.3 Develop a No action for 2020/2021 – Council, in Development and
suitable mechanism consultation with Cessnock City Council, Environmental
to levy required local will not be pursuing a local development Services 2.4.8 Promote, support 2.4.8.1 Implement the Mount Thorley Development and
development contributions contributions plan for Branxton subregion and increase awareness Warkworth Heritage Grants Program Environmental
for the Branxton and alternative funding mechanisms will be for positive heritage Services
Subregion pursued outcomes
2.4.4 Develop a 2.4.4.1 Complete exhibition and finalisation Development and
Heritage Conservation of new Heritage Conservation Management Environmental 2.4.9 Include projects 2.4.9.1 Review and implement new section Development and
Management Plan for the Plan (Map), including review of the Singleton Services listed in section 7.11 and section 7.12 Development Environmental
Singleton LGA Heritage Management Plan 94 Development Contributions Plans Services
Contributions Plan in
Capital Works Program
2..4.5 Complete industry No action for 2019/2020 – This work has Development and
2.5: Promote 2.5.1 Enhance the visual 2.5.1.1 Implement the Singleton Village Infrastructure
land use cluster mapping been completed in 2018/2019 as part of Environmental
and facilitate and public amenity of Master Plans as funding becomes Services
for key industries in the the baseline work in the Strategic Planning Services
sustainable villages through the available
Singleton LGA Statement
village living implementation of the
Village Master Plans
20 | SINGLETON COUNC IL 2 0 2 0 > 2 0 2 1 O P E R AT I O N A L P L A NCSP Delivery Plan Operational Plan Action 2020/2021 Business Unit
This is the end goal | What the community desires
Strategy (10 year) Deliverables (4 year) Action (1 year)
3.1: Collaborate to 3.1.1 Deliver the 3.1.1.1 Develop and implement a Development and
enhance, protect Community Education for Sustainability Education Program that Environmental Services
and improve our Sustainability Plan includes community participation in
environment energy efficiency training and programs
3.1.2 Increase community 3.1.2.1 Implement the Sustainability Development and
participation in Education Plan Environmental Services
environmental events and
workshops
3.1.3 Support community 3.1.3.1 Inform community organisations Strategy and
organisations to obtain of potential funding opportunities for Engagement
funding for environmental environmental projects
projects
3.1.4 Advocate in 3.1.4.1 Represent Council at scheduled Development and
stakeholder forums for Upper Hunter Mining Dialogue and Environmental Services
improvements to our Working Group meetings, Joint
environment Organisation of Councils meetings and
other relevant stakeholder forums
3.1.4.2 Investigate benefits of Development and
membership to the Global Covenant of Environmental Services
Mayors and the Climate Council Cities
Power Partnership
3.1.5 Deliver “Human 3.1.5.1 Develop a Singleton Housing Development and
Settlement (Population Strategy (LSPS Action 2.3.1) Environmental Services
and Settlement, and
Community Land)” theme
actions in the Singleton 3.1.5.2 Carry out liveability assessments Development and
Community Environmental of urban areas (LSPS action 1.1.1) Environmental Services
Strategy Action Plan
3.1.5.3 Develop sustainable design Development and
guidelines that include energy efficiency Environmental Services
measures for council building and facilities
and life cycle of building materials
3.1.5.4 Conduct a review of council Development and
renewable installation feasibility through Environmental Services
study based on use and cost
3.1.5.5 Conduct an audit of Council Development and
energy efficiency opportunities Environmental Services
3.1.5.6 Actively pursue investment Development and
projects for green energy Environmental Services
3.1.5.7 Develop Character Statement Development and
for John Street Stage 3 that includes Environmental Services
We value, protect and consideration of liveability, safety,
engagement and environment
enhance a sustainable 3.1.5.8 Encourage greater participation in Development and
environment. the Community Garden Environmental Services
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Strategy (10 Strategy (10
Deliverables (4 year) Action (1 year) Deliverables (4 year) Action (1 year)
year) year)
3.1: Collaborate 3.1.6 Implement 3.1.6.1 Develop a Biodiversity Policy to Development and 3.1.9 Plan for and No action for 2020/2021 –Council is currently Infrastructure Services
to enhance, “Biodiversity” theme identify and promote management strategies Environmental Services implement strategies that developing its Environmental Policy. Once
protect and actions in the for conserving biodiversity enhance, protect and adopted it will form the strategic direction for
improve our Singleton Community 3.1.6.2 Develop a Weeds Strategy for the Development and improve the environment environmental management in Capital Works
environment Environmental Strategy LGA Environmental Services in the delivery of the 1
Action Plan year, 4 year and 10 year
Capital Works Programs
3.1.6.3 Promote/participate in urban and Development and for 5 asset classes
village greening initiatives to restore trees Environmental Services
and vegetation in the urban landscape
3.1.10 Reduce the spread No action for 2020/2021 – A strategic Infrastructure Services
3.1.7 Implement “Land” 3.1.7.1 Develop a Vineyards and Rural Development and of environmental weeds approach to environmental weeds with in the
theme actions in the Tourism Strategy (LSPS Action 4.3.1) Environmental Services from Council road verges LGA is currently being undertaken through
Singleton Community the Weeds Committee
Environmental Strategy 3.1.7.2 Develop and implement a Sustainable Development and
Action Plan Procurement Policy Environmental Services 3.1.11 Reduce the risk of 3.1.11.1 Implement inspection program Development and
environmental harm and for unauthorised and unregistered OSSM Environmental Services
3.1.7.3 Purchase items made from recyclable Development and adverse health impacts Systems
materials collected in LGA for public use. Environmental Services through a structured
Environmental Risk
3.1.7.4 Continue to support and promote Development and Management process
the reduction in use and recycling of single Environmental Services
3.2: Educate 3.2.1 Represent Council 3.2.1.1 Collaborate with the Upper Hunter Development and
use plastics, soft plastics and other problem
and advocate on the Upper Hunter Air Quality Advisory Committee to deliver air Environmental Services
wastes
to improve Air Quality Advisory quality initiatives
air quality in Committee
3.1.7.5 Encourage establishment of Repair Development and
Singleton
cafes, tool library and other businesses/ Environmental Services
programs to the LGA 3.2.2 Implement 3.2.2.1 Provide access to air quality data and Development and
“Atmosphere” information Environmental Services
3.1.8 Implement 3.1.8.1 Capture baseline data of renewable Development and theme actions in the
“Energy” theme energy usage in the Singleton LGA and Environmental Services Singleton Community
actions in the generate baseline energy footprint 3.2.2.2 Promote the woodsmoke flu cleaning Development and
Environmental Strategy
Singleton Community rebate program Environmental Services
Action Plan
Environmental Strategy
Action Plan 3.1.8.2 Promote increasing the proportion of Development and
renewable energy consumed in the LGA Environmental Services 3.2.2.3 Continue to advocate for cumulative Development and
impact study for Upper Hunter to: Environmental Services
• Consider and assess long term cumulative
3.1.8.3 Report results of baseline data and Development and impacts on agricultural lands, mineral and
renewable energy to the community Environmental Services natural resources, ecosystem services,
community settlements and health arising
from current and projected land-use across
3.1.8.4 In association with the OEH, Development and the LGA
promote programs and subsidies available Environmental Services
to households and businesses to assist
them with improving energy efficiency and 3.2.3 Leverage outcomes 3.2.3.1 Develop a procedure for local site Development and
installing/retrofitting renewable energy for the community through rehabilitation issues (LSPS Action 3.4.1) Environmental Services
infrastructure the Upper Hunter Mining
Dialogue
3.1.8.5 Promote the use of energy efficient Development and 3.2.3.2 Prepare a discussion paper on Development and
devices for households and businesses Environmental Services rehabilitation post mining (LSPS Action 3.4.2) Environmental Services
3.1.8.6 Support businesses and households Development and
in conducting energy audits to identify Environmental Services
primary sources of energy use and identify
actions to reduce consumption
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Strategy (10 year) Deliverables (4 year) Action (1 year) Strategy (10
Deliverables (4 year) Action (1 year)
year)
3.3: Promote 3.3.1 Implement “Water” 3.3.1.1 Participate in regional circular Development and
(excluding Stormwater) and economy forums Environmental 3.5: Manage 3.5.1 Maintain stockpile sites 3.5.1.1 Undertake regular weed Infrastructure
efficient water and reduce to reduce the environmental management activities Services
and waste “Waste” theme actions in Services
the Singleton Community risks from impacts
management and 3.3.1.2 Development baseline data on key Development and
Environmental Strategy environmental
increase reuse waste streams and water usage Environmental 3.5.2 Implement the Pollution 3.5.2.1 Meet legislative licence requirements Development and
Action Plan pollution and
and recycling Services Incident Response Management for Waste Management Facility (EPA and Environmental
disease
Plans (PIRMP) for the Waste Safe Work NSW) Services
3.3.1.3 Implement a waste app to promote Development and
Management Facility
waste services across the LGA Environmental
Services 3.5.3 Implement the No action for 2020/2021 –required Pollution Infrastructure
Pollution Incident Response Incident Response Management Plans have Services
3.3.1.4 Complete a review of the Burragan Development and Management Plans (PIRMP) been implemented
Recycling Shop Environmental for required Council assets
Services
3.3.1.5 Report to the Sustainability Development and
3.5.4 Implement the Pollution 3.5.4.1 Review and test the Pollution Water and Sewer
Committee on activities undertaken to: Environmental
Incident Response Management Incident Response Management Plan for the
• Work with OEH, UHMD and Business Services
Plans (PIRMP) for the Sewerage Singleton Sewage Network and Treatment
Chamber to support and promote local
Treatment Plant Plant at least annually
businesses
• Promote shopping locally
3.6: Increase the 3.6.1 Integrate an emergency 3.6.1.1 Review and update Emergency Corporate and
3.3.2 Implement the 3.3.2.1 Review and develop the Singleton Development and planning and management framework within Management Map data annually for Council Community
Singleton Waste Strategy Waste Strategy aligned to the NSW Waste Environmental preparedness Council’s GIS System staff emergency responders and the Services
2013-2031 Strategy Services for natural community.
disasters
3.3.3 Participate in the 3.3.3.1 Represent Council at Scheduled Development and No action - Included in 3.6.1.1 above Corporate and
implementation of the Hunter Regional Joint Organisation of Councils Environmental Community
Hunter Regional Waste meetings and other relevant stakeholder Services Services
Management Strategy forums for local waste management 3.6.2 Develop a new 3.6.2.1 Complete exhibition and finalisation Development and
Floodplain Risk Management of new Floodplain Risk Management Plan Environmental
3.3.4 Implement the 3.3.4.1 Complete the 8-yearly review of the Water and Sewer Plan, which includes the Services
regulator approved Integrated Water Cycle Management Plan Wollombi Brook Catchment
Integrated Water Cycle
Management Plan 3.6.3 Implement “Climate 3.6.3.1 Review the Climate Change Development and
Change (Natural Disaster Adaptation Plan Environmental
3.3.5 Work in partnership 3.3.5.1 Participate in quarterly Upper Water and Sewer Preparedness)” theme actions Services
with the Upper Hunter Water Hunter Water Alliance meetings to develop in the Singleton Community
Environmental Strategy Action 3.6.3.2 Consult with AdaptNSW on climate Development and
Alliance to improve water consistent approach to water and sewer
Plan change transition and priorities within the Environmental
and sewerage management, management in the Upper Hunter
regional adaptation plan Services
knowledge exchange and
industry training 3.6.4 Provision of a 3.6.4.1 Conduct annual review of Emergency Infrastructure
responsive, effective Management Plan and report changes Services
3.4: Collect and 3.4.1 Implement 3.4.1.1 Implement a stormwater monitoring Infrastructure emergency management
manage urban “Stormwater” theme actions program Services system
stormwater in the Singleton Community 3.6.4.2 Attendance at all Local Emergency Infrastructure
effectively Environmental Strategy Management Committee Meetings Services
Action Plan
3.6.5 Ensure critical assets 3.6.5.1 Deliver Asset Management Plans Infrastructure
3.4.2 Deliver Stormwater 3.4.2.1 Deliver stormwater maintenance to Infrastructure for asset classes are for each asset class identifying critical Services
Quality Improvement improve quality stormwater Services identified in each Asset assets, with completed Risk Register
Program Management Plan and assessed with consideration in the event
are supported by Risk of natural disaster
3.4.3 Implement effective 3.4.3.1 External funding opportunities will be Infrastructure Management Plans with
urban stormwater collections investigated Services consideration in the event of
strategies in the planning and natural disaster
programming of drainage
stormwater assets in
accordance with Drainage
Asset Management Plan and
Urban Stormwater Study
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Strategy (10 year) Deliverables (4 year) Action (1 year)
4.1: Attract new 4.1.1 Build effective 4.1.1.1 Promote Singleton business strengths Strategy and
investment to relationships with and opportunities to potential investors via Engagement
increase the potential investors in website content
diversity and Singleton
resilience of 4.1.1.2 Create an investor database and Strategy and
the Singleton distribute six monthly investment information Engagement
economy
4.1.1.3 Deliver or progress four programs Strategy and
or initiatives for Singleton economic Engagement
development
4.1.1.4 Implement actions listed in the Socio- Strategy and
economic Development Strategy Engagement
4.1.2 Engage with 4.1.2.1 Promote Singleton as an attractive Strategy and
the Hunter Business place to invest by providing high-quality, Engagement
Review and Regional engaging advertising material in the Hunter
Development Hunter Business Review and government platforms
4.1.3 Build and maintain 4.1.3.1 Collaborate with the Singleton Strategy and
effective relationships Business Chamber to support and grow local Engagement
with business and business
industry groups
4.1.3.2 Improve reporting of economic data Strategy and
to Singleton business sector Engagement
4.1.4 Develop and 4.1.4.1 Provide up-to-date Singleton Strategy and
distribute an Investment investment information via the Council Engagement
Prospectus for Singleton website and print material
underpinned by a
Council Land and Asset
Development Plan which
includes key business
assets
4.1.5 Develop and 4.1.5.1 Implement the marketing Strategy and
implement a three year program to promote Singleton business Engagement
Marketing Plan for the opportunities
promotion of Singleton
as a sound investment
opportunity including
visitor economy
We have an innovative, sustainable
and diverse economy.
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Strategy (10 year) Deliverables (4 year) Action (1 year) Strategy (10 year) Deliverables (4 year) Action (1 year)
4.2: Support 4.2.1 Collaborate with 4.2.1.1 Collaborate to develop and deliver a Strategy and 4.5: Enhance 4.5.1 Facilitate the 4.5.1.1 Represent Council at the industry Strategy and
the capacity Industry Organisations program that supports business training to Engagement relationships development of industry cluster forums including Hunter Valley Wine Engagement
of Singleton to provide information, increase business resilience and capacity between local clusters relevant to the and Tourism Association, Upper Hunter
businesses to be training or workshops for business, future Singleton economy Economic Diversification Working Group and
flexible, adaptable local business industry and AGL Liddell Transition Working Group
and prepared for government to
change set strategic
4.5.2 Facilitate the Action Completed in 2019/2020
economic goals
operation of the cattle
saleyards in accordance
with the Saleyards
Masterplan
4.2.2 Complete industry 4.2.2.1 Complete one industry requirements Strategy and
requirements assessment assessment report for a key industry in the Engagement 4.6: Seek funding 4.6.1 Provide support 4.6.1.1 Provide information and support to Strategy and
report for key industries in Singleton LGA to provide for local business and enable the local community and businesses Engagement
the Singleton LGA infrastructure, community organisations to apply for funding
programs, to attract funding
services or events
which value add
to the delivery of 4.6.2 Drive the attraction 4.6.2.1 Submit grant funding applications for Strategy and
the objectives of of external funding for priority Council projects Engagement
Singleton 2027 Council priority projects
4.3: Continue 4.3.1 Develop and deliver 4.3.1.1 Deliver the Singleton Council-related Strategy and
to support local joint activities to maximise actions from the Hunter Valley Wine Tourism Engagement
tourism operators the effectiveness of Alliance
for the promotion the Hunter Valley Wine
of Singleton Tourism Alliance
as a tourism 4.7: Facilitate 4.7.1 Facilitate a program 4.7.1.1 Deliver two evening/twilight events Strategy and
destination the development of evening/twilight events annually including Christmas on John Street Engagement
of a night time in Singleton
economy for
Singleton
4.3.2 Collaborate with 4.3.2.1 Partner with Hunter Valley Wine and Strategy and
local tourism operators to Tourism Association to promote Singleton as Engagement 4.7.2 Collaborate to 4.7.2.1 Collaborate to deliver safety initiatives Strategy and
invest in marketing Hunter a tourism destination deliver safety initiatives through the Singleton Liquor Accord Engagement
Valley Wine Country as a through the Singleton
tourism destination Liquor Accord
4.3.3 Promote and 4.3.3.1 Work with local tourism operators to Strategy and
engage to deliver a develop a Singleton Tourism Strategy and Engagement
whole of Singleton visitor promote the tourism identity for Singleton
economy 4.8: Foster 4.8.1 Develop and 4.8.1.1 Provide a functional, accurate and Strategy and
4.3.3.2 Engage with the Singleton LGA Strategy and initiatives that implement quality visually attractive Council website with Engagement
tourism network for the delivery of actions to Engagement strengthen visual representation up-to-date content
improve the local tourism experience Singleton’s of Singleton as a
brand identity lifestyle and investment 4.8.1.2 Formalise the Singleton Tourism Strategy and
destination Brand by developing and implementing a Engagement
tourism style guide
4.4: Inform and 4.4.1 Collaborate with 4.4.1.1 Deliver or progress two jobs-growth Strategy and 4.8.1.3 Review and update Council’s style Strategy and
inspire our other Councils and initiatives for jobs of the future Engagement guide to maintain brand integrity and Engagement
community to Government Agencies to relevance
be prepared and deliver the Upper Hunter
embrace jobs of Workforce Plan
the future
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Strategy (10 year) Deliverables (4 year) Action (1 year)
5.1: Council’s 5.1.1 Implement 5.1.1.1 Review the Integrated Risk Integrated Risk
service delivery an integrated risk Management Framework by 31 December Management
is aligned with management system 2020
our Community’s
needs and
delivered the best 5.1.1.2 Conduct a range of audits to drive Integrated Risk
way possible improvements in our Integrated Risk Management
Management System
5.1.2 Plan and implement 5.1.2.1 Implement upgraded Wide Area Corporate and
improved data recovery Network links to remote Council offices with Community
services for Information built-in redundancy Services
Technology in a disaster
situation
5.1.3 Innovation in the 5.1.3.1 Implement actions from the Customer Corporate and
provision of quality Service Strategy that will enhance the Community
customer service through customer experience in dealing with Council Services
implementation of the
Customer Service
Strategy
5.1.4 Develop 5.1.4.1 In consultation with the organisation Corporate and
an Information, and industry experts, develop an Community
Communication, encompassing ICT Strategy to guide the Services
Technology (ICT) Strategy development of the ICT systems over the
to integrate Geographic next three to five years
Information Systems,
Asset Management
Systems, Cloud Based
Technology and Records
Management
5.1.5 Implement the 5.1.5.1 Implement the Community Development and
Singleton Council Sustainability Strategy Environmental
Environmental Services
Sustainability Plan
5.1.6 Implement NSW 5.1.6.1 Continue participation in the Development and
Office of Environment OEH Sustainability Advantage program Environmental
and Heritage (OEH) Services
Sustainability Advantage
An effective and efficient operational Program
Council. A highly-functioning and
progressive elected Council.
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Strategy (10 year) Deliverables (4 year) Action (1 year) Strategy (10 year) Deliverables (4 year) Action (1 year)
5.1.7 Demonstrate 5.1.7.1 Report performance of Council to the Strategy and 5.2.3.2 Develop and implement Corporate Human Resources
delivery of services community based on industry benchmarks Engagement Training Calendar to ensure learning and
aligned to community and community satisfaction development needs are met for all people
needs
5.1.7.2 Conduct Service Delivery Reviews of Strategy and 5.2.4 Provide a single 5.2.4.1 Maintain and improve the People Human Resources
Council services to improve delivery including Engagement source of Human section on Council’s intranet site to provide
feasibility of outsourcing opportunities Resources information accessible and accurate information and
online through the Intranet services to our workforce
5.1.8 Clear levels of 5.1.8.1 Facilitate program for development Strategy and
5.2.4.2 Develop website content for Council’s Human Resources
service are understood of Service Level Agreements for Council Engagement
careers page to improve employee attraction
and committed for all services provided to the Community
and employer brand
services offered by
Council
5.1.8.2 Council performance against formal Strategy and 5.2.5 Human Resources 5.2.5.1 Continually review and enhance Human Resources
Service Level Agreements are tracked and Engagement policies, procedures and human resources policies and procedures
reported annually processes are reviewed to promote flexibility in all aspects of
and updated employment and facilitate employee
5.1.9 Applications to 5.1.9.1 Applications to amend land use and Development and attraction and retention
amend land use and development planning are processed within Environmental Services
development planning legislative timeframes
5.2.6 Council is an 5.2.6.1 Continue to implement the Safety Integrated Risk
documents are processed
employer of choice and Wellbeing (SWELL) Program to Management +
within timeframes
promote physical and mental health of our Human Resources
employees
5.1.10 Manage Waste 5.1.10.1 Develop a Waste Services Customer Development and
and Recycling operations Service Plan Environmental Services 5.2.6.2 Review and promote Council’s Human Resources
in compliance with Flexible Working Arrangements
regulatory requirements
and customer service 5.1.10.2 Develop a Landfill Master Plan Development and
Environmental Services 5.2.7 Council operates 5.2.7.1 Produce an increasing trend in the Integrated Risk
level agreements under a compliant Work result of the annual WHS management Management
5.1.10.3 Implement the Waste Services Development and Health and Safety audit
Capital Works Program Environmental Services Management System
5.1.10.4 Develop a Waste Strategy aligned to Development and 5.3: Provide 5.3.1 Develop and 5.3.1.1 Review and update the Strategy and
the NSW Strategy Environmental Services accurate implement a three Communications Management Plan Engagement
and timely year Communications Actions
5.1.11 Manage Water 5.1.11.1 Provide high quality water and Water and Sewer communication Strategy
and Sewerage operations sewer services that are 100% compliant with to our
5.3.1.2 Implement the Community Strategy and
in compliance with environmental and health requirements Community
Engagement Strategy for the Community Engagement
regulatory requirements Strategic Plan
and customer service
level agreements
5.3.2 Develop and 5.3.2.1 Complete the Social Media Strategy and
implement a three year Strategy actions from the Communications Engagement
5.2: Services 5.2.1 Develop and 5.2.1.1 Review and develop a four year Human Resources Social Media Strategy Management Plan Actions
are provided by implement a four-year People Strategy for 2021/2025
the right people, People Strategy
in the right 5.3.3 Provide quality, 5.3.3.1 Continued development of Corporate and
jobs, with the up to date spatial Council’s spatial data capability with a Community Services
5.2.2 Develop and 5.2.2.1 Review and develop a three-year Human Resources
right skills and information data to specific focus on emergency management
implement a three-year Equal Employment Opportunity Plan for
attitudes at the Council Staff and the usage
Equal Employment 2021/2024
right time Community
Opportunity Plan
5.2.3 Develop 5.2.3.1 Implement Leadership Human Resources
and implement an Development Program to level all People
annual Learning and Leaders
Development Plan
34 | SINGLETON COUNC IL 2 0 2 0 > 2 0 2 1 O P E R AT I O N A L P L A NYou can also read
