Strategies

This strategy sets the context, targets and actions for waste management in Singleton Council. Council is endeavouring to maximise waste diversion in a cost-effective and sustainable way. 

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 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).

Council is responsible for infrastructure and other assets that have a fair value of approximately $832 million dollars.

This strategy is presented at a high level to provide key information that can be used in the determination of levels of service and funding required.

This Sustainability Strategy sets out a broader Sustainability agenda, focussing on four of the United Nations Sustainable Development Goals (SDGs) and details long term objectives.

The Sustainability Strategy identifies sustainability improvements within the Singleton local government area and areas of collaboration with stakeholders to facilitate community action. Singleton’s community includes residents, workers, businesses, visitors, land and property owners, industry, agriculture and viticulture.  

This strategy responds to our community’s needs – a community that expects the best from its Council. A community that holds us accountable for delivering experiences that are Vibrant, Progressive, Connected, Sustainable and Resilient.

The Singleton Weed Management Strategy details Council’s roles and responsibilities regarding the prevention, management and eradication of priority weeds within the Singleton LGA. The way the strategy does this is by establishing clear roles, responsibilities, and objectives for council and the wide variety of relevant stakeholders to ensure that the appropriate management strategies are implemented.

Singleton Council’s goal is to work collaboratively with the community and its partners to identify, manage and eradicate priority weeds consistent with federal, state, and regional weed management plans and strategies. The aim of the Strategy is to foster strategic weed management practices which in turn drive effectiveness, provide long term cost savings and create long term sustainability in programs that benefit the community and local environment.

The Singleton Vineyards and Rural Tourism Strategy sets the roadmap for future planning framework for the vineyards and tourism industries across the Singleton Local Government Area (LGA).

This Strategy is the precursor for a Place Strategy, which is required to be prepared as identified in the Hunter Regional Plan 2041, this Strategy will inform future studies and planning work in encouraging sustainable and desirable growth across the LGA.

Singleton’s viticulture industry was established in the late 1820’s/early 1830’s and has since become driving industry in the LGA, benefitting from a growing population, expanding global gateways and connectivity to the Newcastle and Greater Sydney Regions. The tourism industry in the LGA is characterised by nature-based experiences as well as events, recreation and function spaces provided across a rural environment with high scenic value. Viticulture and tourism have long been marked as key industries for sustainable, collaborative growth.

This Strategy delivers on Action 4.3.1 of the Singleton Local Strategic Planning Statement to develop a vineyards and rural tourism strategy, which responds to the land use and infrastructure requirements of the viticulture and tourism industries, takes into account complementary land uses and minimises the potential for land use conflict. 

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

The Strategy provides a strategic planning framework to guide the future development of employment lands in the Upper Hunter Region (including Singleton, Dungog, Muswellbrook and Upper Hunter local government areas), consistent with the broader strategic planning framework and policy context.

The Upper Hunter Region is in the midst of an economic transition that will shape the future of the Region for generations to come.

The Region’s $15 billion economy has traditionally powered NSW, supplying energy needs through both coal mining and power generation, while exporting coal and agricultural product globally. As the world changes, the Region must also change with it powering toward a new green future, capitalising on its existing assets in energy generation, agriculture, and mining, while supporting a diversified post-mining economy with expansion in renewable energy, advanced manufacturing and agribusiness sectors. The Region will leverage its strengths to create a diversified economy that also includes tourism, services and digital uses, becoming a diverse innovation powerhouse across its four LGAs.

By 2041, this Strategy sees the Upper Hunter Region as a dynamic, sustainable, and diverse regional economy that embraces innovation and resilience, while fostering a strong sense of community. Industry will continue to be supported in the Region, generating jobs, infrastructure services, and amenities to enable a growing population. Through diversification, the Region will be recognised as a leader in the development of new industries and technologies, and as a desirable place to live, work and visit.