Property Strategy

The purpose of this page is to provide the Shoalhaven community with information on the progress of Council's Property Strategy.

Shoalhaven City Council has developed a property strategy that sets out guiding principles for the best management and growth of Council’s property portfolio to ensure current and future community and operational needs are met.

Council is currently seeking feedback on the draft Property Strategy document.

View the draft Property Strategy (PDF 1.5MB)


Background

With more than 3,400 properties owned and managed, property forms an integral component of Council’s service delivery capability. Large allocations of money and resources are required to maintain, improve and develop the property portfolio to a standard that meets current and future community needs as well as legislative requirements.

The majority of land owned or managed by Council is used for various civic, community and operational purposes including offices, libraries, parks, operational infrastructure (drainage, sewer and water services), road reserves, child care facilities, leisure centres, caravan parks, racing facilities, telecommunication and car parks, etc. A limited number of properties are leased for commercial purposes, providing an income stream to Council.

It is imperative that Council's property portfolio be structured to maximise operational effectiveness, efficiency, financial performance and community benefit, and that Council makes commercial use of its property portfolio. This is important because:

  • Inappropriately designed/used property will lower the quality of services provided to the community
  • Unsuitable or under-utilised land and buildings tie up capital resources and waste revenue which could be better employed for service delivery
  • Consideration of long-term asset needs will result in improved financial performance over time
  • Well managed property will provide a higher return on investment and result in lower operational costs.

Within this context, it is important that Council regularly reviews its approach to property management, the property base and its performance in the delivery of services.


Learn More

Be sure to check out the FAQs and related documents located at either the bottom or right-hand side of this page. You can also stay informed on this project by clicking the 'subscribe' button.

If you would like further information, please contact Shoalhaven City Council Property Officer, Trish Hoerlein: phone 02 4429 3370 or email patricia.hoerlein@shoalhaven.nsw.gov.au.


Provide Feedback

Please view the draft Property Strategy (PDF 1.5MB) and provide comment via the feedback tab below.

Alternatively, you may send your feedback (quoting Council’s reference 55012E) via email to council@shoalhaven.nsw.gov.au or mail addressed to: General Manager, Shoalhaven City Council, PO Box 42, Nowra 2541.

Should Council receive no objections or submissions that would mean only a minor alteration to the Strategy, then the Strategy will be deemed adopted. Should Council receive submissions that are considered to have a significant effect on the Strategy, then a further report will be presented to Council.

The purpose of this page is to provide the Shoalhaven community with information on the progress of Council's Property Strategy.

Shoalhaven City Council has developed a property strategy that sets out guiding principles for the best management and growth of Council’s property portfolio to ensure current and future community and operational needs are met.

Council is currently seeking feedback on the draft Property Strategy document.

View the draft Property Strategy (PDF 1.5MB)


Background

With more than 3,400 properties owned and managed, property forms an integral component of Council’s service delivery capability. Large allocations of money and resources are required to maintain, improve and develop the property portfolio to a standard that meets current and future community needs as well as legislative requirements.

The majority of land owned or managed by Council is used for various civic, community and operational purposes including offices, libraries, parks, operational infrastructure (drainage, sewer and water services), road reserves, child care facilities, leisure centres, caravan parks, racing facilities, telecommunication and car parks, etc. A limited number of properties are leased for commercial purposes, providing an income stream to Council.

It is imperative that Council's property portfolio be structured to maximise operational effectiveness, efficiency, financial performance and community benefit, and that Council makes commercial use of its property portfolio. This is important because:

  • Inappropriately designed/used property will lower the quality of services provided to the community
  • Unsuitable or under-utilised land and buildings tie up capital resources and waste revenue which could be better employed for service delivery
  • Consideration of long-term asset needs will result in improved financial performance over time
  • Well managed property will provide a higher return on investment and result in lower operational costs.

Within this context, it is important that Council regularly reviews its approach to property management, the property base and its performance in the delivery of services.


Learn More

Be sure to check out the FAQs and related documents located at either the bottom or right-hand side of this page. You can also stay informed on this project by clicking the 'subscribe' button.

If you would like further information, please contact Shoalhaven City Council Property Officer, Trish Hoerlein: phone 02 4429 3370 or email patricia.hoerlein@shoalhaven.nsw.gov.au.


Provide Feedback

Please view the draft Property Strategy (PDF 1.5MB) and provide comment via the feedback tab below.

Alternatively, you may send your feedback (quoting Council’s reference 55012E) via email to council@shoalhaven.nsw.gov.au or mail addressed to: General Manager, Shoalhaven City Council, PO Box 42, Nowra 2541.

Should Council receive no objections or submissions that would mean only a minor alteration to the Strategy, then the Strategy will be deemed adopted. Should Council receive submissions that are considered to have a significant effect on the Strategy, then a further report will be presented to Council.