Strategies

Council recognises that facilitating opportunities for community engagement and participation in quality arts and cultural programs can enrich the personal lives of residents and support the social and cultural wellbeing of the community. A quality arts and cultural program enhances the region’s identity and reputation and will provide opportunities for cultural tourism that feeds creative industry development and contribute to economic diversity. The Arts + Culture Strategy 2020 - 2030 will help build a great future for arts and culture in Singleton.

Council is responsible for infrastructure and other assets that have a fair value of approximately $832 million dollars. The Asset Management Strategy 2025 - 2035 is presented at a high level to provide key information that can be used in the determination of levels of service and funding required.

The Commercial Property and Land Holdings Strategy 2022 provides an informed strategic vision and management framework for Council’s portfolio, ensuring that management decisions meet Council’s aspirations, are commercially grounded and reflect the wider strategic context of the land.

This strategy also provides the framework for Council’s establishment of an Income Property Portfolio, to form an important component of the Singleton Legacy Fund. The Income Property Portfolio will support Council’s long-term financial viability, as well as underwrite opportunities to drive the prosperity of the LGA for future generations. 

The Singleton Community Development Strategy 2022-2026 addresses current challenges and potential future issues with actions to promote the social and cultural wellbeing of the people of Singleton.

Developed with input from individuals and organisations across our local government area, this document presents a vision for our community to promote social inclusion and diversity, identifying areas of priority including youth; ageing; Aboriginal and Torres Strait Islander peoples; vulnerable children and families; homelessness; mental health; and vulnerable communities (including LGBTIQA+, people who are isolated and/or lonely, people experiencing domestic and family violence; and people from non-English speaking backgrounds).

The purpose of the Community Sports Infrastructure Strategy 2022-2032 is to provide sustainable recommendations relating to infrastructure provision and improvement that align with the priorities of potential investment partners.  

Th Customer Experience Strategy 2021 - 2024 responds to our community’s needs – a community that expects the best from its Council and that holds us accountable for delivering experiences that are Vibrant, Progressive, Connected, Sustainable and Resilient.

Singleton Council values its customers and is committed to being a leading customer focused organisation. We recognise customer service is the responsibility of all staff.

The objective of this strategy is to identify management options and to develop a comprehensive plan to address the issues of the Grey-headed Flying-fox (GHFF) within Singleton.

The aim of Our People Strategy 2025 - 2029 is to provide a framework for ensuring Singleton Council’s services to the community are provided by the right people, in the right jobs, with the right skills and attitude, at the right time.

The Singleton Arts + Cultural Centre Strategy 2025 - 2029 is designed to provide a planned, pragmatic, achievable and measurable roadmap for the sustainable operation of the Singleton Arts + Cultural Centre. It outlines the areas that will bridge the gap between vision and execution with a specific focus on financial viability; creating a stable and reliable financial foundation that supports ongoing operations through grant funding, self-generated revenue, cost management and operational efficiency.