However, the current economic environment is causing difficulties in staff recruitment and retention. This economic environment is also resulting in difficulty in engaging contractors, delaying project commencement, increasing costs and impacting Council’s ability to complete its programs.
Council continues to implement cost reductions and new revenue initiatives under the Pathway to Sustainability project. Council also initiated the Financial Sustainability Committee in February 2025 to address Restricted Cash and ongoing sustainability issues.
These budget variations have been approved by Council.
8.2.7 INTEGRATED PLANNING AND REPORTING DOCUMENTS: OUR WORKFORCE STRATEGY 2025-2029 & COMMUNITY STRATEGIC PLAN 2025-2045
The NSW Government introduced Integrated Planning and Reporting (IP&R) reform for Local Government in 2009 to transform the way NSW councils develop and report on plans for the future of their communities. Now, more than ever, councils and communities need a cohesive integrated planning framework that supports them as they work together to respond to rapidly changing circumstances and opportunities.
This report focuses on two key documents within the IP&R framework, the:
Together, they set the long-term vision for our region and outline how Council will ensure it has the right people and skills in place to deliver on that vision. They are important documents, together with the Delivery Program (DP), Operational Plan (OP) and Long-Term Financial Plan (LTFP) that form Council’s suite of IP&R documents.
‘Our Workforce Strategy’ is a four-year document that shapes the capacity and capability of our workforce to achieve Council’s strategic objectives. It identifies how future staffing and skills requirements will be met.
The CSP, developed in alignment with the OLG guidelines, is the highest-level plan a Council must prepare. It identifies the community’s main priorities and aspirations for the future and includes strategies to achieve these goals.
The Draft Community Strategic Plan 2025-2045 was placed on public exhibition from 22 April to 20 May 2025. Community members were invited to review the draft and provide feedback. To support engagement, Council promoted the Draft Plans through our social media channels, media releases, newsletters, radio interviews and across the corporate website.
A total of 24 submissions were received in relation to the IP&R documents. Responses have been detailed in the full report, available on Council’s website below.
Council noted all submissions received and has endorsed both the ‘Community Strategic Plan 2025-2045' and the ‘Our Workforce Strategy 2025-2029'. Following this, the CSP and Our Workforce Strategy will be forwarded to the Office of Local Government (OLG) and published on Council's website.
8.2.8 INTEGRATED PLANNING AND REPORTING DOCUMENTS: DELIVERY PROGRAM AND OPERATIONAL PLAN 2025-2029, REVENUE POLICY 2025-2026, DETAILED BUDGET 2025-2026 & LONG-TERM FINANCIAL PLAN 2025-2035
The Delivery Program (DP) is a statement of commitment to the community from each newly elected council. It allows council to determine what is achievable and what the priorities are for their four year term. Supporting the DP are annual Operational Plans (OP).
As part of the OP, Council is required to include its Revenue Policy Annual Statement and Annual Budget, outlining how services / projects will be funded in the year ahead.
A detailed budget has been provided for public review to support transparency. This includes a breakdown of expected income and expenditure, helping the community see how funds are allocated. Council acknowledges the financial pressures faced by the community and remains committed to responsible budgeting.
The Long-Term Financial Plan (LTFP) is a 10‑year plan that informs decision‑making and demonstrates how the CSP and commitments of the DP and OP will be resourced. The LTFP captures the financial implications of asset management and workforce planning, for example, by identifying how additional assets will be funded, or existing assets renewed or upgraded.
At the meeting 16 April 2025, Council resolved to amend this suite of documents to be placed on display to include loan income of $2,685,687, Section 7.11 income of $314,313, stormwater capital expenditure of $3,000,000 and associated loan repayments funded from the Stormwater Levy in Year Two and onwards.
Thus, the Draft Delivery Program and Operational Plan 2025-2029 and Long-Term Financial Plan were placed on public exhibition from 22 April to 20 May 2025. Community members were invited to review the draft and provide feedback. To support community engagement, Council promoted the Draft Plans through our social media channels, media releases, newsletters, radio interviews and across the corporate website.
At the close of exhibition, 1,100 people had visited the YourSay site to view the suite of IP&R documents.
All feedback received through the YourSay survey, written and email submissions have been compiled into a single summary. Detailed reports on these submissions are available for review in the full Council Report linked below.
Council has considered the individual submissions and subsequently approved the recommendations as follows:
- Adopt the Delivery Program & Operational Plan 2025-2029, Revenue Policy Annual Statement 2025-2026, Detailed Budget 2025-2026 and Long-Term Financial Plan 2025-2035.
- Set Councillors’ remuneration at the maximum level for the category applicable to Council as published by the Local Government Remuneration Tribunal.
- Note that the organisation structure has been reviewed in accordance with Section 333 of the Local Government Act 1993 (NSW) as amended.
- Approve the proposed external borrowing of funds as detailed in the Delivery Program & Operational Plan.
Following this adoption by Council, the Delivery Program and Operational Plan 2025-2029, Revenue Policy Annual Statement (2025-2026), Detailed Budget (2025-2026) and Long Term Financial Plan (2025-2035) will be forwarded to the Office of Local Government and published on Council's website.
Council’s cash position is being closely monitored as financial year-end approaches.
Forecasting shows that Council should be in a positive unrestricted cash position at 30 June 2025. However, this is dependent upon the Financial Assistance Grant (FAG) prepayment being received. If this early payment does not occur, Council’s unrestricted cash position is forecast for a negative balance.
As a protection against this occurring, Council has written to the Minister for Local Government to apply for an internal loan from the Sewer Fund to the General Fund. Council wrote to the Minister on 3 June 2025 to seek permission under section 401 of the Local Government Act, 1993. This loan will only be processed if the need arises and only for the amount of negative unrestricted cash required. The loan will be repaid during the following financial year as the FAG funds are received.
At last night’s meeting, Council considered the above proposal and has since received a recission motion. The report will be further discussed at a future Council meeting.
8.3.1 WATER SUPPLY UPDATE
As at 3 June 2025, Chifley Dam was at 98.8%, with 29,745ML in storage. Chifley Dam had been close to capacity or overflowing for 53 months until mid-March 2025.
Winburndale Dam was at 85.8% on 3 June 2025, with 1,459ML in storage.
In Bathurst, the estimated residential water usage varies from week to week but currently remains below the target for Level 5 water restrictions. Over the last 4 weeks, the average estimated water usage for Bathurst is 9.7ML/d, or 126L/per person per day.
Media contact: Genevieve Green Media and Communications Officer