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Operational Plan 2021-2022 DRAFT:

For Public Exhibition

Members of the public are invited to comment on this Draft Operational Plan 2021 -2022.

Please submit your comments by Sunday, 23 May 2021 by: Email: council@canadabay.nsw.gov.au

Online: collaborate.canadabay.nsw.gov.au Mail: The General Manager City of Canada Bay Locked Bag 1470 Drummoyne NSW 1470

YOUR future

2030

Community Strategic Plan

2018-2030

1. Inclusive, involved and prosperous 2. Environmentally responsible 3. Easy to get around 4. Engaged and future focused 5. Visionary, smart and accountable 1


Recognition of the Wangal clan

The City of Canada Bay acknowledges Aboriginal and Torres Strait Islander peoples, in particular the Wangal clan, one of the 29 tribes of the Eora nation, as traditional custodians of the lands where we live, learn and work. Council pays respect to Elders past, present and emerging and extends this respect to all Aboriginal people living in or visiting the City of Canada Bay.

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Contents Introduction 4 5

Mayor’s message

Councillors 6 9

General Manager’s message

10

The Integrated Planning and Reporting Framework

12

Our Community Strategic Plan – YOUR future 2030

14

Our City

16

Our Organisation

17

Council’s organisational structure

18

Our Values

20

Council services

22

Operational Plan 2021-22

24

Theme 1 Inclusive, involved and prosperous

38

Theme 2 Environmentally responsible

50

Theme 3 Easy to get around

60

Theme 4 Engaged and future focused

64

Theme 5 Visionary, smart and accountable

80

Statement of Revenue Policy

92

Capital projects

 96 Ordinary rates and special rates that apply in 2021-2022

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Introduction

Dumpling DJ Nights event, Rhodes.

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Mayor’s message Welcome to the Operational Plan 2021-22 outlining the services and projects that the Council will undertake this year.

This year, we will undertake extensive community engagement to review and update our Community Strategic Plan, where we will identify the community’s vision and aspirations for our future. We will also continue to work hard for our community to deliver essential services and to progress a number of major projects including the Redevelopment of Concord Oval and the Rhodes Recreation Centre. My priority is to ensure that we achieve the best possible outcomes for the community. We will continue to advocate to the State and Federal Governments on key issues affecting our City, ensuring that we continue to play a major role in shaping the liveability of our City. We will also continue to work with other partners and community groups to deliver best value services that meet the needs of our community. I look forward to continuing working hard with my fellow Councillors in maintaining our focus on building a sustainable and successful future for the City of Canada Bay.

Mayor Angelo Tsirekas

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Councillors

The City of Canada Bay has nine elected Councillors, including a popularly elected Mayor. The Deputy Mayor is elected annually, in September, by the Council. The current Council was elected in September 2017 for a three year term. Due to the emergence of the COVID–19 pandemic, the Minister for Local Government postponed the September 2020 Local Government elections, with the next election due to take place in September 2021.

Deputy Mayor Councillor Julia Little

Mayor Angelo Tsirekas

Councillor Michael Megna

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Councillor Stephanie Di Pasqua

Councillor Andrew Ferguson

Councillor Charles Jago

Councillor Marian Parnaby

Councillor Daniela Ramondino

Councillor Nick Yap

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Council staff talking to residents at our Riverside Community Day at McIlwaine Park, Rhodes.

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General Manager’s message It is with great pleasure that I present this Delivery Program 2018–21 and Operational Plan for 2021–22. This document outlines how, through the services and programs we provide, Council will continue to progress towards achieving the commitments of the Delivery Program 2018–22. The City of Canada Bay will continue to deliver the great services we provide for our community but at the same time we will need to ensure our long term financial sustainability. Our Operational Plan has been through a significant improvement process this year. We have mapped all the services we deliver to each theme in the Community Strategic Plan. This communicates a more complete story of why we deliver the services we do, and hence how these services fulfil the community’s needs. We are also publishing our performance measures and targets across all of our services to create greater transparency in how we are performing. The City of Canada Bay continues its commitment to adequately fund the renewal of existing infrastructure whilst also ensuring that investment in new facilities reflects the needs of our growing community. The 2021–22 budget has allocated $83.4 million on infrastructure expenditure. This includes: • $14.5 million for parks and recreation • $20.8 million for roads and footpaths • $4 million for drainage and sea walls. Funding for major projects include: • $40.3 million for the Redevelopment of Concord Oval • $3.1 million for new regional playground and café at Charles Heath Reserve • $2.1 million for stage two of the Five Dock streetscape • $2.1 million for the Timbrell Park amenities building upgrade • $1.1 million for the Goddard Park amenities building upgrade. We are very excited that one of Council’s flagship projects, the Redevelopment of Concord Oval, will be completed in 2022. This project will provide fantastic facilities for the community including a new indoor recreation centre, open spaces for passive recreation, rooms for community use, new match day facilities for local sporting clubs, and a training facility for Wests Tigers. This year, we will also be producing a number of key strategic documents to drive the delivery of Council’s services including a Social Sustainability Strategy which will address social issues experienced by our community and a new Waste Strategy.

Peter Gainsford General Manager 9


The Integrated Planning and Reporting Frame The NSW Government introduced the Integrated Planning and Reporting (IPR) Framework in 2009 to assist councils in delivering their community vision and longterm objectives through long, medium, and short term plans and reporting.

Community Strategic Plan (10 years)

Delivery Program (4 years)

Operational Plan (1 year)

Objectives supported by strategies

Strategies supported by actions

Detailed actions

Community Strategic Plan

Delivery Program

Operational Plan

YOUR future 2030 is Council’s Community Strategic Plan (CSP), and represents the highest level of strategic planning undertaken by a local Council.

Council’s Delivery Program responds to the strategic goals set out in YOUR future 2030.

Council’s Operational Plan spells out the detail of the Delivery Program, identifying the individual projects and activities that will be undertaken in a specific year to achieve the commitments made in the Delivery Program.

All other plans developed by the Council as part of the IPR Framework reflect and support the implementation of the Community Strategic Plan.

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The purpose of the framework is to formalise best practice strategic planning across NSW councils to ensure a more sustainable Local Government sector. The IPR Framework begins with the community’s aspirations for a period of at least 10 years. It includes a suite of integrated plans that set out a vision and goals and strategic actions to achieve them. It involves a reporting structure to communicate progress to Council and the community as well as a structured timeline for review to ensure the goals and actions are still relevant.

It identifies all of the key activities the Council has committed to undertake over its four-year term. The Delivery Program 2018-2021 was extended for a further 12 months until 2022 following the delay of Council elections from 2020 to September 2021 due to COVID-19.


ework Resourcing Strategy

The Resourcing Strategy identifies resources required to implement the Community Strategic Plan and consists of three interrelated elements: • Long Term Financial Plan • Asset Management Plan • Workforce Management Plan.

implementation of the Delivery Program, progress towards achievement of Community Strategic Plan outcomes, and financial performance against the annual and long term budgets are all part of the way a Council is accountable to its community. This Operational Plan will be reported on via six-monthly progress reports and the Annual Report. The community’s progress towards achieving the objectives of the Community Strategic Plan will be reported at the final meeting of this Council in August 2021, in an End of Term Report.

Reporting

Reporting is a key element of the IPR Framework. Reporting back to the community about progress being made on

Other state plans and strategies

Community Strategic Plan 10 years

Other strategic plans E.g. Local Strategic Planning Statement

E.g. Disability Inclusion Action Plan

E.g. Environmental Strategy

E.g. Let’s All Play Strategy

Delivery Program 4 years Community engagement

E.g. Place Plans

E.g. Social Infrastructure Strategy

Resourcing Strategy Long-Term Financial Plan Asset Management Plan

Operational Plan 1 year

Annual Report

Workforce Management Plan

Continual monitoring and review

Source: adapted from the NSW Office of Local Government – Integrated Planning and Reporting Framework. Website: olg.nsw.gov.au

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Our Community Strategic Plan – YOUR future 2 The themes identified in Council’s Community Strategic Plan, YOUR future 2030, provide direction for the delivery of outcomes from 2018 to 2030. YOUR future 2030 reflects the aspirations and priorities that were identified following extensive engagement with the community. The five key themes are supported by more specific goals for our community: Community Strategic Plan themes Theme

1 Inclusive, involved and prosperous

Theme 2 Environmentally responsible

Theme 3 Easy to get around

 ur diverse community O enjoys a range of inclusive and accessible social, recreational and cultural opportunities and is actively involved in the life of our City. People have a sense of belonging, share strong relationships in friendly neighbourhoods and our local town centres are vibrant and prosperous.

Our community shares a collective responsibility to protect our environment and actively participates in innovative programs to mitigate climate change. These programs, along with our well cared for and cherished, active and passive open spaces and waterways, are sustaining our future.

It is easy to get around our City and wider Sydney region via a network of well-functioning and connected public transport, pathways and roads.

Goals

Goals

Vision

Goals 1.1 All residents have full access to high-quality services that facilitate inclusion and participation in community life. 1.2 The community has a diverse range of opportunities to engage in recreation and lifelong learning that promotes health and wellbeing. 1.3 O  ur sense of place and of belonging is strong with our diversity respected and celebrated and local heritage and character promoted in friendly village neighbourhoods and vibrant and prosperous centres. 12

Vision

2.1 Working together, we adopt practices that sustain our environment. 2.2 Attractive, well maintained and accessible parks and open spaces provide for a range of active and passive recreation uses.

Vision

3.1 Regional and local infrastructure is well planned and resourced to enable connectivity across our City. 3.2 A connected-up network of quality active and public transport routes and services minimise traffic and make it easier to get around. 3.3 Traffic, parking, roads and marine infrastructure provide for safe and efficient travel.


2030

Theme 4 Engaged and future focussed

Theme 5 Visionary, smart and accountable

With our population continuing to grow, our community is engaged in planning for our future. The planning results in services that support our enviable lifestyle, quality open spaces, a range of housing types, commercial centres and infrastructure and developments that enhance and complement existing suburbs.

Our City has strong leadership and is served by an effective and transparent local government. Smart processes and systems support both Council and the community to be more resilient, sustainable and efficient, to connect easily, to share knowledge, to work together and to be creative in finding solutions.

Goals

Goals

Vision

4.1 The community participates in setting directions for the future. 4.2 High quality sustainable urban design results in innovative development sensitive to existing local character.

Vision

5.1 T  he elected Council provides strong leadership for the community that is underpinned by open and transparent governance. 5.2 L eadership of the organisation inspires best practice in everything in which Council is involved. 5.3 The City is well promoted and our community is well informed of the business of Council. 5.4 C  ompliance services encourage and contribute to quality developments, public health, animal welfare and parking management.

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Our City The City of Canada Bay has a land area of 19.9km² and an estimated population of 96,074. We are a community which celebrates diversity, cares for the environment, and plans for the future. With 40 per cent of residents born overseas, the cultural and linguistic diversity of the City’s residents is one of our most celebrated attributes. The City of Canada Bay has over 150 parks, including 20 off-leash dog areas, providing plenty of opportunities for the community to enjoy our open spaces and the 36km of foreshore which Council is proud to maintain.

Council staff, providing events, programs and workshops to locals and visitors alike. Concord Library, Five Dock Library and The Learning Space in Rhodes are key meeting places for our community to learn and collaborate.

There are 13 Council venues for hire which are regularly booked by community groups, residents and

There are also a variety of sports centres and recreation facilities throughout the area,

including swimming centres, golf courses, and tennis courts. These facilities encourage members of the community to engage with each other, have fun, and stay active.

The population is projected to increase at an average annual rate of 1.31 per cent with the population estimate for 2036 sitting at 119,858.

Community performers, Australian Night at the Movies, Rhodes.

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The City of Canada Bay

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Our organisation

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Council’s organisational structure General Manager

Executive and Councillor Support

Media and Communications

Corporate Strategy and Business Improvement

People and Culture

Director Corporate Services

Director Community and Environmental Planning

Director City Services and Assets

Finance

Statutory Planning

Library and Community Services

Information Systems

Strategic Planning

Parks and Recreation

Governance and Customer Services

Place Management

Strategic Asset Services and Innovation

Procurement

Sustainability and Waste

Buildings and Property

Health, Building and Compliance

Roads and Traffic

Major Projects

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Our Values The City of Canada Bay commits to these values and the behaviour that supports these values.

We empower our people

We act with integrity

These values guide the continued delivery of high quality projects and services for the community. They were developed by staff at the City of Canada Bay.

We invest in our people and build leaders. We encourage our people to be decision makers and to take action. We take ownership of our actions. We are approachable and lead by example.

We are accountable to ourselves and our community. We are honest, fair and ethical in all we do. We are clear and transparent in our actions. We do what we say we will.

We work together

We are respectful

We innovate

We care about each other and about our community. We are committed to building and maintaining a safe environment for our people.

We listen to each other with an open mind.

We encourage and value ideas that will improve services for our community. We are creative problem solvers and are committed to creative thinking.

We support our people to perform at their best and celebrate achievements. We collaborate to get the best out of each other. We work with our community to build a better future.

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We build relationships on mutual respect. We are open, honest and constructive in our communication. We are inclusive and embrace diversity. We will respond to our community in a timely and responsible manner.

We will be better tomorrow than we are today, building on past success. We continuously improve and challenge ourselves to deliver better outcomes.


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Council Services

Council is committed to delivering a wide range of services for the community to work towards achieving the community aspiration and priorities as identified in the five themes of YOUR future 2030. Theme 1: Inclusive, involved and prosperous

Theme 2: Environmentally responsible

Theme 3: Easy to get around

Community services • Advocacy and support for children and families • Advocacy for young people and related services • Seniors advocacy and services including community bus • Community support and advocacy • Community and club grants • Community safety and crime prevention • Disability inclusion advocacy and advice • Drummoyne Community Centre support • Homeless persons advocacy and support • Social infrastructure (community facilities and services).

Cleansing operations — public areas • Street and footpath sweeping • Amenities cleaning • Reactive cleansing • Public litter bins • Community Recycling Centre operation.

 ssessment and construction of A driveway and ancillary works • Assessments and inspections • Quotations to undertake work for clients • Private driveway formwork inspections.

Early childhood education and care • Victoria Avenue Children’s Centre and precinct • Wellbank Children’s Centre • Operational and business support.

Open space planning • Open space project delivery • Open space asset management • Water security and energy efficiency • Plans of management and masterplans • Urban canopy services • Landscape design.

Emergency management • Emergency management planning • Emergency management response • Community resilience. Five Dock Leisure Centre • Health Club • Gymnastics • Stadium • Operations • Children’s programs. Libraries • Five Dock Library, Concord Library and The Learning Space, Rhodes • Library programs • Library planning and strategy. Place management • Events • Place management • Cultural development • Community sponsorships • Economic development • Smart City • Stakeholder committees. Recreation coordination • Cabarita and Drummoyne swimming centres • Recreation planning • Management of Barnwell Park and Massey Park golf courses • Booking and use of parks and open space • Major events at Drummoyne Oval.

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Environmental sustainability • Environmental sustainability strategies and policies • Corporate sustainability • Community sustainability • Committees and stakeholder groups. Garden services and Bushcare •Parks, reserves, traffic infrastructure and foreshore maintenance • Bushcare.

Fleet and mechanical workshop* • Vehicle and plant maintenance and repairs • Fleet procurement and disposal. Parks and water operations • Community mowing • Parks maintenance • Operation and maintenance of water treatment plants • Operation and maintenance of sports field lighting and irrigation • Sports field renovation projects. Sports fields and golf courses • Operation and maintenance of Barnwell Park and Massey Park Golf Courses • Operation and maintenance of sports fields. Tree services • Public tree services • Private tree services. Waste management • Waste collection — contract management • Strategic direction • Education • Community events, facilities and programs • Illegal dumping and waste investigations • Reporting.

Infrastructure planning and project delivery • Infrastructure asset management • Investigations and civil design • Project planning and delivery. Major projects • Capital and major projects. Protection and restoration of Council infrastructure • Road opening applications • Utility notification of works • Scoping and quoting restoration works • Supervision of restoration works • Driveways. Road maintenance services • Road pavement maintenance • Footpath, kerb and gutter maintenance • Signs and streetscape maintenance. Strategic asset management • Strategic asset management planning • Stormwater, marine infrastructure, City poles and lights asset custodian • Grant applications • Asset management systems • Floodplain risk management • Engineering development assessments • Asset handover management. Traffic and transport • Traffic committee and requests • Traffic approvals • Line marking and signage works • Road safety education • Parking management • Traffic management • Development assessments • Transport advocacy • Active transport.


Theme 4: Engaged and future focused Community engagement Strategic planning • Land use planning • Heritage protection • Geographical information system • Social planning and community participation • Planning and advice and planning certificates • Development contributions.

Theme 5: Visionary, smart and accountable Building certification and compliance • Construction, complying development and occupation certificates • Registered certifying authority (inspections) • Building compliance and enforcement • Swimming pools • Fire safety. Building and trades maintenance • Building maintenance • Parks and sports field maintenance • Graffiti removal • Miscellaneous support services. Business improvement* • Corporate improvement • Process management • Quality assurance. Corporate strategy* • Corporate planning • Corporate reporting. Council buildings and property • Building management • Capital works — buildings • Leasing and licensing • Footpath dining • Asset management • Strategic property management. Council venue hire • Venue bookings • Venue operations • Coordination of civic functions • Drummoyne Oval events. Customer service — Civic Centre • Counter service • Call centre • Administration. Environmental health • Public health compliance • Environmental health compliance. Financial management* • Strategic financial management • Annual budget management • Corporate financial accounting and reporting • Financial systems maintenance • Cashflow management • Accounts payable • Accounts receivable • Rating services.

Governance* • Governance • Compliance • Council and committee meetings • Elections • Support for elected representatives. Information systems* • Infrastructure • Application support • Service desk. Law enforcement and parking • Parking compliance • Ranger services • Companion animal management. Mayoral and Councillor support • Civic events • Support services • Small grants program. Media and communications • Media relations • External communications • Internal communications • Mayoral management • Council departmental support • Graphic design. People and culture* • People and culture operations • Organisational capability and development • Payroll • Health, safety and wellbeing • Workers compensation and injury management. Procurement* • Planning and strategy development • Corporate tendering system management • Corporate contract management and preferred supplier program • Procurement system management and development • Conserve contractor management system. Records management* • Information and correspondence management • Records system management and compliance • Government Information Public Access Act (GIPA Act). Risk management* • Business continuity plan and risk framework • Corporate insurances • Corporate claims management. Statutory planning • Development Applications • Planning appeals • Planning advice • Planning Portal.

* Internal service

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Operational Plan 2021-22 How to read the Operational Plan The Operational Plan is presented by each of the five themes identified in the City of Canada Bay’s Community Strategic Plan (CSP), YOUR future 2030. 1. Inclusive, involved and prosperous

2. Environmentally responsible 3. Easy to get around

4. Engaged and future focussed 5. Visionary, smart and accountable

Under each theme there is a list of services that Council provides. Also listed are the strategies and plans that support the business planning in achieving the theme’s goals.

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Theme 2 Environmentally responsible Vision Our community shares a collective responsibility to protect our environment and actively participates in innovative programs to mitigate climate change. These programs, along with our well cared for and cherished, active and passive open spaces and waterways, are sustaining our future. Delivery Program Goal 2.1 Working together, we adopt practices that sustain our environment. Delivery Program Goal 2.2 Attractive, well maintained and accessible parks and open spaces provide for a range of active and passive recreation uses.

Delivery Program goals are the intended four year outcomes for the Council.

Council services provided under theme 2

Council services are the ongoing services Council delivers to support the vision and goals in the theme.

• Cleansing operations — public areas • Environmental sustainability • Garden services and Bushcare • Open space planning • Fleet and mechanical workshop • Parks and water operations • Sports fields and golf courses • Tree services • Waste management.

Strategies and plans that support theme 2 Strategies

Plans

Better Waste and Recycling Program

Majors Bay Road Place Plan

Asset Management Policy

Litter Strategy

Biodiversity Framework and Action Plan

Strategies and plans are the overarching strategic plans that guide Council’s delivery of services, projects and programs.

Mortlake Place Plan

Canada Bay Local Environmental Plan

City of Canada Bay Development Control Plan DUBA, BUDU, BARRA Ten Steps to a Living River: Emissions Reduction Action Plan Environmental Strategy

Procurement Policy

Urban Tree Canopy Strategy Strategic Waste Group Plan

Stormwater Asset Management Plan Waste Strategy

Foreshore Access Strategy

Key services that support each Delivery Program goal. Goal: 2.1

Performance measures provide key indicators on how we measure our service performance, including targets.

Working together, we adopt practices that sustain our environment.

Key services Cleansing operations — public areas

Performance measure

Baseline

Target

Coordinates work to keep public areas clean including street cleaning, street sweeping, removal of litter and material illegally dumped, emptying and maintaining Council’s public litter bins and the cleaning of Council’s toilets and amenity facilities in public areas.

% compliance with service programs for mechanical street sweeping, footpath sweeping, public litter bins, toilets and amenities.

94%

95%

% of requests for the removal of dead animals or asbestos completed within 48 hours.

66%

75%

# of requests for illegally dumped material.

2

N/a for trending purposes

% of illegally dumped material removed within 5 days.

75%

75%

% customer satisfaction with service at the Community Recycling Centre.

To be established

75%

Projects and programs 2021-22 detail the activities Council has committed to deliver outside the ongoing ‘business as usual’ services. Performance measures details how we measure the activity and/or delivery timeframes.

Overarching strategy or plan links an action to the higher level document.

Projects and programs 2021-22 Delivery Program

Operational Plan 2021-2022

Strategy

Ref

Funding source

Operational Plan action

Performance measure(s)

Target / timeframe

Responsible team

Overarching strategy or plan

2.1.1 Respond to the impacts of climate change through planning for environmental sustainability and implementing energy, water, and greenhouse gas mitigation and adaption programs.

2.1.1.1

General revenue

Deliver building related works from the Emissions Reduction Action Plan —Operational through our capital works program over the next four years.

All building related works completed in accordance with the 21-22 CAPEX program.

30 June 2022

Buildings and Property

Emissions Reduction Action Plan

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Theme 1

Inclusive, involved and innovative

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Community members at the Rhodes Moon Festival in 2019.


Vision

Our diverse community enjoys a range of inclusive and accessible social, recreational and cultural opportunities and is actively involved in the life of our City. People have a sense of belonging, share strong relationships in friendly neighbourhoods, and our local town centres are vibrant and prosperous. Delivery Program Goal: 1.1 All residents have full access to high-quality services that facilitate inclusion and participation in community life. Delivery Program Goal 1.2 The community has a diverse range of opportunities to engage in recreation and lifelong learning that promotes health and wellbeing. Delivery Program Goal 1.3 Our sense of place and of belonging is strong with our diversity respected and celebrated and local heritage and character promoted in friendly village neighbourhoods and vibrant and prosperous centres.

Council services provided under theme 1 • Community services

• Early childhood education and care • Recreation coordination • Five Dock Leisure Centre • Libraries • Place management.

Strategies and plans that support theme 1 Community Safety and Crime Prevention Plan

Mortlake Place Plan

Cultural Plan

Our City After 5: Evening Economy and Activation Plan

Disability Inclusion Action Plan

Public Art Plan

Dogs in Public Spaces Strategy

Refresh Concord West

Five Dock Town Centre Strategy

Rhodes Peninsula Place Plan

Five Dock Leisure Centre Child Safe Audit Repot

Rhodes Peninsula Arts Plan

Foreshore Access Strategy

Rising to the challenge of COVID-19. City of Canada Bay’s Economic Development Response

Homebush Bay Circuit Wayfinding Strategy and Master Plan

Social Infrastructure (Recreation and Open Space) Strategy and Action Plan

Let’s All Play Strategy

Social Infrastructure (Community) Strategy and Action Plan

Library Strategic Plan

The Bay Local Emergency Management Plan

Majors Bay Road Place Plan

Victoria Road Urban Design Review

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26 To be established To be established 80% 100%

# of internal stakeholder DIAP committee meetings per year. # of Concord Senior Citizens Centre Committee meetings attended per year. % of capacity of Bay Connection bus trips. % of capacity of Active Adults bus trips.

• Advocacy and support for children and families • Advocacy for young people and related services • Seniors advocacy and services including community bus • Community support and advocacy • Community and club grants • Community safety and crime prevention • Disability inclusion advocacy and advice • Drummoyne Community Centre support • Homeless persons advocacy and support • Social infrastructure (community facilities and services).

3 100%

Performance measure # of Local Emergency Management Committee meetings held. % of vulnerable communities listing maintained (every six months - July and December).

Emergency management

Provides emergency management services including managing the Local Emergency Management Committee (The Bays) and Recovery Committees, working with State agencies to identify and prioritise risk mitigation options, educating and preparing the community for an emergency and providing resources and support to disaster response and recovery operations.

Additional services that support this goal Traffic and transport (see 3.2)

# of after-hours emergencies responded to.

90%

Families’ satisfaction with children’s centres.

• Emergency management planning • Emergency management response • Community resilience.

Meeting all standards

Level of ACECQA National Quality Framework rating.

• Victoria Avenue Children’s Centre and precinct • Wellbank Children’s Centre • Operational and business support.

149

Baseline

98%

Average % utilisation of children’s centres.

Provides high quality care and education to children from birth to five years of age, delivering innovative, inclusive and meaningful experiences for well-rounded learning and development.

Baseline

Performance measure

for trending purposes

N/a

100%

3

Target

95%

Exceeding all standards

100%

Target

100%

% of grant funding distributed to community groups. 100%

Early childhood education and care

Maintain

85%

75%

6

6

6

Target

# of community groups funded through community 45 grants program.

6

# of Access and Inclusion Committee meetings held per year.

Provides community support, services and advocacy to enhance social wellbeing, diversity and community connections.

Baseline

Performance measure

Community services

Key services

Goal 1.1 All residents have full access to high-quality services that facilitate inclusion and participation in community life.


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1.1.3.1

1.1.3 Provide services for seniors and a range of facilities to harness the skills and wisdom of our ageing population and to support their participation in our community.

1.1.4 Support young people by providing information and services which promote connection with the community, safe spaces, and participation in active and passive recreation

1.1.2.1

General revenue

General revenue

General revenue

1.1.1.3

Disability Inclusion Action Plan adopted.

Event held.

Works completed as per the scheduled program for 2021-22.

Performance measure(s)

Operational Plan 2021-2022

Social Sustainability Strategy adopted.

Buildings and Property

Responsible team

30 June 2022

Within 12 months of Bill being passed by the State Government

June 2022

Strategic Planning

Within 12 months of Bill being passed by the State Government Community Services Operations

Strategic Planning

Minimum of one Five Dock event held by Leisure Centre 30 June 2022

30 June 2022

Target / timeframe

Refer to ongoing services provided by Community Services on p.26

* This action also addresses Delivery Program Strategies 1.1.2 and 1.1.4.

Prepare a Social Sustainability Strategy that addresses social issues experienced by our community and consolidates relevant strategies into a single document.

Child Safe Working Plan adopted. Drive the implementation of Council as a Child Safe Organisation as per the Children’s Guardian Act: • Review Council’s policies procedures with stakeholders • Facilitate risk assessments • Train staff in Child Protection Policy • Facilitate Child Safe Organisation Committee • Develop Child Safe Working Plan in consultation with internal Child Safe Working Group • Participate in the Local Government NSW Child Safe Working Group.

Prepare and exhibit a Disability Inclusion Action Plan for the City of Canada Bay.

Partner with Sports NSW to deliver an inclusion event run at Five Dock Leisure Centre such as an inclusion sports day/information day.

General revenue

1.1.1.2

Operational Plan action

Grants and Scope and implement Accessible contributions Buildings Program including a four reserve and 10 year works program to make our community buildings accessible.

Funding source

1.1.1.1

Ref

1.1.2 Provide children and family services and facilities to support children’s and families’ health, education and welfare.

1.1.1 Promote disability inclusion to enhance positive community attitudes and behaviours and improved access which results in a more liveable community for people with disability.

Delivery Program Strategy

Projects and programs 2021-22 Overarching strategy or plan


28 Performance measure(s)

Target / timeframe

General revenue

General revenue

1.1.7.1

1.1.7.2

Review a minimum of at least two Consequence Management Guides for assessed risks in preparation for the 2023 review of the Local Emergency Management Plan.

Review Evacuation Centres in the Local Emergency Management Plan for suitability in accordance with guidelines established by Resilience NSW. # of Consequence Management Guides completed.

Evacuation Centres reviewed for suitability.

>2

31 December 2021.

Roads and Traffic

Roads and Traffic

Responsible team

The Bay Local Emergency Management Plan

The Bay Local Emergency Management Plan

Overarching strategy or plan

95% 450,000 60,000 40,000 1,000 32,000 88%

Satisfaction with libraries overall # of hard-copy loans per annum # of online loans per annum # of members # of programs # of attendees at programs Satisfaction with library programs

Facilitates life-long learning by connecting the community, collections, programs, technology and facilities. • Five Dock Library, Concord Library and The Learning Space • Library programs o Children’s programs o Young Adult programs o Outreach programs o Technology programs o Local studies • Library planning and strategy.

Baseline

Performance measure

Libraries

Key services

Maintain or improve

22,000

700

Increase

60,000

400,000

Maintain or improve

Target

Goal: 1.2 The community has a diverse range of opportunities to engage in recreation and lifelong learning that promotes health and wellbeing.

1.1.7 Participate in emergency management planning and service provision to ensure readiness in times of emergencies.

Refer to ongoing services provided by Community Services on p.26

Operational Plan action

1.1.6 Implement a range of community safety programs to make the physical environment safer, to raise awareness of safety and to minimise crime

Funding source Refer to ongoing services provided by Community Services on p.26

Ref

Operational Plan 2021-2022

1.1.5 Ensure grant programs support local community development outcomes

Delivery Program Strategy

Projects and programs 2021-22


29

33,987 To be established 43,500 +40 43,586 +40 70,481 To be established

# of rounds played at Barnwell Park Golf Course % customer satisfaction with Massey Park Golf Course # of rounds played at Massey Park Golf Course Customer satisfaction as measured by Net Promoter Score (NPS)* for Cabarita Swimming Centre # of swims at Cabarita Swimming Centre Customer satisfaction as measured by Net Promoter Score (NPS)* for Drummoyne Swimming Centre # of swims at Drummoyne Swimming Centre % customer satisfaction with open space booking service

93% 1,100 900 71%

% customer satisfaction # of health club members # of gymnastics enrolments % court occupancy during peak times

Manages, maintains and provides the community with recreation services such as gymnastics, Health Club, personal training, group fitness, sports court hire, social sport competitions, crèche and holiday care. • Health club • Gymnastics • Stadium • Operations • Children’s programs.

Baseline

Performance measure

Five Dock Leisure Centre

* NPS Scores range from -100 to + 100. A higher score is desirable.

To be established

% customer satisfaction with Barnwell Park Golf Course

Oversees the strategic planning and contract management for the provision of recreational opportunities. • Cabarita and Drummoyne swimming centres • Recreation planning • Management of Barnwell Park and Massey Park golf courses • Booking and use of parks and open space • Major events and Drummoyne Oval.

Baseline

Performance measure

Recreation coordination

≥75%

1,100

1,250

≥90%

Target

To be established

Maintain

>+40

Increase

>+40

Maintain

To be established

Maintain

To be established

Target


30

General revenue

General revenue

General revenue

General revenue

1.2.2.2

1.2.2.3

1.2.2.4

1.2.2.5

Funding source

General revenue

Ref

1.2.2 1.2.2.1 Provide quality active and passive recreation services and facilities that contribute to health and wellbeing.

1.2.1 Provide library services that engage the community in lifelong learning and provide recreational and social opportunities in accessible and people-friendly surrounds.

Delivery Program Strategy Operational Plan action

Performance measure(s)

Operational Plan 2021-2022

Investigate opportunities to utilise golf courses for increased access to public open space and recreation facilities and deliver identified needs.

Support increased access to swimming pools through public access to communal pools in private developments.

Review the Sportsfields Service Framework to optimise the sustainability of the service.

Procure and implement an online booking system for open space in collaboration with relevant teams.

• Barnwell Park Golf Course • Massey Park Golf Course • Cabarita Swimming Centre • Drummoyne Swimming Centre • Drummoyne Oval • Open Space Booking Service • Other as required.

Investigation completed and recommendations presented to Council.

# of pools participating in the program.

Sportsfields Service Framework reviewed and updated.

Integrated online booking system procured and implemented with minimal disruption to customers during the transition.

Service standards adopted.

Target / timeframe

Recreation Coordination

Recreation Coordination

Responsible team

30 June 2022

1

Recreation Coordination

Recreation Coordination

18 February 2022 Recreation Coordination

30 June 2022

30 June 2022

Refer to ongoing services provided by Libraries on p.28

Review and implement service standards for open space and recreation facilities including:

Projects and programs 2021-22

Social Infrastructure (Recreation and Open Space) Strategy and Action Plan

Social Infrastructure (Recreation and Open Space) Strategy and Action Plan

Social Infrastructure (Recreation and Open Space) Strategy and Action Plan

Social Infrastructure (Recreation and Open Space) Strategy and Action Plan

Overarching strategy or plan


31

Delivery Program Strategy

General revenue

Grants and Deliver Charles Heath Reserve Delivered on time and on budget. contributions project, proposing the construction reserve of a new regional playground and café including: • Integrated play experience with DDA compliant Access • Multi-level tower and slides • Swings and climbing elements • Sand and water play • Shade structure • Public art • Fitness trail • Space for future community garden.

Grants and Deliver Goddard Park amenities contributions building upgrade including new reserve external groundskeepers’ storage, sports storage, committee room, change room, landscaping improvements and a covered spectator viewing area.

1.2.2.8

1.2.2.9

1.2.2.10

Complete the recommended actions from the Child Safe Audit Report and embed into the culture and operations of Five Dock Leisure Centre.

Delivered on time and on budget.

• Child safe practices are evident in the culture and operations of the centre (as measured by observation, reports and customer and staff surveys).

• Recommended actions are completed

Prepare for the opening of the new New facility opened in accordance recreation centre at Concord Oval. with agreed opening plan. Includes adaptation of FDLC following relocation of Health Club.

General revenue

Level of integration between FDLC operations and Charles Heath Playground.

Performance measure(s)

1.2.2.7

Optimise the integration of the new Charles Heath Reserve Playground.

Operational Plan action

General revenue

Funding source

Operational Plan 2021-2022

1.2.2.6

Ref

Projects and programs 2021-22

Work to start in June 2021 and completed by March 2022

Construction to start in September 2021 and project completed by March 2022

30 June 2022

30 June 2022

1 March 2022

Target / timeframe

Major Projects

Major Projects

Five Dock Leisure Centre

Five Dock Leisure Centre

Five Dock Leisure Centre

Responsible team

Five Dock Leisure Centre Child Safe Audit Repot

Social Infrastructure (Recreation and Open Space) Strategy and Action Plan

Social Infrastructure (Recreation and Open Space) Strategy and Action Plan

Overarching strategy or plan


32 Operational Plan action

Performance measure(s)

Operational Plan 2021-2022

General revenue

General revenue

General revenue

1.2.3.2

1.2.3.3

1.2.4 1.2.4.1 Plan for a diversity of housing across the full range of income levels, including affordable housing to support people who work in essential services.

Investigate the next contract for an Affordable Housing provider, in line with Councils adopted policy and Planning Controls.

New contract awarded.

Responsible team

30 June 2023

30 June 2022

30 June 2022

Buildings and Property

Venue Management

Venue Management

Venue Management

Construction to Major Projects start in June 2021 and completed by the end of the year

Target / timeframe

Implement a new venues booking • Booking system implemented 30 June 2022 system that is cloud based, improves •  C ustomers able to book online, the customer experience, and reporting done monthly and regular includes reporting capability. bookings to be made efficiently.

Develop a Venues Strategy to ensure Venue Strategy developed. they: • Are fit for purpose • Align with the recommendations coming out of the Social Infrastructure (Community) Strategy and Action Plan • Identify a short, medium and long term action plan for all of our venues.

Develop Councils Fee Waiver Policy Policy is adopted and implemented. for venues, to ensure fee waivers are processed consistently and the process is open and transparent, providing clear guidelines and directions for applicants, and Council staff.

Grants and Deliver Timbrell Park amenities Delivered on time and on budget. contributions building upgrade. The project will reserve deliver a community facility which will include: • Demolition of existing amenities buildings and associated infrastructure • Provision of temporary amenities during the works • Construction of a new building and associated infrastructure including change rooms, sports storage and community room • Landscaping works.

Funding source

General revenue

1.2.2.11

Ref

1.2.3.1

1.2.3 Provide community facilities that are accessible and available for use by all members of the community.

Delivery Program Strategy

Projects and programs 2021-22

Social Infrastructure (Community) Strategy and Action Plan

Overarching strategy or plan


33

7 4 6 6 7 $37,350 4 4 3

# of newsletters published # of art commissions # of art exhibitions # of cultural programs # of organisations supported with community sponsorship $ amount of incoming sponsorship/partners # of Rhodes Community Committee meetings hosted # of Rhodes building managers meetings hosted # of Business Recovery Taskforces hosted

2

4

4

$40,000

8

4

4

4

4

6

8

# of chamber programs supported

3 trees

4

3 trees

Christmas program — # of Christmas trees

4

5

4

# of banner campaigns delivered

4

# of business events delivered

10

# of Place Management programs delivered

80%

8 centres

88%

% satisfaction with events

12

Target

Christmas program — # centres with street banners 8 centres and bin wraps

4

# of events/activations delivered

Implements a multidisciplinary approach to the planning, design and management of spaces to achieve a higher level of social, economic and environmental outcomes throughout the City of Canada Bay. • Events • Place management • Cultural development • Community sponsorships • Economic development • Smart City • Stakeholder Committees.

Baseline

Performance measure

Place management

Key services

Goal 1.3 Our sense of place and of belonging is strong with our diversity respected and celebrated and local heritage and character promoted in friendly village neighbourhoods and vibrant and prosperous centres.


34

1.3.1 Provide place management to enhance spaces and places and bring communities and businesses together.

Delivery Program Strategy

General revenue

General revenue

1.3.1.2

1.3.1.3

General revenue

General revenue

General revenue

General revenue

General revenue

1.3.1.4

1.3.1.5

1.3.1.6

1.3.1.7

1.3.1.8

 ev D Contributions S7.11 - Canada Bay

New grants and contributions

General revenue

Funding source

1.3.1.1

Ref

Projects and programs 2021-22

# of activations delivered.

# of initiatives implemented.

Performance measure(s)

# of activities delivered.

• # of participation in evening pop-ups.

• # of businesses participating in delivering Evening Economy Program

• Evening activation support program launched, including promotion support

• % growth in Fitness in Feb promotion.

• # of activations

# of initiatives delivered.

Maintain Concord West and Chiswick Community and groups projects Place program including supporting supported. local community activities programs, connections with local businesses, and promoting local shopping.

Deliver key activities in the Mortlake Place Plan.

Implement the Evening Activation Strategy.

Implement Majors Bay Road Place Plan.

Implement Brewer Street Precinct Action Plan.

Implement Drummoyne Urban Design • Shared spaces implemented Review shared spaces program. • # of activations.

Implement Five Dock Town Centre Strategy.

Implement Rodd Point Action Plan including traffic calming artwork and streetscape embellishment.

Operational Plan action

Operational Plan 2021-2022

June 2022

June 2022

June 2022

May 2022

April 2022

May 2022

June 2022

May 2022

Target / timeframe

Place Management

Place Management

Place Management

Place Management

Place Management

Place Management

Place Management

Place Management

Responsible team

Our City After 5: Evening Economy and Activation Plan

Five Dock Town Centre Strategy

Majors Bay Road Place Plan

Majors Bay Road Place Plan

Victoria Road Urban Design Review

Five Dock Town Centre Strategy

Overarching strategy or plan


35

1.3.1.9

Ref

General revenue

General revenue

General revenue

General revenue

General revenue

1.3.2.3

1.3.2.4

1.3.2.5

1.3.2.6

Dev contributions - S7.11 Rhodes

Performance measure(s)

Operational Plan 2021-2022

June 2022

June 2022

Target / timeframe

May 2022

Prepare a Cultural Development Plan 2021-2026 and a Public Art Plan 20212026.

• Public Art Plan adopted.

• Cultural Development Plan adopted May 2022

Celebrate First Nations heritage in the • Breakfast Point First Nations heritage June 2022 local area including commencement project commenced of Breakfast Point First Nations heritage project, Aboriginal Heritage • Aboriginal Heritage Study prepared Study, and Reconciliation Action Plan. • Reconciliation Action Plan commenced.

Facilitate creative projects in # of projects delivered. Drummoyne, Rodd Point and Mortlake

Place Management

Place Management

Place Management

Responsible team

Place Management

Place Management

Place Management

10% increase Place access of digital Management content

# of events and workshops delivered. June 2022

Refresh and relaunch digital products Level of access of digital content to capture the heritage of Rhodes. about the heritage of the City of Canada Bay.

Establish partnerships to deliver creative and cultural programs and events including: • Writers Festival • History and Heritage Week event.

• Public art and support for cultural infrastructure included in redevelopment plans for Concord Oval.

• # of public art installations in the Rhodes Station Precinct

Implement the Rhodes Place Plan • # of cross-cultural events/ including cross-cultural events/ activations held activations and Community Safety Program, and support engagement in • Community Safety Program delivered. major projects.

Operational Plan action

Grants and Work in partnership across Council contributions and with other agencies and the reserve community to deliver cultural infrastructure in the Rhodes General Station Precinct and as part of the revenue Redevelopment of Concord Oval.

General revenue

Funding source

1.3.2.2

1.3.2 1.3.2.1 Coordinate and facilitate arts and cultural development and recognise our heritage and connection to place.

Delivery Program Strategy

Projects and programs 2021-22

Public Art Plan

Cultural Plan

Cultural Plan

Rhodes Peninsula Arts Plan

Public Art Plan

Rhodes Peninsula Place Plan

Cultural Plan

Community Safety and Crime Prevention Plan

Rhodes Peninsula Place Plan

Cultural Plan

Overarching strategy or plan


36

General revenue

General revenue

General revenue

General revenue

General revenue

1.3.4.1

1.3.4.2

1.3.4.3

1.3.4.4

1.3.4.5

1.3.4 Economic development activities are provided in partnership between businesses and governments to stimulate the economy and visitation.

• Grants and contributions reserve

• General revenue

Funding source

1.3.3.1

Ref

1.3.3 Coordinate and support high quality community events to celebrate diversity, showcase creativity and recognise sporting achievements.

Delivery Program Strategy Operational Plan action

• # of visits to the Business Hub.

• # of partnered activities and support provided

• # of Chamber of Commerce projects supported/meetings attended

• # of businesses participating in business education events

• $ sponsorship received for Ferragosto.

• # of event participants (per event)

• Events delivered

Performance measure(s)

Operational Plan 2021-2022

Support community events and activations across the City. Support development of the local approvals policy.

Update Council’s Sponsorship Policy.

Deliver new Place activation grants programs to encourage day and night activation programs in village centres.

June 2022

•S  ix businesses involved in NSW Golf Open promotion.

• 1 ,000 visits to the tourism assets on the website

June 2022

June 2022

Target / timeframe

• # of incidents.

• # of community-led golf day across village centres

June 2022

New Sponsorship Policy reported to February 2022 Council.

• # of new place and evening activation grants programs delivered and evaluated.

Support tourism in the City of Canada • # of visits to tourism assets on Bay through the implementation website of the Colours of Canada Bay • # of businesses involved in NSW promotions and support the NSW Golf Open promotion. Golf Open, linking visitors with local business.

Deliver Rising to the Challenge of COVID-19.

Support Council Chamber of Commerce projects (attend meetings, partner in activities).

Support local businesses to participate in business education events.

Deliver Concord Carnival/or place activations in key locations.

Deliver key Council events including Ferragosto, ANZAC Day, and the Mayors Golf Day.

Projects and programs 2021-22

Place Management

Place Management

Place Management

Place Management

Place Management

Place Management

Responsible team

Five Dock Town Centre Strategy

Our City After 5: Evening Economy and Activation Plan

Majors Bay Road Place Plan

Rising to the challenge of COVID-19. City of Canada Bay’s Economic Development Response

Cultural Plan

Overarching strategy or plan


Salton Reserve opening.

37


Theme 2

Environmentally responsible

Mayor Angelo Tsirekas with Drummoyne Scouts at Clean Up Australia Day.

38


Vision

Our community shares a collective responsibility to protect our environment and actively participates in innovative programs to mitigate climate change. These programs, along with our well cared for and cherished, active and passive open spaces and waterways, are sustaining our future. Delivery Program Goal 2.1 Working together, we adopt practices that sustain our environment. Delivery Program Goal 2.2 Attractive, well maintained and accessible parks and open spaces provide for a range of active and passive recreation uses.

Council services provided under theme 2 • Cleansing operations — public areas • Environmental sustainability • Garden services and Bushcare • Open space planning • Fleet and mechanical workshop • Parks and water operations • Sports fields and golf courses • Tree services • Waste management.

Strategies and plans that support theme 2 Asset Management Policy

Litter Strategy

Better Waste and Recycling Program

Majors Bay Road Place Plan

Biodiversity Framework and Action Plan

Mortlake Place Plan

Canada Bay Local Environmental Plan

Procurement Policy

City of Canada Bay Development Control Plan

Urban Tree Canopy Strategy

DUBA, BUDU, BARRA Ten Steps to a Living River: The Parramatta River Masterplan

Strategic Waste Group Plan

Emissions Reduction Action Plan

Stormwater Asset Management Plan

Environmental Strategy

Waste Strategy

Foreshore Access Strategy

39


40 To be established 10 111 To be established

% customer satisfaction with parks # of Bushcare sites maintained # of Bushcare volunteers # of hours worked by Bushcare volunteers

Provides public garden maintenance to Council sites, parks, roundabouts, traffic islands and shopping strips, and a Bushcare volunteer program that enables community members to participate in the restoration, enhancement and maintenance of natural areas. • Parks, reserves, traffic infrastructure and foreshore maintenance • Bushcare.

5

# of community lead environmental initiatives

Baseline

5

# of community sustainability initiatives delivered

Performance measure

7,579 t CO2-e

Net emissions from Council operations

Garden services and Bushcare

772,220 t CO2-e

Net emissions from the City of Canada Bay community

To be established

% customer satisfaction with service at the Community Recycling Centre.

Develops policy and strategy to respond to environmental issues and delivers educational programs and sustainability initiatives for the community and Council. • Environmental sustainability strategies and policies • Corporate sustainability • Community sustainability • Committees and stakeholder groups.

75%

% of illegally dumped material removed within 5 days.

Baseline

2

# of requests for illegally dumped material.

Performance measure

66%

% of requests for the removal of dead animals or asbestos completed within 48 hours.

Environmental sustainability

94%

% compliance with service programs for mechanical street sweeping, footpath sweeping, public litter bins, toilets and amenities.

Coordinates work to keep public areas clean including street cleaning, street sweeping, removal of litter and material illegally dumped, emptying and maintaining Council’s public litter bins and the cleaning of Council’s toilets and amenity facilities in public areas. • Street and footpath sweeping • Amenities cleaning • Reactive cleansing • Public litter bins • Community Recycling Centre operation

Baseline

Performance measure

Cleansing operations — public areas

Key services

Goal 2.1 Working together, we adopt practices that sustain our environment.

To be established

125

12

≥80%

Target

Increase

5

Zero CO2-e by 2030

2,983 t CO2-e by 2025

Zero CO2-e by 2050

351,682 t CO2-e by 2035

Target

75%

75%

N/a for trending purposes

75%

95%

Target


41

Performance measure

Additional services that support this goal: Strategic asset management (3.3)

Decrease ≥94% Maintain or decrease Decrease

93% 7 per 10,000 1,270

Target 190 kg/year

Baseline

≥80%

% of tree permits processed within 20 business days. 97%

Provides domestic and commercial waste collection, disposal, recycling and processing and # kg of domestic waste stream to landfill per delivers community education on increasing resource recovery, reducing waste to landfill resident. and correct utilisation of services. % customer satisfaction with domestic waste services Waste management also delivers programs and projects to continually improve on waste and resource recovery services and outcomes. # of services reported missed per 10,000 services. • Waste collection — contract management • Education • Community events, facilities and programs # of illegal dumping events. • Strategic direction • Illegal dumping and waste investigations • Reporting.

Waste management

100%

Target

100%

75%

94%

% of customer requests for tree services actioned within Service Level Agreement (# of days vary depending on level of risk).

Provides private tree assessments as well as assessments of nature strip trees including overhanging branches, local service line clearance, trees displaying signs of decline, tree removal, and tree replacement. • Public tree services • Private tree services.

Baseline

To be established

% of scheduled servicing completed on time.

Performance measure

To be established

% of reactive maintenance requests attended to within 24 hours.

Tree services

73%

% of fleet items within economic life as determined by the Fleet Policy Guidelines.

90%

750 tonnes CO2 5%

% reduction of greenhouse gas emissions generated by operation of the fleet.

Target

Manages the ongoing maintenance and upgrading of Council’s fleet vehicles and plant equipment. • Vehicle and plant maintenance and repairs • Fleet procurement and disposal.

Baseline

Performance measure

Fleet and mechanical workshop

Key services

Goal 2.1 Working together, we adopt practices that sustain our environment.


42

Ref

2.1.2 Engage with the community through innovative community environment programs to provide long term sustainable solutions.

General revenue

General revenue

2.1.2.2

General revenue

2.1.1.4

2.1.2.1

General revenue

Performance measure(s)

Operational Plan 2021-2022

• Education and communication developed.

Implement a tree program including tree education, community events, and tree giveaway.

Buildings and Property

Responsible team

• # of trees provided.

• # of participants

• # of social media views

• # of audits conducted.

•3  00 trees provided.

• 100 participants

• 1 ,000 social media views

• 8 audits.

• 100 people engaged

• Project supported

• Energy Project developed

• Community Resilience Plan adopted by 30 June 2021. • 31 workshops

• # of people engaged

Sustainability

Sustainability

Sustainability

•O  perational risk Sustainability assessments conducted by 30 December

• Four projects.

• Two briefs

• # of workshops

Develop a Resilience Plan/Framework • Operational risk assessments for Council which aligns with the conducted Resilient Sydney Strategy. • Community Resilience Plan adopted.

Implement actions from the Emissions # of briefs and projects completed. Reduction Action Plan — Corporate, including: • Undertake studies and briefs to support implementation of capital projects • Deliver operational energy efficiency projects.

Implement actions from the Emissions Reduction Action Plan — Community, including: • Deliver a Community Education Program • Support a Community Energy Program • Deliver a Community Renewable project.

30 June 2022

Target / timeframe

• Funding approved by Department of Solar panels Sustainability Education for three schools installed at three schools • Panels installed on schools

Deliver building related works from All building related works completed the Emissions Reduction Action Plan — in accordance with the 21-22 CAPEX Operational through our capital works program. program over the next four years.

Operational Plan action

Grants and Support three schools to install solar contributions panels. reserve

General revenue

Funding source

2.1.1.3

2.1.1 2.1.1.1 Respond to the impacts of climate change through planning for environmental sustainability and 2.1.1.2 implementing energy, water, and greenhouse gas mitigation and adaption programs.

Delivery Program Strategy

Projects and programs 2021-22

Urban Tree Canopy Strategy

Environmental Strategy

Emissions Reduction Action Plan

Emissions Reduction Action Plan

Emissions Reduction Action Plan

Overarching strategy or plan


43

2.1.3 Protect and enhance natural resources and biodiversity to ensure resources are there for future generations.

Delivery Program Strategy

General revenue

General revenue

2.1.3.3

2.1.3.4

Develop training for parks/reserve staff and volunteers in wildlife habitat requirements e.g. retention of shrubs, dead wood and stags, weed and native look-alikes, controlling the spread of weed seed, staged removal of lantana to retain habitat for small birds.

Educate parks/reserves maintenance and project staff to increase awareness of legislative responsibilities for protection and management of threatened species, populations and ecological communities.

Review Council’s revegetation planting scheme for threatened ecological communities and remnant native vegetation to ensure the correct species are being used for rehabilitation work in line with Council priorities.

New Implement an environmental grant grants and including: contributions • Migratory shorebird and salt marsh education • Installation of signage • Regeneration of salt marsh • Citizen science activity.

2.1.3.2

Performance measure(s)

Operational Plan 2021-2022

•5  0 participants.

• # of participants.

% of parks maintenance staff trained in wildlife habitat requirements and legislative responsibilities for protection and management of threatened species, populations and ecological communities.

100% of parks maintenance staff trained by 30 June 2022

30 June 2022

• 2 locations

• # of locations

Revegetation planting scheme for threatened ecological communities and remnant native vegetation reviewed and updated.

• 2 signs

30 June 2022

Target / timeframe

• # of signs

Identify new sites of critical habitat/ New Bushcare site established at priority areas that would benefit from Werrell Reserve. establishment of a new Bushcare group where interest has been identified by the community: • Werrell Reserve.

Operational Plan action

General revenue

Funding source

2.1.3.1

Ref

Projects and programs 2021-22

Open Space Operations

Open Space Operations

Sustainability

Open Space Operations

Responsible team

Biodiversity Framework and Action Plan

Biodiversity Framework and Action Plan

Environmental Strategy

Biodiversity Framework and Action Plan

Biodiversity Framework and Action Plan

Overarching strategy or plan


44

Delivery Program Strategy

General revenue

General revenue

General revenue

2.1.3.6

2.1.3.7

Funding source

2.1.3.5

Ref

Operational Plan action

Performance measure(s)

Operational Plan 2021-2022

Control and regulate access to threatened ecological communities with fencing/delineation and signage particularly Sydney Turpentine Ironbark Forest, Swamp Oak, mangrove and saltmarsh remnants subject to high levels of disturbance.

Create a local ‘significant tree’ register to identify those trees which have value due to factors such as heritage, species, size and location. The threatened ecological communities in Queen Elizabeth Park are fenced, delineated and have signage installed.

Significant tree register created.

Develop Tree Management Guidelines Tree Management Guidelines to reflect the outcomes of the Urban developed. Tree Canopy Strategy.

Projects and programs 2021-22

30 June 2022

30 June 2022

30 June 2022

Target / timeframe

Open Space Operations

Open Space Operations

Open Space Operations

Responsible team

Biodiversity Framework and Action Plan

Urban Tree Canopy Strategy

Urban Tree Canopy Strategy

Overarching strategy or plan


45

2.1.4 Provide efficient and effective waste and resource recovery services.

Delivery Program Strategy

Domestic waste Develop a new Waste Strategy for the Waste Strategy exhibited and management City of Canada Bay. adopted by Council. charge

Domestic waste Roll out new illegal dumping program # of illegal dumping instances. management developed based upon findings charge from two illegal dumping trials. New signage to be displayed in identified Grants and hot spots and new collateral will be contributions distributed across the City. reserve

New grants and Conduct a trial of a recycling trailer contributions for e-waste and oversize cardboard at Community Recycling Centre. Domestic waste management charge

New grants and Undertake regional waste projects contributions with Southern Sydney Regional Organisation of Councils. Domestic waste management charge

2.1.4.3

2.1.4.4

2.1.4.5

2.1.4.6

# of projects undertaken.

Volume of material collected.

New grants and Deliver a Contamination • # of audits completed contributions Management Program with a focus on multi-unit developments to target • % of buildings engaged. Grants and buildings. contributions reserve

% of properties audited.

Performance measure(s)

2.1.4.2

Operational Plan action

Domestic waste Conduct a multi-unit dwelling management domestic waste service review charge project (two-year project).

Funding source

Operational Plan 2021-2022

2.1.4.1

Ref

Projects and programs 2021-22

4

≥ 5,000kg

Reduction in number of Illegal dumping instances

December 2021

• 50% of 1005 buildings engaged

• 2,500 audits completed

• % of buildings engaged.

• # of audits completed

35% of 657 buildings audited

Target / timeframe

Resource Recovery and Waste Services

Resource Recovery and Waste Services

Resource Recovery and Waste Services

Resource Recovery and Waste Services

Resource Recovery and Waste Services

Resource Recovery and Waste Services

Responsible team

Environmental Strategy

Environmental Strategy

Environmental Strategy

Overarching strategy or plan


46

2.1.4.9

2.1.5.3

General revenue

General revenue

• Volume collected.

Renew Moala Street Stormwater culvert at Concord Hospital.

Stage one completed.

Reline trunk drainage Rothwell Park to Project completed. Rhonda Place, Concord.

Study and plan completed.

Resource Recovery and Waste Services

Responsible team

30 June 2022

30 June 2022

30 June 2022

31 January 2022

• Over 6,000kg of material collected.

Drainage Infrastructure

Drainage Infrastructure

Strategic Asset Services and Innovation

Cleansing Operations

• At least 100 Resource collections per Recovery and month Waste Services

• Food trial plan developed by 30 June 2022

Food trial planning underway.

• # of collections

• 40 buildings assessed.

Target / timeframe

Buildings assessed for on-site collection suitability

Performance measure(s)

Operational Plan 2021-2022

Prepare a costed implementation Costed implementation plan plan to continue the expansion of completed. Smart City technology. This builds on the successes achieved in a trial of this technology to measure when litter bins are nearing full. Further implementation will provide efficiency in the service and reduce overflowing litter bins in the community.

Grants and Undertake Exile Bay Floodplain Risk contributions Management Study and deliver plan. reserve

General revenue

Domestic waste management charge

Grants and Conduct a pilot program for the contributions collection of textiles and soft plastics. reserve

2.1.4.8

Analyse multi-unit buildings suitable for smaller vehicle on-site waste collections. Pre-trial planning for food waste collection trial and pre-tender options.

Operational Plan action

Domestic waste management charge

Funding source

2.1.4.7

Ref

2.1.5 2.1.5.1 Manage drainage and stormwater infrastructure to prevent local flooding 2.1.5.2 and to provide for harvesting of stormwater for water recycling.

Delivery Program Strategy

Projects and programs 2021-22

Stormwater Asset Management Plan

Stormwater Asset Management Plan

Litter Strategy

Overarching strategy or plan


47

93% 95%

% customer satisfaction with maintenance of golf courses % customer satisfaction with maintenance of sports fields

Operates and maintains Council’s sports fields and golf courses. • Operation and maintenance of Barnwell Park and Massey Park golf courses • Operation and maintenance of sports fields.

Baseline

100%

% compliance with Australian Guidelines for Recycled Water Performance measure

To be established

% customer satisfaction with community mowing service

Sports fields and golf courses

95%

% customer satisfaction with parks

Ensures the City of Canada Bay’s parks, open spaces and nature strips meet community expectations and manages water, lighting and irrigation systems. • Community mowing • Parks maintenance • Operation and maintenance of water treatment plants • Operation and maintenance of sports field lighting and irrigation • Sports field renovation projects.

Baseline

95%

% customer satisfaction with playgrounds

Performance measure

800

# of trees planted per annum

Parks and water operations

$7.4million

Capital investment into parks and open spaces

Identifies, plans and delivers open space assets and manages these spaces to meet the requirements of our growing community. • Open space planning project delivery • Open space asset management • Water security and energy efficiency • Plans of management and masterplans • Urban canopy services • Landscape design.

Baseline

Performance measure

Open space planning

Key services

≥80%

≥90%

Target

100%

>80%

>90%

Target

≥90%

1,500

$9.1million

Target

Goal 2.2 Attractive, well maintained and accessible parks and open spaces provide for a range of active and passive recreation uses.


48

General revenue

General revenue

2.2.1.2

2.2.1.3

Funding source

General revenue

Ref

2.2.1 2.2.1.1 Plan for and maintain parks and open space to provide active and passive recreation opportunities for everyone’s enjoyment.

Delivery Program Strategy Operational Plan action

•C  ouncil resolution to enter into a lease agreement (subject to agreeable terms).

•R  evision of Deakin Street boardwalk design completed

•#  of trees planted (if recommended by investigation)

• Investigation completed

Performance measure(s)

Operational Plan 2021-2022 Responsible team

Open Space Planning

• 365 days of Open Space availability Planning (excluding closures for rainfall pollution events and scheduled maintenance)

30 June 2022

• L ease agreement finalised by 30 June 2022.

•D  esign completed by December 2021

•T  rees planted by Open Space 1 May 2022 Planning (if recommended)

Target / timeframe

• Quarterly promotion through Council’s social media channels. • 4 social media posts per year.

Review and implement the promotion • River activation sites remain of the river activation sites at Chiswick open year round Baths, Bayview Park and McIlwaine • Council’s website maintained Park. with up-to-date information on conditions (e.g. water quality)

Support the establishment of the River River Watch Monitoring Program Watch Monitoring Program for the for the Parramatta River Parramatta River. established.

Improve and upgrade the existing foreshore paths/informal trails at key strategic locations to improve connectivity and increase amenity: • The Esplanade, Drummoyne (investigate tree planting options along public park edge). • Deakin Street, Mortlake - complete revision of boardwalk design and resolve to enter into a lease agreement with the Department of Planning, Industry and Environment.

Projects and programs 2021-22

DUBA, BUDU, BARRA Ten Steps to a Living River: The Parramatta River Masterplan

DUBA, BUDU, BARRA Ten Steps to a Living River: The Parramatta River Masterplan

Foreshore Access Strategy

Overarching strategy or plan


Mangroves on the Drummoyne shoreline.

49


Theme 3 Easy to get around

BayBUG cyclists Cara Park and Faye Roberts at Five Dock Park.

50


Vision

It is easy to get around our City and wider Sydney region via a network of well-functioning and connected public transport, pathways and roads. Delivery Program Goal 3.1 Regional and local infrastructure is well planned and resourced to enable connectivity across our City. Delivery Program Goal 3.2 A connected-up network of quality active and public transport routes and services minimise traffic and make it easier to get around. Delivery Program Goal 3.3 Traffic, parking, roads and marine infrastructure provide for safe and efficient travel.

Council services provided under theme 3 • Major projects

• Assessment and construction of driveway and ancillary works • Infrastructure planning and project delivery • Road maintenance services • Strategic asset management • Traffic and transport • Protection and restoration of Council infrastructure.

Strategies and plans that support theme 3 Asset Management Policy

Majors Bay Road Place Plan

Bike Plan

Mortlake Place Plan

Capital Works Program

Parramatta River Coastal Zone Management Plan

Canada Bay Local Environmental Plan

Pedestrian Access and Mobility Plan

City of Canada Bay Development Control Plan

Road Safety Strategy

Disability Inclusion Action Plan Local Movement Strategy

51


52

3.1.1 Adopt an integrated approach to the provision of major regional infrastructure in order to meet community need.

Delivery Program Strategy

3.1.1.1

Ref

Operational Plan action

Outdoor external area: • Inclusion of a barbecue and outdoor basketball court • Public art component • Improved seating to spectator area • Inclusion of external exercise station.

Sport and event facility: • Function venue • Match day viewing • Wests Tigers training and administration spaces • Dedicated West Harbour Rugby Football Club space.

New Deliver the Concord Oval Project grants and incorporating: contributions Recreation facility: Other • Four stadium (indoor sports) courts reserves • Functional training gymnasium • Program spaces • Crèche • Reception and amenities.

Funding source

30 June 2022 Expenditure within budget

• Level of expenditure.

Target / timeframe

• Concord Oval project completed.

Performance measure(s)

Operational Plan 2021-2022

See individual projects listed for each project performance measures.

Delivers current and future capital works projects that are of high value and/or require long term planning to implement. • Capital and major projects.

Projects and programs 2021-22

Performance measure

Major projects

Key services

Major Projects

Responsible team

Baseline

Overarching strategy or plan

Target

Goal 3.1 Regional and local infrastructure is well planned and resourced to enable connectivity across our City.


53

General revenue

3.1.1.3

Review and update the Asset Management Plan component of Council's Resourcing Strategy.

Deliver the Rhodes Recreation Centre, as the second stage of the Rhodes Station Precinct Development Dev delivered under the adopted contributions Voluntary Planning Agreement (VPA). - S7.11 It will deliver for Council: Rhodes • Childcare • Health club • Gymnastics • Indoor sporting courts • Community rooms • Commercial/retail tenancies • Shared basement carpark.

Operational Plan action

VPAs - S7.4 Rhodes

Funding source

3.1.1.2

Ref

Target / timeframe

Asset Management Plan completed.

% project milestones for 21-22 completed within budget.

30 June 2022

Rhodes Recreation Centre 100% construction in progress and on track to be completed in late 2023.

Performance measure(s)

Operational Plan 2021-2022

Strategic Asset Management

Major Projects

Responsible team

Overarching strategy or plan

81%

85%

70%

% of assessment of referrals for Development Applications or Planning Proposals within two weeks.

73%

% of applications for work zones completed within eight weeks.

70%

75%

73%

% of applications to stand plant within the road reserve processed within two weeks.

40%

Target

% of requests for line marking (new or maintenance) To be completed within 12 weeks. established

47%

% of responses to community requests for traffic, parking, active transport and road safety matters responded to within two weeks.

Manages the operation of the City of Canada Bay’s road network including on and off street cycle paths. • Traffic committee and requests • Traffic approvals • Line marking and signage works • Road safety education • Parking management • Traffic management • Development assessments • Transport advocacy • Active transport.

Baseline

Performance measure

Traffic and transport

Key services

Goal 3.2 A connected-up network of quality active and public transport routes and services minimise traffic and make it easier to get around.

Delivery Program Strategy

Projects and programs 2021-22


54 83% To be established To be established

% of Road Opening Applications processed within 10 days. % of driveway quotes accepted # of restorations performed as a result of work by others.

N/a for trending purposes

50%

85%

75%

Target

3.2.1.1

Ref

3.2.3 Provide efficient lighting for streets, public spaces, parks and sporting fields to ensure a safer environment and to contribute to reducing energy use and greenhouse gas emissions.

3.2.2.3

3.2.2 3.2.2.1 Provide linked footpaths and cycleways to enable ease of movement around 3.2.2.2 our City and beyond.

3.2.1 Advocate and provide for accessible public transport and related infrastructure that meets the community’s needs.

Delivery Program Strategy

30 June 2022

100%

100%

100%

Target / timeframe

Refer to ongoing services provided by Strategic Asset Management on p.56

Grants and Detailed design for upgrades to the Design completed, construction contributions public domain along Victoria Road, contract awarded and works reserve Drummoyne, and commencement of commenced. construction works.

% of stage one works for 2021-22 completed.

New Complete stage one of the Regional grants and Cycleway, linking Concord Road to contributions Timbrell Drive.

% of projects completed.

Performance measure(s)

% of program completed.

Complete projects identified by the Traffic Committee.

Operational Plan action

Operational Plan 2021-2022

New Implement the projects identified in grants and the Canada Bay Bike Plan for 2021-22. contributions

General revenue

Funding source

Projects and programs 2021-22

Infrastructure Projects and Delivery

Traffic and Transport

Traffic and Transport

Traffic and Transport

Responsible team

Canada Bay Local Environmental Plan

Overarching strategy or plan

Additional services that also contribute to this goal: Infrastructure planning and project delivery (see 3.3). Road maintenance services (3.3). Strategic asset management (3.3)

To be established

% of restoration work completed within 90 days of notification by applicants.

Ensures all Council infrastructure assets affected by the work of other organisations are restored to the appropriate standard as specified in Council’s specifications. Manages the construction/reconstruction of driveway access across nature strips, including managing the delivery process where the applicant requests: • Road opening applications • Utility notification of works • Scoping and quoting restoration works • Supervision of restoration works • Driveways.

Baseline

Performance measure

Protection and restoration of Council infrastructure

Key services

Goal 3.2 A connected-up network of quality active and public transport routes and services minimise traffic and make it easier to get around.


55

90% 80%

% of trip hazard requests made safe within five days. To be established 36% 36%

% of non-regulatory and street name sign work completed within 30 days. % of regulatory sign work completed within 15 days.

70%

80%

Target

>95%

>95%

>90%

80%

Target

100%

100%

80%

75%

Target

To be established

% of road pavement potholes repaired within three days.

Coordinate and manage the maintenance of Council’s road infrastructure network including, road pavements, kerb and gutter, footpaths, street signs and street furniture. • Road pavement maintenance • Footpath, kerb and gutter maintenance • Signs and streetscape maintenance.

99.6%

% of kerb and gutter rated in satisfactory condition or better.

Baseline

99.5%

% of footpaths rated in satisfactory condition or better.

Performance measure

90.6%

% of road surfaces rated in satisfactory condition or better.

Road maintenance services

To be established

% of projects designs completed as planned.

Manages the planning and delivery of annual renewal programs and capital works associated with infrastructure assets. • Infrastructure asset management • Investigations and civil design • Project planning and delivery.

To be established

% of bonds held for damage to Council’s infrastructure processed within 28 days.

Baseline

To be established

% of formwork inspections completed when organised with client.

Performance measure

To be established

% of quoted works completed within 21 days of quote acceptance.

Infrastructure planning and project delivery

To be established

% of Driveway Applications assessed within 14 days.

Manage driveways and ancillary work approval and construction, road opening permit applications, builders’ damage deposits, and liaise with resident and applicant. • Assessments and inspections • Quotations to undertake work for clients • Private driveway formwork inspections.

Baseline

Performance measure

Assessment and construction of driveway and ancillary works

Key services

Goal 3.3 Traffic, parking, roads and marine infrastructure provide for safe and efficient travel.


56

3.3.2 3.3.2.1 Provide quality roads, bridges, kerbs and gutters infrastructure that caters to current and future road transport needs.

Implement projects to renew existing traffic facilities.

Conduct investigations into parking in the Five Dock Town Centre, to increase parking on Council owned land in Five Dock: • Develop a plan to improve parking • Develop design documentation for car parking to suit the needs of the Five Dock Town Centre.

Operational Plan action

% of program of works for 2021-22 completed.

The feasibility and detailed design completed.

Performance measure(s)

Grants and Deliver Great North Road streetscape Delivered on time and on budget. contributions upgrade Stage Two, comprising of reserve various streetscape upgrades along Great North Road and adjacent Dev streets. The works are a continuation contributions of the Stage One upgrade works - S7.11 completed in 2018 and include Canada Bay upgrades between Henry Street and Queens Road with new paving finishes, planting, street furniture and stormwater upgrade.

General revenue

3.3.1.2

Funding source

Other reserves

Ref

3.3.1 3.3.1.1 Deliver traffic and parking infrastructure that supports the use of active and public transport and safe use of roads.

Delivery Program Strategy

Projects and programs 2021-22 Operational Plan 2021-2022

November 2021

100%

30 June 2022

Target / timeframe

Major Projects

Traffic and Transport

Buildings and Property

Responsible team

100%

% of engineering development referrals completed within 15 days.

Additional services that also contribute to this goal: Protection and restoration of Council infrastructure (see 3.2) Traffic and transport (see 3.2)

80%

% of drainage work renewals completed as per the renewal programs.

Provides strategic assets services and systems to support the portfolio managers in provision of their assets to their community. • Strategic asset management planning • Stormwater, marine infrastructure, City poles and lights asset custodian • Grant applications • Asset management systems • Floodplain risk management • Engineering development assessments • Asset handover management.

Baseline

Performance measure

Strategic asset management

Key services

Goal 3.3 Traffic, parking, roads and marine infrastructure provide for safe and efficient travel.

Overarching strategy or plan

100%

100%

Target


57

Delivery Program Strategy

New Deliver Local Roads and Community grants and Infrastructure Program. contributions

General revenue

General revenue

3.3.2.4

3.3.2.5

3.3.2.6

% of program completed.

% of program completed.

Deliver the Local Roads Heavy Patching Program.

% of program completed by 30 June 2022.

Deliver The Terrace, Abbotsford — Project completed. embankment stabilisation project. The project will protect the road from erosion on the downhill slope through the construction of protection measures.

Deliver Road Resurfacing Program, involving the resurfacing and minor patching of roads.

General revenue

3.3.2.3

Performance measure(s)

Operational Plan 2021-2022

Review and update standard Standard Operating Procedures operating procedures for undertaking reviewed and updated. common road maintenance tasks to ensure efficiency, quality of outcome and safety for the community and staff.

Operational Plan action

General revenue

Funding source

3.3.2.2

Ref

Projects and programs 2021-22

100%

30 June 2022

100%

100%

30 June 2022

Target / timeframe

Infrastructure Projects and Delivery

Infrastructure Projects and Delivery

Infrastructure Projects and Delivery

Infrastructure Projects and Delivery

Infrastructure Operations

Responsible team

Overarching strategy or plan


58 Deliver the Annual Regional Roads Program. This project is funded on a 50/50 basis between Council and Transport for NSW.

Operational Plan action % of program completed by 30 June 2022.

Performance measure(s)

Deliver the Annual Kerb and Gutter Renewal Program.

The project is due for completion in 2023, with utility adjustments and property adjustments the main focus in 2021-22. % of program delivered.

New Deliver the intersection upgrade of Project progress and schedule as grants and George Street and Pomeroy Street, at 30 June 2022 provide for overall contributions North Strathfield. This project is funded completion in 2023. by the NSW Governments Housing Acceleration Fund.

Grants and contributions reserve

New Deliver the Cooper Street, Strathfield Project completed. grants and — Hilts Road to Leicester Avenue Road contributions pavement reconstruction.

New grants and contributions

General revenue

Funding source

3.3.2.10 General revenue

3.3.2.9

3.3.2.8

3.3.2.7

Ref

Operational Plan 2021-2022

3.3.3 Provide marine structures to cater for water-based Refer to ongoing services provided by Strategic Asset Management on p.56 transport and recreational activities.

Delivery Program Strategy

Projects and programs 2021-22

100%

Project milestone of 30 June 2022 achieved

30 June 2022

100%

Target / timeframe

Infrastructure Projects and Delivery

Infrastructure Projects and Delivery

Infrastructure Projects and Delivery

Infrastructure Projects and Delivery

Responsible team

Local Movement Strategy

Overarching strategy or plan


59


Theme 4

Engaged and future focused

60


Vision

With our population continuing to grow, our community is engaged in planning for our future. The planning results in services that support our enviable lifestyle, quality open spaces, a range of housing types, commercial centres and infrastructure and developments that enhance and complement existing suburbs. Delivery Program Goal 4.1 The community participates in setting directions for the future. Delivery Program Goal 4.2 High quality sustainable urban design results in innovative development sensitive to existing local character.

Council services provided under theme 4 • Community engagement • Strategic planning.

Strategies and plans that support theme 4 Canada Bay Local Environmental Plan

Foreshore Access Strategy

City of Canada Bay Development Control Plan

Local Employment and Productivity Study

Community Engagement Strategy

Local Housing Strategy

Concord West Precinct Masterplan

Local Strategic Planning Statement

Five Dock Town Centre Urban Design Study

Victoria Road Urban Design Review

Rhodes Shopping Centre, Rhodes.

61


62 Performance measure

4.1.1.1

4.1.2.1

4.1.2 When planning for our future, ensure the community’s aspirations and priorities are embedded in corporate strategy.

Ref

4.1.1 Community engagement provides direction for planning and the two way flow of information contributes to decision making.

Delivery Program Strategy

General revenue

General revenue

Funding source

Operational Plan action

Develop new suite of Integrated Planning and Reporting documents, including Community Strategic Plan (CSP), Delivery Program (DP) and Operational Plan (OP), ensuring community, staff and Councillor engagement.

Deliver innovative internal and external engagement for the development of the Community Strategic Plan (CSP).

Projects and programs 2021-22 Target / timeframe

# of Councillor workshops conducted 2 for the development of the CSP and DP.

• # staff engaged.

CSP engagement •#  engagement activities undertaken completed by May 2022. •#  community members and stakeholders engaged

Performance measure(s)

Performance measure(s)

Operational Plan 2021-2022

Corporate Strategy and Business Improvement

Place Management

Responsible team

20

# of consultation campaigns completed.

Community Engagement Strategy

Overarching strategy or plan

25

40,000

8,000

6,000 35,511

5,000

Target

3,214

Baseline

# of visitors to Collaborate Canada Bay projects.

Strengthens local connections, communication and partnerships to innovate, engage and # of Collaborate Canada Bay members. celebrate in the improvement of our City and provide effective stakeholder management for Council. # of submissions to community consultation projects.

Community engagement

Key services

Goal 4.1 The community participates in setting directions for the future.


63

Ref

Performance measure(s)

Dev Prepare a new Local Infrastructure contributions Contribution Plan for the City of - S7.11 Canada Bay. Canada Bay

4.2.1.4

30 June 2022

30 June 2022

30 June 2022

Target / timeframe

Local Infrastructure Contribution Plan 30 June 2022 adopted.

Commence investigations to Background report prepared. inform the delivery of the housing investigation areas (terrace housing) identified in the Canada Bay Local Strategic Planning Statement.

General revenue

Draft study prepared and exhibited.

Undertake land use planning to •P  lanning Proposal for stage One implement the Stage One precincts precincts finalised of the Parramatta Road Urban •B  ackground studies for stage two Transformation Strategy and precincts prepared. commence the preparation of background studies to inform the future rezoning of stage two precincts.

Operational Plan action

Grants and Prepare a Local Planning Study for contributions land surrounding proposed Metro reserve West stations in the City of Canada Bay.

General revenue

Funding source

4.2.1.3

4.2.1 4.2.1.1 Provide strategic and land use planning to ensure the built and natural environment is highly liveable with quality and sustainable development incorporating best practice 4.2.1.2 design.

Delivery Program Strategy

Operational Plan 2021-2022

Strategic Planning

Strategic Planning

Strategic Planning

Strategic Planning

Responsible team

8

# of local heritage grants provided.

Projects and programs 2021-22

100%

% Planning Certificates (Section 10.7(2) and 10.7(2) and (5)) issued within five working days.

Local Strategic Planning Statement

Local Strategic Planning Statement

Local Strategic Planning Statement

Overarching strategy or plan

Maintain

100%

No applications 70% received

% of proponent Planning Proposals reported to Council within three months of lodgement.

Target

Investigate, research, advise and prepare plans, policies and maps which address land use, infrastructure and social services to meet current and future needs of the community. • Land use planning • Heritage protection • Geographical information system • Social planning and community participation • Planning and advice and planning certificates • Development contributions.

Baseline

Performance measure

Strategic planning

Key services

Goal 4.2 High quality sustainable urban design results in innovative development sensitive to existing local character.


Theme 5

Visionary, smart and accountable

64


Vision

Our City has strong leadership and is served by an effective and transparent local government. Smart processes and systems support both Council and the community to be more resilient, sustainable and efficient, to connect easily, to share knowledge, to work together and to be creative in finding solutions. Delivery Program Goal 5.1 The elected Council provides strong leadership for the community that is underpinned by open and transparent governance. Delivery Program Goal 5.2 Leadership of the organisation inspires best practice in everything in which Council is involved. Delivery Program Goal 5.3 The City is well promoted and our community is well informed of the business of Council. Delivery Program Goal 5.4 Compliance services encourage and contribute to quality developments, public health, animal welfare and parking management..

Council services provided under theme 5 • Building certification and compliance

• Information systems

• Buildings and trades maintenance

• Law enforcement and parking

• Business improvement

• Mayoral and Councillor support

• Corporate strategy

• Media and communications

• Council buildings and property

• People and culture

• Council venue hire

• Procurement

• Customer service — Civic Centre

• Records management

• Environmental health

• Risk management

• Financial management

• Statutory planning

• Governance

Strategies and plans that support theme 5 Canada Bay Local Environmental Plan

Procurement Review (2018)

City of Canada Bay Development Control Plan

Records Management Policy

Foreshore Access Strategy

Strategic Procurement Plan

Our Smart City of Canada Bay: An Intelligent Plan Procurement Policy

65


66

5.1.2 Provide civic events and citizenship ceremonies to celebrate the diversity and achievements of the community and to welcome newcomers.

5.1.1 The Council governs efficiently and effectively on behalf of the Community.

Delivery Program Strategy

General revenue

General revenue

General revenue

5.1.1.2

5.1.1.3

Funding source

5.1.1.1

Ref

• # of staff trained in new business paper solution.

• New business paper solution rolled out and being utilised by relevant staff

Outcome of Local Government Elections — nine elected Councillors, including popularly elected Mayor.

Local Government Elections held.

Performance measure(s)

Governance and Customer Services

Responsible team

10

10

8

100%

Governance and Customer Services

Overarching strategy or plan

Target

• 30 December Governance 2021 and Customer Services • 25 staff trained

4 September 2021

Target / timeframe

Refer to ongoing services provided by Mayoral and Councillor support on p.66

Administer and oversee the City of % of Councillors inducted. Canada Bay Councillor Induction Program in conjunction with the Executive Team and Managers. Induction to include awareness of key projects, policies and procedures that affect Councillors such as Code of Meeting Practice and Code of Conduct and that they are required to make decisions on.

Investigate and implement a new business paper solution: • Draft Request for Quotation (RFQ) • Implement new solution and roll out across the organisation • Train staff in new business paper solution.

Administer the Local Government Elections for the City of Canada Bay, as per the NSW Local Government Act 1993, in conjunction with the NSW Electoral Commission.

Operational Plan action

13

Average # of days taken to respond to Councillor requests.

Operational Plan 2021-2022

16

Average # of days taken to respond to Mayor requests.

Projects and programs 2021-22

7

# of citizenship ceremonies held.

Provides high quality administrative support services and outcomes to the Mayor, Councillors, and delivers civic events. • Civic events • Support services • Small grants program.

Baseline

Performance measure

Mayoral and Councillor support

Key services

Goal 5.1 High quality sustainable urban design results in innovative development sensitive to existing local character.


67

23% 8 8 N/a

Performance measure % of identified processes documented and published in Promapp. # of staff undertaken Lean Six Sigma training. # of process improvements project completed. % of ABEF priority area recommendations implemented

Business improvement

Provides value to the organisation through best practice people-focused change, business process management, embedding continuous improvement, and building organisational capability through improvement champions to drive measured improvement across the organisation. • Corporate improvement • Process management • Quality assurance.

2% 35%

Performance measure % of vacancy rates of Council’s leased properties. % of expired occupancy agreements.

Council buildings and property

Coordinates the management of Council owned properties, leased and licenced properties, building capital works, road closures, easements, road dedications, and footpath dining, as well as strategic functions to buy, sell, and lease Council property. • Building management • Capital works — buildings • Leasing and licensing • Footpath dining • Asset management • Strategic property management.

Baseline

25

# of staff directly engaged, and/or trained in Integrated Planning and Reporting (IPR) activity.

Implements the compliance, coordination and development of the Integrated Planning and Reporting (IPR) framework documents and reports. • Corporate planning • Corporate reporting.

Baseline

Performance measure

Corporate strategy

Baseline

To be established

% of graffiti on public land removed within 15 working days.

Provides programmed, on-request and reactive maintenance services for Council property assets, as well as recreational assets. • Building maintenance • Parks and sports field maintenance • Graffiti removal • Miscellaneous support services.

Baseline

Performance measure

Buildings and trades maintenance

Key services

< 30%

Maintain

Target

40

Target

25%

20

20

70%

Target

95%

Target

Goal 5.2 Leadership of the organisation inspires best practice in everything in which Council is involved.


68 Target

90%

90%

85%

90%

Target

75%

Increase 5%

96.72% Budget adopted in response to COVID-19 which was not in line with original LTFP forecast.

Adopted budgets are in line with Long Term Financial Plan (LTFP) forecasts.

• Cash expense cover ratio – 11.41 months

• Debt service cover ratio – 17.65 times

Adopted budgets are in line with LTFP forecasts.

95%

Council’s financial position • Own source operating remains revenue ratio – 83.60% within key • Unrestricted current ratio – performance benchmarks. 1.59 times

• Operating performance Ratio - 1.10%

% of rates collected.

Council’s financial position remains within key performance benchmarks.

The finance function comprises the two distinct service arms of financial operations and corporate accounting. • Strategic financial management • Annual budget management • Corporate financial accounting and reporting • Financial systems maintenance • Cashflow management • Accounts payable • Accounts receivable • Rating services.

93%

Customer satisfaction levels evaluated through Mystery Shopper. Baseline

90.68%

% of chats answered within 1 minute.

Performance measure

83.05%

% of calls answered within 1 minute.

Financial management

90%

% of customer service complaints dealt with within 48 hours.

Delivers a centralised customer service centre at the Civic Centre and Concord Library, providing information, transaction and consultation to customers via the front counter and call centre. • Counter service • Call centre • Administration.

96.97%

% customer satisfaction of venues service.

Baseline

34.70%

% utilisation of the Greg Davis Stand (Drummoyne Oval).

Performance measure

41.26%

% utilisation of Cabarita Conservatory.

Customer service — Civic Centre

Increase 5%

27.41%

% utilisation of The Event Space (The Connection).

Increase 5%

Increase 5%

% utilisation of The Meeting Space (The Connection). 15.26%

Target

Manages the operations of all 13 Council community venues for hire, coordinates civic functions and major events at Drummoyne Oval • Venue bookings • Venue operations • Coordination of civic functions • Drummoyne Oval events.

Baseline

Performance measure

Council venue hire

Key services

Goal 5.2 Leadership of the organisation inspires best practice in everything in which Council is involved.


69

98.5% 70.23% 99.25%

Performance measure % of time that external facing technology is available (excluding scheduled maintenance). % of Helpdesk (internal) request response times between five minutes and four hours. % of uptime of core IT applications during business hours.

Information systems

Develops and maintains highly effective, reliable, secure and innovative information systems to support all our customers and community. • Infrastructure • Application support • Service desk.

$1,736,534 $778,546 146 130 85%

Reportable actual savings per annum. Cost avoidance through use of VendorPanel per annum. # of contractors approved on Conserve. # of staff training sessions in procurement/ TechOne. % compliance with Procurement Policy and legislation.

Leads staff on procurement, ensuring Council has auditable processes that ensures management of public monies in the best interests of the community and Council, while obtaining best value corporate procurement planning and strategy development. • Planning and strategy development • Corporate tendering system management • Corporate contract management and preferred supplier program • Procurement system management and development • Conserve contractor management system.

Baseline

Performance measure

Procurement

Baseline

To be established.

% of Council registers kept up-to-date in accordance with legislative requirements.

Ensures that Council has strong and effective governance and oversees the management of processes and protocols for Council’s formal decision making that supports Council’s capability to fulfil its legal, financial and ethical obligations. • Governance • Compliance • Council and committee meetings • Elections • Support for elected representatives.

Baseline

Performance measure

Governance

Key services

100%

≥ 100

≥ 200

$1million

$500,000

Target

100%

80 %

100%

Target

100%

Target

Goal 5.2 Leadership of the organisation inspires best practice in everything in which Council is involved.


70 Performance measure

Additional services that also contribute to this goal Place management (Smart City initiatives).

% of total number of claims responded to within two To be working days. established

Develops, implements and manages Council’s Risk Management Framework and the management of Council’s commercial insurance function inclusive of general insurance renewals and insurance claims. • Business continuity plan and risk framework • Corporate insurances • Corporate claims management.

Baseline

90%

Target

90%

90%

Performance measure

90%

Target 100%

Baseline

Risk management

Manages Council’s records and information including access, retrieval, storage and disposal. % of informal and formal information (GIPA) • Information and correspondence management applications processed within legislated • Records system management and compliance timeframes. • Government Information and Public Access Act (GIPA). % of documents registered within three days of receipt.

Records management

74.3%

% of compliance achieved in StateCover audit.

Increase

Decrease

228

Maintain or increase

# of lost days resulting from Lost Time Injuries.

66%

% participation achieved in staff engagement survey.

≥85%

Increase

To be established

% of staff attending at least three training sessions per annum.

≥95%

Target

% satisfaction achieved in staff engagement survey. 62%

To be established

% of payroll processed accurately and on time.

Provides strategic and operational human resources services including industrial and employee relations, health, safety and wellbeing and workers compensation, payroll, and organisational capability and development. • People and culture operations • Organisational capability and development • Payroll • Health, safety and wellbeing • Workers compensation and injury management.

Baseline

Performance measure

People and culture

Key services

Goal 5.2 Leadership of the organisation inspires best practice in everything in which Council is involved.


71

Delivery Program Strategy

General revenue

General revenue

5.2.1.2

5.2.1.3

New grants and contributions

General revenue

Funding source

5.2.1.1

Ref

Operational Plan action

Performance measure(s)

Operational Plan 2021-2022 Target / timeframe

Strategic alignment of measures cascading from Delivery Program to operational metrics implemented.

Performance Measurement Framework developed.

Deliver key elements of the Our Smart # of initiatives implemented. City Plan: An Intelligent City of Canada Bay

Develop an effective reporting mechanism to monitor progress and increase visibility to staff.

Clarify the measures required to demonstrate success and develop aligned and cascaded measures throughout the organisation as aligned business and operational metrics.

Ensure that strategic priorities and principles for success are clearly defined.

Develop Performance Measurement Framework by leading the development of corporate and services key measures.

Corporate Strategy and Business Improvement

Responsible team

June 2022

Place Management

Framework Corporate developed by Strategy and September 2021. Business Improvement

Participate in Australasian LG Program implemented and June 2022 Performance Excellence Program improvement findings incorporated in and incorporate the outcome of to business planning. industry benchmark into operational improvement across targeted area of findings.

Projects and programs 2021-22

Our Smart City of Canada Bay: An Intelligent Plan

Overarching strategy or plan


72 % staff turnover.

Overall employee satisfaction from the engagement survey.

# of staff who have participated in a leadership program.

Performance measure(s)

Operational Plan 2021-2022

≤ 15%.

Turnover

Maintain or increase the current employee satisfaction of 62%.

30

Target / timeframe

People and Culture Operations

People and Culture Operations

Responsible team

Review and update the Long Term Financial Plan (LTFP). The 10 year LTFP is a key component of the Resource Strategy that informs the Delivery Program. The revised plan will be informed by updated Asset Management and Workforce Management Plans. Review fleet reactive maintenance processing, then identify and implement improvements.

General revenue

5.2.3.3

5.2.3.4 General revenue

Design and establish dashboard reports using CiA analytics. Initial dashboards to include: • Budget variance (operating and capital) • Supplier expenditure.

General revenue

Prepare for implementation of ATO e-Invoicing requirements. Finalise discussions with ATO certified panelists and be ready for implementation post 1 July 2021.

• Suppliers signup by 1 August 2021

• 1% of suppliers signed up.

Identified improvements fully implemented.

The LTFP presented to Council and incorporates the most current asset management and workforce forecasts.

30 June 2022

March 2022

• Dashboards delivered on time and in 30 September line with management requirements. 2021

• Access point gateway provider appointed.

• % of suppliers signed up

Infrastructure Operations

Corporate Accounting

Corporate Accounting

Financial Operations

Refer to ongoing services provided by Governance and Risk Management on pp. 69 and 70

Improve transparency in reward endowments by streamlining and clearly communicating the rewards and recognition program.

5.2.3.2

General revenue

5.2.1.5

Focus on the capability of the next tier of leaders, team leaders and coordinators through targeted training, coaching and mentoring.

Operational Plan action

General revenue

General revenue

Funding source

5.2.1.4

Ref

5.2.3 5.2.3.1 Ensure Council’s long-term financial sustainability by providing effective financial management.

5.2.2 Provide governance and risk services to ensure compliance with the Local Government Act and other relevant Acts

Delivery Program Strategy

Projects and programs 2021-22 Overarching strategy or plan


73

Funding source

% of planned major plant replaced.

100%

Scheduled Maintenance Module implemented.

31 December 2022

Implement Ci Anywhere Scheduled Maintenance module.

5.2.5.4 General revenue

30 December 2021

Migration completed successfully and 31 July 2021 Microsoft Teams is the only telephony application for internal and external calls, conferences and meetings.

Develop and adopt an Information Information Systems Strategy Systems Strategy to consist of completed. objectives, principles, and themes relating to the use of technologies at Council. Adopt and align action plans and projects to the strategy.

Migrate Skype to Microsoft Teams: • Retire Skype for Business • Migrate Skype for Business to Microsoft Teams and plan upgrades to allow ample time to complete prior to the retirement date.

Deliver CiA roadmap and the ongoing Mobility, BI Analytics and Dashboard, 30 June 2022 transformation from Ci to CiAnywhere E-recruitment modules transferred to (CiA): CiAnywhere. • Rollout Mobility, BI Analytics and Dashboard, E-recruitment modules.

General revenue

5.2.5.2

Target / timeframe

% of planned motor vehicles replaced. 100%

Performance measure(s)

Refer to ongoing services provided by Customer Services — Civic Centre on p.68

Decommission and dispose of major plant that has been replaced through the Major Plant Replacement Program.

Coordinate the delivery and commissioning of major items of plant identified in the Major Plant Replacement Program.

Decommission and dispose of motor vehicles that have been replaced through the Fleet Replacement Program.

Coordinate the delivery and commissioning of motor vehicles identified in the Fleet Replacement Program.

Operational Plan action

Operational Plan 2021-2022

5.2.5.3 General revenue

General revenue

5.2.3.6 General revenue

5.2.3.5 General revenue

Ref

5.2.5 5.2.5.1 Manage information systems to support the operations of the Council and its interaction with the community.

5.2.4 Provide quality customer services that reach out and positively connect with customers.

Delivery Program Strategy

Projects and programs 2021-22

Infrastructure Operations

Business Systems

Information Systems

System Administration

Infrastructure Operations

Infrastructure Operations

Responsible team

Overarching strategy or plan


74

General revenue

5.2.7 5.2.7.1 Manage Council’s property portfolio to ensure best value returns and to ensure properties are developed, renewed and maintained for the benefit of the community. 5.2.7.2

An up-to-date uniformed contract management system delivered

Level achieved in external audit.

Performance measure(s)

Operational Plan 2021-2022

General revenue

Other Reserves

5.2.7.5

5.2.7.6

Agreement negotiated, finalised and implemented.

Asset Management Plan completed.

Delivery of the program on time, and on budget.

Draft policy developed.

Develop and implement Councils Program of deliverables developed Property Strategy to ensure that from the strategy Council’s property portfolio is fit for purpose, well utilised, and meeting the community’s expectations, with good governance for all property related transactions.

Negotiate the Interface Agreement with Metro West, and associated acquisitions.

Grants and Develop the Asset Management contributions Plan and commence stakeholder reserve engagement to develop a long term strategy for Drummoyne Oval.

5.2.7.4

Develop and deliver a planned preventative maintenance program for parks assets.

General revenue

Develop Councils Community Leasing Policy, with associated procedures. The policy will provide a consistent approach to the leasing of our community leasing portfolio, considering good governance and transparency.

Upon completion, own and manage the system to ensure data is accurate.

Develop and populate Councils Asset System developed and live. Management System — Buildings module, using building asset condition data.

Implement Ci Anywhere contracts module.

Complete ArcBlue/LGP Leading Efficiency and Analytics Program (LEAP) Year 3 Program, benchmarked nationally on procurement maturity, processes and procedures.

Operational Plan action

5.2.7.3

General revenue

General revenue

5.2.6.2

Funding source

General revenue

Ref

5.2.6 5.2.6.1 Ensure procurement services provide best value outcomes.

Delivery Program Strategy

Projects and programs 2021-22

30 June 2022

1 Jan 2022

30 June 2022

30 June 2022

30 June 2022

30 June 2022

September 2021

Advanced

Target / timeframe

Buildings and Property

Buildings and Property

Buildings and Property

Building Trades

Buildings and Property

Buildings and Property

Procurement

Procurement

Responsible team

Strategic Procurement Plan

Procurement Review (2018)

Overarching strategy or plan


75

Deliver a planned preventative maintenance program for Council’s buildings using asset condition data.

5.2.7.10 General revenue

5.2.9 Ensure workplace health and safety programs to provide for a safe and healthy work environment.

General revenue

Develop the four and 10 year building maintenance and renewal program, using asset condition data following, independent review.

General revenue

5.2.7.9

Workforce Management Plan completed.

Program delivered on time and on budget.

• Annual program of building works completed, incorporating high priority works as identified in independent review.

30 June 2022

30 June 2022

• Four–year and 10–year building June 2022 maintenance and renewal programs developed for all building assets

A program of BAM’s developed, and all 100% of 21planned BAM’s for 21-22 completed, as 22 BAM’s per the program. completed.

30 June 2022

Target / timeframe

Refer to ongoing services provided by People and Culture on p.70

Review and update the Workforce Management Plan component of Council's Resourcing Strategy.

Develop and implement building asset management plans for all Council buildings.

Commence negotiations.

General revenue

5.2.7.8

Performance measure(s)

Operational Plan 2021-2022

Develop a plan for enabling foreshore Acquisitions are resolved in access with relevant land owners accordance with the program. to achieve our Foreshore Access Strategy.

Operational Plan action

General revenue

Funding source

5.2.7.7

Ref

5.2.8 5.2.8.1 Ensure workforce management practices provide for a collaborative workplace culture and efficient workforce processes.

Delivery Program Strategy

Projects and programs 2021-22

People and Culture Operations

Building Trades

Buildings and Property

Buildings and Property

Buildings and Property

Responsible team

Foreshore Access Strategy

Overarching strategy or plan


76

# newsletters produced and distributed to the community

Promotes Council’s services and operations to develop and exhibit a positive narrative for the City of Canada Bay throughout our community. The Media and Communications team also assists in Mayoral management as well as providing graphic design services for Council. • Media relations • External communications • Internal communications • Mayoral management • Council departmental support • Graphic design.

Ref

5.3.1 5.3.1.1 Ensure Council’s communications provide easily-available information to promote the City and its community and to promote the business of Council.

Delivery Program Strategy

General revenue

Funding source

Operational Plan action

This may also include the transfer of Five Dock Leisure Centre’s website and branding.

Establish new website and branding for the Concord Oval recreational facility as part of the Redevelopment of Concord Oval (ROCO) project.

Projects and programs 2021-22

# enewsletter subscribers

Performance measure

Media and communications

Key services

• 385,000 copies of City of Canada Bay News • 28,000 copies of Your Rates at Work.

• 30,000 of Good Living @Rhodes • 35,000 copies of City of Canada Bay News

Website and branding launched.

Performance measure(s)

Operational Plan 2021-2022

By opening date Media and of the recreation Communications facility.

Responsible team

Overarching strategy or plan

• 800 increase in subscribers to City of Canada Bay News enewsletter.

Target / timeframe

• 0 City of Canada Bay News enewsletter subscribers.

• 4,139 What’s On enewsletter subscribers

• 20% increase in What’s On enewsletter subscribers

• 30,000 of Good Living @ Rhodes

• 140,000 copies of Bayside Brief

• 28,000 copies of Your Rates at Work.

443,000 newsletters

Target

233,000 newsletters

Baseline

Goal 5.3 The City is well promoted and our community is well informed of the business of Council.


77

To be established To be established To be established To be established

# cats and dogs impounded. # cats and dogs returned/rehoused. # education activities attended (school zones, Doggy Day Outs). # of parking patrols around schools.

Investigates and ensures compliance with the regulatory and compliance laws within the community, parking and companion animal issues, and liaises with and educates the community on the regulatory framework. • Parking compliance • Ranger services • Companion animal management.

108

# of notices/orders/Penalty Infringement Notices issued.

Baseline

0% (COVID affected)

% of all warm water systems inspected.

Performance measure

4% (COVID affected)

% of skin penetration premises inspected.

Law enforcement and parking

100%

300

# of swimming pool inspections.

% of food premises inspected.

57

# of penalty notices issued.

Provides enforcement and education to improve environmental and public health standards across the City of Canada Bay. • Public health compliance • Environmental management compliance.

80

# of notices/orders issued.

Baseline

100

# of certificates issued (CC, CDC and OC).

Performance measure

50

# of building inspections.

Environmental health

10

# of fire safety audits undertaken.

Performs the assessment, investigation, certification and enforcement of laws, regulations and policies for developments and land-use activities within the City of Canada Bay to ensure their compliance, health, safety and amenity. • Construction, complying development and occupation certificates • Registered certifying authority (inspections) • Building compliance and enforcement • Swimming pools • Fire safety.

Baseline

Performance measure

Building certification and compliance

Key services

1 visit per term/ per school

2

> 100

< 20

Target

N/a

100%

100%

100%

Target

150

Maintain

Maintain

N/a for trending purposes

N/a for trending purposes

Maintain

Target

Goal 5.4 Compliance services encourage and contribute to quality developments, public health, animal welfare and parking management.


78 Performance measure

Ref

5.4.3 5.4.3.1 Provide services and encourage the community to take pride in their city to ensure public health for all.

5.4.2 Offer a cost effective and efficient building inspection service to ensure buildings are safe and comply with Standards.

5.4.1 Provide transparent and informative statutory development services to assure approval processes are streamlined and timely and effective compliance is achieved.

Delivery Program Strategy

General revenue

Funding source

Performance measure(s)

Target / timeframe

30 June 2022.

Responsible team

83

Baseline

Environmental Health

Refer to ongoing services provided by Building Certification and Compliance on p.77

Refer to ongoing services provided by Statutory Planning on p.78

Operational Plan action

Operational Plan 2021-2022

Develop and implement an inspection Inspection regime developed. regime for: • underground petroleum storage systems following recent hand over from EPA • premises requiring vapour recovery following recent handover from EPA

Projects and programs 2021-22

Processes Development Applications, tree removal and pruning applications for heritage Median # of days of Development Application listed properties, provides planning advisory services, manages Land and Environment Court assessments. Appeals, and assesses and determines subdivision certificates. • Development Applications • Planning appeals • Planning advice • Planning portal.

Statutory planning

Key services

Overarching strategy or plan

< 80

Target

Goal 5.4 Compliance services encourage and contribute to quality developments, public health, animal welfare and parking management.


79

Provide and enforce parking controls to provide for and maximise use of parking spaces in the City.

5.4.5

Provide animal compliance and encourage responsible animal ownership practices.

5.4.4

Delivery Program Strategy

Funding source

5.4.3.2 General revenue

Ref

Operational Plan action Register developed.

Performance measure(s)

Operational Plan 2021-2022

30 June 2022.

Target / timeframe

Refer to ongoing services provided by Law Enforcement and Parking on p.77

Refer to ongoing services provided by Law Enforcement and Parking on p.77

Develop and maintain a register for: • underground petroleum storage systems • premises requiring vapour recovery

Projects and programs 2021-22

Environmental Health

Responsible team

Overarching strategy or plan


Statement of Revenue Policy l

Overview

Income statement l Proposed borrowings for 2021-2022  l Operating income for 2021-2022 l Operating expenditure for 2021-2022  l Budget summaries for 2021-2022 l Capital projects l

l

Ordinary rates and special rates that apply in 2021-2022

Council’s ‘Fees and Charges 2021-2022’ document is available on Council’s website.

80


Overview

In order to deliver the commitments of this Operational Plan and the Delivery Program 2018–22, Council has a Resourcing Strategy that plans for the financial, asset and human resources under its control. The Resourcing Strategy, adopted in 2018, can be found on Council’s website at canadabay.nsw.gov.au This Statement of Revenue Policy identifies where Council expects its revenue to be derived during 202022, and how it intends to expend that revenue in order to deliver this year’s Operational Plan.

Estimated income and expenditure 2021-22

2021-2022 Forecast

Operational budget Operating income

Rates and annual charges User fees and charges Interest

58,762,894 18,881,816 1,020,000

Other revenue

6,608,870

Rental income

3,436,445

Grants and contributions - operational Total operating income

5,058,421 93,768,447

Operating expenses Employee costs Borrowings

40,482,883 79,131

Materials and contracts

24,946,368

Depreciation

14,090,600

Other expenses Net loss from disposal of assets

16,156,919 0

Total operating expenditure

95,755,900

Operational result - surplus/(deficit)

(1,987,453)

Capital budget

The Statement of Revenue Policy includes estimates of income and expenditure, including a detailed budget for the Operational Plan’s activities. It provides information about the rates and special rates that will apply across the local government area in 2021–2022, and the fees and charges that will be levied for some of the services that Council provides to the community.

Capital income

It also includes a pricing methodology that demonstrates how the Council has arrived at its schedule of fees and charges.

Transfer to reserve

Grants and contributions - capital

48,254,651

New loan

15,000,000

Proceeds from the disposal of assets Total capital income

1,310,000 64,564,651

Capital expenses Capital expenditure

88,659,855

Capital expenditure - principal loan

580,751

Capital expenditure - other

150,000

Total capital expenditure Capital result - surplus/(deficit)

89,390,606 (24,825,955)

Funding movements Add back depreciation and amortisation - non cash item Transfer from reserve

14,090,600 14,751,927 6,348,646

Total funding movements

22,493,881

Net result - surplus/(deficit)

(4,319,527)

Operating ratio

-2.12%

81


Income statement

2021-2022 forecast

Income from continuing operations Rates and annual charges

58,762,894

User fees and charges

18,881,816

Interest

1,020,000

Other revenue

6,608,870

Rental income

3,436,445

Grants and contributions - operational

5,058,421

Grants And Contributions-Capital Purposes

48,254,651

Total income from continuing operations

142,023,098

Expenses from continuing operations Employee costs

39,191,470

Borrowings

112,032

Materials and contracts

23,811,575

Depreciation

13,952,179

Other expenses

15,583,981

Net loss from disposal of assets

0

Total expenses from continuing operations

92,651,236

Surplus/(deficit) from continuing operations

46,267,198

Surplus/(deficit) before capital grants and contributions

(1,987,453)

Proposed borrowings for 2020-2021/2021-2022

Council has resolved to commit to borrowing $15m to contribute to the Redevelopment of Concord Oval. The timing of the borrowings is yet to be confirmed.

Operating income 2021-2022

Operating expenditure 2021-2022 0%

34% 41%

26%

42%

4%

15% 7%

Rates and Annual Charges

1%

User fees and Charges

Grants and contributions Operational Purposes

82

17%

13%

Interest

Other Revenue

Grants and contributions Capital Purposes

Employee Costs

Borrowings

Other Expenses

Depreciation

Materials and Contracts


Budget summaries

The following budget summaries are presented for each Directorate: • Executive Services • Corporate Services • Community and Environmental Planning • City Services and Assets. Each Directorate is presented as a combined budget summary, listing the business units that sit in the Directorate. Within each Directorate, the budget of each business unit is then presented individually, highlighting the services that it represents and how they map to the themes in Council’s Community Strategic Plan.

Executive Services combined budget summary

Combined budget summary Income from continuing operations

Service areas:

• General Manager’s office •  Media and Communications • Corporate Strategy and Business Improvement • People and Culture

Rates and annual charges User fees and charges Interest Other revenue Rental income

Employee costs

Depreciation Other expenses Overhead charges Total expenses from continuing operations Surplus/(deficit) from continuing operations

General Manager’s office

Rates and annual charges

4,110,592 0 597,390 0 929,735 122,177 5,759,894 0

Budget 2021-2022

0 0

Interest

0

Other revenue

0

Rental income

0 0

Rates and general revenue distribution

684,556

Overhead recovery

484,075

Total income from continuing operations Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges Total expenses from continuing operations Surplus/(deficit) from continuing operations

n Theme 1

5,050,489 5,759,894

User fees and charges

Grants and contributions-operational

Expenses

0 531,323

Borrowings

n Mayoral and Councillor Support

0 73,082

Rates and general revenue distribution Overhead recovery

Income

0

105,000

Materials and contracts

General Manager’s office

0

Grants and contributions-operational

Total income from continuing operations Expenses

Budget 2021-2022

1,168,631 259,801 0 222,000 0 564,652 122,177 1,168,631 0

n Theme 2 n Theme 3 n Theme 4 n Theme 5

83


n Media and communications

Media and Communications Income

Rates and annual charges

0

Interest

0

Other revenue

0

Rental income

0

Grants and contributions-operational

0

Overhead recovery Total income from continuing operations Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges Total expenses from continuing operations Surplus/(deficit) from continuing operations

n Corporate strategy and business improvement

Corporate Strategy and Business Improvement Income

Rates and annual charges

875,586 590,186 0 27,500 0 257,900 0 875,586 0

Budget 2021-2022

0 0

Interest

0

Other revenue

0

Rental income

0

Grants and contributions-operational

0

Overhead recovery

0 780,616

Total income from continuing operations

780,616

Expenses

661,558

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

People and Culture Income

Rates and annual charges User fees and charges Interest Other revenue Rental income Grants and contributions-operational Rates and general revenue distribution Overhead recovery

0 99,890 0 19,168 0 780,616 0

Budget 2021-2022

0 0 0

73,082 0 105,000 (153,233) 2,910,212

Total income from continuing operations

2,935,062

Expenses

2,599,047

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

84

0 875,586

User fees and charges

Rates and general revenue distribution

n People and culture

0

User fees and charges

Rates and general revenue distribution

Expenses

Budget 2021-2022

n Theme 1

0 248,000 0 88,015 0 2,935,062 0

n Theme 2 n Theme 3 n Theme 4 n Theme 5


Corporate Services combined budget summary

Combined budget summary Income

User fees and charges Interest Other revenue

Service areas:

•  Corporate Services Director’s office • Finance • Information Systems •  Governance and Customer Services

Rates and annual charges

Rental income Grants and contributions-operational Rates and general revenue distribution Overhead recovery Total income from continuing operations Expenses

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

Corporate Services Director’s office

Corporate Services Director’s office Income

n Procurement

Rates and annual charges User fees and charges Interest

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

Financial Management

Rates and annual charges User fees and charges Interest Other revenue Rental income

(47,151,887) 13,867,742 14,530,964 5,418,665 79,131 1,642,600 1,183,200 6,207,369 0 14,530,964 0

Budget 2021-2022

0 0 0

0 (3,175) 556,344 556,344 515,262 0 35,700 0 5,382 0 556,344 0

Budget 2021-2022

42,768,908 1,113,541 1,020,000 99,529 0

Grants and contributions-operational

2,774,656

Rates and general revenue distribution

(47,113,412)

Overhead recovery Total income from continuing operations Employee costs Borrowings

2,751,049 3,414,271 1,711,564 79,131

Materials and contracts

270,500

Depreciation

1,001,800

Other expenses Overhead charges Total expenses from continuing operations Surplus/(deficit) from continuing operations

n Theme 1

0 2,774,656

0

Overhead recovery

Expenses

102,704

Rental income

Total income from continuing operations

Income

1,148,841 1,020,000

3,175

Rates and general revenue distribution

n Financial management

42,768,908

Other revenue Grants and contributions-operational

Expenses

Budget 2021-2022

351,276 0 3,414,271 0

n Theme 2 n Theme 3 n Theme 4 n Theme 5

85


n Information systems

Information Systems Income

Rates and annual charges

Budget 2021-2022

0

User fees and charges

0

Interest

0

Other revenue

0

Rental income

0

Grants and contributions-operational

0

Rates and general revenue distribution Overhead recovery Total income from continuing operations Expenses

Employee costs

0 3,884,255 3,884,255 1,132,555

Borrowings Materials and contracts Depreciation Other expenses

0 983,300 181,400 1,587,000

Overhead charges Total expenses from continuing operations

0 3,884,255

Surplus/(deficit) from continuing operations

Governance and Customer Services

Governance and Customer Service Income

n Customer service Civic Centre n Governance

User fees and charges

Budget 2021-2022

0

35,300

Interest

0

Other revenue

0

Rental income

0

Grants and contributions-operational

n Risk management

n Records management

Rates and annual charges

0

Rates and general revenue distribution Overhead recovery

0 (35,300) 6,676,094

Total income from continuing operations

6,676,094

Expenses

2,059,283

Employee costs Borrowings Materials and contracts

0 353,100

Depreciation Other expenses

0 4,263,711

Overhead charges Total expenses from continuing operations

0 6,676,094

Surplus/(deficit) from continuing operations

Community and Environmental Planning combined budget summary

Combined budget summary Income

User fees and charges Interest Other revenue Rental income

Service areas:

• C  ommunity and Environmental Planning Director’s office • Place Management • Health, Building and • Compliance • Waste and Sustainability • Strategic Planning • Statutory Planning

Rates and annual charges

Grants and contributions-operational Rates and general revenue distribution Overhead recovery Total income from continuing operations Expenses

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

86

n Theme 1

0

Budget 2021-2022

16,040,403 3,983,714 0 5,332,199 16,000 308,367 3,447,538 1,030,896 30,159,116 7,754,877 0 12,275,164 0 3,732,904 6,396,171 30,159,116 0

n Theme 2 n Theme 3 n Theme 4 n Theme 5


Community and Environmental Planning Director’s office

Community and Environmental Planning Director’s office Income

Rates and annual charges

0

User fees and charges

0

Interest

50,000

Rental income

0

Rates and general revenue distribution Overhead recovery

766,111 707,944

Expenses

427,769

Employee costs Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

Place Management Income

Rates and annual charges User fees and charges Interest

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

Health, Building and Compliance

Rates and annual charges User fees and charges Interest

n Building and compliance n Law enforcement and parking

Budget 2021-2022

0

73,335 0

75,000 2,199,721 0 2,437,629 902,822 0 819,210 0 233,550 482,046 2,437,629 0

Budget 2021-2022

0

1,808,359 0 4,831,698

Rental income

16,000

Rates and general revenue distribution Overhead recovery Total income from continuing operations Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges Total expenses from continuing operations Surplus/(deficit) from continuing operations

n Theme 1

0

Other revenue Grants and contributions-operational

Expenses

0 707,944

0

Overhead recovery

n Environmental health

0 5,175

Rental income

Total income from continuing operations

Income

275,000

89,573

Rates and general revenue distribution

Expenses

0

Other revenue Grants and contributions-operational

Health, Building and Compliance

0 (108,167)

Total income from continuing operations Borrowings

n Place management

0

Other revenue Grants and contributions-operational

Place Management

Budget 2021-2022

0 (952,573) 112,321 5,815,805 3,180,320 0 652,690 0 13,067 1,969,729 5,815,805 0

n Theme 2 n Theme 3 n Theme 4 n Theme 5

87


Sustainability and Waste

Sustainability and Waste Income

n Waste management

Rates and annual charges

User fees and charges Interest Other revenue

n Environmental sustainability

Rental income

Employee costs

Depreciation Other expenses Overhead charges Total expenses from continuing operations Surplus/(deficit) from continuing operations

Strategic Planning

Rates and annual charges User fees and charges

0 10,037,564 0 3,442,203 2,622,157 17,025,241 0

Budget 2021-2022

0

335,000 0 0

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

Statutory Planning

Rates and annual charges User fees and charges

11,500 1,459,378 0 1,805,878 950,406 0 319,700 0 32,129 503,643 1,805,878 0

Budget 2021-2022

0

855,000

Interest

0

Other revenue

0

Rental income Grants and contributions-operational Rates and general revenue distribution Overhead recovery Total income from continuing operations Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges Total expenses from continuing operations Surplus/(deficit) from continuing operations

n Theme 1

923,317

Rental income

Overhead recovery

88

17,025,241

0

Total income from continuing operations

Expenses

152,464

Other revenue

Rates and general revenue distribution

Income

0

Interest

Grants and contributions-operational

n Statutory planning

360,928

(617,441)

Materials and contracts

Expenses

0

Rates and general revenue distribution

Borrowings

Income

912,020

176,867

Total income from continuing operations

n Strategic planning

16,040,403

Grants and contributions-operational Overhead recovery Expenses

Budget 2021-2022

0 45,000 1,466,619 0 2,366,619 1,370,243 0 171,000 0 6,780 818,596 2,366,619 0

n Theme 2 n Theme 3 n Theme 4 n Theme 5


City Services and Assets combined budget summary

Combined budget summary Income

City Services and Assets Director’s office

User fees and charges Interest

Service areas:

•  City Services and Assets Director’s office •  Strategic Asset Services and Innovation •  Major Projects Development •  Roads and Traffic • Parks and Recreation • Library and Community Services • Buildings and Property

Rates and annual charges

1,100,885 3,420,445

Grants and contributions-operational

1,870,398

Rates and general revenue distribution

44,881,135

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

City Services and Assets Director’s office Rates and annual charges

3,631,951 68,607,659 23,198,749 0 10,431,213 12,908,000 5,286,912 16,782,785 68,607,659 0

Budget 2021-2022

0

User fees and charges

0

Interest

0

Other revenue

0

Rental income

0

Grants and contributions-operational

0

Rates and general revenue distribution Overhead recovery

0 436,139

Total income from continuing operations

436,139

Expenses

393,830

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

Strategic Asset Services and Innovation

0

Rental income

Total income from continuing operations

Income

(46,416)

13,749,261

Other revenue

Overhead recovery Expenses

Budget 2021-2022

Strategic Asset Services and Innovation Income

Rates and annual charges User fees and charges Interest

n Strategic asset management

Other revenue Rental income Grants and contributions-operational Rates and general revenue distribution Overhead recovery

Total income from continuing operations Expenses

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

n Theme 1

0 13,500 0 28,809 0 436,139 0

Budget 2021-2022 0 60,000 0 40,000 0 175,000 6,777,892 0 7,052,892 1,050,856 0 463,300 3,290,000 1,551,660 697,076 7,052,892 0

n Theme 2 n Theme 3 n Theme 4 n Theme 5

89


n Major projects

Major Projects Income

Rates and annual charges

0

Interest

0

Other revenue

0

Rental income

0

Rates and general revenue distribution Overhead recovery

315,781 241,757

Employee costs Borrowings

0

Materials and contracts

0

Depreciation

0

Total expenses from continuing operations Surplus/(deficit) from continuing operations

Roads and Traffic Income

Rental income Grants and contributions-operational Rates and general revenue distribution Overhead recovery Total income from continuing operations Expenses

Parks and Recreation n Five Dock Leisure Centre

n Sportsfields and golf courses

Parks and Recreation

Rates and annual charges User fees and charges Interest

12,299,892 2,632,470 19,335,513 5,287,056 0

819,959 4,195,838 19,335,513 0

Budget 2021-2022

0

5,683,969 0 80,064

Overhead recovery Total income from continuing operations Employee costs Borrowings Materials and contracts Other expenses Overhead charges Total expenses from continuing operations Surplus/(deficit) from continuing operations

n Theme 1

0 782,409

Rental income

Depreciation

90

0 1,000

87,500

Rates and general revenue distribution

n Tree services.

0

3,619,742

Other revenue Grants and contributions-operational

Expenses

Budget 2021-2022

5,592,000

Surplus/(deficit) from continuing operations

n Parks and water operations

0

Depreciation Overhead charges

n Open space planning

315,781

3,440,660

Total expenses from continuing operations

Income

0 74,024

Materials and contracts Other expenses

n Garden services and Bushcare

n Recreation coordination

Employee costs Borrowings

n Protection and resotration of Council infrastructure n Traffic and transport.

User fees and charges Other revenue

n Emergency management

n Road maintenance services

Rates and annual charges Interest

n Cleaning operations for public areas

n Infrastructure planning and project delivery

0

Expenses

Overhead charges

n Fleet and mechanical workshop

0 315,781

Total income from continuing operations

Other expenses

n Assessment and construction of driveway and ancillary works

0

User fees and charges

Grants and contributions-operational

Roads and Traffic

Budget 2021-2022

487,475 13,245,339 521,728 20,106,075 7,743,214 0 3,102,017 1,130,000 1,500,545 6,630,299 20,106,075 0

n Theme 2 n Theme 3 n Theme 4 n Theme 5


Library and Community Services

Library and Community Services Income

n Early childhood education and care

Rates and annual charges User fees and charges Interest Other revenue Rental income

n Community services

Grants and contributions-operational

n Libraries

Rates and general revenue distribution Overhead recovery

Total income from continuing operations Expenses

Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

Buildings and Property

Buildings and Property Income

n Building and trades maintenance

Rates and annual charges User fees and charges Interest

n Council building and property

0 425,514 8,351,442 41,613 12,332,855 6,434,979 0 530,420 415,000 883,444 4,069,012 12,332,855 0

Budget 2021-2022 (46,416) 872,791 0 3,340,381

Overhead recovery Employee costs Borrowings Materials and contracts Depreciation Other expenses Overhead charges

Total expenses from continuing operations Surplus/(deficit) from continuing operations

n Theme 1

0 1,527

Rental income

Total income from continuing operations

91

3,512,759

970,858

Rates and general revenue distribution

Expenses

0

Other revenue Grants and contributions-operational

n Council venues for hire

Budget 2021-2022

0 3,890,788 0 9,028,402 2,047,055 0 2,881,316 2,481,000 502,495 1,116,536 9,028,402 0

n Theme 2 n Theme 3 n Theme 4 n Theme 5

91


Capital projects Projects

2024-25

$

$

2022-23

Parks and recreation

$

$

Annual skateboard park renewal program

65,000

0

30,000

30,000

250,000

250,000

250,000

250,000

Street tree replacement program Resurface synthetic cricket pitches

0

10,000

10,000

10,000

124,550

430,000

0

0

0

500,000

500,000

0

Deakin St foreshore access investigation

96,890

0

0

0

Westconnex water recycling connection

0

600,000

0

0

Hen and Chicken Bay East foreshore upgrade

0

500,000

500,000

500,000

Wangal Reserve and Punt Park POM actions Henry Lawson Park foreshore path

Drummoyne Oval/ Taplin stormwater re-use Annual shade renewal program

242,000

0

0

0

0

50,000

50,000

50,000

Annual outdoor exercise equipment program

0

100,000

100,000

100,000

Dog off -leash site improvements

0

40,000

0

0

Deakin St foreshore access

0

500,000

100,000

0

Create a swimsite at Bayview Park

342,680

0

0

0

Urban Canopy Strategy

220,000

0

0

0

4,779,643

0

0

0

90,000

0

0

0

Cabarita Park beach swim enclosure net

0

0

0

50,000

Extension of the recycled water network to Majors Bay Reserve

0

0

685,000

0

Extension of the recycled water network to Five Dock

0

1,581,600

0

0

440,000

440,000

440,000

440,000

McIllwaine Park - river activation Five Dock Leisure Centre CCTV system upgrade

Urban canopy tree planting Park signage audit and renewal

125,000

0

0

0

Parks renewal program - non -playground equipment

50,000

100,000

100,000

100,000

1,890,000

0

0

0

30,000

0

0

0

0

3,200,000

0

0

35,000

35,000

0

0

0

120,000

0

0

10,000

0

0

0

Five Dock park POM implementation

0

30,000

0

0

Sportsfield rebuild - Queen Elizabeth

0

30,000

0

0

276,370

0

0

0

143,781

0

0

0

150,000

150,000

150,000

150,000

St Lukes oval rebuild Timbrell Park POM and masterplan Timbrell Park rebuild Punt Park tree replacement Catchment management - study and implementation Lysaght Park path lighting and vegetation

Playground upgrade - Queen Elizabeth Park Playground upgrade - Henley Park DIAP - parks and playgrounds Sportsfield rebuild - Concord Oval

480,000

0

0

0

Garden upgrades

0

20,000

20,000

20,000

Bushcare conservation sites - Shadrack Shaw

0

10,000

0

0

Nature strips resurfacing

0

50,000

50,000

0

Local Area Traffic Management Scheme (LATMS) conversion

0

10,000

10,000

10,000

Playground upgrade - Fred Kelly Place

50,000

0

0

0

Playground upgrade - Maple Close Reserve

20,000

0

0

0

150,000

0

0

0

Playground upgrade - Central Park

0

150,000

0

0

Playground upgrade - Brett Park

0

150,000

0

0

Playground upgrade - Henry Lawson Park

0

150,000

0

Playground upgrade - Chiswick Park

Playground upgrade - Mcillwaine Park

92

2023-24

2021-22

0

0

150,000

0

0

Playground upgrade - Coralie Reserve

0

0

150,000

0

Playground upgrade - Howse Park

0

0

0

150,000

Playground upgrade - Montague Park

0

0

0

150,000

Playground upgrade - Croker Park

0

0

0

150,000 15,000

Goal post replacements

0

15,000

15,000

Ron Routley Oval fence

0

200,000

0

0

Edwards Park fence replacement

0

0

0

160,000

Nield Park fence

0

0

150,000

0

Majors Bay reserve fence

0

0

300,000

0

Barnwell Park golf course fence

0

0

0

500,000


Projects Parks and recreation

Massey Park - safety screen replacement

2021-22 $

0

Massey Park - green upgrades

0

Massey Park - tee upgrades Massey Park - fairway upgrades

2022-23

2023-24

$

$

28,000

2024-25

0

$

0

80,000

0

80,000

0

60,000

60,000

60,000

0

100,000

0

0

Urban canopy - Massey Park tree planting

0

8,000

8,000

8,000

Beaconsfield Lane nursery

0

100,000

0

0

St Lukes long jump rebuild

0

50,000

0

0

Sid Richards baseball cage replacement

0

200,000

0

0

Sid Richards 3 synthetic - high fence

0

45,000

0

0

Water and wellbeing stations

0

60,000

0

60,000

Drummoyne Oval raingarden rebuild

0

150,000

0

0

St Lukes Oval potable tank removal and reconnection

0

50,000

0

0

Sportsfield rebuild - Drummoyne Oval

0

0

0

10,000

Strathfield Triangle playground

0

0

400,000

0

Water meter installations

25,000

25,000

0

0

Pedestrian Access Mobility Plan improvements

20,000

80,000

0

0

140,000

125,000

100,000

100,000

Urban canopy - tree audit consultant report Bushcare conservation sites - Werrell Reserve

17,000

17,000

17,000

17,000

Nield Park sportsfield lighting

220,910

0

0

0

Livvi's Place - playground accessibility imrpovements

55,000

0

0

0

Mill Park half basketball court

100,000

0

0

0

Five Dock basketball court upgrade

40,000

0

0

Total Parks and recreation

Roads and traffic Fleet - vehicles (trucks, utes, trailers, mowers) Fleet - lease back vehicles (sedans and wagons)

10,678,824 $

10,599,600 $

4,345,000 $

0 3,170,000 $

1,070,000

1,492,500

1,090,000

1,560,000

2,600,000

1,212,000

1,744,000

1,216,000

Small plant - engineering

14,000

30,000

31,000

32,000

Small plant - parks and gardens

14,000

30,000

31,000

32,000

400,000

200,000

200,000

200,000 210,000

Annual accessibility works program (bus stop upgrades etc) Annual capital works traffic facilities program

200,000

200,000

210,000

1,235,000

0

0

0

Annual footpaths renewal program

609,600

560,000

560,000

560,000

Annual kerb/gutter renewal program

207,500

207,500

210,000

210,000

Annual regional roads program

122,000

122,000

122,000

122,000

Annual road pavement renewal program

88,000

933,800

952,850

0

2,068,500

2,382,339

2,422,000

2,477,000

Roads to recovery program

306,488

306,488

400,000

400,000

The Terrace - embankment stabilisation

900,000

0

0

0

40,000

40,000

40,000

40,000

Cooper Street, Strathfield - upgrade works

Road resurfacing program

Traffic committee initiatives Public domain plan transport interchange at station precinct

70,000

500,000

0

0

Victoria road, Drummoyne - public domain design

270,000

250,000

250,000

0

New cycle connection QEP and Burwood Park - UIAP

254,724

0

0

0

0

0

0

200,000 0

Canada Bay Bike Plan Kerb ramp design at Burwood Rd and Crane St, Concord Intersection upgrade George and Pomeroy Streets Strathfield Triangle public domain - construction works Rhodes Station public domain construction works Regional cycleway upgrade - RMS grant Canada Bay Bike Plan implementation program Pedestrian Access Mobility Plan (PAMP)

350,000

0

0

1,250,000

3,000,000

2,000,000

0

0

0

0

200,000 3,000,000

0

0

3,000,000

3,000,000

3,450,000

0

0

300,000

200,000

200,000

200,000

0

0

125,000

0

Homebush Bay Drive and Harrison Avenue crossing design

57,000

0

0

0

Clermont Lane - parking barrier

115,000

0

0

0

598,000

636,540

178,000

382,000

11,000

0

0

0

Local roads heavy patching program Greenlees Avenue - design parking treatment adjacent to park

93


Projects Greenlees Avenue - construct parking treatment near park

2023-24

2022-23

2024-25

0

150,000

0

10,000

0

0

0

Wellbank Street - construct parking treatment

0

0

110,000

0

Phillip Street - construct car parking treatment

15,000

200,000

0

0

0

2,000,000

2,000,000

2,000,000

Wellbank Street - design car parking treatment

Victoria Road, Drummoyne - public domain construction Road condition data collection Footpath condition data collection Bridge condition data collection Local roads and community infrastructure program Total roads and traffic

Buildings and property Buildings renewal Canada Bay civic centre-refurbishment Annual building and facility accessibility works program

0

0

130,000

0

0

13,322

85,000

0

0

0

210,000

0

0

1,659,544

0

0

17,848,678

18,528,167

15,875,850

0

13,041,000

$

$

$

$

1,000,000

709,900

709,900

709,900

200,000

0

0

0

123,000

50,000

50,000

50,000

Drummoyne Pool renewals

82,500

82,500

82,500

82,500

Cabarita Pool renewals

82,500

82,500

82,500

82,500

264,000

0

0

0

Drummoyne Pool - installation of electric heat pumps Works depot - emergency exit onto Queens Road

165,000

0

0

11,000

0

0

0

Queen Elizabeth Park toilet block (exeloo)

550,000

0

0

0

Public toilet - Mcilwaine Park

825,000

0

0

0

Wellbank Children’s Centre - automated blinds

11,000

0

0

0

Wellbank Children’s Centre - shade sail in baby playground

8,800

0

0

0

440,000

0

0

VACC - installation emergency release gate locks

Kings Road carpark - design phase

Total buildings and property

Library and community services Concord Library furniture and fittings Five Dock Library furniture

3,762,800

924,900

924,900

0

0

924,900

$

$

$

$

7,896

8,212

8,540

8,882

6,580

13,620

7,253

7,543

Library audio/visual

60,483

62,902

65,418

68,035

Library books

266,818

277,490

288,590

300,134

Library periodicals

37,246

38,736

40,285

41,897

Library cataloguing and processing

107,987

112,306

116,799

121,471

The Learning Space - furniture and fittings

10,408

21,124

10,824

11,041

Replacement robot at the Learning Space

0

0

10,000

Total library and community Services Major projects

0

497,418

534,391

547,710

559,002 $

$

$

$

Five Dock public domain streetscape (stage 2 - southern end)

2,163,000

0

0

0

Goddard Park amenities building upgrade

1,100,000

0

0

0

Halliday Park - automatic toilet installation Redevelopment of Concord Oval (ROCO) Charles Heath Reserve project

350,000

0

0

0

40,290,000

0

0

0

3,050,000

165,779

0

0

Timbrell Park fields and amenities upgrade

2,130,000

0

0

0

Goddard Park crib wall remediation works

300,000

0

0

0

ROCO - leisure furniture fittings and equipment

0

630,411

0

0

ROCO - oval furniture, fixtures and equipment

0

500,000

0

0

Five Dock leisure centre furniture, fixtures and equipment

0

258,564

0

0

52,383,000

1,554,754

0

0

Drummoyne shared spaces Total major projects

94

2021-22

3,000,000

0

0

0


Projects

2021-22

Strategic assets and innovation Drainage renewal and relining program

2023-24

2022-23 $

282,132

$ 287,775

2024-25 $

293,530

$ 299,401

Exile Bay flood study

100,000

0

0

0

Annual stormwater management program

309,500

428,500

428,500

428,500

176 George Street raising and overland flow path

0

1,400,000

0

0

Rhodes foreshore lighting replacement

455,000

0

0

0

Foreshore structures - Iron Cove

300,000

1,000,000

0

0

Drainage - CCTV inspections condition rating and defects

60,000

60,000

60,000

60,000

Drainage - re-lining Rothwell Park to Rhonda Place

400,000

0

0

0

Drainage - re-lining Crane St to Beaconsfield Lane Floodplains - Powells Creek East catchment FS, FRMS, FRM Floodplains - future flood studies, FRMS, FRM Pedestrian crossing safety improvement program Kings Bay seawall - Barnwell Park canel outlet zone Five Dock Bay seawall Dening St to Thompson St Seawall north of birkenhead ferry wharf Minor pit and lintel - drainage renewal Stormwater pipe inlet safety program Massey Park landfill protection renewal Moala Concord Hospital culvert renewal Pathway lighting Cabarita Park eastern wall Annual pole renewal LED upgrade to council public domain lights Total strategic assets and innovation

0 192,500 120,000 500,000 0 0

0 150,000 100,000 0 120,000 0 0 200,000 200,000 3,489,132

600,000 196,427 230,000 500,000 548,000 0 607,000 250,000 100,000 7,000,000 630,000 25,000 0 500,000 500,000 14,862,702

0 0 0 0 0 848,000

0 0 0 0 0 0

88,659,853

47,004,515

Total

0 250,000 100,000 6,925,000 0 25,000 0 500,000 500,000 9,930,030 31,623,491

0 0 100,000 1,975,000 0 0 600,000 500,000 500,000 4,462,901 22,157,804

95


Ordinary rates and special rates that apply in 2021-2022 Rating structure The total income that can be raised from levying rates on property is capped by the State Government based on a determination by the Independent Pricing and Regulatory Tribunal (IPART). IPART determined that general income from rates in 2021–2022 may be increased by a maximum of 2%. The increase allowed by IPART relates to general income in total and not to individual ratepayer’s rates. Individual rates are also affected by other factors such as land valuations. As such, rates for individual ratepayers may vary by more or less than the percentage allowable depending on how an individual ratepayer’s land valuation has changed in a particular year compared to the land values of other ratepayers. The following information details the rating structure for rating of land for 2021–22. Land is rated according to its use as either residential or business. The ad valorem rate, the minimum rate, the Stormwater Management Charge and anticipated revenue from each rating category is: Rate category, number of assessments and rateable land value Residential Residential number: 36,597 No. minimums: 21,033

Basis of rate calculation Minimum rate $743.13

Total ordinary rate income $36,077,222

Minimum rate $743.13

$5,934,774

Cents in the dollar: 0.0908673

Land value: $28,353,582,577 Business

Business number: 1,854 No. minimums: 788

Cents in the dollar: 00.2165745

Land value: $2,540,608,266 Total rate assessments 38,451

Total rateable value $30,894,190,843

Stormwater Management Charge category and number of assessments

Basis of rate calculation

Residential

Standard Properties $25

No. Standard 15,410 No. Strata 21,028

Business

No. standard 986 No. strata 863

Strata Properties $12.50

Standard properties minimum $25 or $25 per 350m²

96

Total SMC $648,100

$90,8960

Strata properties minimum $5 or part thereof by entitlement

Total Stormwater Management Charge (SMC) Total rate revenue ordinary and SMC

$42,011,996

$738,996 $42,750,992


97


Stormwater Management Charge

Domestic Waste Management Charge

The Stormwater Management Charge is an ongoing charge to ratepayers used to fund capital and recurrent costs associated with the introduction of additional stormwater management programs. The amount charged is $12.50 per annum for residential strata properties, or $25 per annum for other residential. Strata businesses are charged a minimum $5, while other businesses are charged $25, plus an additional $25 for each 350 square metres or part of 350 square metres by which the area of the parcel of land exceeds 350 square metres.

Domestic Waste Management (DWM) services are provided to all residential properties in the local government area. The Domestic Waste Management Charge is a separate charge for waste services. The cost of these services cannot be financed from ordinary rates and the charge covers the costs of providing the services. The amount charged for a standard residential service for 2021–2022 is $425. Income raised from the DWM Charge is forecast at $16,160,000. For all charges relating to waste management, refer to the Fees and Charges 2021–22 document available on Council’s website.

This map provides a general indication of where each rating category will apply. 98

Pensioner rebate The Local Government Act 1993 provides for eligible pensioners to be able to receive a rate reduction of 50% of their total rates, up to a maximum of $250. In 2021–22 the available pensioner rebate will be a maximum of $250. Boarding House Tariffs In accordance with section 516 of the Local Government Act 1993 (the Act), it has been determined that for the purpose of the definition of ‘boarding house’ and ‘lodging house’, the maximum tariffs, excluding GST, that a boarding house or lodging house may charge tariff-paying occupants are:


a) Where full board and lodging is provided: $401 per week for single accommodation, or $663 per week for a family or shared accommodation. b) Where less than full board or lodging is provided: $270 per week for single accommodation, or $446 per week for family or shared accommodation. Rate instalments Rate instalments will be due on the following dates: • First instalment: 31 August 2021 • Second instalment: 30 November 2021 • Third instalment: 28 February 2022 • Fourth instalment: 31 May 2022. Interest on overdue rates In accordance with section 566(3) of the Act, the maximum rate of interest rate payable on overdue rates and charges for the period of 1 July 2021 to 30 June 2022 (inclusive) is 6% per annum. Revenue Policy In accordance with Section 608 of the Local Government Act 1993 and other relevant legislation, City of Canada Bay Council charges and recovers approved fees and charges for any services it provides as contained within the document entitled ‘Fees and Charges 2021-2022’. Fees and charges are generally intended to be imposed on the following services provided by Council under the Local Government Act or any other Act or regulations:

• S  upply of a product, service or commodity, • G  iving of information, • Providing  a service in connection with the exercise of the Council’s regulatory functions, including receiving an application for approval, granting an approval, making an inspection and issuing a certificate, • A  llowing admission to any building or enclosure, • P  ossession, occupation or enjoyment of a rail, pipe, wire, pole, cable, tunnel or structure laid, erected, suspended, constructed or placed on, under or over a public place (s.611), • Allowing  the use or benefit from Council’s assets, possessions, etc. City of Canada Bay Council’s general policy in determining the amount of fees to be charged for goods and services considers the following factors: • T  he cost of providing the service • T  he importance of the service to the community • P  rices fixed by the relevant industry body • A  ny factors specified in the Local Government Regulations • E  quity factors • User pays principle • F  inancial objectives • Customer objectives • Resource use objectives • Market prices • C  ross subsidisation objectives • G  oods and Services Tax (GST).

In cases where the amount of fees and charges for service is determined under another Act or regulatory body, Council’s policy is not to determine an amount that is inconsistent with the amount determined under the other Act or regulatory body. All of Council’s fees and charges not subject to statutory control are reviewed on an annual basis prior to finalisation of Council’s annual operating budget. However, in special circumstances, fees and charges can be reviewed and approved by Council in accordance with the Local Government Act 1993 and Regulations. Goods and Services Tax (GST) The City of Canada Bay Council unequivocally reserves the right to pass on the GST imposed on some of the goods and services provided, and where legislation is changed to remove or alter GST, council’s relevant fee will be amended accordingly. Council’s ‘Fees and Charges 2021-2022’ is a seperate document and is available on the Council website at canadabay.nsw.gov.au.

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City of Canada Bay 1a Marlborough Street Drummoyne NSW 2047 Telephone: 9911 6555 Email: council@canadabay.nsw.gov.au Online: canadabay.nsw.gov.au

More information ENGLISH

GREEK

If you do not understand this information, please come to the Council or contact the Telephone Interpreter Service (TIS) on 13 14 50 and ask them to connect you to Council on 9911 6555. We will try to answer your enquiries by using an interpreter.

Αν δεν καταλαβαίνετε αυτές τις πληροφορίες, παρακαλούμε ελάτε στο Δήμο ή επικοινωνήστε με την Τηλεφωνική Υπηρεσία Διερμηνέων (TIS) στο 13 14 50 και ζητείστε να σας συνδέσουν με τον Δήμο στον αριθμό 9911 6555. Θα προσπαθήσουμε να απαντήσουμε στις ερωτήσεις σας χρησιμοποιώντας ένα διερμηνέα.

ITALIAN Se hai difficoltà a capire questo documento presentati direttamente all’ufficio del Comune, oppure telefona al Servizio Telefonico Interpreti (TIS, numero di telefono 13 14 50) e chiedi di essere messo in contatto con l’ufficio del Comune (numero di telefono 9911 6555). Cercheremo di rispondere alle tue domande con l’aiuto di un interprete.

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SIMPLIFIED CHINESE

如果您对这些内容不理解,请向地方议会咨询或致 电13 14 50联系电话口译服务(TIS),并在他们的帮 助下通过电话与9911 6555地方议会联系。h们将尽 力通过口译员回答您的问题。 KOREAN 이 정보내용을 잘 이해하지 못 하신다면, 심의회 (Council)로 방문해 주시거나, <13 14 50>으로 전화통역서비스를 이용하셔서 심의회(9911 6555) 로 연결해 달라고 요청하시기 바랍니다. 통역사의 도움을 받아 귀하의 문의사항에 답변해 드리도록 하겠습니다.

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Draft Operational Plan 2021-22  

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