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MOSPLAN

Mosman’s Community Strategic Plan welcome and document overview

MOSPLAN

Welcome Contents


Mosman Council MOSPLAN 2013–2023 Community Strategic Plan ISBN 978-0-646-12773-6

Copies of this publication may be viewed or downloaded from www.mosman.nsw.gov.au Disclaimer

Every reasonable effort has been made to ensure this document is correct at the time of printing. Mosman Council, its agents and employees disclaim any and all liability to any person in respect of anything or the consequences of anything done or omitted to be done in reliance upon the whole or any part of this document.

Copyright

All rights reserved, Š2013 Mosman Council. The content and presentation of this document was proudly produced in-house by Mosman Council.


Introduction MOSPLAN

welcome Welcome to MOSPLAN 2013-2023. This DRAFT document is currently on exhibition. Comments on the draft document will be received by Council until Friday 17 May 2013. Residents and interested stakeholders are encouraged to review the content of this document and submit comments by the closing date. An information night will be held at Council on Monday 29 April, commencing at 7pm to provide an overview of MOSPLAN, including Council’s proposed 2013/2014 Budget. For further information contact Council on 9978 4095, or see Council’s website www.mosman.nsw.gov.au


Contents


MOSPLAN

1

Introduction MOSPLAN Mosman’s Community Mosman Council Mayor & Councillors Council Management

2 4 8 8 11

3

2 Mosman’s Vision Vision

14

Community Engagement

16

Working Together 22 Issues & Callenges 26 Delivering the Vison 30

Maintaining Direction

5

Measuring Performance 40 Community Sustainability Indicators 40 Key Performance Indicators 40

4

Resourcing Strategy 47 Managing Assets 48 Managing People 54 Managing Finances 58 Introduction

Plans

Delivery Program & Operational Plan Introduction Social Environment Economic Goverance

83 85 119 161 171


Introduction


Introduction

1

An overview looking at the big picture and giving a snapshot of the organisation

Introduction

MOSPLAN Mosman’s Community Mosman Council Mayor & Councillors Council Management

2 4 8 8 11

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MOSPLAN

Mosman’s Community Strategic Plan, MOSPLAN 2013–2023 is our plan for Mosman’s future. It addresses the specific requirements of the NSW Government’s Integrated Planning and Reporting legislation and responds to the aspirations of the Mosman community and its elected Council. As part of its legislative responsibilities, Council must adopt:

1 2 3

A Community Strategic Plan – a 10 year+ strategic direction for Mosman, supported by a Resourcing Strategy which details Council’s approach to long term financial planning, workforce planning and asset management planning A four year Delivery Program – detailing the principal activities that Council will undertake to achieve the long term vision contained in the Community Strategic Plan A one year Operational Plan and Budget – outlining the actions Council will carry out in the coming financial year to achieve the four-year Delivery Program and Council’s long-term vision

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MOSPLAN is an integrated plan containing each of these three elements. Not only does it articulate a long-term Vision for the future, it also identifies how Council intends to deliver on that Vision across 10, 4 and 1 year horizons. MOSPLAN takes into account an extensive range of other strategies and plans prepared by Council to address specific service areas or issues. Examples of these supporting documents include ‘Social Directions’ 2012 and the Environmental Sustainability Action Plan. MOSPLAN ensures that Mosman Council can deliver services to the Mosman community in a manner that is effective, efficient and planned in a logical and financially viable way. Council has a measurement framework in place to gauge performance against key MOSPLAN deliverables. Details of this framework can be found on pages 42-43. Quarterly and annual reports are prepared in relation to MOSPLAN progress and a four-yearly report is also prepared at the end of each Council term. The first of these four-yearly reports was released in August last year, with the next report due in August 2016.


Introduction MOSPLAN in action The following diagram illustrates the integrated nature of MOSPLAN, and how ongoing engagement, planning, service delivery, reporting and review processes all contribute to the evolution of this document.

COMMUNITY MOSPLAN

Community Strategic Plan

10Yrs+

Social Environment Economic Governance

Resourcing Strategy

Asset Planning Workforce Planning Financial Planning

Major Strategies and Polices

Local Environmental Plan Development Control Plans Governance, Environment Social and Economic strategies & policies

Delivery Program

4Yrs

Operational Plan

1Yr

Quarterly, Annual and 4-Yearly Reporting

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Mosman’s Community Mosman is a place of history and beauty, located 8 kilometres north-east of the CBD on Sydney’s lower north shore. It is one of Australia’s premier suburbs, with an unmatched setting on Sydney Harbour. The area is characterised by beautiful localities such as Balmoral, Beauty Point, Clifton Gardens and Georges Heights. Occupying some 8.7 square kilometres, Mosman features numerous stunning bays and beaches punctuated by rugged headlands and sandstone cliffs. Natural bushland areas and foreshore parklands complement busy shopping strips and suburban neighbourhoods. The major thoroughfares of Military and Spit Roads both divide the area and connect residents of Mosman and those from further north to other parts of Sydney. Mosman’s history began with the Borogegal and Cammeraigal people and the area has since been renowned for activities as diverse as convict farms, whaling, artists camps, and military fortifications. As a destination, Mosman today is a great place to sample some unique Sydney heritage. The area is home to the world famous Taronga Zoo, as well as excellent harbourside swimming and recreation areas, top restaurants, and high-end retail experiences.

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Mosman’s current population is a little over 29,000 residents, having experienced only minimal growth in recent years. This trend is likely to continue, with the most significant demographic shifts likely to be in the age structure of the population as the proportion of residents aged 60 and over grows. Slightly more of our residents are female than male, and 32% have moved to the area from another country. At the time of the 2011 census (the last census for which data is currently available), 42.5% of people living in Mosman moved home during the previous 5 years, with roughly a quarter of these moves being within Mosman. Fewer residents in Mosman come from non-English speaking countries or identify as being of Aboriginal or Torres Strait Islander descent than other areas of Sydney, although Mosman does have a higher than average number of residents born in the United Kingdom, New Zealand and the USA. During the same period the number of young working-age residents (18 – 34 years) fell, while the greatest increase was experienced in persons aged 60 – 69 years. Despite being below the Sydney average, the number of children and young people aged 0 – 17 also increased.


Introduction According to the 2011 census Mosman residents are significantly more likely to catch a bus or ferry to work than other Sydneysiders, and less likely to drive to work. Mosman households are also more likely to limit themselves to one car than other households across Sydney. 73% of Mosman’s working population travels outside the area to work. When travelling to work, Mosman residents are most typically heading to the Sydney CBD (over 28%), with the next largest work destinations being North Sydney and Willoughby local government areas. Of jobs offered in Mosman, the largest percentage are filled by Mosman residents, with the next largest proportion of workers travelling from the North Sydney and Warringah local government areas. Over 20% of the local workforce travels from Sydney’s northern beaches.

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Introduction At the time of the 2011 census 81.7% of Mosman households were connected to the internet, more than 5% above the comparative figure for Greater Sydney. Of more than 11,000 households in Mosman, the average household size in 2011 was 2.3 persons (compared with 2.69 for Sydney), although Mosman also has a significantly larger number of lone-person households than the Sydney average. Almost 30% of Mosman homes are occupied by only one person – over 11% by a lone householder aged 65 years or more. Couples with or without children (at over 52%) remain the predominant household type in Mosman.

Mosman has a strong community spirit, with a significantly higher proportion of volunteers than the Sydney average. At the last census 23% of Mosman residents indicated that they had carried out voluntary work in the past 12 months. This compares to 15% across Sydney.

Mosman residents live in a variety of dwellings, with separate houses still being the major thousing type. The proportion of separate houses (36.8%) is , however, significantly smaller than for Sydney as a whole (58.9%), while the proportion of medium and high density dwellings is significantly above the figure for Sydney overall. When combined, high and medium density housing makes up 63% of all dwellings in Mosman compared to 40% across Greater Sydney. The qualifications of Mosman residents are higher than those for the average Sydney resident, and Mosman also has a significantly larger proportion of high income households than the Sydney average. There is also a higher proportion pf managers and professionals living in the area, and unemployment is consistently low when compared to Sydney overall.

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Mosman Council Mosman Mayor & Councillors Mosman is governed by an elected Council comprising seven (7) Councillors including a popularly-elected Mayor. The current term of Council commenced in 2012 and will conclude with the next local government elections in September 2016. Councillor Peter Abelson was elected as Mosman’s first popularly-elected Mayor in 2012 and will hold office until September 2016. The position of Deputy Mayor is determined annually by the elected Council, and Councillor Roy Bendall was elected to this role in October 2012. Details of Councillors elected for the 2012 -2016 Council term are provided on the facing page.

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Introduction Peter ABELSON (Mayor) 041 978 4002 mayor@mosman.nsw.gov.au Roy BENDALL (Deputy Mayor) 0405 426 270 r.bendall@mosman.nsw.gov.au Carolyn CORRIGAN 9968 2442 c.corrigan@mosman.nsw.gov.au Simon MENZIES 0413 935 974 s.menzies@mosman.nsw.gov.au Libby MOLINE 9960 5986 l.moline@mosman.nsw.gov.au Tom SHERLOCK 8007 2914 (phone) 8003 9656 (fax) sherlockmosman@gmail.com Peter WHITE 0416 041 390 peterwhite4mosman@gmail.com

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Introduction Mosman Council Council Management Leadership and management of Mosman Council is a collaborative effort between the Mayor, Councillors, the General Manager and staff. The General Manager, Viv May, is responsible for the effective and efficient delivery of Council’s day-to day operations, and is assisted in this task by his senior management team and 162 members of staff. Council’s organisational structure is illustrated below:

Mayor and Council

General Manager

Director Corporate Services

Director

Environment & Planning

Director

Community Development

Manager Information Technology Services

Manager Environment & Services

Manager Community Services

Manager Ranger Services

Manager Assets & Services

Manager Library Services

CFO

Manager Urban Planning

Manager Library Resources

Manager Governance

Manager Development Services

Manager Cultural Services

Coordinator Human Resources and Risk

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Mosman’sVision

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Mosman’sVision

2

A clear vision for Mosman’s future and how the organisation will help deliver that future

Mosman’sVision Vision 14 Community Engagement 16 Working Together 22 Issues & Challenges 26 Delivering the Vision 30

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A Vision for Mosman MOSPLAN is based on a clear Vision for Mosman’s future and how Council will help deliver that future in partnership with our community. MOSPLAN aims to bring the following Vision to life, to ensure that Mosman remains the kind of place current and future residents can enjoy.

Vision Proud to be Mosman Protecting our Heritage Planning our Future Involving our Community

Residents have told us about their expectations of Council and the types of values that should direct Council operations. The following core values and commitments guide the way that services are delivered and ensure that Council remains progressive and responsive to community needs:

Values ƒ Integrity ƒ Leadership ƒ Transparency

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ƒ Inclusiveness ƒ Service ƒ Respect


Our Commitments

Mosman’sVision

Commitments Customer Service

Environmental Protection

Social Inclusion

Council is committed to providing quality customer service. We achieve this by:

Mosman Council has a strong commitment to sustainability in its broadest sense, including economic, social and environmental outcomes. From the environmental perspective, Council in 2010 adopted an Environmental Sustainability Action Plan which details objectives across 3 and 10 year timeframes for corporate activities, atmosphere, water, biodiversity, land, waste, environmental education, engagement and community initiatives. The plan details actions and performance indicators for environmental sustainability that inform MOSPLAN programming and facilitate an integrated approach to planning and service delivery.

Council supports and advocates the social justice principles of equity, access, participation and rights in both service planning and delivery. These principles are reflected in MOSPLAN’s strategic objectives and actions. In 2012 a Social Directions paper was prepared to identify community development and service issues relevant to Mosman, and to provide input into MOSPLAN. The Social Directions paper highlighted emerging social directions for Mosman, including the strengthening of community connections and inclusion, development of family friendly communities, supporting positive ageing and promoting local health and well-being. Council’s response to this analysis is illustrated through the kinds of activities proposed to support and nurture our community members in future years. Social Directions 2012 can be accessed on Council’s website.

ƒ Treating people courteously, attentively and sensitively ƒ Giving information and advice clearly and appropriately ƒ Allowing customers a voice and listening to their views ƒ Ensuring customers receive full and appropriate levels of service ƒ Following fair procedures ƒ Acting impartially ƒ Making decisions based on merit ƒ Maintaining confidentiality and privacy of personal information ƒ Using resources efficiently and effectively

Partnerships

Efficiency

Mosman Council is committed to working with local government partners through SHOROC and other alliances to deliver the best possible outcomes for Mosman residents. This spirit of collaboration also extends to many other community and government partners, who collectively and individually work with Council to fund, facilitate and deliver local services.

As a relatively small local government authority with limited resources, efficiency and innovation are key elements of Mosman Council operations. Council staff are actively encouraged to consider new, improved and innovative approaches to service planning and delivery. This focus has been acknowledged through several awards and accolades including recognition of Council’s Community Engagement Strategy, cultural, community and library programs, urban planning communication and consultation processes, heritage conservation work and our leading practice in web innovation.

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Community Engagement Engaging and Involving the Community

MOSPLAN Engagement Panel

To ensure that our planning remains in step with community needs and expectations, Council actively engages residents on matters of local interest and encourages participation in Council affairs. Community views are valued and respected, and we encourage feedback on the kind of job Council is doing.

One of the first tasks in rolling out the Community Engagement Strategy was establishing the MOSPLAN Engagement Panel. Recruitment of this Panel commenced in February 2012, with 1200 households randomly contacted by mail. The purpose was to recruit a representative cross-section of Mosman residents to provide feedback to Council at various stages of the MOSPLAN Community Engagement Strategy. 123 community members were subsequently recruited to the panel, with varying areas of interest and preferred types of engagement. Panel members have since been invited to take part in focus groups and surveys, as well as online discussion forums. Members will also receive further invites to contribute during the MOSPLAN exhibition phase.

In recent years we have kept pace with advances in technology and have made good use of our website and social networking to keep connected with residents. We have conducted public meetings, focus groups, online forums, community conversations and held sessions out-and-about in Mosman to hear what the community is saying. We’ve also used a variety of surveys and questionnaires, and even ‘town meeting’ consultations using electronic voting technology, to get a sense of community sentiment on a range of issues and proposed projects.

MOSPLAN Community Engagement Strategy To prepare this latest edition of MOSPLAN Council adopted a targeted Community Engagement Strategy which has been progressively rolled out since March 2012 and has provided Council with valuable information about community aspirations and priorities. The feedback received has made a significant contribution to the development of our longterm Vision for Mosman, as well Council’s Delivery Program and Operational Plan.

Implementing the Strategy The Strategy is divided into 4 Phases – Research & Review, Community Visioning, Strategic Objectives & Priority Setting, and Development & Exhibition. With the preparation of draft MOSPLAN 2013-2023 now complete, the Strategy has entered the ‘Development & Exhibition’ phase. Listed on the following pages are core elements of the Strategy’s implementation to date, including some key messages received from the Mosman community. Detailed results can be found on the MOSPLAN website at: http://mosplan.mosman.nsw.gov.au

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Mosman’sVision Engagement Tool

What did we do?

What did we learn?

17 different activities including surveys, forums, workshops and interviews on community needs and aspirations.

Key issues included: General community: Community connections, carer responsibilities, volunteering and access to facilities, information and engagement opportunities Children & families: Service coordination, parent & disability support programs, limited availability of care for 0-2 year olds and familyfriendly environments Young People (12-18yrs): Service awareness/availability, youth health, access to transport and school connections Older People (55 yrs+): Maximising independence and connections, life-long learning, access to more services & programs, changing the ‘image’ of seniors, and affordable housing choice (See www.mosman.nsw.gov.au/council/plans/social )

Independently conducted Biennial Community Survey of 400 randomly selected residents

See pp 19-21 for topline results

4 independently-facilitated focus groups involving 26 local residents to hear views on the Vision, Mission, Values, Commitments and priorities contained in MOSPLAN 2012-2022.

Focus group participants wanted to see clear, simple messages that convey ideals of leadership, inclusiveness and pride of place. Council should be seen as progressive, flexible and a role model to others and Mosman portrayed as a friendly, inclusive place with a sense of community and an appreciation of local heritage and culture. There was broad consensus on key MOSPLAN priorities of urban planning, environment, transport, community and economy.

Members of Council’s Consultative Groups were invited to nominate key priorities for Mosman’s future.

Priorities for our Safety & Access Consultative groups were: Access: Kerb ramps, more accessible commercial areas including accessible toilets Safety: Pedestrian safety, lighting, footpath clearances, community information and relationships with service/utility providers

This project, designed to engage children and young people in imagining Mosman’s future, attracted entries from almost 300 local school students who used pictures and stories on postcards to describe Mosman in 2050.

Primary school children in Mosman had some ‘futuristic fun’ ideas for Mosman, with waterparks and waterslides being ‘big ticket’ items. Children also showed an appreciation of what Mosman has to offer today, including recreational facilities and the natural environment. Urban planning solutions and social support also featured. High school students showed an appreciation of sense of community and diverse needs in Mosman. They demonstrated a strong affinity with the environment, ‘planning for everyone’ and a desire to maintain local stability. The ‘big ticket’ item for youth was returning a movie theatre to Mosman.

August 2010 – May 2012 Social Planning consultations

May – June 2012 Mosman Community Survey

June 2012 MOSPLAN Vision Focus Groups

June – July 2012 Consultative Group Consultations

July – August 2012 Postcards from the Future

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July – September 2012 ‘Help Build Mosman’s Future’ – Community Feedback Forms

Hard copy feedback forms delivered to all Mosman households and also available on Council and MOSPLAN websites. Sought views on Mosman’s best & least-liked features and priority actions for Mosman’s future. 104 forms returned.

Respondents said that the best things about living in Mosman are (Top 5, in order): the beaches, proximity to the city, the local village atmosphere, our harbour location and access to public transport. The worst things about living in Mosman are (Top 5, in order): traffic/ congestion, parking, high prices, footpaths and Spit Junction. (Of these responses traffic received 3 times the score of parking and 10 times the score of Spit Junction.) Residents’ top priorities: improving parking, solving traffic problems, improving walking/cycling amenity, and controlling development, improving Spit Junction and public transport, protecting parks & recreation areas, better footpaths and retaining Mosman’s village atmosphere

A market stall and filmed interviews with 60 visitors to Mosman Markets about present-day and future Mosman. Selected interviews were posted on-line.

Key themes communicated during the market interviews included preserving Mosman “as is”, maintaining the village feel, reducing local traffic, and an appreciation of the Mosman lifestyle – including parks, beaches, cafes, shopping, library and art gallery.

A new website launched as a platform for posting online discussion forums, surveys and other materials relevant to MOSPLAN’s development.

Materials and comments posted since September 2012 can be accessed directly at http://mosplan.mosman.nsw.gov.au/

August 2012 Conversations at the Markets

September 2012 MOSPLAN website

September – October 2012 ‘Help Build Mosman’s Future’ – Community Organisation Feedback Forms

Feedback Forms distributed to community organisations throughout Mosman, seeking ideas and priorities for future action by Council. 12 organisations responded.

Feedback reflected priorities that were both very specific to individual needs, as well as broader community aspirations. General community priorities included parking, traffic management, environmental and heritage initiatives and access to high quality facilities, programs, information and opportunities to engage.

A business breakfast/forum at Mosman Art Gallery for over 40 local businesses. The independently facilitated forum enabled businesses to voice issues, challenges and aspirations.

Key messages from business people included improved connections between business and Council –general communications and engagement as well as opportunities for partnership projects, marketing of Mosman to residents and visitors, and improved traffic management including parking arrangements, traffic volumes and traffic light management.

An online forum launched in March 2011 for residents to contribute their ideas (or comment on other’s ideas) for Mosman’s future at any time, day or night. Councillors are provided with regular reports on forum content.

See www.ideas.mosman.nsw.gov.au for comments posted since the site’s inception.

November 2012 Business Breakfast at the Gallery

Ongoing Big Ideas

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BIG


Mosman’sVision Mosman Community Survey 2012 The most recent Mosman Community Survey was conducted in late May/early June 2012. These surveys are conducted biennially to provide information on mid-term and end of term Council performance, as well as to provide base data for development of Community Strategic Plans and Delivery Programs. The 2012 survey was a key element of the MOSPLAN 2013-2023 Community Engagement Strategy. The topline results from the 2012 Mosman Community Survey are provided below, with comparisons (where possible) to earlier surveys and external benchmarks.

Overall Council Performance

Survey respondents in 2012 gave Council’s overall performance a mean score of 6.6 out of 10. This is just below the 2010 score of 6.7 and just above the NSW benchmark of 6.5. The comparable score in 2006 was 6.53.

Value for Money

When asked if Council services represented value for money in terms of the amount outlaid by households on rates and charges, the 2012 survey respondents gave Council a mean score of 6.5 out of 10. This compares favourably against the 2010 score of 6.22 and the 2006 score of 5.85.

Councillor & Staff Performance

The 2012 survey results indicate that overall satisfaction with Mosman Councillors remained fairly stable (and above the NSW benchmark) between 2010 and 2012 – with higher satisfaction recorded for survey respondents who could recall recent contact with a Councillor. Satisfaction with Council staff – specifically those with whom the survey respondents could recall recent contact – fell marginally over the same period.

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Services & Facilities:

In June 2012 the top-rating Council services and facilities in terms of resident satisfaction were (in order): ƒ Provision & maintenance of parklands ƒ Library services ƒ Waste & recycling collection services These were also the top-rated services in 2010. The following services and facilities also rated comparatively well for community satisfaction in 2012: ƒ Overall cleanliness, appearance & management of public spaces ƒ Enforcement of health & food regulations ƒ Management & protection of the environment ƒ Cleaning of streets Although there were generally only marginal shifts in satisfaction (both up and down) across all services and facilities, the largest upward shifts were recorded for ‘Condition of public toilets’, ‘Provision of car parking’, “Providing & maintaining local roads’ and ‘Enforcement of parking restrictions’. The most important categories of services and facilities were Waste, Health & Environment, followed by Infrastructure & Traffic.

Of 18 comparable measures for local government services and facilities provided by NSW Councils, Mosman Council scored above the NSW benchmark for 13 of these services and facilities. The lowest mean satisfaction scores were recorded for (in order): ƒ Development approvals process ƒ Services & facilities for people from culturally & linguistically diverse backgrounds ƒ Providing & maintaining bike paths The services & facilities with the highest ‘performance gap’ (the difference between perceived importance and satisfaction) were: ƒ Providing & maintaining footpaths ƒ Traffic management ƒ Provision of car parking

Community Connections:

The 2012 Community Survey results show that Mosman residents generally feel safe – with slightly more feeling safe to walk in their local neighbourhood than in 2010. Residents’ overall sense of being connected to their local community is slightly down, however, on 2010.

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Mosman’sVision Local Issues

The 2012 survey identified the top issues facing Mosman in the next 10 years as: ƒ Traffic – management, congestion, control, Spit Bridge/Junction, Military Road ƒ Development – controlled, overdevelopment ƒ Parking – provision, payment ƒ Population – overpopulation, growth, ageing ƒ Roads & Footpaths – maintenance, upgrades ƒ Environment – preservation, climate change, sustainability ƒ Public transport Of all issues raised, traffic represented 45% of responses, clearly demonstrating its importance to local residents. ƒ Full survey results can be found at mosplan.mosman.nsw.gov.au/projects/2012mosman-community-survey The ‘Postcards from the Future’ project, undertaken in July-August 2012, was designed to engage children and young people in imagining Mosman’s future. The project was ‘purpose built for younger audiences, and attracted entries from almost 300 local school students who used pictures and stories on postcards to describe Mosman in 2050.

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Working Together

Northern Beaches Regional Action Plan 2012

The ongoing planning that Council undertakes, the services it delivers and the role that it plays as civic leader requires a good appreciation of issues both within and beyond Mosman’s boundaries. Partnerships are often required to deliver common objectives.

Regional Action Plans have been progressively developed by the NSW Government to help ‘localise’ NSW 2021 - focussing on the most important actions the State government can take to improve outcomes at regional level across NSW. Mosman, along with the local government areas of Manly, Warringah and Pittwater, is covered by the Northern Beaches Regional Action Plan released in December last year. This two- year plan provides an overview of immediate actions that the NSW government will be taking to deliver on a vision for Mosman and the Northern Beaches, with its priority areas being improved access to healthcare, better transport access to the Northern Beaches, encouraging the development of more affordable housing options and improved local amenity, improving support services for young people and the ageing, protecting the natural environment, and boosting the local economy.

Council recognises that it operates within a social, cultural, economic and political environment that is not defined by local government boundaries, and that the work and goals of others can impact what we do or how we need to plan for the future. For instance, there are a number of key plans and strategies at State and regional level that are highly relevant to our area. These include:

NSW 2021 The NSW Government describes NSW 2021 as its 10-year strategic plan to ‘rebuild the economy, return quality services, renovate infrastructure, strengthen our local environment and communities, and restore accountability to government’. NSW 2021, sets long term goals and targets and outlines actions to achieve these goals. The priority service areas identified in the plan are transport, health, family & community services, education & training and police & justice. Annual reports on progress against NSW 2021 goals and targets are tabled in State Parliament.

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Mosman’sVision Metropolitan Plan for Sydney 2036 and Draft Metropolitan Strategy for Sydney (2013) The NSW Government’s Metropolitan Plan for Sydney 2036 was released in December 2010 to provide an integrated, long term planning framework for the sustainable management of Sydney’s growth to 2036. The plan identified 10 sub-regions, each with individual dwelling and employment targets. The Inner North Sub-regional Strategy (only ever released in

draft form) translated the objectives of the Metropolitan Plan to the local government areas of Mosman, North Sydney, Willoughby, Ryde, Lane Cove and Hunters Hill, setting targets for employment and housing by 2036. A draft Metropolitan Strategy for Sydney was released last month and will replace the previous Metropolitan Plan. The draft Strategy includes new sub-regional boundaries, with Mosman now grouped with 16 other Councils situated around (and including) Sydney City. New targets for housing and employment are also included, together with linkages to the NSW Long Term Transport Master Plan and State Infrastructure Strategy.

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State Infrastructure Strategy 2012–2032

NSW Long Term Transport Master Plan 2012

The State Infrastructure Strategy includes an assessment of priority infrastructure problems and solutions in NSW for the next 20 years. Prepared by Infrastructure NSW, the strategy ‘outlines a forward program of over 70 urban and regional projects and reforms across transport, freight, aviation, energy, water, health, education and social infrastructure that should take priority over the next five, 10 and 20 years.’ The Strategy includes principal recommendations across each of these timeframes for Global Sydney, Greater Sydney and Regional NSW, with recommended projects estimated to cost $30million over 20 years. Among its recommendations for the next 5-10 years is a ‘Northern Beaches bus corridor improvement plan incorporating Spit Bridge augmentation and priority lanes’. In the 0-5 year timeframe the Strategy includes construction of the Northern Beaches Healthcare precinct (Hospital) at Frenchs Forest – recognising this as an existing government commitment. A State Infrastructure Plan which identifies 5-year funding for delivery of the Strategy, is currently being prepared.

The NSW Long Term Transport Master Plan 2012 outlines State Government proposals to improve services and invest in infrastructure for public transport, roads and freight. The Plan ‘sets the framework to guide transport decision-making for the next 20 years’. The Plan ‘supports the goals of NSW 2021 and integrates with the Metropolitan Strategy for Sydney – our 20 year plan to build liveable places across Sydney – and the Government’s response to the State Infrastructure Strategy, which confirms our infrastructure investment over the next two decades’. A series of Regional Transport Plans will also be developed to address each region’s transport needs and priorities, together with other detailed plans including Sydney’s Rail Future, the NSW Freight and Ports Strategy and Sydney’s Light Rail Future. Among the Plan’s 220 short, medium and long term actions are plans for a second harbour rail crossing, improvements to bus and ferry services and infrastructure, and ongoing work on the feasibility of bus rapid transit for the Northern Beaches.

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Mosman’sVision Regional Plan for Sydney August 2012

SHOROC Regional Directions

The Regional Plan for Sydney is an initiative of Regional Development Australia (RDA)– a multi-government partnership created to strengthen regional and urban communities. This 12 month plan outlines ‘the RDA Sydney Committee’s economic, environmental and social vision for the region, articulating the drivers of change, identifying strengths, assets, weaknesses and opportunities, and listing priorities for action.’ For the purposes of this plan, the Sydney Region comprises 41 local government areas. Its current priority areas focus on integrated whole of Sydney planning, provision of jobs closer to home, fostering of social inclusion through economic and workforce means and innovative place based solutions and models. The plan does not currently include any localised initiatives specific to Mosman or to northern Sydney.

In September 2010, the Shore Regional Organisation of Council’s (SHOROC – a collaboration of Mosman, Manly, Warringah and Pittwater Councils) adopted ‘Shaping our Future – Directions for transport, health, housing and jobs for a vibrant sustainable SHOROC region’. Since its adoption this regional strategy has provided a significant lobbying tool for the SHOROC region and will continue to direct regional efforts in coming years. A sustainability action plan ‘Shaping Our Sustainable Future’ was adopted in 2011 to support the principles contained in Shaping our Future, and Shaping Our Future Way of Life – an action plan for creating vibrant communities and economies will also be developed in 2013. Mosman Council has and will continue to take an active role in SHOROC planning processes and will also work with the Northern Sydney ROC (NSROC) for the benefit of the area.

Local & Regional Partnerships As well as Mosman’s affiliation with SHOROC, Council partners with many community and government agencies at both regional and local level to deliver services, share information and advocate for a better future. These relationships are an essential part of Council operations and contribute significantly to the achievement of local outcomes.

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Issues and Challenges Through MOSPLAN, Council aims to acknowledge and address the issues and challenges that face our community. Some of these challenges are quite localised, while others reflect broader agendas, regional imperatives and Mosman’s place in metropolitan Sydney.

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Mosman’sVision Protecting Residential Amenity First and foremost Mosman is a residential area – a place that provides a premier living environment for residents. A continuing challenge for Council is to protect and nurture the area’s unique features so that the community continues to enjoy the excellent Mosman lifestyle. This means making sure that amenity in residential neighbourhoods is thoughtfully and sympathetically preserved and that priority is given to providing high quality sporting, recreational and public spaces. It also means conserving Mosman’s exceptional natural landscape and maintaining a real sense of community for future generations. Issues such as external regulation, limited resources, regional impacts and competing priorities mean that the task of protecting and nurturing Mosman’s residential amenity is not always easy. Nevertheless, it remains a core priority of Council to plan, provide and advocate for the protection and enhancement of the type of place Mosman residents value.

Transport In Council’s 2012 Community Survey, 45% of respondents nominated traffic issues as their greatest area of concern over the next 5 – 10 years. The Military Road/Spit Road corridor is a major contributor to traffic frustrations in Mosman and Council has over many years been active in advocating for improved transport solutions along this route. In 2010, Council joined with its SHOROC colleagues to endorse ‘Shaping our Future’, a regional strategy that places strong emphasis on improved outcomes along both this corridor and corridors east-west from the northern beaches. This united voice has already resulted in the NSW Government commissioning a bus rapid transit pre-feasibility study. Transport improvements have also been foreshadowed in key NSW planning documents including the State Infrastructure Strategy (2012), NSW Long Term Transport Master Plan (2012) and Northern Beaches Regional Action Plan (2012). Most recently, the draft Metropolitan Strategy for Sydney identifies the Mona Vale to CBD route as one of six high-priority transport corridors requiring improvement. Ongoing regional involvement and advocacy will be critical to maintaining the current momentum for improved traffic solutions.

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Planning Landscape Mosman’s Local Environmental Plan (LEP) was legally made in December 2011 and came into effect on 1 February last year. New Development Control Plans were subsequently adopted by Council in March 2012. The preparation of each of these environmental planning instruments was undertaken in close consultation with the community and required extended advocacy and negotiation with the State Government. The Mosman Development Assessment Panel (MDAP) is close to completing its second full year of operation and, while this panel is responsible for development applications not otherwise dealt with by staff, the elected Council retains responsibility for developing and refining the strategic policy framework against which such applications are assessed. This includes monitoring and reviewing the effectiveness of Mosman’s new planning instruments. A

comprehensive review of the MDAP and the local development application process more generally is underway and will assist Council in determining the best way forward for development assessment. Having been involved in both local and regional submissions, Council has maintained a close watch on progress of the Planning Reform White Paper, the outcome of which could see significant changes to the building and development process. The White Paper has just been released (16 April 2013) and Council will be comprehensively reviewing its content before preparing a submission by June this year. A new draft Metropolitan Strategy for Sydney was also released last month and this latest Strategy (which replaces the previous Metropolitan Plan 2036) will again have implications for planning at the local and regional level. Council will be reviewing the draft Plan and providing a submission on its content before the end of May.

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Mosman’sVision Changing Demographics As indicated on pages 4–7 of MOSPLAN, our demographic makeup continues to change, with a growing proportion of residents in older age brackets. This presents challenges not only in catering for larger numbers of older residents, but also Mosman’s capacity to support a healthy mix of ages, a strong working-age population, housing options that attract diverse households, and a community that is vital, engaged and connected. Council is well-placed to help address these challenges through provision and facilitation of services, infrastructure and positive planning frameworks at the local level.

Local Government Futures The future of local government in NSW has come under close scrutiny over the past 12 months. In March last year an Independent Local Government Review Panel was established by the Minister for Local Government, the Hon. Don Page, MP, to ‘examine options for governance models, structural arrangements and voluntary boundary changes for local government in NSW’. Mosman has actively monitored and participated in the panel’s lengthy review, which is expected to culminate with a final report and recommendations to the NSW Government in July this year. It is anticipated that the panel’s report will propose future governance arrangements quite different to those currently in place, and this may involve amalgamation of Councils or new ways of delivering local government functions at a regional level. Of relevance to this issue is the following question that was put to all Mosman electors

at the last local government elections in September 2012: Do you favour the amalgamation of Mosman Council with any other Council(s) to create a larger Local Government Authority? A resounding 81.3% of voters voted “NO” to this question, providing a good indication of local support for maintaining Mosman Council’s future independence. This vote follows on from 5 similar votes taken over the last 40 years, each of which demonstrated strong support for retaining Mosman Council in its current form. The Committee for an Independent Mosman has recently been formed to provide a local voice on the reform process and to ensure Mosman’s best interests are protected. The shape and direction of the independent panel’s final report will be clearer once it releases its last discussion paper in late April, and Council will continue to advocate in favour of Mosman’s independence.

Health The health landscape has undergone considerable change over the last year and is expected to continue its evolution for some time as new Federal and State frameworks and priorities are implemented. Changes to Royal North Shore Hospital, amendments to the delivery of community health services, the long-promised Northern Beaches Hospital, re-establishment of the Cremorne Community Health Centre and the establishment of the new Northern Sydney Local Health District and North Eastern Sydney Medicare Local are all matters that Council has taken an active interest in. In 2011 Council undertook a local health needs analysis to ensure that Mosman is best prepared for future proposed changes to health service delivery and so that Council can continue to make a positive contribution to health and lifestyle outcomes in our community.

PAGE 29


Delivering the Vision Mosman’s Vision, and the underlying values and commitments that support it, are reflected in four (4) MOSPLAN Themes that direct Council operations. These Themes are:

Social Environment Economic Governance The SOCIAL theme is Council’s people theme. It is about delivering and facilitating services to the community - including services for all ages and abilities, volunteering, Aboriginal culture and heritage, library services, Council’s website and electronic engagement, the art gallery, cultural activities, festive events and friendship communities.

The ENVIRONMENT theme is about providing and protecting the type of living environment our community deserves. It covers urban planning, heritage planning and protection, development assessment, ecological sustainability, biodiversity conservation, waste management and street cleaning, environmental health management, water, air and noise management, traffic, transport, roads and cycling, public places, open space management, community and recreational facilities. The ECONOMIC theme is about local economic prosperity - including business liaison and support, vitality of business centres, local employment, and sensitively marketing Mosman. The GOVERNANCE theme is about providing support for all Council functions and also about leadership and engagement. This includes Council meetings, consultation, finance and budgeting, integrated planning, community safety, ranger services, information technology and human resource management, as well as regional planning and cooperation. These Themes are supported by a series of 10 Programs that form Council’s 4-year Delivery Program and 1-year Operational Plan.

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Mosman’sVision

PAGE 31


MOSPLAN Programs – Directions & Strategies Council has agreed on 10-year Directions and Strategies for each of its 10 Program areas. The Directions illustrate WHAT we want to achieve for the Mosman community and the Strategies identify HOW Council will work toward achieving these directions. MOSPLAN Directions and Strategies, arranged by Theme, are as follows:

Social Community Wellbeing Direction

A thriving, connected and healthy community that celebrates and respects diversity in age, interest, culture and ability.

10 Year Strategies

1 2 3 4 5 6

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Anticipate, plan and provide for social change Advocate on behalf of the community to Commonwealth and State government and nongovernment organisations Deliver integrated, inclusive and accessible services and programs that contribute to community wellbeing Embrace partnerships and facilitate services that enrich the experience of living in Mosman Ensure community facilities are welcoming, accessible, support the effective delivery of services and programs and serve as community hubs Maximise opportunities for residents to connect with and participate in community life


Mosman’sVision Library and Information

Arts and Culture

An informed, engaged community that values heritage, lifelong learning and literacy.

A place of cultural excellence that nurtures contemporary arts practices; that celebrates the richness of Mosman’s distinctive local culture and heritage; and that delights, challenges, engages and inspires.

Direction

10 Year Strategies

1

2 3 4 5

6

Consolidate the library’s identity as a community hub: a functional, multipurpose space accommodating intellectual, cultural, recreational and information services, life-long learning opportunities, resources and activities for all age groups Deliver library services that are accessible and which anticipate and fulfil community expectations Develop and manage resources which cater for the information, lifelong learning and leisure needs of the community Maintain key external partnerships including the Shorelink Library Network Develop and maintain a Local Studies Collection that celebrates Mosman’s heritage, reflects all eras of Mosman’s history and is appropriately preserved and accessible for future generations Communicate through a range of media, enabling the community to be well informed, engaged, and actively participating in community life

Direction

10 Year Strategies

1 2 3 4 5 6 7

Support, develop and showcase a broad range of contemporary arts, artists and arts practices, with special emphasis on the visual arts Deliver and support events and other projects that celebrate Mosman, drawing inspiration from the area’s artists, history, demographics, lifestyle and environment Engage and extend arts audiences while building patronage and broad community support of local cultural activities Promote the cultural services and programs provided and supported by Council to a wide audience Consolidate and extend the operations of the Mosman Art Gallery to ensure its continued leadership of cultural initiatives and programs Create and maintain public art projects that enhance the public domain and generate community pride Facilitate cultural opportunities through the development of partnerships and by harnessing public, private and corporate resources

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Environment Built Environment

Community Spaces

A unique urban environment that is maintained and protected through strong planning and regulatory practice, an appreciation of Mosman’s heritage, and a commitment to high quality infrastructure and development.

Public spaces and places that anticipate and respond to community needs, that promote opportunities to connect, and that complement other local services and facilities.

Direction

10 Year Strategies

1 2 3 4 5 6

Direction

10 Year Strategies

Maintain the special local character of Mosman with effective planning strategies in place Ensure Mosman’s position is strong within the framework of the State’s planning and regulatory reforms Effectively manage the conservation of Mosman’s heritage Provide excellent planning information, advice and effective development assessment that delivers high quality outcomes Contribute to a safe, healthy and responsible community through inspection of building works, auditing of fire and swimming pool safety and effective regulatory enforcement Provide, maintain and sustainably manage Mosman’s public infrastructure including roads, footpaths, drainage and marine structures

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1 2 3 4

Provide, manage and maintain public land for the benefit of residents, businesses and visitors Manage parklands, sporting fields and recreational facilities in a manner that is well maintained, wellequipped and encourages healthy lifestyles Provide and maintain community buildings and facilities that are accessible, functional, fit-forpurpose and responsive to changing demographics and lifestyles Deliver civic and public spaces that promote community connections, complement Mosman’s character, foster vitality in local business precincts and incorporate safe, accessible, functional and welldesigned facilities


Mosman’sVision Healthy Environment Direction

A healthy natural environment that is protected and managed through regulatory practice and the delivery of programs and services that promote cleanliness, health and positive environmental outcomes.

10 Year Strategies

1 2

3 4 5

Enhance community knowledge and awareness and foster long-term sustainable behaviours through engagement programs Preserve and enhance biodiversity on both public and private land, including Mosman’s urban forest, bushland, reserves, open space, beaches, intertidal zone and the marine environment Implement total water cycle management approaches to maximise water conservation, reuse and efficiency, and improve water quality Reduce waste to landfill through the implementation of waste avoidance, minimisation, reuse and recycling strategies and initiatives Implement and promote an integrated sustainable transport network throughout Mosman to increase the uptake of health-wise transport modes

6

7 8

Implement energy efficiency and conservation measures to reduce energy consumption, and apply mitigation, adaptation and resilience strategies to address climate change risks Implement policies, practices and services to ensure the continued health and well-being of the Mosman community, and cleanliness of the local environment Lobby and/or work with the Federal and State Governments, and regional organisations/local Councils to advocate for stronger policy and legislation, and implement programs to achieve robust sustained environmental outcomes

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Environment

Economic

Traffic and Transport

Local Economy

Transport infrastructure and services that are safe, efficient, provide Mosman-friendly solutions, and promote access and mobility.

A strong local economy where businesses are in tune with local needs and where planning, services and infrastructure help support economic prosperity.

Direction

10 Year Strategies

1 2 3

Lobby State and Federal Government to improve transport along the Spit and Military Road Corridor Improve safety and accessibility in local streets through appropriate traffic management and increased opportunities for active transport Have a managed parking strategy to meet the demand of residents and visitors

Direction

10 Year Strategies

1 2 3 4

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Support economic activity through appropriate planning controls, projects and partnerships with local businesses, associations and networks Sensitively promote Mosman’s unique qualities, heritage and identity as part of local and regional initiatives Capitalise on regional, State and Federal initiatives to help support businesses and the local economy Pursue improvements to accessibility, functionality and public domain in and around business centres


Mosman’sVision Governance Leadership and Engagement Direction

Providing excellent service and leadership to the Mosman community, actively involving community members in local affairs and decision-making.

10 Year Strategies

1 2 3 4 5 6

Deliver a high level of customer service that is responsive, appropriate and subject to continuous improvement Provide strong and effective leadership on issues of significance to Council and the Mosman community Explore, develop and maintain partnerships, networks and affiliations that support and enhance local governance and improved community outcomes Build and maintain a commitment to integrated planning and reporting that responds to community aspirations, sets direction and measures performance according to Council and community targets Actively inform and engage the community on matters of local interest, encouraging broad participation and providing a range of opportunities for community involvement Acknowledge and support community aspirations, initiatives and achievements

Governance and Risk Direction

An organisation that is well governed, accountable and managed in a way that is responsible, sustainable and attuned to the needs of the community, elected members and staff.

10 Year Strategies

1 2 3 4 5 6

Support the ongoing financial sustainability of Mosman Council by applying sound financial planning, principles and practices Anticipate and proactively manage risks relating to Council operations and the wider Mosman community Provide a working environment that attracts and retains quality staff and encourages continuous improvement and service excellence Contribute to a safer Mosman community through planning, partnerships, education, and emergency management Sustainably manage local infrastructure through strategic asset planning and management Support good governance, customer service and communication with contemporary policies, systems and processes

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MaintainingDirection

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MaintainingDirection

3

A framework to ensure goals are achieved, and remain true to Our Vision

MaintainingDirection Measuring Performance Community Sustainability Indicators Key Performance Indicators Indicator Tables

40 40 40 42

PAGE 39


Measuring Performance It is essential that we measure performance to gauge whether the type of future we envisage for Mosman is actually being achieved, and how Council is doing in delivering on MOSPLAN objectives. The MOSPLAN performance measurement framework takes a 3-tiered approach comprising:

1

Community Sustainability Indicators

These indicators help track the sustainability, wellbeing and liveability of Mosman as a place and as a community. They are organised according to MOSPLAN’s four (4) themes, and each is matched with a desired direction for the future. Importantly, Community Sustainability Indicators (CSIs) for the Social, Environment and Economic themes are about wholeof-community performance, not Council performance alone. Council’s degree of influence over these indicators is variable; often there are a number of factors outside our control that can affect the outcomes significantly.

2

Key Performance Indicators – Corporate

3

Key Performance Indicators Programs

Key Performance Indicators (KPIs) provide insight into how Council, as an efficient and progressive local government organisation, is delivering against the 4 MOSPLAN themes. These Indicators are not subject to the same level of external influence as Community Sustainability Indicators for the Environment, Social and Economic themes, and therefore can be confidently viewed as true measures of Council performance. As the point of ‘cross-over’ between CSIs and KPIs, the Corporate Key Performance Indicators replicate the Community Sustainability Indicators for the Governance theme. The diagram on the facing page illustrates how the Performance Measurement Framework operates across MOSPLAN Themes and Programs. The Community Sustainability Indicators and Corporate Key Performance Indicators are shown on pages 42–43, while measures at Program level can be found in the Delivery Program and Operational Plan commencing on page 83.

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MaintainingDirection A Vision for Mosman

Delivery Program

Operational Plan

Community Sustainability Indicators

Key Performance Indicators Corporate

Key Performance Indicators Programs

Social Environment Economic Governance

In addition to the above framework, further operational measures also assist in the dayto-day planning, delivery and assessment of services. These measures are currently under review in conjunction with improvements to Council’s business planning systems and processes.

Regional Indicators Council also has access to a series of regional Indicators against which it can track local wellbeing and gain a better understanding of the ‘health of the region’ overall. In 2011 the Shore Regional Organisation of Councils (SHOROC) agreed on a set of indicators to gauge regional well-being and a number of these indicators mirror the Community Sustainability Indicators established for Mosman. Progress against both regional and local indicators will be reported upon regularly by Council and SHOROC.

PAGE 41


Community Sustainability Indicators Social Indicator

What will we measure?

Community connectedness

Residents feelings of community connectedness, as expressed in biennial surveys

Community pride

Residents feelings of community pride, as expressed in biennial surveys

Age diversity

The age structure of Mosman residents over time

Physical activity

Percentage of Mosman residents undertaking adequate physical activity per week

Life expectancy

Average life expectancy for Mosman residents, male and female

Community safety

Crime rates for major criminal incidents recorded in Mosman. Residents perception of safety as recorded in biennial surveys

Environment Indicator

What will we measure?

Health of bushland

Number of local/regional threatened, vulnerable and endangered species

Water quality

Water quality at harbour beaches, as measured through the Harbourwatch Program

Waste diverted from landfill

The proportion of recycled waste compared to total waste collection in Mosman per annum

Air quality

Number of air quality complaints received by Council per annum

Public transport usage

Percentage of Mosman residents using public transport to travel to work

Water consumption

Annual water consumption in Mosman (total KL and per capita)

Annual electricity consumption

Annual electricity consumption in Mosman (total MWh)

Housing diversity

Relative proportions of dwelling types in Mosman

Level of graffiti/vandalism

Number of graffiti incidents per annum removed by Council

Road safety

Number of road accidents and casualties in Mosman per annum

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MaintainingDirection Economic Indicator

What will we measure?

Unemployment rate

Percentage of Mosman residents unemployed

Gross Local Product

Net wealth per resident generated by the local regional economy of Manly, Mosman, Pittwater and Warringah

Employment containment

The employment location of Mosman residents

Average weekly earnings

Average weekly gross income of Mosman households

Governance

Note: These are also Corporate Key Performance Indicators.

Indicator

What will we measure?

Overall community satisfaction

Proportion of residents satisfied with Council’s overall performance in biennial surveys

Overall staff satisfaction & wellbeing

Staff responses provided in biennial staff engagement surveys

Work Health & Safety Performance

Days lost due to injury or disease per WH&S incident and total days lost per annum due to injury or disease

Overall budget performance

Actual operating result each year compared to Budget

Financial Health Check compliance

Council performance against local government financial health check measures

Scheduled capital works completed

Percentage of budgeted capital works achieved at the end of each financial year

Scheduled key initiatives completed

Percentage of key initiatives achieved at the end of each financial year

Corporate environmental sustainability

Annual water and energy consumption for all Council operations, per FTE staff member

Asset renewal ratio

The amount spent per annum on renewing existing assets, divided by their depreciation or loss of value

PAGE 43


ResourcingStrategy

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ResourcingStrategy

4

Our Resourcing Strategy looks at the resources needed to deliver our vision for Mosman

ResourcingStrategy Introduction Managing Asset Managing People Managing Finances

47 48 54 58

PAGE 45


ResourcingStrategy

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ResourcingStrategy

Introduction This Resourcing Strategy looks at the resources needed by Council to deliver our Vision for Mosman. It represents an essential link between the Vision, the four Themes under which we are delivering the Vision, and Council’s four-year Delivery Program and annual Operational Plan. The Resourcing Strategy provides an overview of how Council will meet its obligations in the short, medium and longer term, taking into account financial, workforce and infrastructure assets. It aims to ensure that these obligations are met in an integrated and sustainable way.

On the following pages, information is provided in relation to: ƒManaging Assets ƒManaging People ƒManaging Finances The above elements work together to provide a cohesive resource base for Council’s operations. In ‘Managing Finances’, the focus is not only on long term financial planning for the next 10 years; detail is also provided on Council’s budget for the 2013-2014 financial year as well as the four year Delivery Program 2013-2017.

PAGE 47


Managing Assets Mosman Council owns and manages assets with a current replacement cost of over $652 million. These assets include: ƒ Marine structures ƒ Parks, ovals and open space ƒ Buildings ƒ Roads, footpaths and retaining walls ƒ Stormwater drainage. In 2009 Mosman Council adopted it’s Asset Management Policy and Strategy and these are being updated in 2013. In 2013 Asset Management Plans for each asset class were finalised and adopted by Council.

Asset Management Plans Asset Management Plans provide detailed information on how to manage assets. These plans include asset condition, life cycle analysis, asset replacement costs and future maintenance requirements. The asset management plans cover the following: 1 Roads – this covers roads, kerb and gutter, footpaths, rock faces, retaining walls and traffic devices like roundabouts and refuge islands 2 Marine Structures – this covers Mosman’s jetties and baths and seawalls 3 Open Space – this covers parks, ovals and bushland 4 Buildings – this covers all Council owned and managed buildings 5 Stormwater – this covers all pits, pipes, creeks, water tanks and pollution control devices

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ResourcingStrategy Standards of Asset Management and Community Involvement

Integrating Asset Management and Financial Planning

The completion of Asset Management Plans has highighted that more investment is needed to maintain assets at an agreed standard. In 2011, to assist us in determining this standard and the level of service to the community, an Asset Management Reference Group was established. This included volunteer community members with experience in the fields of accounting, infrastructure and state government policy. The group continues to provide valuable input to Council.

The progressive development of Asset Management Plans has helped identify the real extent of infrastructure works necessary to achieve satisfactory and sustainable service levels. This in turn has highlighted the current and expected deficiencies in resources available to fund the necessary works, representing a significant challenge for Council finances in coming years. The ongoing challenge to renew our assets at a rate equal to the depreciation is likely to become even more difficult as asset management planning advances.

PAGE 49


The next major step is the integration of the 10 year work programs into Council’s Long Term Financial Plan. With the completion of the asset management plans more detailed models have been developed to compare the funding required in the work plans to the existing funding attributed to our assets. These models are predicated on various assumptions and two scenarios are shown on the next page. The scenarios compare the impact of the current infrastructure levies and the impact if they were not to continue. Also included in the second model is the Stormwater Levy proposed to commence in 2013/2014 and income derived from the Bridgepoint signage directed to asset renewals.

Priorities ahead

Please see graphs page 57.

ƒ Integrating the Asset Management Plans into Council’s Long Term Financial Plan ƒ Providing a sustainable funding model that meets community needs ƒ Developing and implementing an integrated decision support system ƒ Consulting the community in regards to levies with a view to further funding asset maintenance and renewal ƒ Ensuring compliance with Division for Local Government requirements and the National Frameworks for Asset Management

The recent $2 million investment in assets through the First Round Local Infrastructure Renewal Scheme and the proposed $2 million expenditure under the Second Round in 2013/2014 will have a significant impact on asset maintenance and renewal in Mosman. It is clear given the models that further real progress will not be made without taking further steps such as the implementation of a Stormwater Levy and the extension of Council’s Community Environmental Contract and conversion into an Infrastructure Levy when it expires in 2017.

Over the last 4 years Mosman has significantly improved its position when it comes to Asset Management. Complete inventories are now established for roads, building, marine and open space and Stormwater assets. Although by no means an issue unique to Mosman, how and when assets are maintained and renewed in the future will have real impacts for planning and decision making in the years to come. There is an identified renewal gap and continued work is being done to address this. The challenge for Council over the next four years will involve:

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ResourcingStrategy Existing and Required Funding without Levies  Planned/ Current Renewal and Maintenance Expenditure  Required Renewal and Maintenance Expenditure

Existing and Required Funding with Levies  Planned/ Current Renewal and Maintenance Expenditure  Required Renewal and Maintenance Expenditure

PAGE 51


Stormwater Levy In 2013 Mosman Council completed its Stormwater Asset Management Plan. This involved inspection of thousands of pits and CCTV surveying over 11km of pipeline. The results of this study have indicated that significant additional investment is needed in this area. All Governments have acknowledged that traditional funding sources are not enough to maintain key public infrastructure in an adequate and safe condition. The Local Government Act provides councils with the ability to implement a program of major improvements to stormwater management to be funded by a Stormwater Levy. This provision reflects the fact that councils need additional funds, beyond their usual budget, to be able to undertake this large amount of work. Council proposes to increase its rate of stormwater management work and apply the Stormwater Levy to ratepayers from the 2013/2014 financial year. This work will bring substantial benefits including a safer local environment.

It will allow an additional allocation of approximately $250K per year (a minimum of $240,625 in 2013/2014) to be dedicated to significant stormwater related projects identified through the Stormwater Asset Management Plan 10 year work plan. This is in addition to funds already allocated in the budget for stormwater projects.

How will the funds collected be used? In accordance with the Local Government Act, Stormwater Levy charges proposed for 2013/2014 will be:

ƒ Residential Property: $25 per annum ƒ Residential Strata Property: $12.50 per annum ƒ Business Property: $25 per annum plus an additional $25 for each 350m2 or part thereof by which the parcel exceeds 350m2. Funds raised through the Stormwater Levy will be allocated to urgent work that will improve the management of stormwater throughout Mosman. Projects identified over the next 4 years include:

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ResourcingStrategy Year

Proposed Work

Locations

Cost*

2013/2014

Relining of Pipelines

Queen Street, Glen Street, Milner Lane, Illawarra Street

$80,000

2013/2014

Stormwater Pit Renewals

Various Locations

$45,000

2013/2014

Stormwater Channel, pipeline Musgrave Street, Mosman Bay, renewals Stanton Road

$250,000

2014/2015

Relining of Pipelines

Queen Street, Bay Street, Pretoria Avenue, Wyong Road, Everview Avenue

$100,000

2014/2015

Stormwater Pit Renewals

Various Locations

$45,000

2014/2015

Stormwater Channel, pipeline Mosman Bay, Curraghbeena Road, $210,000 renewals Bickell Road, Major Street

2015/2016

Stormwater Pit Renewals

2015/2016

Stormwater Channel, pipeline Parriwi Road, Myahgah Road, renewals Balmoral Catchment

$235,000

2016/2017

Stormwater Pit Renewals

$100,000

2016/2017

Stormwater Channel, pipeline Magic Grove, Avenue Road, renewals Mosman Bay

Various Locations

Various Locations

$95,000

$295,000

* Note – Annual funding sourced from Stormwater Levy, Infrastructure Levy and General Fund

PAGE 53


Managing People Workforce Planning is the continuous process of shaping the workforce to ensure it is capable of delivering the organisation’s objectives now and in the future.

The Workforce Planning Framework Council’s Workforce Plan, last reviewed in 2013, is underpinned by the Workforce Planning Framework shown here:

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ResourcingStrategy Our Workforce Plan Mosman Council is a diverse organisation that operates across a range of industry sectors. We provide a broad range of services to the community, from human-related services (support for aged and disabled, child care, library and art gallery) to design and construction services (roads and traffic, development and planning) and recreation services (Marie Bashir Mosman Sports Centre, Mosman Drill Hall and parks and reserves). To deliver such a range of services, we require a diverse workforce with varied skills, qualifications and experience. These include specialist technicians such as environmental scientists, engineers and town planners, as well as people who deliver frontline services and maintain local amenities on a daily basis.

To ensure Council is best servicing the needs of the community we regularly monitor our workforce profile. Council employs 162 full time equivalent staff. 58% of our employees are female and the average age is 43 years. 52% of staff travel less than 10km to work, with 14% of staff living within Mosman. Our mix of employment type reflects Council’s support for family friendly employment practices, with 16% of permanent staff working part time and 78% working full time. Council has an excellent staff retention rate, with 60% of the organisation having worked for Mosman for 5 years or more, and 32% of staff having worked for more than 10 years.

58% 42%

16%

48% 52%

78% 6%

Workforce Mix

Gender

 Full Time  Part Time  Casual Time

 Female  Male

78% 16% 6%

Distance Staff Travel to Work 58% 42%

 >10km from Mosman 48%  <10km from Mosman 52%

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The Workforce Plan identifies challenges that this workforce may present Council with over the coming years, highlighting areas that need to be monitored and managed.

The Workforce Plan details the key strategies underway to mitigate the potential risks in the workforce profile, to enable successful delivery of MOSPLAN objectives.

At Mosman, these include:

Strategies to overcome these challenges include:

ƒ An ageing workforce: 34% of employees are over 50 years of age, and 10% over 60. Multiple retirements over coming years will present challenges including the risk of lost corporate knowledge. ƒ Recruitment of the new General Manager before September 2013. ƒ Skills shortages in the marketplace. ƒ Attraction: Ensuring we are attracting the right candidates to Mosman. ƒ Retention: Ensuring we are able to retain the right people with the required skills, experience and organisational fit.

ƒ Focussing on talent identification and management, mentoring, leadership development and succession planning. ƒ Performance planning and management around workforce capability and skill gap analysis. ƒ Focus on transfer of knowledge, multi-skilling, promoting professional development and training opportunities for staff. ƒ Improving careers advertising and marketing. ƒ Continuing to foster a culture of fairness and equity, with support of EEO groups including women and people with a disability. ƒ Striving to be an employer of choice. We aim to reflect the diversity of the local community, supporting equal employment opportunities and equity within Council.

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ResourcingStrategy

PAGE 57


Managing Finances Good financial management requires attention to both the immediate and long term sustainability of Council operations. The following pages outline financial forecasts and budget detail across 10, 4, and 1 year MOSPLAN horizons.

Budget 2013-2014 Budget Summary The General Fund budget result for 2013/2014 is a projected surplus of $75,655. Funding has at least been maintained across all service levels with funding and revenue sources largely increased by 3% to reflect inflation. Rate income is recommended to increase by the Independent Pricing & Regulatory Tribunal (IPART) calculated 3.4% with Domestic Waste differential charging to be maintained with a recommended increase of 3%. A Stormwater Levy is recommended to be introduced for the first time which is anticipated to source a minimum of $240,625 and this additional income will begin to address stormwater backlog works being identified within the Stormwater Asset Management Plan. The chargeable amount has been prescribed under the Local Government Act as follows: ƒ Residential Property: $25 per annum ƒ Residential Strata Property: $12.50 per annum ƒ Business Property: $25 per annum plus an additional $25 for each 350m2 or part thereof by which the parcel land exceeds 350m2

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ResourcingStrategy Budgeted Operating Result The forecasted 2013/2014 Operating Result is as follows:

Income from Continuing Operations Rates & Annual Charges

$17,061,886

Domestic Waste Management Charges

$5,661,327

User Charges & Fees

$9,057,591

Interest & Investment Revenue

$470,000

Other Revenues

$3,667,568

Grants & Contributions-Operating

$2,064,945

Grants & Contributions-Capital TOTAL

$1,914,150 $39,897,467

Expenditure from Continuing Operations Employee Benefits & On Costs Borrowing Costs

$15,269,689 $626,907

Materials & Contracts

$11,838,730

Depreciation

$6,797,000

Other Expenses

$5,305,966

TOTAL

$39,838,292

PAGE 59


Key Income Sources While Rates and Annual Charges form the major revenue source within the budget, the following information is provided to assist in clarifying other key income sources:

User Charges & Fees Some of the more significant components of this allocation are as follows: Car Parking (On Street) Property Rents

$1,930,000 $1,747,130

Car Parking (Foreshore)

$1,153,000

Childrenâ&#x20AC;&#x2122;s Services

$768,000

Development Assessment

$765,000

Road & Footpath Restorations

$375,000

Ovals & Reserves Rents

$310,000

Car Parking Sticker

$220,000

Work/Construction Zone Fees

$200,000

Hoarding Fees

$175,000

Other Revenues This allocation is significantly funded by: Investment Property Income

$1,903,468

Regulatory Fines

$1,600,000

PAGE 60 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


ResourcingStrategy Grants & Contributions – Operating The following sources will provide funding in 13/14: Financial Assistance Grant-General Aged Services

$605,000 $457,154

Financial Assistance Grant-Roads Component

$225,000

Waste & Sustainability

$165,000

Roads Maintenance/Education

$150,500

Pension Rebate

$90,750

Community Volunteers

$88,664

Art Gallery

$80,000

Children’s Services

$56,627

Per Capita Library Subsidy

$54,000

Grants & Contributions – Capital The following sources will provide funding in 13/14: Section 94 Contributions

$1,000,000

Roads

$476,000

Balmoral Baths Disabled Access

$175,000

Flood Study/Coastal Zone

$120,000

Cycleways Library Foyer

$83,150 $60,000

PAGE 61


Key Expenditure Allocations Employee Benefits & On Costs The Budget provides for a 3.25% State Award increase from the first full pay period in July 2013. The Superannuation line item includes an increase of 0.25% to coincide with the Guarantee Levy adjustment.

Materials & Contracts The bulk of Council services are provided by contract. The following details some of the more significant allocations for 2013/14 by function: Waste

$3,636,218

Infrastructure

$1,309,400

Includes: Road Opening Reinstatement $250K Footpath Maintenance $70K Concrete Roads $70 Asphalt Roads $75K

Stormwater Maintenance $63K Stormwater Devices Cleaning $90 Building & Amenity Maintenance $550K

Street & Gutter Cleaning

$1,144,261

Beach & Reserves

$687,425

Sporting Fields (including Irrigation)

$458,800

Bushcare/Bushland

$445,200

Public Amenity/Buildings

$383,217

Tree Preservation

$224,280

Gardens

$175,700

Turf Maintenance

$157,100

Graffiti Removal

$115,577

PAGE 62 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


ResourcingStrategy Other Expenditure Some core elements are: Insurance

$740,000

Computer Software

$623,000

Emergency Services Contribution

$1,014,000

Street Lighting

$550,000

Electricity

$330,000

Capital Expenditure The following items form the CAPEX program for 2013/2014: Infrastructure Works Program Local Infrastructure Renewal Scheme â&#x20AC;&#x201C; Roads

$2,587,378 $2,000,000

Infrastructure Levy

$732,808

Library Stock

$267,700

Parks/Reserves/Open Space

$224,000

Waste Service

$155,000

IT Hardware

$100,000

Art Acquisitions

$57,500

RFID Technology

$16,000

TOTAL

$6,140,386

PAGE 63


The 2013/14 Infrastructure Works Program funds the following specific projects: Military Road Upgrade

$440,000

Balmoral Baths Disabled Access

$350,000

Balmoral Seawall Works

$300,000

Stormwater Levy

$240,625

Cycleways

$177,100

Flood Study Project

$160,000

Library Foyer Upgrade

$120,000

Parriwi Road Project

$116,000

Coastal Zone Management Stage 2

$100,000

Military Road/Mandolong/Almora Pedestrian Works

$70,000

Cabramatta & Cowles Ped Refuge

$70,000

The Infrastructure Levy funds the following in 2013/14: Roads & Footpaths

$367,808

Stormwater

$185,000

Retaining Walls

$110,000

Buildings & Open Space

$70,000

PAGE 64 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


ResourcingStrategy

PAGE 65


Revenue Policy Rating Structure Total revenue raised from the levying of land rates continues to be capped by the State Government with the Independent Pricing & Regulatory Tribunal (IPART) having developed a Local Government Cost Index (LGCI) for use in setting the maximum allowable increase in general income for local government in 2013/2014. The LGCI is a measure of movements in the unit costs incurred by NSW Councils for ordinary council activities funded from general rate revenue. It compares changes within a given time period to that of a base year with cost components of the index including: employee benefits and on costs, construction, buildings, plant and equipment, road, footpath, kerbing and drainage, and other business services. IPART has approved a rate increase to a maximum of 3.4% in 2013/14 and Council’s 2013/2014 budget is based on taking up the full 3.4% increase.

Rating Categories There are two categories of rates: ƒ Residential ƒ Business Council operates a base rating system whereby 50% of residential rate revenue is derived from a rate in the dollar (ad valorem) calculation based on all rateable land value within the council area with the remaining 50% derived from a base rate which is calculated by dividing the remaining rate revenue by the number of assessable properties. The same system operates with the business category however the split is 60% ad valorem and 40% base rate.

Residential There are 12,505 assessments which will provide revenue of $15.404M in 2013/2014. The rate in the dollar will approximate $0.0715 and the Base Rate $615. Total Rateable Land Value approximates $10,770,515,145.

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ResourcingStrategy Business There are 593 assessments which will provide revenue of $1.661M in 2013/2014. The rate in the dollar will approximate $0.2168 and the Base Rate $1,120. Total Rateable Land Value approximates $459,760,695.

Special Variations Included in the revenue detailed above are two special rate variations. The Community Environmental Contract (CEC) was introduced in July 2000 (following approval by the State Government for a 5% increase in general revenue) allowing Council to undertake significant works in the following areas: ƒ Stormwater Quality ƒ Bushland ƒ Creek Rehabilitation ƒ Seawall Remediation/Construction $747,000 will be allocated from the rate revenue derived to the CEC in 2013/2014. It should be noted that all on the ground works

have been completed and the CEC revenue until its expiration in 2016/2017 will be used to extinguish the debt from loans raised to undertake the work. The Infrastructure Levy was introduced in July 2008 (following approval by the State Government for a 5.99% increase in general revenue) allowing Council to provide much needed additional funding to its infrastructure assets such as: ƒ Roads ƒ Footpaths ƒ Drains ƒ Buildings ƒ Retaining Walls ƒ Open Space ƒ Marine Structures $927,000 will be allocated from the rate revenue derived for these works in 2013/2014. The Debt repayment allocation is $194K & works $733K. Unlike the CEC, this levy has no sunset clause. A full description of the activities undertaken under both programs is published in Council’s Annual Report.

PAGE 67


Domestic Waste Management Service

Interest Charges

The Domestic Waste Management Service is provided on a full cost recovery basis. A resident has a choice of the following size bins/fee structure in 2013/2014: 1 × 80 litre mobile garbage bin

$297

1 × 120 litre mobile garbage bin

$483

1 × 240 litre mobile garbage bin

$1,009

(available only to existing customers)

The above rates include the following services for houses, with other arrangements for multi unit dwellings with shared services: ƒ Weekly waste collection ƒ Fortnightly glass and containers ƒ Fortnightly paper and cardboard ƒ Monthly green waste

Pension Subsidy Pensioners who hold a Pensioner Concession card and own and occupy rateable property in Mosman receive a mandatory rebate on Rates and Domestic Waste Management up to a maximum of $250. Council also offers a voluntary rebate to Australian Service Veterans who do not qualify for a pensioner rate rebate up to a maximum of $125.

In 2013/14 it is proposed that interest charges on unpaid rates and charges will accrue on a daily basis at the rate of 9%.

Stormwater Levy As detailed previously, Council proposes to introduce a Stormwater Levy from 1 July 2013.

Annual Fees and Charges In accordance with Section 608 of the Local Government Act, 1993 and other relevant legislation, Council can charge and recover approved fees and charges for any service it provides. For 2013/14 these are included in the document entitled ‘Draft 2013/14 Pricing Policy and Schedule of Fees & Charges’. This document forms part of, but is published separately to, MOSPLAN. The fees and charges are generally intended to be imposed on the following services provided by Council: ƒ Supply of a product, service or commodity ƒ Giving of information ƒ 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 ƒ Allowing admission to any building or enclosure ƒ Allowing use or benefit from Council’s assets, possessions, etc

PAGE 68 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


ResourcingStrategy Mosman Council’s general policy in determining the amount of fees to be charged for goods and services considers the following factors: ƒ The cost of providing the service ƒ The importance of the service to the community ƒ Prices fixed by the relevant industry body/ies ƒ Any factors specified in the Local Government Regulations ƒ Equity factors ƒ User pays principle ƒ Financial objectives ƒ Impact of Tax Reform (GST) ƒ Market Prices In cases where a fee and/or charge is determined by legislation or other regulatory bodies, Council’s policy is not to determine an amount that is inconsistent with any fee or charge so determined. All Council’s fees and charges not subject to statutory control are reviewed on an annual basis prior to finalisation of Council’s draft Budget. However, in special circumstances, fees and charges can be reviewed and approved by Council at other times, subject to any relevant legislative requirements. As per Australian Taxation Office guidelines, all fees and charges are continuing to be reviewed to assess for the impact of the GST.

PAGE 69


Long Term Financial Plan 2013-2023 10 Year Financial Model Councilâ&#x20AC;&#x2122;s 10 year financial model underpins the Community Strategic Plan. The model is developed using current base year data and by applying projected movements in a number of key drivers over its life.

Key Revenue Assumptions

Annual Charges are allocations for both the Community Environmental Contract (CEC) and Infrastructure Levy. It should be noted that the CEC ceases in 2016/2017, however the Infrastructure Levy has no sunset clause. Included within the Model from 2013/2014 is a proposed Stormwater Levy which is estimated to raise $240,625 annually for allocation to important stormwater capital infrastructure initiatives. This line item also includes the revenue associated with the Domestic Waste Service. An annual increase of 3% has been used throughout the model as the Council has developed an adequate External Reserve which should act as a buffer for any significant increases in the future with particular reference to disposal costs.

Rates & Annual Charges

User Charges & Fees

Total revenue raised from the levying of land rates is capped by the State Government with the Independent Pricing & Regulatory Tribunal (IPART) developing a Local Government Cost Index (LGCI) for use in setting the maximum allowable increase in general income for local government.

Councilâ&#x20AC;&#x2122;s user charges are diverse and include items such as: planning and regulatory revenues, community services functions, property rentals, parking fees and engineering services.

The model allows for a 3.4% increase in 2013/2014 which amounts to an increase in revenue to the general fund of $505,000. An index of 3% has been used over its remaining life. Included within the estimated Rates and

The Pricing Policy sets out the specific fee structures which source the revenues for this key line item. It is important that Council remains competitive in the marketplace and the current inflation rate is the mechanism which drives the pricing structure. An inflation rate of 3% has been used throughout the model.

PAGE 70 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


ResourcingStrategy Interest & Investment Revenue The return on Councilâ&#x20AC;&#x2122;s short term investments has been heavily influenced by market forces in recent times. The movements within the model are based on rates of 4.50% in 2013/14 & 2014/15 with modest increases to a peak of 5.50% in 2020/21.

Other Revenues This line item largely contains revenue from the leasing of Investment Properties which include sites such as the Mosman Square Shops, Library Walk Shops & Flats, Balmoral Bathers Pavilion, Boronia House and regulatory fines. The rental on Investment Properties has been indexed at 3%, with Regulatory income indexed at 1%.

Grants & Contributions for Operating Purposes

Grants & Contributions for Capital Purposes Council has been successful in recent years in attracting capital funding which has allowed for the expansion of many projects particularly those at Drill Hall Common and the Community Environmental Contract. The 2013/2014 Budget provides for capital funding particularly that to be sourced from the Roads & Maritime Services to embellish the infrastructure program. However as capital grants are very much project based they are not relied upon as a recurrent source within the model. The Model over its life provides for static Open Space Contributions of $1M with indexed Roads to Recovery funding sourced from the Commonwealth.

Operating grants play a significant role in shoring up Councilâ&#x20AC;&#x2122;s contribution to the many services it provides. The largest single component is the general component of the Financial Assistance Grant which it receives via the Commonwealth and will approximate $605K in 2013/2014. Grants for community services such as Aged and Childrens Services also receive funding. The model is based on an inflationary figure of 3%.

PAGE 71


Key Expenses Assumptions Employee Benefits & On-Costs The Local Government State Award provided for an annual increase in salaries and wages of 3.25% over the next 2 years. The 3.25% is being utilised over the life of the model. To help Australians be more self sufficient in retirement, the Federal Government in its 2010/2011 Budget announced a staged increase in the Superannuation Guarantee (SG) effective from 2013/2014 which will see the SG gradually increase from 9% up to 12% by 2019. The costs associated with this action have been included within the model.

Borrowing Costs All costs associated with Council’s existing and currently proposed borrowing requirements have been included within the model. The model reveals a reduction in this expense over its life and much of Council’s existing debt will be extinguished within 10 years.

Materials & Contracts Mosman is a “contracting Council” in that all of its key service contracts such as Waste, Street & Gutter Cleaning, Beach & Reserve Cleaning, Amenity and Building Cleaning and Engineering/Open Space contracts are provided at market rates by external contractors. These contracts are indexed by the annual movement in the Sydney All Groups CPI as are all schedule of rate contracts and are indexed within the model at 3%.

Depreciation & Amortisation This line item remains static throughout the model and is based on anticipated depreciation on all appropriate asset classes. There is an internal review currently being undertaken in relation to the development of appropriate unit rates and useful lives which may result in a reduction in this figure in the near future. All asset classes are booked in the Balance Sheet at fair value.

PAGE 72 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


ResourcingStrategy Other Expenses This line item contains significant operational type expenditures such as advertising, bank charges, computer software, contributions to other levels of government, councillor fees, electricity, insurance, leases, street lighting, postage and telecommunications. The model provides for annual incremental increases of 3%. Specific adjustments on an individual basis are made where information is available. (ie energy costs).

General Assumptions The model includes the following more specific assumptions: ƒ A second $2M loan application under the Local Government Infrastructure Renewal Scheme (LGIRS) has been built into the model with a 9 year repayment of principal and interest (3% discounted interest rate), with loan costs being funded by increased parking income. ƒ Additional parking income of $250K from 2014/15.

ƒ Allocated funding of $4.5M from the Domestic Waste Reserve for capital costs including potential contributions for an Alternate Waste Treatment facility at Kimbriki between 2014/15 and 2022/23 ƒ Allocated funding of $5M from the Section 94 Reserve for future open space purchases between 2016/17 and 2019/20 ƒ In anticipation of an application to continue the existing 5% Environmental Levy with a detailed business case to be presented to IPART to help address infrastructure shortfalls and backlogs, the amount has been maintained from 2017/18 ƒ Continuation of existing policy of certain employees (Senior Staff/Managers) absorbing the cost of the Superannuation Guarantee from their total remuneration packages ƒ No allocation of funds for the Raglan Street car park redevelopment

PAGE 73


Outcomes The 10 Year Financial model has been used to produce the following key documents for Council’s guidance over the next decade:

Income Statement The projected Income Statement reveals positive Net Operating Results post 2012/2013 which in the main is the result of increased revenue streams such as parking income, the stormwater levy, income from advertising on the Bridgepoint bridge and the maintenance of the Community Environmental Contract revenue stream post 2016/17, (where the majority of these income streams have their expenditure booked through the Balance Sheet), together with capital grants and contributions. The model indicates a reduced reliance on capital grants and contributions as a funding mechansim over the life of the model.

Balance Sheet The projections within the model provide for a very strong Balance Sheet with equity in excess of $462M in 2013/14, although current Liabilities in the main exceed Current Assets. This is due to Accounting Standards requiring Payables and a significant portion of Employee Provisions to be booked as Current Liabilities. The State Government however allows for a “history” based effect which enables local authorities to make adjustments which has a positive impact and creates the Unrestricted Current Ratio (detailed below).

Cash Flow The projected Cash Flow Statement provides positive flows throughout its lifecycle excluding 2016/17 & 2019/20 where $3M & $2M has been made available from the S94 Open Space Reserve for the purchase of appropriate open space assets.

PAGE 74 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


ResourcingStrategy Each of the above documents can be found on pages 82-79 of MOSPLAN. As well as providing the 10-year forecasted financial position, these documents also illustrate the projected budget for Council’s 4-year Delivery Program and 1-year Operational Plan. Further 2013/14 budget detail for each of MOSPLAN’s 10 programs can be found in Section 5, commencing on page 89.

Key Financial Indicators The State Government sets down a number of key indicators as a benchmark for financial performance across NSW with commentary provided on the following: ƒ Unrestricted Current Ratio Current Assets less All External Restrictions Current Liabilities less Specific Purpose Liabilities

ƒ Debt Service Ratio Debt Service Cost (Principal & Interest) Income from Continuing Operations excluding Capital Items & Specific Purpose Grants/Contributions

The Unrestricted Current Ratio or Liquidity Ratio is an industry based indicator which measures the serviceability of debt. As detailed within the 10 year plan, the estimated position at 30 June 2013 will be 1.26:1. This means that Council has $1.26 in cash for every dollar of debt. The model predicts that this ratio will increase to a peak of 1.92:1 at 30 June 2023. Council’s financial position is such that borrowings are generally only undertaken to fund special projects. As detailed above there is an allocation of $2M included for 13/14 for LIRS Round 2 applications. At 30 June 2013, it is anticipated that Council will owe $11.196M in principal on its loans and deferred payment liabilities with repayment funding provided from the following sources: ƒ General Fund ƒ Section 94 ƒ CEC ƒ Infrastructure Levy

55% 19% 19% 7%

Council’s Debt Service Ratio at 30 June 2013 is predicted to be 6.39% with a reduction to less than 1% in 2022/2023.

PAGE 75


PAGE 76 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION

Net Operating Result before Grants and Contributions provided for Capital Purposes

Net Operating Result for the Year

Discontinued Operations - Profit/(Loss) Net Profit/(Loss) from Discontinued Operations

Operating Result from Continuing Operations

(2,978,000)

189,000

-

189,000

14,181,000 672,000 10,875,000 6,890,000 6,289,000 57,000 38,964,000

Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Impairment Other Expenses Interest & Investment Losses Net Losses from the Disposal of Assets Joint Ventures & Associated Entities Total Expenses from Continuing Operations

(2,659,542)

(16,796)

-

(16,796)

14,808,400 662,357 11,485,341 6,797,000 5,616,623 39,369,721

39,352,924

114,000 39,153,000

Expenses from Continuing Operations

21,733,712 8,764,379 396,500 3,549,810 2,265,777 2,642,746

Current Year 2012/13 $

21,041,000 7,986,000 434,000 3,569,000 2,842,000 3,167,000

Past Year 2011/12 $

Revenue: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Other Revenues Grants & Contributions provided for Operating Purposes Grants & Contributions provided for Capital Purposes Other Income: Net gains from the disposal of assets Joint Ventures & Associated Entities Total Income from Continuing Operations

Income from Continuing Operations

Mosman Council 10 Year Financial Plan for the Years ending 30 June 2023 INCOME STATEMENT - GENERAL FUND Scenario: Base Case

(1,854,974)

59,176

-

59,176

15,269,689 626,907 11,838,730 6,797,000 5,305,966 39,838,292

39,897,467

22,723,213 9,057,591 470,000 3,667,568 2,064,945 1,914,150

2013/14 $

(1,142,361)

28,554

-

28,554

15,815,748 554,649 12,094,376 6,797,000 5,458,026 40,719,798

40,748,352

23,403,241 9,730,481 575,000 3,744,545 2,124,171 1,170,915

2014/15 $

(870,499)

305,543

-

305,543

16,383,909 438,424 12,538,509 6,797,000 5,610,963 41,768,806

42,074,349

24,103,669 10,163,953 622,000 3,823,511 2,185,173 1,176,042

2015/16 $

(788,474)

392,849

-

392,849

16,890,176 326,104 12,870,217 6,797,000 5,978,033 42,861,529

43,254,378

24,825,110 10,460,415 635,000 3,904,524 2,248,006 1,181,323

2016/17 $

(474,548)

712,215

-

712,215

17,496,454 231,890 13,262,625 6,797,000 5,939,969 43,727,939

44,440,154

25,568,195 10,765,757 619,000 3,987,640 2,312,799 1,186,763

(267,362)

925,004

-

925,004

18,123,178 180,409 13,616,056 6,797,000 6,111,916 44,828,560

45,753,564

26,333,572 11,080,246 695,000 4,072,919 2,379,461 1,192,366

Projected Years 2017/18 2018/19 $ $

(194,198)

1,003,938

-

1,003,938

18,770,847 136,099 14,030,840 6,797,000 6,289,026 46,023,811

47,027,750

27,121,911 11,404,156 695,000 4,160,425 2,448,122 1,198,137

2019/20 $

(204,590)

999,491

-

999,491

19,374,978 92,572 14,407,318 6,797,000 6,696,452 47,368,319

48,367,810

27,933,899 11,737,769 723,000 4,250,219 2,518,843 1,204,081

2020/21 $

203,837

1,414,040

-

1,414,040

19,996,107 52,537 14,845,839 6,797,000 6,659,354 48,350,837

49,764,877

28,770,247 12,081,374 769,000 4,342,367 2,591,686 1,210,203

2021/22 $

449,876

1,666,386

-

1,666,386

20,639,783 18,135 15,246,767 6,797,000 6,852,898 49,554,583

51,220,969

29,631,686 12,435,123 834,000 4,436,937 2,666,714 1,216,509

2022/23 $


PAGE 77

Total Equity

Retained Earnings Revaluation Reserves Council Equity Interest Minority Equity Interest

EQUITY

Net Assets

Non-Current Liabilities Payables Borrowings Provisions Investments Accounted for using the equity method Liabilities associated with assets classified as "held for sale" Total Non-Current Liabilities TOTAL LIABILITIES

Current Liabilities Bank Overdraft Payables Borrowings Provisions Liabilities associated with assets classified as "held for sale" Total Current Liabilities

LIABILITIES

Non-Current Assets Investments Receivables Inventories Infrastructure, Property, Plant & Equipment Investments Accounted for using the equity method Investment Property Intangible Assets Non-current assets classified as "held for sale" Other Total Non-Current Assets TOTAL ASSETS

Current Assets Cash & Cash Equivalents Investments Receivables Inventories Other Non-current assets classified as "held for sale" Total Current Assets

ASSETS

Mosman Council 10 Year Financial Plan for the Years ending 30 June 2023 BALANCE SHEET - GENERAL FUND Scenario: Base Case

276,017,000 186,289,000 462,306,000 462,306,000

8,496,000 115,000 8,611,000 21,512,000 462,306,000

7,288,000 1,669,000 3,944,000 12,901,000

49,000 432,073,000 635,000 41,078,000 344,000 474,179,000 483,818,000

3,609,000 2,750,000 3,016,000 162,000 102,000 9,639,000

Past Year 2011/12 $

276,000,204 186,289,000 462,289,204 462,289,204

9,138,261 139,442 9,277,703 22,896,775 462,289,204

7,391,908 2,057,606 4,169,558 13,619,072

84,294 432,563,861 599,000 41,078,000 344,000 474,669,155 485,185,978

4,869,161 2,750,000 2,574,463 174,581 148,619 10,516,824

Current Year 2012/13 $

276,059,379 186,289,000 462,348,379 462,348,379

9,075,333 141,869 9,217,203 22,738,365 462,348,379

7,216,105 2,062,927 4,242,131 13,521,163

88,132 431,907,246 562,999 41,078,000 344,000 473,980,377 485,086,745

5,488,512 2,750,000 2,538,913 179,953 148,990 11,106,367

2013/14 $

276,087,933 186,289,000 462,376,933 462,376,933

6,985,294 150,769 7,136,063 20,712,862 462,376,933

6,978,529 2,090,039 4,508,231 13,576,799

90,770 429,173,067 525,919 41,078,000 344,000 471,211,755 483,089,795

6,241,375 2,750,000 2,550,293 183,839 152,533 11,878,040

2014/15 $

276,393,476 186,289,000 462,682,476 462,682,476

5,094,944 159,668 5,254,611 18,881,715 462,682,476

6,962,421 1,890,350 4,774,332 13,627,103

93,486 426,550,999 487,726 41,078,000 344,000 468,554,211 481,564,191

7,283,532 2,750,000 2,628,136 190,590 157,722 13,009,979

2015/16 $

276,786,325 186,289,000 463,075,325 463,075,325

3,966,580 168,567 4,135,147 17,562,348 463,075,325

7,258,405 1,128,364 5,040,433 13,427,201

96,284 427,325,240 448,387 41,078,000 344,000 469,291,911 480,637,673

5,549,891 2,750,000 2,686,445 195,632 163,794 11,345,763

2016/17 $

277,498,540 186,289,000 463,787,540 463,787,540

2,933,784 177,466 3,111,250 16,498,086 463,787,540

7,047,506 1,032,796 5,306,534 13,386,836

99,166 426,285,151 407,868 41,078,000 344,000 468,214,185 480,285,626

6,197,201 2,750,000 2,755,769 201,597 166,873 12,071,440

278,423,544 186,289,000 464,712,544 464,712,544

1,917,966 186,365 2,104,331 15,735,589 464,712,544

7,042,806 1,015,818 5,572,635 13,631,258

102,135 425,487,770 366,134 41,078,000 344,000 467,378,039 480,448,133

7,113,717 2,750,000 2,827,970 206,969 171,439 13,070,095

Projected Years 2017/18 2018/19 $ $

279,427,483 186,289,000 465,716,483 465,716,483

1,163,661 195,265 1,358,926 15,171,799 465,716,483

7,219,834 754,304 5,838,735 13,812,873

105,193 426,842,498 323,147 41,078,000 344,000 468,692,837 480,888,282

6,160,622 2,750,000 2,894,966 213,274 176,583 12,195,445

2019/20 $

280,426,974 186,289,000 466,715,974 466,715,974

461,257 204,164 665,421 14,552,334 466,715,974

7,079,672 702,404 6,104,836 13,886,912

108,342 426,658,368 278,871 41,078,000 344,000 468,467,581 481,268,308

6,678,725 2,750,000 2,969,610 218,997 183,395 12,800,726

2020/21 $

281,841,014 186,289,000 468,130,014 468,130,014

213,063 213,063 14,102,658 468,130,014

7,057,400 461,257 6,370,937 13,889,595

111,586 426,635,580 233,267 41,078,000 344,000 468,402,433 482,232,672

7,619,788 2,750,000 3,047,905 225,662 186,883 13,830,239

2021/22 $

283,507,400 186,289,000 469,796,400 469,796,400

221,962 221,962 13,915,452 469,796,400

7,056,452 6,637,038 13,693,490

114,927 426,778,809 186,294 41,078,000 344,000 468,502,030 483,711,852

8,906,392 2,750,000 3,129,623 231,756 192,049 15,209,822

2022/23 $


PAGE 78 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION

(7,756,000)

Net Cash provided (or used in) Investing Activities

3,609,000 2,750,000 6,359,000

1,533,000 3,484,000 1,342,000 6,359,000

Cash & Cash Equivalents - end of the year Investments - end of the year Cash, Cash Equivalents & Investments - end of the year

- External Restrictions - Internal Restricitons - Unrestricted

Representing:

4,359,000

3,609,000

plus: Cash, Cash Equivalents & Investments - beginning of year

Cash & Cash Equivalents - end of the year

(21,000)

(750,000)

2,439,146 3,577,000 1,603,015 7,619,161

4,869,161 2,750,000 7,619,161

4,869,161

3,609,000

1,260,161

1,030,867

(1,669,133) -

(1,771,000) -

Net Cash Flow provided (used in) Financing Activities

2,700,000 -

(7,534,265)

1,750,000 -

Net Increase/(Decrease) in Cash & Cash Equivalents

Receipts: Proceeds from Borrowings & Advances Proceeds from Finance Leases Other Financing Activity Receipts Payments: Repayment of Borrowings & Advances Repayment of Finance Lease Liabilities Distributions to Minority Interests Other Financing Activity Payments

Cash Flows from Financing Activities

(7,570,265) -

3,354,620 3,675,000 1,208,892 8,238,512

5,488,512 2,750,000 8,238,512

5,488,512

4,869,161

619,351

(57,606)

(2,057,606) -

2,000,000 -

(6,209,498)

(6,245,499) -

36,000

36,000

(2,750,000) (800,000) (5,330,000) -

-

6,886,456

(15,194,689) (11,840,200) (627,271) (75,000) (5,305,966)

22,705,068 9,036,605 465,309 4,096,322 3,626,276

2013/14 $

-

1,000,000 90,000 34,000

7,763,559

(14,558,400) (11,145,345) (640,594) (5,616,623)

(13,788,000) (10,789,000) (681,000) (510,000) (5,673,000)

7,027,000

21,700,180 9,213,093 395,104 4,756,811 3,659,332

Current Year 2012/13 $

21,070,000 7,400,000 423,000 5,431,000 699,000 3,445,000

Past Year 2011/12 $

Receipts: Sale of Investment Securities Sale of Investment Property Sale of Real Estate Assets Sale of Infrastructure, Property, Plant & Equipment Sale of Interests in Joint Ventures & Associates Sale of Intangible Assets Deferred Debtors Receipts Sale of Disposal Groups Distributions Received from Joint Ventures & Associates Payments: Purchase of Investment Securities Purchase of Investment Property Purchase of Infrastructure, Property, Plant & Equipment Purchase of Real Estate Assets Purchase of Intangible Assets Deferred Debtors & Advances Made Purchase of Interests in Joint Ventures & Associates Contributions Paid to Joint Ventures & Associates

Cash Flows from Investing Activities

Net Cash provided (or used in) Operating Activities

Receipts: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Received Grants & Contributions Bonds & Deposits Received Other Payments: Employee Benefits & On-Costs Materials & Contracts Borrowing Costs Bonds & Deposits Refunded Other

Cash Flows from Operating Activities

Mosman Council 10 Year Financial Plan for the Years ending 30 June 2023 CASH FLOW STATEMENT - GENERAL FUND Scenario: Base Case

4,028,538 3,773,000 1,189,837 8,991,375

6,241,375 2,750,000 8,991,375

6,241,375

5,488,512

752,863

(2,062,927)

(2,062,927) -

-

(4,216,053)

(4,253,134) -

37,080

-

7,031,843

(15,540,748) (12,061,034) (567,688) (75,000) (5,458,026)

23,390,771 9,682,321 571,337 3,372,615 3,717,295

2014/15 $

4,727,107 3,871,000 1,435,425 10,033,532

7,283,532 2,750,000 10,033,532

7,283,532

6,241,375

1,042,157

(2,090,039)

(2,090,039) -

-

(4,126,469)

(4,164,662) -

38,193

-

7,258,665

(16,108,909) (12,490,742) (451,634) (75,000) (5,610,963)

24,090,825 10,132,928 617,138 3,357,345 3,797,678

2015/16 $

2,318,316 3,969,000 2,012,575 8,299,891

5,549,891 2,750,000 8,299,891

5,549,891

7,283,532

(1,733,641)

(1,890,350)

(1,890,350) -

-

(7,220,787)

(7,260,126) -

39,339

-

7,377,497

(16,615,176) (12,811,453) (338,052) (75,000) (5,978,033)

24,811,881 10,439,197 641,010 3,425,342 3,877,781

2016/17 $

2,935,087 4,067,000 1,945,114 8,947,201

6,197,201 2,750,000 8,947,201

6,197,201

5,549,891

647,310

(1,128,364)

(1,128,364) -

-

(5,882,592)

(5,923,110) -

40,519

-

7,658,265

(17,221,454) (13,236,235) (239,022) (75,000) (5,939,969)

25,554,569 10,743,903 615,812 3,495,451 3,960,209

3,582,669 4,165,000 2,116,048 9,863,717

7,113,717 2,750,000 9,863,717

7,113,717

6,197,201

916,516

(1,032,796)

(1,032,796) -

-

(5,935,652)

(5,977,386) -

41,734

-

7,884,964

(17,848,178) (13,573,456) (186,937) (75,000) (6,111,916)

26,319,537 11,057,737 690,798 3,567,597 4,044,782

Projected Years 2017/18 2018/19 $ $

2,214,717 4,263,000 2,432,906 8,910,622

6,160,622 2,750,000 8,910,622

6,160,622

7,113,717

(953,095)

(1,015,818)

(1,015,818) -

-

(7,911,600)

(7,954,586) -

42,986

-

7,974,323

(18,495,847) (13,983,099) (142,519) (75,000) (6,289,026)

27,107,455 11,380,973 697,923 3,641,902 4,131,561

2019/20 $

2,879,178 4,361,000 2,188,547 9,428,725

6,678,725 2,750,000 9,428,725

6,678,725

6,160,622

518,103

(754,304)

(754,304) -

-

(6,709,560)

(6,753,836) -

44,276

-

7,981,967

(19,099,978) (14,341,462) (97,339) (75,000) (6,696,452)

27,919,010 11,713,891 720,254 3,718,437 4,220,608

2020/21 $

3,667,032 4,459,000 2,243,756 10,369,788

7,619,788 2,750,000 10,369,788

7,619,788

6,678,725

941,063

(702,404)

(702,404) -

-

(6,713,828)

(6,759,433) -

45,604

-

8,357,295

(19,721,107) (14,815,851) (56,976) (75,000) (6,659,354)

28,754,911 12,056,781 764,637 3,797,267 4,311,987

2021/22 $

4,671,664 4,557,000 2,427,729 11,656,392

8,906,392 2,750,000 11,656,392

8,906,392

7,619,788

1,286,604

(461,258)

(461,258) -

-

(6,878,048)

(6,925,021) -

46,972

-

8,625,911

(20,364,783) (15,198,580) (21,051) (75,000) (6,852,898)

29,615,890 12,409,804 828,300 3,878,463 4,405,766

2022/23 $


PAGE 79

53.50%

54.00%

54.50%

55.00%

55.50%

56.00%

56.50%

57.00%

57.50%

58.00%

58.50%

0.00

0.50

1.00

1.50

2.00

2.50

2013

2013

2015

2016

2018

2019

Base Model

2017

2020

2021

2014

2015

2016

2018

Base Model

2017

2019

2020

2021

Rates & Annual Charges Coverage Ratio - General Fund

2014

Unrestricted Current Ratio - General Fund

Mosman Council 10 Year Financial Plan for the Years ending 30 June 2023 CHARTS - GENERAL FUND Scenario: Base Case

2022

2022

2023

2023

1.885%

1.886%

1.886%

1.887%

1.887%

1.888%

1.888%

1.889%

0.0000%

1.0000%

2.0000%

3.0000%

4.0000%

5.0000%

6.0000%

7.0000%

8.0000%

2014

2015

2016

2018

Base Model

2017

2019

2020

2021

2022

2013

2014

2015

2016

2018 Base Model

2017

2019

2020

2021

2022

Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage General Fund

2013

Debt Service Ratio - General Fund

2023

2023


Plans

PAGE 80 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


Plans

5

Delivery Program and Operational Plan

Plans Introduction Social Environment Economic Governance

83 85 119 161 171

PAGE 81


Plans

PAGE 82 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


Plans

Introduction The following pages provide detail on how Council intends to deliver services to the Mosman community, in keeping with its adopted Vision, over the next four years. Included in this section is Council’s 4 Year Delivery Program for the period 2013-2017 and 1 Year Operational Plan for 2013-2014. Content is separated according to: ƒ 4 Themes ƒ 10 Programs By providing information in this form, it is intended to give all readers of MOSPLAN the opportunity to delve into programming and budgeting at a variety to levels – the level selected is up to you!

At Theme Level, information is provided on: Contributing Programs Related Strategies and Plans Key Partners Community Sustainability Indicators (In the case of the Governance Theme, these equate to Corporate Key Performance Indicators)

At Program Level, information is provided on: Program Coordinators 10 Year Direction and Strategies Achievements 2012-2013 Key Deliverables 2013-2017 Deliverables against Strategies 2013-2017 Key Performance Indicators Program Budget 2013-2017 Program Expenditure by Funding Source 2013-2014

Together, the information provides a comprehensive account of Council’s 4 Year Delivery Program, Year-by-Year programs and initiatives (including 1 Year Operational Plan), with linkages to Council’s strategic objectives. Select the level that best suits your needs.

PAGE 83


Social

Programs

Community Wellbeing Library and Information Arts and Culture

Related Strategies & Plans Mosman Social Directions 2012 Mosman Community Engagement Strategy 2009 Regional Home & Community Care Plan SHOREPLAN - Shorelink Strategic Plan 2011-2015 SHOROC ‘Shaping our Future’

Key Partners

Federal government –various agencies and authorities including Department of Health & Ageing and Department of Education, Employment & Workplace Relations State government – various agencies & authorities including Department of Community Services; Department of Health; Department of Ageing, Disability & Home Care; Arts NSW, NPWS & Police SHOROC Sydney Harbour Federation Trust Shorelink Library Network Non-government and community organisations

PAGE 84 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


Social Community Sustainability Indicators Community connectedness Community pride Age diversity Physical activity Life expectancy Community safety

5 PAGE 85


Program Coordination Manager Community Services

Direction Statement A thriving, connected and healthy community that celebrates and respects diversity in age, interest, culture and ability

PAGE 86 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


SOCIAL

Community Wellbeing

PAGE 87


Strategies

These 10 Year Strategies will be implemented to achieve the Program Direction

Achievements 2012-2013 In 2012–2013 Council delivered the following results under this Program

1 2 3 4 5 6

Anticipate, plan and provide for social change Advocate on behalf of the community to Commonwealth and State government and non-government organisations Deliver integrated, inclusive and accessible services and programs that contribute to community wellbeing Embrace partnerships and facilitate services that enrich the experience of living in Mosman Ensure community facilities are welcoming, accessible, support the effective delivery of services and programs and serve as community hubs Maximise opportunities for residents to connect with and participate in community life

PAGE 88 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION

ƒ Publication of Social Directions paper ƒ New funding models implemented for Aged and Disability Services ƒ Launch of new Friday Group for Young Adults with a Disability ƒ Young People’s Project: Website design – Better Connections ƒ Consolidation of Children’s Services at the Drill Hall ƒ Family Day Care Partnership ƒ Transition to National Quality Framework for Children’s Services ƒ Mosman Men’s Shed ƒ Mosman Rider contract


SOCIAL

Community Wellbeing KeyDeliverables 2013-2017 Key Deliverables for this Program over the next 4 years ƒ Community Services Framework ƒ Community Services online presence and payment system ƒ Youth Advisory Forum ƒ Food Services Contract ƒ Aged & Disability Services Accreditation ƒ Person Centered approach to the delivery of Aged & Disability Services ƒ Children’s Services National Quality Framework Accreditation ƒ Mosman Rider bus service review

Program Budget 2013-2017 2013/2014 [$ ‘000]

2014/2015 [$ ‘000]

2015/2016 [$ ‘000]

2016/2017 [$ ‘000]

Inc

1,610

1,658

1,708

1,759

Exp

2,687

2,753

2,872

2,945

Net

(1,077)

(1,094)

(1,165)

(1,186)

Program Expenditure by Funding Source 2013-2014

Expenditure

$2,687,000  Rates

40%

 Other

60%

KPIs à % Residents satisfied with: ƒ ƒ ƒ ƒ ƒ ƒ ƒ

à à à à à à

Services and facilities for children and families Services and facilities for older people Overall range and quality of community facilities and activities Services and facilities for people with a disability Access to Council information and Council support Services for young people Services and facilities for people from culturally and linguisticallydiverse backgrounds

No. of volunteers in Council services Mosman Rider passenger numbers per annum No. of meals delivered by Meals on Wheels per annum No. of Community Transport trips per annum No. of children immunised per annum No of needs-based programs delivered by Youth Services per annum

PAGE 89


Delivery Program & Operational Plan 2013-2017 STRATEGY 1

S1

Anticipate, plan and provide for social change

RECURRENT PROGRAMS AND PROJECTS ƒ Demographic research ƒ Social planning ƒ Network development Responsibility: Manager Community Services

ƒ Community capacity building ƒ Community engagement ƒ Community consultation Responsibility: Manager Community Services

KEY INITIATIVES 1a Undertake impact focused integrated social planning based on research and contemporary social planning principles Responsibility: Manager Community Services 1b Strengthen Council’s position in inter-sectoral planning Responsibility: Manager Community Services 1c Initiate and support active youth engagement programs Responsibility: Manager Community Services 1d Develop a framework clarifying Council’s aims and roles in the provision, funding and facilitation of community services, and positioning Mosman to anticipate and meet future needs and demands Responsibility: Manager Community Services 1e Initiate and support community sector development for Mosman Responsibility: Manager Community Services

PAGE 90 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION

13/14

14/15

15/16

16/17


SOCIAL

Community Wellbeing 1f Partner with SHOROC and NSROC on community development initiatives, including SHOROC Regional Liveability Strategy Responsibility: Manager Community Services 1g Accreditation of Aged and Disability Services Responsibility: Manager Community Services 1h National Quality Framework Accreditation of Children’s Services Responsibility: Manager Community Services

STRATEGY 2

S2

Advocate on behalf of the community to Commonwealth and State government and non-government organisations

RECURRENT PROGRAMS AND PROJECTS ƒ Participation in regional and sector planning and development forums ƒ Advocacy that responds to community concerns Responsibility: Manager Community Services

ƒ Participation in State and Commonwealth government planning processes for community services Responsibility: Manager Community Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

2a Position Aged and Disability Services for the DoHA/HACC changes to service and funding frameworks Responsibility: Manager Community Services 2b Contribute to the NSW Government Regional Youth Strategy and the implementation of the Youth Health Policy Directive Responsibility: Manager Community Services 2c Participate in the development of a regional Ageing Strategy Responsibility: Manager Community Services 2d Participate in the development of regional cross-agency planning for services to children and families Responsibility: Manager Community Services 2e Monitor the progress of the Northern Sydney Local Health District Disability Action Plan Responsibility: Manager Community Services

PAGE 91


STRATEGY 3

S3

Deliver integrated, inclusive and accessible services and programs that contribute to community wellbeing

RECURRENT PROGRAMS AND PROJECTS ƒ Occasional Care, Long Day Care and Pre-School ƒ Before and After School Care ƒ Vacation Care ƒ Immunisation Clinic ƒ Children Leisure & Learning activities ƒ Parenting Education ƒ Saturday Youth Group ƒ D-Caff Friday Dementia Café ƒ Mosman Rider Responsibility: Manager Community Services

ƒ Saturday Respite ƒ Community Transport ƒ Food Services ƒ Healthy Ageing Programs ƒ Senior’s Centre Leisure Activities ƒ Carers’ Group ƒ Volunteering ƒ Social Support ƒ Access and Mobility Community Consultative Committee Responsibility: Manager Community Services

KEY INITIATIVES 3a Develop an understanding of the measurement of social impact and apply to Council’s community services Responsibility: Manager Community Services 3b Review the effectiveness, efficiency and performance of Aged and Disability Services Responsibility: Manager Community Services 3c Review and improve the marketing and promotion of all community services Responsibility: Manager Community Services 3d Instigate and establish a Community Services online presence and payment system Responsibility: Manager Community Services Chief Financial Officer 3e Review the potential for a regional approach to immunisation Responsibility: Manager Community Services 3f Achieve better utilisation of opportunities available in the youth centre Responsibility: Manager Community Services

PAGE 92 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION

13/14

14/15

15/16

16/17


SOCIAL

Community Wellbeing 3g Investigate opportunities for services for 18-25 year olds Responsibility: Manager Community Services 3h Develop and implement a Person Centered approach to the delivery of Aged & Disability Services Responsibility: Manager Community Services 3i Prepare and award the tender for Food Services Responsibility: Manager Community Services

STRATEGY 4

S4

Embrace partnerships and facilitate services that enrich the experience of living in Mosman

RECURRENT PROGRAMS AND PROJECTS ƒ Community Grants ƒ Family Day Care ƒ Programs with Schools including health, mental health and drug and alcohol programs ƒ Mosman Men’s Shed ƒ Community English language classes

ƒ Northern Sydney Local Health District Projects ƒ Family Support Projects ƒ Living with Memory Loss Program ƒ Lifeline Support Programs Responsibility: Manager Community Services

Responsibility: Manager Community Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

4a Establish the partnership for the delivery of Family Day Care with The Infants’ Home Responsibility: Manager Community Services 4b Seek and support regional partnerships to improve community awareness and appreciation of cultural diversity and service delivery for people from a culturally and linguistically diverse background Responsibility: Manager Community Services 4c Seek and support regional partnerships to improve community awareness and appreciation of Aboriginal cultural heritage and service delivery for Aboriginal community members Responsibility: Manager Community Services

PAGE 93


4d Improve capacity to support community based organisations and initiatives in Mosman Responsibility: Manager Community Services

STRATEGY 5

S5

Ensure community facilities are welcoming, accessible, support the effective delivery of services and programs and serve as community hubs

RECURRENT PROGRAMS AND PROJECTS ƒ Youth Centre ƒ Seniors’ Centre and Lounge ƒ Mosman Occasional Care Centre

ƒ Cremorne Early Childhood Health Centre ƒ Mosman Drill Hall Responsibility: Manager Community Services

KEY INITIATIVES 5a Develop effective promotion strategies to ensure optimal use of all facilities Responsibility: Manager Community Services 5b Develop and implement a framework for pricing of facilities and services Responsibility: Manager Community Services 5c Seek funding to maintain a welcoming ambience in Community Services facilities Responsibility: Manager Community Services

PAGE 94 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION

13/14

14/15

15/16

16/17


SOCIAL

Community Wellbeing STRATEGY 6

S6

Maximise opportunities for residents to connect with and participate in community life

RECURRENT PROGRAMS AND PROJECTS ƒ Volunteering ƒ Seniors’ Week ƒ Connections Playgroup ƒ Community Restaurant ƒ Children’s Week ƒ Carer’s Group ƒ Children’s Fair ƒ Community Transport ƒ Youth Week ƒ Mosman Rider ƒ Shorefest ƒ 24/7 Film Festival ƒ Seniors’ Lounge and Seniors’ Centre ƒ Community Visitor’s Scheme

ƒ New Residents’ Events and Information Responsibility: Manager Community Services Manager Library Resources

ƒ Community Events (including Harmony Day, International Women’s Day & International Day of People with Disability, Guringai Festival) Responsibility: Manager Community Services Manager Cultural Services

Responsibility: Manager Community Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

6a Establish a Youth Advisory Forum Responsibility: Manager Community Services 6b Develop and implement strategies and initiatives that facilitate community connections Responsibility: Manager Community Services 6c Review volunteering coordination to enhance provision of opportunities for volunteering in the community Responsibility: Manager Community Services 6d Establish and support a Dementia Café Responsibility: Manager Community Services 6e Review welcoming activities for new residents Responsibility: Manager Community Services Manager Library Resources 6f Review the operation of the Mosman Men’s Shed Responsibility: Manager Community Services 6g Monitor and review Mosman Rider service Responsibility: Manager Community Services

PAGE 95


Program Coordination Manager Library Services Manager Library Resources

Direction Statement An informed, engaged community that values heritage, lifelong learning and literacy

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SOCIAL

Library and Information

PAGE 97


Strategies

Achievements 2012-2013

These 10 Year Strategies will be implemented to achieve the Program Direction

In 2012–2013 Council delivered the following results under this Program

1

2 3 4 5 6

Consolidate the library’s identity as a community hub: a functional, multipurpose space accommodating intellectual, cultural, recreational and information services, life-long learning opportunities, resources and activities for all age groups Deliver library services that are accessible and which anticipate and fulfil community expectations Develop and manage resources which cater for the information, life-long learning and leisure needs of the community Maintain key external partnerships including the Shorelink Library Network Develop and maintain a Local Studies Collection that celebrates Mosman’s heritage, reflects all eras of Mosman’s history and is appropriately preserved and accessible for future generations Communicate through a range of media, enabling the community to be well informed, engaged, and actively participating in community life

PAGE 98 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION

ƒ ƒ ƒ ƒ ƒ ƒ ƒ

ƒ ƒ ƒ

245,000 visits to the Library 400,000 items borrowed Doing our Bit: Mosman 1914-1918 Project Library Management System Tender (Shorelink Cooperative Project) Implemented Stage 1 of RFID Project (security system & tagging 75000 items) New communications network, public access Internet and wi-fi (Shorelink Cooperative Project) Website projects: ƒ Works/alerts webpage ƒ MOSPLAN consultation website ƒ Mosman Design Awards ƒ Mosman Rider interactive site Introduced ‘Technology Tuesdays Talks’ Trace: Mosman Digital Archive Activities celebrating National Year of Reading 2012


SOCIAL

Library and Information KeyDeliverables 2013-2017 Key Deliverables for this Program over the next 4 years ƒ ƒ ƒ ƒ ƒ ƒ

Redesign Council website Implement Stage 2 of RFID project Implement new design for Level 2 Entrance Foyer Implement new Shorelink Library Management System Commemorate centenary of the Great War 1914-1918 Implement community reporting tool for mobile devices

Program Budget 2013-2017 2013/2014 [$ ‘000]

2014/2015 [$ ‘000]

2015/2016 [$ ‘000]

2016/2017 [$ ‘000]

Inc

173

179

184

189

Exp

2,433

2,444

2,528

2,621

Net

(2,260)

(2,265)

(2,344)

(2,431)

Program Expenditure by Funding Source 2013-2014

Expenditure

$2,433,000  Rates

 Other

93% KPIs à à à à à

% Residents satisfied with Library services % Library users satisfied with Library services and resources No. Library visits per capita per annum No. Loans per capita per annum No. Website visits and page views per annum

PAGE 99


Delivery Program & Operational Plan 2013-2017 STRATEGY 1

S1

Consolidate the Library’s identity as a community hub: a functional, multipurpose space accommodating intellectual, cultural, recreational and information services, life-long learning opportunities, resources and activities for all age groups

RECURRENT PROGRAMS AND PROJECTS ƒ Ongoing community consultation through Library Annual User Survey, social networking tools and face to face customer contact ƒ Marketing and promoting the Library using a range of media ƒ Providing programs and activities for all age groups ƒ Ongoing review and evaluation of Library services and programs Responsibility: Manager Library Services

KEY INITIATIVES 1a Plan and implement the new design for Level 2 Entrance Foyer including the Customer Desk to improve customer service and accommodate RFID technology Responsibility: Manager Library Services Manager Assets and Services

PAGE 100 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION

13/14

14/15

15/16

16/17


SOCIAL

Library and Information STRATEGY 2

S2

Delivery of library services that are accessible and which anticipate and fulfil community expectations

RECURRENT PROGRAMS AND PROJECTS ƒ Home Library Service ƒ Inter Library Loan Service ƒ Reader Education to develop information literacy skills ƒ Information accessible to Library customers inhouse and electronically ƒ Lifelong learning programs including Monday Matters & Technology Tuesday Talks ƒ Services for children and teens ƒ Outreach programs such as staff visits to schools ƒ Library visits by school classes ƒ Services and resources that support school curricula and local students

ƒ Services to high school students including HSC Lock-Ins ƒ Regular author events ƒ Annual Mosman Youth Awards in Literature Competition ƒ Marketing and promotional activities including Library Lovers’ Day, Seniors Week and Australian Library and Information Week ƒ Reader education ƒ Reader Advisory Services including Book Clubs, Mosman Readers and Reading Lounge Responsibility: Manager Library Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

2a Improve customer service through implementation of RFID Project Stage 2: RFID enabled returns chute Responsibility: Manager Library Services 2b Review Customer Service Delivery Model Responsibility: Manager Library Services 2c Introduce Roving Reference Service Responsibility: Manager Library Services

PAGE 101


STRATEGY 3

S3

Develop and manage resources which cater for the information, life-long learning and leisure needs of the community

RECURRENT PROGRAMS AND PROJECTS ƒ Maintain, develop and evaluate the collection ƒ Provide print, audiovisual and electronic resources ƒ Review Resources Selection Guidelines ƒ Improve literacy resources ƒ Analyse customer feedback to ensure that resources meet community needs

ƒ Improve access to document delivery services and online resources ƒ Maintain awareness of developments in electronic publishing and document delivery ƒ Train staff and customers in the use of the Library’s IT resources ƒ Cumulus digital asset management system Responsibility: Manager Library Resources

KEY INITIATIVES 3a Develop downloadable digital resources (eAudio books and eBooks), in response to changing technology and customer needs Responsibility: Manager Library Resources 3b Improve collection management through implementation of RFID Project Responsibility: Manager Library Resources 3c Review efficiency and effectiveness of the RFID system Responsibility: Manager Library Resources

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14/15

15/16

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Library and Information STRATEGY 4

S4

Maintain key external partnerships including the Shorelink Library Network

RECURRENT PROGRAMS AND PROJECTS Shorelink Library Network: ƒ Maintain membership ƒ Review ShorePlan (Shorelink Strategic Plan) and implement cooperative services, activities and programs ƒ Operate the Library Management System Responsibility: Manager Library Resources

ƒ Participate in professional networks including NSW Metropolitan Public Libraries Association ƒ Participate in campaigns to lobby State and Federal Governments to increase public library funding ƒ Apply for grants to fund Library projects ƒ Host and service the School Principals’ Liaison Group Responsibility: Manager Library Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

4a Implement the new Shorelink Library Management System (Aurora/AIT), including training of staff and Library customers Responsibility: Manager Library Resources 4b IReview efficiency and effectiveness of the Aurora Library Management system Responsibility: Manager Library Resources 4c Improve the content, appearance and functionality of the Shorelink online catalogue Responsibility: Manager Library Resources 4d Review the effectiveness of the School Principals’ Liaison Group Responsibility: Manager Library Services

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STRATEGY 5

S5

Develop and maintain a Local Studies Collection that celebrates Mosman’s heritage, reflects all eras of Mosman’s history and is appropriately preserved and accessible for future generations

RECURRENT PROGRAMS AND PROJECTS ƒ Collection management and evaluation ƒ Conservation and preservation of fragile material ƒ Workshops and training for individuals, groups and Council staff ƒ Curation of displays and exhibitions

ƒ Support for the Mosman Historical Society ƒ Support and development of Local Studies volunteers team ƒ Online projects including ‘Mosman Memories of Your Street’, ‘Mosman Voices’, ‘Mosman Faces’ and ‘Doing our Bit: Mosman 1914-1918’ ,Trace Digital Archive Responsibility: Manager Library Services

KEY INITIATIVES 5a Build on Great War Project: program of seminars, workshops Responsibility: Manager Library Services 5b Commemorate the centenary of the Great War 1914-1918 Responsibility: Manager Library Services 5c Develop and promote Trace Mosman Digital Archive Responsibility: Manager Library Services

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14/15

15/16

16/17


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Library and Information STRATEGY 6

S6

Communication through a range of media, enabling the community to be well informed, engaged, and actively participating in community life

RECURRENT PROGRAMS AND PROJECTS Internet Services: ƒ Maintenance and improvement of website functionality and efficiency ƒ Council business papers, policies, forms available online ƒ Online facilities for community consultation and feedback ƒ Promotion of website and online spaces to community and staff ƒ Extension of range and quality of information published online in open, machine-readable formats ƒ Digital talks and workshops to support community participation and collaboration online

Community Information Service: ƒ Update the LINCS Community Information database ƒ Printed directories, lists of services and facilities, brochures ƒ Information disseminated via Council website, social media, press, noticeboards, brochures Responsibility: Manager Library Resources

Responsibility: Manager Library Resources

KEY INITIATIVES

13/14

14/15

15/16

16/17

6a Implement events website Responsibility: Manager Library Resources 6b Launch redesigned Mosman website Responsibility: Manager Library Resources 6c Redesign Mosman Council’s website to be task-focused and mobile-friendly, and improve online consultation opportunities Responsibility: Manager Library Resources 6d Develop Mosman Council DATAstore to publish information in open, machine-readable formats for Council and third-party web services Responsibility: Manager Library Resources 6e Extend opportunities for customer requests and reports online, including reporting tools for mobile devices Responsibility: Manager Library Resources

PAGE 105


Program Coordination Manager Cultural Services

Direction Statement A place of cultural excellence that nurtures contemporary arts practices; that celebrates the richness of Mosmanâ&#x20AC;&#x2122;s distinctive local culture and heritage; and that delights, challenges, engages and inspires

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SOCIAL

Arts and Culture

PAGE 107


Strategies

These 10 Year Strategies will be implemented to achieve the Program Direction

Achievements 2012-2013 In 2012–2013 Council delivered the following results under this Program

1 2 3 4 5 6 7

Support, develop and showcase a broad range of contemporary arts, artists and arts practices, with special emphasis on the visual arts Deliver and support events and other projects that celebrate Mosman, drawing inspiration from the area’s artists, history, demographics, lifestyle and environment Engage and extend arts audiences while building patronage and broad community support of local cultural activities Promote the cultural services and programs provided and supported by Council to a wide audience Consolidate and extend the operations of the Mosman Art Gallery to ensure its continued leadership of cultural initiatives and programs Create and maintain public art projects that enhance the public domain and generate community pride Facilitate cultural opportunities through the development of partnerships and by harnessing public, private and corporate resources

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ƒ Completion of Stage 1 capital program at Mosman Art Gallery and Community Centre including new meeting, exhibition and foyer areas ƒ Relaunch of Mosman Art Gallery including establishment of collection gallery ƒ Festival of Mosman awarded the 2012 Local Government Arts and Cultural Award for Best Festival ƒ Over 50% increase in visitation to Mosman Art Gallery ƒ Successful staging of Bungaree: the First Australian exhibition ƒ Touring of Bungaree and Attack exhibitions to NSW regional venues ƒ Launch of the Creative Circle donors program ƒ Launch of the Balnaves Gift ƒ Major donations achieved through the Philanthropy program


SOCIAL

Arts and Culture KeyDeliverables 2013-2017 Key Deliverables for this Program over the next 4 years Consolidation of Mosman Festival as a biennial event Development of Business Plan for Mosman Art Gallery Delivery of expanded performance program Major arts projects including 200th Anniversary Project of the Bungaree land grant, technology based projects and Sirius Cove Artist Camp project ƒ Continued development of philanthropy program ƒ Enhanced recognition and reputation of the Mosman Art Gallery and its programs ƒ Addressing the longer term storage and conservation of the Mosman Art Collection

Program Budget 2013-2017 2013/2014 [$ ‘000]

2014/2015 [$ ‘000]

2015/2016 [$ ‘000]

2016/2017 [$ ‘000]

Inc

549

566

583

600

Exp

1,429

1,474

1,520

1,568

Net

(880)

(908)

(938)

(968)

ƒ ƒ ƒ ƒ

Program Expenditure by Funding Source 2013-2014

Expenditure

$1,429,000  Rates

 Other

62%

38%

KPIs à % Residents satisfied with:

ƒ Mosman Art Gallery and Community Centre ƒ Local festivals and events ƒ Overall range of facilities and activities relevant to culture and the arts

à % users satisfied – Mosman Market à Total visitation per annum – Mosman Art Gallery à No. of exhibitions, educational activities and special events held per annum at Mosman Art Gallery à No. of community events held per annum à No. of attendees at community events per annum à No. of Gallery Friends and Volunteers à No. of members of the Creative Circle philanthropy program à No.of events, projects and activities undertaken with Mosman’s Friendship Communities per annum

PAGE 109


Delivery Program & Operational Plan 2013-2017 STRATEGY 1

S1

Support, develop and showcase a broad range of contemporary arts, artists and arts practices, with special emphasis on the visual arts

RECURRENT PROGRAMS AND PROJECTS ƒ Mosman Art Prize ƒ Annual programming – Mosman Art Gallery ƒ Maintenance, conservation, documentation and cataloguing of the Mosman Art Collection ƒ Facilitation, advocacy and promotion of local artists, craft practitioners and designers Responsibility: Manager Cultural Services

ƒ Assistance to community organisations planning and providing arts and craft activities and events ƒ Planning and administration of the monthly Mosman Market ƒ Arts and Culture Community Consultative Committee Responsibility: Manager Cultural Services

KEY INITIATIVES 1a Review prize money allocation for Mosman Art Prize, ensuring it retains its current level of prestige Responsibility: Manager Cultural Services 1b Utilise the Gallery’s philanthropy program to attract donations of key works celebrating the Mosman region and its heritage Responsibility: Manager Cultural Services 1c Complete online database of Council’s Art Collection Responsibility: Manager Cultural Services 1d Introduce regular seasons of musical performances at Mosman Art Gallery Responsibility: Manager Cultural Services

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Arts and Culture 1e Expand the variety of cultural events presented in the Mosman Art Gallery and Community Centre Responsibility: Manager Cultural Services 1f Develop a program of artisan works on display and for sale in the Gallery Responsibility: Manager Cultural Services 1g Review and enhance storage options for Mosman Council’s Art Collection Responsibility: Manager Cultural Services

STRATEGY 2

S2

Deliver and support events and other projects that celebrate Mosman, drawing inspiration from the area’s artists, history, demographics, lifestyle and environment

RECURRENT PROGRAMS AND PROJECTS ƒ Exhibitions, public programs and online resources ƒ Promotion of Mosman’s artistic heritage ƒ Festival of Mosman ƒ InSitu Festival of Sculpture & Installation Responsibility: Manager Cultural Services

ƒ Mosman Day & Hunter Day celebrations Responsibility: General Manager

ƒ Harmony Day celebrations ƒ International Women’ s Day ƒ Annual Guringai Festival ƒ Other civic & community events Responsibility: Manager Cultural Services Manager Community Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

2a Consolidate the process of re-invigorating the Festival of Mosman in collaboration with the local community, businesses, and other key stakeholders Responsibility: Manager Cultural Services 2b Develop a Mosman Bohemian series of exhibitions for the Gallery, including the Sirius Cove Artist Camp project, celebrating Mosman’s artistic heritage Responsibility: Manager Cultural Services

PAGE 111


2c Development and staging of a project marking the 200th anniversary of Governor Macquarie’s land grant to Bungaree at Middle/Georges Head Responsibility: Manager Cultural Services 2d Develop a series of technology focused art based projects , including locative media works Responsibility: Manager Cultural Services

STRATEGY 3

S3

Engage and extend arts audiences while building patronage and broad community support of local cultural activities

RECURRENT PROGRAMS AND PROJECTS ƒ Arts & Culture Community Consultative Committee ƒ Event promotions ƒ Gallery Friends ƒ Gallery volunteer program ƒ Creative Circle philanthropy program Responsibility: Manager Cultural Services

KEY INITIATIVES 3a Develop an Arts and Ageing project with a key goal of enhancing the health of the local community and its cultural vitality Responsibility: Manager Cultural Services Manager Community Services 3b Review the Gallery’s Friends and Volunteer programs Responsibility: Manager Cultural Services

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14/15

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Arts and Culture STRATEGY 4

S4

Promote the cultural services and programs provided and supported by Council to a wide audience

RECURRENT PROGRAMS AND PROJECTS ƒ Promotion of community events and recreational and cultural services and facilities, including use of Council’s events calendar, web marketing and local media ƒ Promotion and marketing of Mosman Art Gallery and Community Centre programs, activities and opportunities for venue hire Responsibility: Manager Cultural Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

4a Investigate the provision of RMS directional tourist signage to the Mosman Art Gallery Responsibility: Manager Cultural Services 4b Provide improved façade treatment/external signage for the Mosman Art Gallery Responsibility: Manager Cultural Services 4c Review use of social media/interactive media as a key promotional tool for Cultural Services and local events Responsibility: Manager Cultural Services 4d Provide new signage and promotional strategy for Mosman Market Responsibility: Manager Cultural Services

PAGE 113


STRATEGY 5

S5

Consolidate and extend the operations of the Mosman Art Gallery to ensure its continued leadership of cultural initiatives and programs

RECURRENT PROGRAMS AND PROJECTS ƒ Calendar of exhibitions ƒ Mosman Youth Art Prize ƒ Artists of Mosman: 2088 ƒ Mosman Art Society ƒ Children’s education program ƒ Public/education programs and special events ƒ Mosman Art Prize and Allan Gamble Memorial Art Prize

ƒ Friends of the Gallery and Gallery Volunteers programs ƒ In Profile local artists exhibitions ƒ Gallery shop Responsibility: Manager Cultural Services

Responsibility: Manager Cultural Services

KEY INITIATIVES 5a Finalise the development of a business plan for Council’s Cultural Services, including the Mosman Art Gallery Responsibility: Manager Cultural Services 5b Develop planning and costings for the conversion of the Grand Hall into a flexible space suitable for concerts and exhibitions and possible conversion of the outside area of the Art Gallery & Community Centre for more effective community use Responsibility: Manager Cultural Services 5c Investigate future expansion options for the operations of Mosman Art Gallery Responsibility: Manager Cultural Services 5d Link market activities to the Mosman Art Gallery and Community Centre precinct/activities Responsibility: Manager Cultural Services

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14/15

15/16

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Arts and Culture STRATEGY 6

S6

Create and maintain public art projects that enhance the public domain and generate community pride

RECURRENT PROGRAMS AND PROJECTS ƒ Partnership projects with the Mosman Public Art Trust ƒ Annual Mosman Address

ƒ Maintenance of Public Art works Responsibility: Manager Cultural Services Manager Assets and Services

Responsibility: Manager Cultural Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

6a Review Council’s Public Art Policy Responsibility: Manager Cultural Services 6b Identify key sites and potential projects for public art in Mosman Responsibility: Manager Cultural Services 6c Work in partnership with National Parks and Wildlife Services, Sydney Harbour Federation Trust and Metropolitan Land Council to develop a public interpretive art trail celebrating the unique indigenous heritage of Mosman Responsibility: Manager Cultural Services 6d Work with the Mosman Public Art Trust to fund identified public art projects in Mosman Responsibility: Manager Cultural Services

PAGE 115


STRATEGY 7

S7

Facilitate cultural opportunities through the development of partnerships and by harnessing public, private and corporate resources

RECURRENT PROGRAMS AND PROJECTS ƒ Friendship Agreements with Otsu, (Japan), Mudanjiang (China), Isle of Wight (United Kingdom), Maubara (East Timor), Paciano (Italy) and Norfolk Island ƒ Annual Glen Innes Celtic Festival ƒ Friendship community exchanges, partnerships and collaborations

ƒ Glen Innes Aboriginal Art Education Project Responsibility: Manager Community Services Manager Cultural Services

Responsibility: General Manager Manager Cultural Services

KEY INITIATIVES 7a Consolidate the operations and activities of the philanthropy officer position Responsibility: Manager Cultural Services 7b Submit a minimum of three funding applications per year to state and federal cultural funding bodies (Arts NSW, Australia Council, etc) and private foundations for the support of identified Gallery/Cultural Services projects and activities Responsibility: Manager Cultural Services 7c Work with the Royal Australian Navy and partner organisations on the Mosman based component of the 2013 Australian Fleet Review Responsibility: Manager Cultural Services 7d Work with Taronga Zoo in planning celebrations for the 100th Anniversary of its establishment at Mosman in 1916 Responsibility: Manager Cultural Services

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14/15

15/16

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Arts and Culture

PAGE 117


Environm

Programs Built Environment Healthy Environment Community Spaces Transport and Traffic

Related Strategies & Plans Mosman Local Environmental Plan Mosman Development Control Plans Mosman Environmental Management Plan Mosman Environmental Sustainability Action Plan Mosman State of the Environment Report Community Environmental Contract Mosman Asset Management Plans Mosman Section 94A Contribution Plan Mosman Catchment Management Plans Metropolitan Plan and Draft Metropolitan Strategy 2013 Open Space Plans of Management – various Road Safety Action Plan 2011-2012 SHOROC ‘Shaping our Future’

Key Partners

Federal government –various agencies & authorities State government – various agencies & authorities including: Department of Planning and Infrastructure; Office of Environment and Heritage; RMS; STA; NPWS; Sydney Ferries & Police SHOROC Sydney Harbour Federation Trust

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Environment Community Sustainability Indicators Health of bushland Water quality Waste diverted from landfill Water consumption Electricity consumption Public transport usage Housing diversity Level of graffiti/vandalism Road safety

5 PAGE 119


Program Coordination Manager Urban Planning Manager Development Services

Direction Statement A unique urban environment that is maintained and protected through strong planning & regulatory practice, an appreciation of Mosmanâ&#x20AC;&#x2122;s heritage, and a commitment to high quality infrastructure and development

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ENVIRONMENT

Built Environment

PAGE 121


Strategies

These 10 Year Strategies will be implemented to achieve the Program Direction

Achievements 2012-2013 In 2012–2013 Council delivered the following results under this Program

1 2 3 4 5 6

Maintain the special local character of Mosman with effective planning strategies in place Ensure Mosman’s position is strong within the framework of the State’s planning and regulatory reforms Effectively manage the conservation of Mosman’s heritage Provide excellent planning information, advice and effective development assessment that delivers high quality outcomes Contribute to a safe, healthy and responsible community through inspection of building works, auditing of fire and swimming pool safety and effective regulatory enforcement Provide, maintain and sustainably manage Mosman’s public infrastructure including roads, footpaths, drainage and marine structures

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ƒ Community Lands Plans of Management adopted ƒ Mosman Design Awards 2013 ƒ Successful “Gateway” Determination for two Planning Proposals ƒ Completion of Spit Junction Masterplan ƒ Implementation of iPlan computerised assessment module ƒ Adoption of a Compliance and Enforcement Policy ƒ Completion of Coastal Zone Management Plan ƒ Completion of Marine Structures Asset Management Plan ƒ Completion of Roads Asset Management Plan ƒ Completion of Stormwater Drainage Asset Management Plan ƒ Closed Circuit Television Survey of 9 km of Council Stormwater pipelines ƒ Completion of $2M Asset Renewal Works as part of the Local Infrastructure Renewal Scheme


ENVIRONMENT

Built Environment KeyDeliverables 2013-2017 Key Deliverables for this Program over the next 4 years ƒ ƒ ƒ ƒ ƒ

ƒ ƒ ƒ ƒ ƒ ƒ

Interactive online production of planning certificates Completion of iPlan Enquire Contributions Plan for parking in business centres Protection of Mosman’s interests in response to State Planning Review recommendations and outcomes Continued development of e-planning capability including: ƒ Refinement of iPlan assessment module ƒ Online lodgement of development applications Completion of the Mosman Flood Study Completion of 4 year renewal works program for Roads, Stormwater Drainage, and Marine Structures Increased renewal of assets through identification and use of additional funding sources Contract renewals – Roads and civil works Balmoral seawall renewal Revaluation of Council Stormwater Drainage Assets

Program Budget 2013-2017 2013/2014 [$ ‘000]

2014/2015 [$ ‘000]

2015/2016 [$ ‘000]

2016/2017 [$ ‘000]

Inc

4,107

2,313

2,525

2,593

Exp

7,554

5,576

5,830

6,269

Net

(3,447)

(3,263)

(3,305)

(3,676)

Program Expenditure by Funding Source 2013-2014

Expenditure

$7,554,000  Rates

 Other

46%

54%

KPIs à % Residents satisfied with: ƒ ƒ ƒ ƒ ƒ

Managing development – land use planning Protection of heritage values and buildings Development approvals process Providing and maintaining local roads Providing and maintaining footpaths

à No. mtrs of storm water pipes renewed per annum à % programmed seawall renewal works completed per annum à % programmed road renewal works completed per annum

PAGE 123


Delivery Program & Operational Plan 2013-2017 STRATEGY 1

S1

Maintain the special local character of Mosman with effective planning strategies in place

RECURRENT PROGRAMS AND PROJECTS ƒ Implementation of Plans of Management, Recreation Strategy Action Plans and Management Frameworks ƒ Monitoring and review of open space Plans of Management ƒ Preparation, review and monitoring of open space Plans of Management Responsibility: Manager Urban Planning Manager Assets & Services

ƒ Implementation and Review – Mosman Local Environmental Plan and Development Control Plans ƒ Mosman Housing Strategy implementation and review ƒ Ongoing monitoring and response to State policies and plans ƒ Biennial Mosman Design Awards ƒ Contribute to Sydney Harbour Federation Trust Management Plan review ƒ Demographic analysis and forecasting Responsibility: Manager Urban Planning

KEY INITIATIVES 1a Prepare Planning Proposals to amend Mosman LEP2012 as required Responsibility: Manager Urban Planning 1b Investigate a Laneway Activation Strategy for business centres Responsibility: Manager Urban Planning 1c Review Development Control Plans, subject to the outcomes of State planning reforms Responsibility: Manager Urban Planning

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13/14

14/15

15/16

16/17


ENVIRONMENT

Built Environment 1d Progress the Spit Junction Masterplan project Awaiting direction from Council and NSW Department of Planning and Infrastructure Responsibility: Manager Urban Planning

STRATEGY 2

S2

Ensure Mosman’s position is strong within the framework of the State’s planning and regulatory reforms

RECURRENT PROGRAMS AND PROJECTS ƒ Ongoing advocacy and lobbying to protect Mosman’s interests in relation to Government policy, inquiries and legislation ƒ Participation in consultations, workshops and information sessions on State policy, regulation and legislative change

ƒ Participation in regional and other planning networks ƒ Community engagement on major planning proposals and reforms Responsibility: Manager Urban Planning

Responsibility: Manager Urban Planning

KEY INITIATIVES

13/14

14/15

15/16

16/17

2a Review and respond to the State government’s 2013 planning reforms including the Planning Reform White Paper and Metropolitan Strategy Responsibility: Manager Urban Planning 2b Implement appropriate actions arising from the 2013 planning reforms, together with the Northern Beaches Regional Action Plan and Central Sub-Regional Plan Responsibility: Manager Urban Planning

PAGE 125


STRATEGY 3

S3

Effectively manage the conservation of Mosman’s heritage

RECURRENT PROGRAMS AND PROJECTS ƒ Implementation of Aboriginal Heritage Study recommendations ƒ Local Heritage Fund ƒ State Heritage Inventory updates

ƒ Heritage conservation promotion ƒ Heritage Advisory Service – providing advice on heritage matters and community education

Responsibility: Manager Urban Planning

Responsibility: Manager Urban Planning

KEY INITIATIVES 3a Develop and prepare a coordinated program of on-site interpretation of significant sites in Mosman Responsibility: Manager Urban Planning 3b Develop a heritage strategy and branding to raise the profile of heritage Responsibility: Manager Urban Planning 3c Develop a phone app with a heritage theme to raise community awareness Responsibility: Manager Urban Planning

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13/14

14/15

15/16

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ENVIRONMENT

Built Environment STRATEGY 4

S4

Provide excellent planning information, advice and effective development assessment that delivers high quality outcomes

RECURRENT PROGRAMS AND PROJECTS ƒ Dedicated Duty Planner service for face-to-face consultation and advice ƒ Planning Certificates ƒ e-communications ƒ Targetted engagement, workshops and information sessions ƒ Maintenance and improvement of iPlan

ƒ Assessment of Development Applications having regard to relevant performance standards, legislation, codes and policies ƒ Mosman Development Assessment Panel ƒ Monitoring and review of approved development Responsibility: Manager Development Services

Responsibility: Manager Development Services Manager Urban Planning

KEY INITIATIVES

13/14

14/15

15/16

16/17

4a Improve neighbour notification processes by utilising e-planning capabilities Responsibility: Manager Development Services 4b Interactive online production and delivery of planning certificates and information Responsibility: Manager Urban Planning 4c Develop a monthly planning news bulletin video Responsibility: Manager Urban Planning 4d Review iPlan assessment module to enhance efficiency Responsibility: Manager Development Services 4e Promote the use of Council’s Enquire module when brought online Responsibility: Manager Development Services Manager Urban Planning 4f Implement e-lodgement capabilities of iPlan Responsibility: Manager Development Services 4g Review opportunities for 3D built environment modelling Responsibility: Manager Urban Planning

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STRATEGY 5 Contribute to a safe, healthy and responsible community through inspection of building works, auditing of fire and swimming pool safety and effective regulatory enforcement

S5

RECURRENT PROGRAMS AND PROJECTS ƒ Regulatory enforcement, management of building sites and environmental controls ƒ Fire safety inspections ƒ Implementation of Fire Safety Program Responsibility: Manager Development Services

ƒ Provision of policy and regulatory information relating to development control ƒ Provision of information on swimming pool safety fencing and inspection service ƒ Swimming pool inspections ƒ Swimming Pool Register Responsibility: Manager Development Services

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ENVIRONMENT

Built Environment STRATEGY 6

S6

Provide, maintain and sustainably manage Mosman’s public infrastructure including roads, footpaths, drainage and marine structures

RECURRENT PROGRAMS AND PROJECTS ƒ Annual renewal and maintenance programs – storm water assets, marine structures and road assets Responsibility: Manager Assets and Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

6a Develop annual e-inspections for road assets Responsibility: Manager Assets and Services 6b Revalue Road Assets in accordance with Department of Local Government Requirements Responsibility: Manager Assets and Services 6c Undertake actions arising from Flood Study in conjunction with Stormwater Asset Management Plan subject to funding Responsibility: Manager Assets and Services 6d Develop annual e-inspections for Stormwater assets Responsibility: Manager Assets and Services 6e Develop annual e-inspection process for marine assets Responsibility: Manager Assets and Services 6f Implement a 5 year contract for scheduled Maintenance and Renewal works on Inkerman Street Wharf, Clifton Gardens Jetty and Baths and Balmoral Jetty and Baths Responsibility: Manager Assets and Services 6g Renewal of Balmoral Seawall Responsibility: Manager Assets and Services

PAGE 129


Program Coordination Manager Assets and Services

Direction Statement Public spaces and places that anticipate and respond to community needs, that promote opportunities to connect, and that complement other local services and facilities

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ENVIRONMENT

Community Spaces

PAGE 131


Strategies

These 10 Year Strategies will be implemented to achieve the Program Direction

Achievements 2012-2013 In 2012–2013 Council delivered the following results under this Program

1 2 3 4

Provide, manage and maintain public land for the benefit of residents, businesses and visitors Manage parklands, sporting fields and recreational facilities in a manner that is well maintained, well-equipped and encourages healthy lifestyles Provide and maintain community buildings and facilities that are accessible, functional, fit-forpurpose and responsive to changing demographics and lifestyles Deliver civic and public spaces that promote community connections, complement Mosman’s character, foster vitality in local business precincts and incorporate safe, accessible, functional and welldesigned facilities

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ƒ Completion of Building Asset Management Plan ƒ Revaluation of Council Buildings Assets ƒ Completion of Parks and Open Space Asset Management Plan ƒ Completion of Stage 1 of the Coastal Zone Management Plan ƒ Implementation of Security Closed Circuit Television maintenance contract ƒ Design of disability access to Balmoral Baths ƒ Feasibility Study on expansion of playing area at Middle Head Oval and Georges Heights Oval ƒ Construction of Spit West Cycleway ƒ Bushland Management Contract renewed ƒ Tree Management Contract renewed ƒ Rosherville Reserve Playground Upgrade


ENVIRONMENT

Community Spaces KeyDeliverables 2013-2017 Key Deliverables for this Program over the next 4 years ƒ Construction of disabled access to Balmoral Baths ƒ Completion of the Recreational Needs Analysis and Recreation Strategy ƒ Upgrade of Lighting at Middle Head Oval ƒ Completion of renewal works - Balmoral Seawall ƒ Planning and costings - Stage 2 of the Military Road Streetscape Improvement Program ƒ Options for redevelopment of Raglan Street (west side) car park, including opportunities for improved parking provision and toilet facilities at Mosman Junction ƒ Formalise foreshore pathway link from 8A Stanton Road to Wyargine Point Bushland track ƒ Development of options for redevelopment of Allan Border Oval Pavilion ƒ Revised Playground Upgrade Program ƒ Completion of Street and Parks Tree Inventory for priority areas ƒ Update of Policy for Use and Management of Sporting Fields ƒ Spit West Playground Upgrade

Program Budget 2013-2017 2013/2014 [$ ‘000]

2014/2015 [$ ‘000]

2015/2016 [$ ‘000]

2016/2017 [$ ‘000]

Inc

1,607

1,625

1,644

1,663

Exp

3,496

3,576

3,663

3,743

Net

(1,889)

(1,951)

(2,019)

(2,080)

Program Expenditure by Funding Source 2013-2014

Expenditure

$3,496,000  Rates

 Other

54%

46%

KPIs à % Residents satisfied with:

ƒ Provision and maintenance of parklands including bushland, harbour foreshores, local parks and bushland trails ƒ Sport and recreational facilities ƒ Overall cleanliness, appearance and management of public spaces

à à à à

% users satisfied – Sporting fields No. users per annum – Marie Bashir Mosman Sports Centre No. users per annum – Mosman Swim Centre Average no. ovals bookings per week

PAGE 133


Delivery Program & Operational Plan 2013-2017 STRATEGY 1

S1

Provide, manage and maintain public land for the benefit of residents, businesses and visitors

RECURRENT PROGRAMS AND PROJECTS Â&#x192; Property leasing, licencing and management Responsibility: Manager Governance

Â&#x192; Review of opportunities for improved use of public land & facilities Responsibility: Manager Governance Manager Assets and Services

KEY INITIATIVES 1a Prepare options for the redevelopment of premises currently known as Pippies Childcare Centre at Balmoral at the end of the existing lease Responsibility: Manager Assets and Services Manager Governance 1b Review opportunities for alternate use of Council premises at the south-east corner of Mosman Square Responsibility: Manager Assets and Services 1c Review options for redevelopment of the Raglan Street (west side) car park, including opportunities for improved parking provision at Mosman Junction Responsibility: Director Environment and Planning

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ENVIRONMENT

Community Spaces STRATEGY 2

S2

Manage parklands, sporting fields and recreational facilities in a manner that is well maintained, well-equipped and encourages healthy lifestyles

RECURRENT PROGRAMS AND PROJECTS ƒ Annual renewal and maintenance program Parks and Open Space ƒ Auditing of tree pruning and removal permit approvals ƒ National Tree Day activities ƒ Urban Forest Management Register Responsibility: Manager Assets and Services

ƒ Management of Mosman Swim Centre, Marie Bashir Mosman Sports Centre and Mosman Drill Hall

ƒ Sporting fields user group surveys and meetings ƒ Management of open space maintenance contracts ƒ Bushland walking track upgrades ƒ Project delivery according to priority programs and Plans of Management ƒ Annual inspections of Shark Nets at Clifton Gardens Baths and Balmoral Baths Responsibility: Manager Assets and Services

Responsibility: Manager Governance

KEY INITIATIVES

13/14

14/15

15/16

16/17

2a Develop options for the redevelopment of Allan Border Oval Pavilion Responsibility: Manager Assets and Services 2b Renew scheduled Swim Centre equipment at end of lease in 2017 Responsibility: Manager Assets and Services 2c Negotiate with the Sydney Harbour Federation Trust with a view to improved sporting use by Mosman residents of Georges Heights and Middle Head Ovals as well as long term leases over these facilities. Responsibility: Manager Assets and Services 2d Undertake scheduled asset renewal - Middle Head Oval Floodlights Responsibility: Manager Assets and Services 2e Implement recommendations of report on Balmoral Figs subject to funding Responsibility: Manager Assets and Services 2f Review Contract for Bushland Restoration Responsibility: Manager Assets and Services

PAGE 135


2g Review Contract for Turf Management Responsibility: Manager Assets and Services 2h Review Contract for Weeds Management Responsibility: Manager Assets and Services 2i Review Specification and Tender Contract for Parks Management Responsibility: Manager Assets and Services 2j Investigate extension of Tree Management Contract to include tracks in bushland areas Responsibility: Manager Assets and Services 2k Improve bushland connectivity through the Unmade Roads Rehabilitation Program Responsibility: Manager Assets and Services 2l Implement recommendations outlined in 2012 Sporting Fields Use and Management Report, subject to funding Responsibility: Manager Assets and Services 2m Review Specification and Tender Contract for Sporting Fields Management Responsibility: Manager Assets and Services 2n Develop and adopt a revised Sporting Fields Use and Management Policy Responsibility: Manager Assets and Services 2o Review and report revised Playground Upgrade Program Responsibility: Manager Assets and Services 2p Undertake scheduled asset renewal - The Esplanade and Spit West Playgrounds Responsibility: Manager Assets and Services 2q Update Mosman Recreational Needs Assessment Report Responsibility: Manager Assets and Services 2r Construct disabled access to Balmoral Baths Responsibility: Manager Assets and Services 2s Formalise foreshore pathway link from 8A Stanton Road to Wyargine Point Bushland track Responsibility: Manager Assets and Services 2t Repair damaged section of Clem Morath Pool Responsibility: Manager Assets and Services

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ENVIRONMENT

Community Spaces STRATEGY 3

S3

Provide and maintain community buildings and facilities that are accessible, functional, fit-for-purpose and responsive to changing demographics and lifestyles

RECURRENT PROGRAMS AND PROJECTS ƒ Annual renewal and maintenance program Buildings Assets Responsibility: Manager Assets and Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

3a Implement and undertake programmed e-inspections of Building Assets Responsibility: Manager Assets and Services 3b Review opportunities to participate in joint procurement contracts for consolidated building maintenance services Responsibility: Manager Assets and Services 3c Subject to grant funding, renew Library Foyer to incorporate new technology and improve toilet facilities Responsibility: Manager Assets and Services Manager Library Services 3d Pursue available funding to undertake access audits for all community facilities Responsibility: Manager Assets and Services Manager Community Services 3e Provide improved façade treatment/external signage for the Mosman Art Gallery Responsibility: Manager Cultural Services Manager Assets and Services 3f Develop planning and costings for the conversion of the Art Gallery’s Grand Hall into a flexible space suitable for concerts and exhibitions and possible conversion of the outside area of the Art Gallery & Community Centre for more effective community use Responsibility: Manager Cultural Services Manager Assets and Services 3g Continue to pursue funding opportunities for improved lighting at Mosman Art Gallery Responsibility: Manager Cultural Services

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STRATEGY 4

S4

Deliver civic and public spaces that promote community connections, complement Mosman’s character, foster vitality in local business precincts and incorporate safe, accessible, functional and well-designed facilities

RECURRENT PROGRAMS AND PROJECTS ƒ Implementation of planting program in accordance with Street Tree Master Plan Responsibility: Manager Assets and Services

ƒ Programmed Playground and Street Tree Inspections ƒ Participation in National Benchmarking Surveys ƒ Visual Amenity – Signage & Advertising Community Consultative Committee Responsibility: Manager Assets and Services

KEY INITIATIVES 4a Review Contract for Tree Management Responsibility: Manager Assets and Services 4b Complete Street and Parks Tree Inventory for priority areas Responsibility: Manager Assets and Services 4c Develop policies and protocols for style, form and location of local signage Responsibility: Manager Assets and Services 4d Undertake further planning and costings for Stage 2 of the Military Road Streetscape Improvement Program Responsibility: Manager Assets and Services 4e Progress the Spit Junction Masterplan project Awaiting direction from Council and NSW Department of Planning and Infrastructure Responsibility: Manager Urban Planning

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ENVIRONMENT

Community Spaces

PAGE 139


Program Coordination Manager Environment and Services

Direction Statement A healthy natural environment that is protected and managed through regulatory practice and the delivery of programs and services that promote cleanliness, health and positive environmental outcomes

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ENVIRONMENT

Healthy Environment

PAGE 141


Strategies

These 10 Year Strategies will be implemented to achieve the Program Direction

Achievements 2012-2013 In 2012–2013 Council delivered the following results under this Program

1 2

3 4 5 6 7 8

Enhance community knowledge and awareness and foster long-term sustainable behaviours through engagement programs Preserve and enhance biodiversity on both public and private land, including Mosman’s urban forest, bushland, reserves, open space, beaches, intertidal zone and the marine environment Implement total water cycle management approaches to maximise water conservation, reuse and efficiency, and improve water quality Reduce waste to landfill through the implementation of waste avoidance, minimisation, reuse and recycling strategies and initiatives Implement and promote an integrated sustainable transport network throughout Mosman to increase the uptake of health-wise transport modes Implement energy efficiency and conservation measures to reduce energy consumption, and apply mitigation, adaptation and resilience strategies to address climate change risks Implement policies, practices and services to ensure the continued health and well-being of the Mosman community, and cleanliness of the local environment Lobby and/or work with the Federal and State Governments,

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ƒ Commencement of new Graffiti and Building/Amenity Cleaning Contracts ƒ Increase in tonnages captured via street sweeping & beach cleaning ƒ Overall reduction in energy and water consumption across Council sites through implementation of energy and water conservation measures ƒ Developed Walk Mosman Iphone App ƒ Reintroduction of Bush Rats into bushland within the Mosman LGA ƒ Completed the Mosman Sustainable Business Program ƒ Completion of the CEE Change Program ƒ Bushland Management Strategy developed ƒ Northern Region Feral Animal Control Program (rabbits) implemented ƒ Review of SQID performance and water quality ƒ LGSA Award – Highly Commended: Bushland Assets – Recognising Value of Improved Condition


ENVIRONMENT

Healthy Environment KeyDeliverables 2013-2017 Key Deliverables for this Program over the next 4 years Common Waste Collection System New Contract for Beach and Reserves Cleaning Completion of the Mosman Flood Study Improvements to food safety and public health in the community ƒ Improved procedures/policies for waste and environmental health ƒ Revised environmental plans/strategies ƒ Managing Climate Change Risk Action Plan

Program Budget 2013-2017 2013/2014 [$ ‘000]

2014/2015 [$ ‘000]

2015/2016 [$ ‘000]

2016/2017 [$ ‘000]

Inc

5,998

6,178

6,363

6,554

Exp

9,478

9,112

9,392

9,679

Net

(3,481)

(2,934)

(3,029)

(3,125)

ƒ ƒ ƒ ƒ

Program Expenditure by Funding Source 2013-2014

Expenditure

$9,478,000  Rates

 Other

37%

63%

KPIs à % Residents satisfied with: ƒ ƒ ƒ ƒ ƒ ƒ ƒ

Waste and recycling collection services Overall cleanliness, appearance and management of public spaces Cleaning of streets Management and protection of the environment Enforcement of health and food regulations Litter control and rubbish dumping Condition of public toilets

PAGE 143


Delivery Program & Operational Plan 2013-2017 STRATEGY 1

S1

Enhance community knowledge and awareness and foster longterm sustainable behaviours through engagement programs

RECURRENT PROGRAMS AND PROJECTS ƒ Walk Mosman Iphone App promotion ƒ PIRATES sustainability programs and actions ƒ Living Mosman Program implementation ƒ Living Mosman e-newsletters ƒ Engagement and education programs for schools, youth, and the community

ƒ Waste avoidance and resource recovery programs ƒ Community water and energy efficiency programs ƒ Compost Revolution Program participation Responsibility: Manager Environment and Services

KEY INITIATIVES 1a Investigate a program in partnership with community/ businesses to reduce/ ban HDPE plastic bags Responsibility: Manager Environment and Services 1b Develop and implement Waste to Art Schools Program Responsibility: Manager Environment and Services 1c Design and promote the Underwater Trail Program Responsibility: Manager Environment and Services 1d Develop and implement a community ‘Take Action’ Program Responsibility: Manager Environment and Services

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ENVIRONMENT

Healthy Environment STRATEGY 2

S2

Preserve and enhance biodiversity on both public and private land, including Mosman’s urban forest, bushland, reserves, open space, beaches, intertidal zone and the marine environment

RECURRENT PROGRAMS AND PROJECTS ƒ Manual cleaning of Chinamans Beach and other nominated beaches ƒ Environmental considerations incorporated into marine asset refurbishment / contracts ƒ Responsible Pet Ownership and Backyard Biodiversity Program ƒ Wildlife Reporting Tool promotion Responsibility: Manager Environment and Services

ƒ Coordination, support and promotion of the volunteer Bushcare Program ƒ Bushland Management Contracts ƒ Unmade Roads Program ƒ Community Gardens ƒ Phytophera Cinnamomi Plan implementation ƒ Feral Animal control program Responsibility: Manager Assets and Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

2a Conduct a monitoring program of beach wrack and the intertidal zone at selected Mosman beaches Responsibility: Manager Environment and Services 2b Implement the Caring for Our Coast Program Responsibility: Manager Environment and Services 2c Review and Update Flora and Fauna Survey Responsibility: Manager Assets and Services

PAGE 145


STRATEGY 3

S3

Implement total water cycle management approaches to maximise water conservation, reuse and efficiency, and improve water quality

RECURRENT PROGRAMS AND PROJECTS ƒ Harbourwatch data collation and reporting ƒ Water quality monitoring as required ƒ SQID Data collection Responsibility: Manager Environment and Services

KEY INITIATIVES 3a Implement and report on the Water Efficiency Management Plan Responsibility: Manager Environment and Services 3b Undertake actions in the SQID Review Report subject to funding Responsibility: Manager Assets and Services

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ENVIRONMENT

Healthy Environment STRATEGY 4

S4

Reduce waste to landfill through the implementation of waste avoidance, minimisation, reuse and recycling strategies and initiatives

RECURRENT PROGRAMS AND PROJECTS ƒ Waste Dumping Policy / Procedures ƒ Public place recycling bin installations ƒ Waste and Recycling Services Contract ƒ Recycling/disposal program promotion for household hazardous chemicals / fridges and other materials ƒ Litter and Illegal Dumping Strategy implementation

ƒ Community Waste Programs including Clothes Swap ƒ E-Waste Strategy implementation ƒ Support for Clean Up Australia Day ƒ Consideration of options for specific waste collection services under proposed common collection system Responsibility: Manager Environment and Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

4a Develop a waste management procedures manual Responsibility: Manager Environment and Services 4b Review and implement a Local Approvals Policy for Management of Waste in Public Places Responsibility: Manager Environment and Services 4c Conduct location and condition audits for street and reserve bins Responsibility: Manager Environment and Services 4d Conduct a Service Audit and implement an awareness program for Multi-Unit Dwellings Responsibility: Manager Environment and Services 4e Implement an illegal dumping ‘report it’ program Responsibility: Manager Environment and Services 4f Participate in the tender for the regional Common Waste Collection System and implementation of the system Responsibility: Manager Environment and Services General Manager

PAGE 147


STRATEGY 5 Implement and promote an integrated sustainable transport network throughout Mosman to increase the uptake of healthwise transport modes

S5

RECURRENT PROGRAMS AND PROJECTS ƒ Walk Mosman Iphone App promotion ƒ Car Share Scheme monitoring and promotion ƒ Sustainable Transport and Fleet Action Plan review and implementation ƒ Sustainable transport maps/ website information

ƒ Walking tracks and bike paths developed and maintained ƒ Sustainable transport infrastructure and education programs Responsibility: Manager Assets and Services

Responsibility: Manager Environment and Services

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ENVIRONMENT

Healthy Environment STRATEGY 6

S6

Implement energy efficiency and conservation measures to reduce energy consumption, and apply mitigation, adaptation and resilience strategies to address climate change risks

RECURRENT PROGRAMS AND PROJECTS ƒ Earth Hour and Climate Clever Program participation ƒ Inclusion of solar panels or other energy efficient measures in building design plans or redevelopment of council buildings ƒ Energy efficient lighting retrofits of Council buildings Responsibility: Manager Environment and Services

ƒ Coastal Zone Management Plan ƒ Mosman Flood Study ƒ Climate Change Risk Assessment Adaptation actions ƒ Monitoring of State/Government programs/ policies on climate change ƒ Options for solar lighting in parks and reserves dependant on funding Responsibility: Manager Assets and Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

6a Implement the Energy Management Plan Responsibility: Manager Environment and Services 6b Review and complete actions in the Greenhouse Gas Reduction Plan Responsibility: Manager Environment and Services 6c Complete Managing Climate Change Risk Action Plan Responsibility: Manager Assets and Services

PAGE 149


STRATEGY 7

S7

Implement policies, practices and services to ensure the continued health and well-being of the Mosman community, and cleanliness of the local environment

RECURRENT PROGRAMS AND PROJECTS ƒ Inspection program for food shops ƒ Reporting in accordance with the Food Service Plan ƒ Food safety awareness programs for businesses ƒ Inspection program for beauty salons, hairdressers and skin penetration businesses ƒ Inspection / testing of cooling towers and public swimming pools ƒ Water pollution, sewer leak and noise investigations ƒ Asbestos Policy implementation

ƒ Enforcement of the Public Health Act, Local Government Act, Protection of the Environment Operations Act, Food Act, and associated regulations and policies ƒ Contract administration (Street & Gutter, Graffiti, Public Amenity Buildings Cleaning) ƒ Contractor performance, WHS and toxic/harmful chemicals audits ƒ Compliance with site Environmental Management Plans for Balmoral Park and Northern Nursery School ƒ Contractor compliance electronic reporting system Responsibility: Manager Environment and Services

KEY INITIATIVES 7a Finalise and implement an IT based integrated data management system for health inspections Responsibility: Manager IT Services Manager Environment and Services 7b Implement the Incident Response Plan Responsibility: Manager Environment and Services 7c Develop a protocol for handling of noise complaints Responsibility: Manager Environment and Services 7d Tender and commence a new contract for Beach and Reserves Cleaning Responsibility: Manager Environment and Services

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ENVIRONMENT

Healthy Environment STRATEGY 8

S8

Lobby and/or work with Federal and State Governments, and regional organisations/local Councils to advocate for stronger policy and legislation, and implement programs to achieve robust, sustained environmental outcomes

RECURRENT PROGRAMS AND PROJECTS ƒ Monitor environmental legislative developments, and enforce legislation as required ƒ Collaborative networks, committees and regional forums ƒ Environmental action plan reporting (State Government) ƒ Grant application submissions

ƒ New/ongoing regional and/or state government program coordination ƒ Council environmental policies/plans review ƒ State of the Environment Report ƒ Regional Ready Set Grow Program ƒ Support for local community groups Responsibility: Manager Environment and Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

8a Collaborate with the SHOROC member Councils on regional environmental programs Responsibility: Manager Environment and Services

PAGE 151


Program Coordination Manager Assets and Services

Direction Statement Transport infrastructure and services that are safe, efficient, provide Mosman-friendly solutions, and promote access and mobility

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ENVIRONMENT

Traffic and Transport

PAGE 153


Strategies

Achievements 2012-2013

These 10 Year Strategies will be implemented to achieve the Program Direction

In 2012–2013 Council delivered the following results under this Program

1 2 3

Lobby State and Federal Government to improve transport along the Spit and Military Road Corridor Improve safety and accessibility in local streets through appropriate traffic management and increased opportunities for active transport Have a managed parking strategy to meet the demand of residents and visitors

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Pearl Bay Rat Run Trial Closure Review of Balmoral Area 15 Resident Parking Scheme Review of Spit Parking Upgrade of Pedestrian Crossing in Military Road Upgrade of Pedestrian Crossing in Athol Wharf Road Upgrade of Pedestrian Crossing in Bradleys Head Road Installation of Bike Lane on Athol Wharf Road and Bradleys Head Road ƒ Bike Facility Audit ƒ Pedestrian Signage at Avenue Road ƒ Upgrade of Avenue Road Pedestrian Crossing ƒ ƒ ƒ ƒ ƒ ƒ ƒ


ENVIRONMENT

Traffic and Transport KeyDeliverables 2013-2017 Key Deliverables for this Program over the next 4 years ƒ BikePlan 2013-2015 ƒ Closure of Pearl Bay Avenue Rat Run ƒ Parking Management System for Council managed car parks ƒ Mosman Parking Policy ƒ Improved parking opportunities in business centres including Mosman Junction ƒ Upgrade of pedestrian crossing at Mandolong Road and Military Road ƒ Upgrade of Pedestrian crossing on Military Road near Almora Street ƒ Construction of new pedestrian crossing on Gouldsbury Street near Military Road ƒ Construction of pedestrian crossing Almora Street near Military Road ƒ Pedestrian Access Mobility Plan implementation ƒ Progress towards traffic solutions for the Spit Road/ Military Road corridor including a tunnel from the Northern Beaches to the Warringah Freeway.

Program Budget 2013-2017 2013/2014 [$ ‘000]

2014/2015 [$ ‘000]

2015/2016 [$ ‘000]

2016/2017 [$ ‘000]

Inc

6,348

5,988

6,128

6,271

Exp

3,073

2,773

2,844

2,931

Net

3,275

3,215

3,283

3,340

Program Expenditure by Funding Source 2013-2014

Expenditure

$3,073,000  Rates

 Other

100% KPIs à % Residents satisfied with: ƒ ƒ ƒ ƒ

Traffic management Enforcement of restrictions Provision of carparking Providing and maintaining bikepaths

à No. of (off-street) public carparking spaces à No. of traffic accidents reported on local roads per annum à No. m of marked bike paths in Mosman

PAGE 155


Delivery Program & Operational Plan 2013-2017 STRATEGY 1

S1

Lobby State and Federal Government to improve transport along Peninsula and the Spit and Military Road Corridor

RECURRENT PROGRAMS AND PROJECTS ƒ Progressive implementation of the SHOROC Regional Strategy - “Shaping Our Future” ƒ Ongoing lobbying of State and Federal Government for preferred traffic and transport solutions including Bus Rapid Transit and a tunnel from the northern beaches to the Warringah Freeway Responsibility: General Manager Director Environment & Planning

ƒ Oppose 24 Hour Clearways and 24 Hour Dedicated kerbside Bus Lanes through the Spit and Military Road Corridor ƒ Opposition to peak hour rat runs through residential streets including the Pearl Bay Avenue Rat Run through Beauty Point ƒ Ongoing lobbying to maintain and improve local bus and ferry services

KEY INITIATIVES 1a Analyse trial closure results with a view to the permanent closure of the Pearl Bay Avenue Rat Run Responsibility: Manager Assets and Services 1b Actively participate in further planning and engagement by the NSW Government in relation to Military Road/Spit Road transport solutions Responsibility: Director Environment & Planning

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ENVIRONMENT

Traffic and Transport

PAGE 157


STRATEGY 2

S2

Improve safety and accessibility in local streets through appropriate traffic management and increased opportunities for active transport

RECURRENT PROGRAMS AND PROJECTS ƒ Vehicle speed and volume counts in local streets ƒ Review of Construction Traffic Management Plans ƒ Advocacy for improved street lighting including Streetlighting Improvement Program ƒ Implementation of Road Safety Action Plan ƒ Local Traffic Management Plans Responsibility: Manager Assets and Services

ƒ Annual report - Traffic Accidents ƒ Mosman Rider community bus ƒ Traffic management facilities and signage ƒ Local Traffic Committee ƒ Active Transport Community Consultative Committee ƒ RMS liaison – approvals, funding, partnerships Responsibility: Manager Assets and Services

KEY INITIATIVES 2a Complete the Mosman Bikeplan 2013-2018 Responsibility: Manager Assets and Services 2b Complete a Traffic Facility Audit subject to grant funding Responsibility: Manager Assets and Services 2c Undertake a Traffic Signage Inventory subject to grant funding Responsibility: Manager Assets and Services 2d Identify and map areas in Mosman without formed footpaths Responsibility: Manager Assets and Services 2e Subject to funding, progressively implement recommended actions in the Pedestrian Access Mobility Plan Responsibility: Manager Assets and Services

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ENVIRONMENT

Traffic and Transport STRATEGY 3

S3

Have a managed parking strategy to meet the demands of residents and visitors

RECURRENT PROGRAMS AND PROJECTS ƒ Parking regulation and enforcement ƒ Provision of Scooter parking and motor bike parking ƒ Investigation of Resident Parking Schemes on Local Streets

ƒ Public and paid parking areas ƒ Disabled parking provision Responsibility: Manager Assets and Services

Responsibility: Manager Assets and Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

3a Install Parking Management Devices in Council Car Parks Responsibility: Manager Assets and Services 3b Review existing Parking Strategy and develop a Mosman Parking Policy Responsibility: Manager Assets and Services 3c Review options for improved business centre parking including redevelopment of existing sites and new contributions plans Responsibility: Director Environment and Planning Manager Urban Planning

PAGE 159


,

Econom

Programs Local Economy

Related Strategies & Plans Mosman Local Environmental Plan Mosman Development Control Plans SHOROC ‘Shaping our Future’

Key Partners

Federal government –various agencies & authorities State government – various agencies & authorities including NSW Industry & Investment; Arts NSW, NPWS and Destination NSW SHOROC Mosman Chamber of Commerce Sydney Harbour Federation Trust Businesses, business associations, and tourism operators

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Economic Community Sustainability Indicators Unemployment rate Gross local product Employment containment Average weekly earnings

5 PAGE 161


Program Coordination Director Community Development

Direction Statement A strong local economy where businesses are in tune with local needs and where planning, services and infrastructure help support economic prosperity

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ECONOMIC

Local Economy

PAGE 163


Strategies

These 10 Year Strategies will be implemented to achieve the Program Direction

Achievements 2012-2013 In 2012–2013 Council delivered the following results under this Program

1 2 3 4

Support economic activity through appropriate planning controls, projects and partnerships with local businesses, associations and networks Sensitively promote Mosman’s unique qualities, heritage and identity as part of local and regional initiatives Capitalise on regional, State and Federal initiatives to help support businesses and the local economy Pursue improvements to accessibility, functionality and public domain in and around business centres

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ƒ Contracted provision of local transport service – Mosman Rider ƒ Ongoing development and consolidation of partnerships with businesses and key government agencies ƒ Contribution to Regional Liveability Strategy ƒ Spit Junction Masterplanning project


ECONOMIC

Local Economy KeyDeliverables 2013-2017 Key Deliverables for this Program over the next 4 years

Program Budget 2013-2017 2013/2014 [$ ‘000]

2014/2015 [$ ‘000]

2015/2016 [$ ‘000]

2016/2017 [$ ‘000]

Inc

0

0

0

0

Exp

85

88

91

94

Net

(85)

(88)

(91)

(94)

ƒ Partnerships with Northside Business Enterprise Centre ƒ Public domain improvements ƒ Mosman Business Forum investigation

Program Expenditure by Funding Source 2013-2014

Expenditure

$85,000  Rates

 Other

100% KPIs à % Residents satisfied with:

ƒ Council assisting economic development with the business community and visitors ƒ Overall cleanliness, appearance and management of public spaces

à Cost per passenger trip – Mosman Rider

PAGE 165


Delivery Program & Operational Plan 2013-2017 STRATEGY 1

S1

Support economic activity through appropriate planning controls, projects and partnerships with local businesses, associations and networks

RECURRENT PROGRAMS AND PROJECTS ƒ Mosman Business Centres Development Control Plan (DCP) Responsibility: Manager Urban Planning

ƒ Business association partnerships – including Mosman Chamber of Commerce, BNI Balmoral and Mosman Village Business Association Responsibility: Director Community Development Manager Cultural Services

ƒ Business community consultation and education Responsibility: Manager Urban Planning Manager Environment & Services Director Community Development

ƒ Christmas Window Decoration Competition Responsibility: Director Community Development

ƒ Community, cultural and economic development partnerships with local businesses Responsibility: Manager Cultural Services Director Community Development

KEY INITIATIVES 1a Investigate the establishment of a regular Business forum to promote dialogue and to explore partnership opportunities with local businesses and business associations Responsibility: Director Community Development

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13/14

14/15

15/16

16/17


ECONOMIC

Local Economy STRATEGY 2

S2

Sensitively promote Mosman’s unique qualities, heritage and identity as part of local and regional initiatives

RECURRENT PROGRAMS AND PROJECTS ƒ Provision of information to residents and visitors directly through Council’s website, publications and media promotions

ƒ Dissemination of information through partnerships with other local publications and promotions across the wider metropolitan area Responsibility: Director Community Development

KEY INITIATIVES

13/14

14/15

15/16

16/17

2a Participate in SHOROC regional business initiatives Responsibility: Director Community Development 2b Development of stronger links with Destination NSW and other relevant agencies through funding and partnership arrangements Responsibility: Director Community Development Manager Cultural Services 2c Coordinate local working group involving key agencies including SHFT, NPWS, Taronga Zoo and other local stakeholders to serve as an ongoing forum for development of ideas and initiatives supporting sustainability, cultural and community development, as well as programs and facilities for residents and visitors Responsibility: Manager Cultural Services Manager Community Services

PAGE 167


STRATEGY 3

S3

Capitalise on regional, State and Federal initiatives to help support businesses and the local economy

RECURRENT PROGRAMS AND PROJECTS Â&#x192; Promotion and support for business workshops, training and other resources offered locally by external providers including State and Federal government Responsibility: Director Community Development

KEY INITIATIVES 3a Pursue opportunities to work in partnership with Northside Business Enterprise Centre and the Small Biz Connect program to assist Mosman businesses Responsibility: Director Community Development

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13/14

14/15

15/16

16/17


ECONOMIC

Local Economy STRATEGY 4

S4

Pursue improvements to accessibility, functionality and public domain in and around business centres

RECURRENT PROGRAMS AND PROJECTS ƒ Mosman Rider bus service Responsibility: Manager Community Services

ƒ Community information, education and promotion – sustainable transport options

Responsibility: Manager Environment and Services

ƒ Cycling and pedestrian accessibility works

Responsibility: Manager Assets and Services

ƒ Implementation of ‘Shaping our Future’ and ‘Shaping Our Sustainable Future’ – SHOROC’s regional strategy and sub-strategy, with focus on housing, jobs, health, transport and sustainability Responsibility: General Manager All Directors

KEY INITIATIVES

13/14

14/15

15/16

16/17

4a Participate in SHOROC lobbying efforts and associated feasibility studies/works delivering regional transport solutions – particularly in relation to the east/west and north/south transport corridors Responsibility: General Manager Director Environment and Planning

PAGE 169


Governa

Programs

Leadership and Engagement Governance and Risk

Related Strategies & Plans

Mosman State of the Environment Report Mosman Environmental Management Plan Mosman Environmental Sustainability Action Plan Mosman Community Engagement Strategy 2009 MOSPLAN Community Engagement Strategy 2012 Mosman Council Workforce Plan Mosman Council Equal Employment Management Plan Mosman Community Environmental Contract Mosman Governance Plan Mosman Council Enterprise Agreement Collaborative Management Plan 2009 – ‘Local Solutions to Local Crime & Safety Issues in Mosman’ Mosman Social Directions 2012 DISPLAN Manly-Mosman District Bushfire Management Plan SHOROC ‘Shaping our Future’

Key Partners

Federal government –various agencies & authorities State government – various agencies & authorities including NSW Police (Harbourside Local Area Command); Emergency Management NSW; and Office of

Environment and Heritage

SHOROC

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Governance Community Sustainability Indicators

Overall community satisfaction Overall staff satisfaction and well-being Occupational health & safety performance Overall budget performance Financial health check compliance Scheduled capital works completed Scheduled key initiatives completed Corporate environmental sustainability Asset renewal ratio

5 PAGE 171


Program Coordination Director Corporate Services Director Community Development

Direction Statement Providing excellent service and leadership to the Mosman community, actively involving community members in local affairs and decision-making

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GOVERNANCE

Leadership and Engagement

PAGE 173


Strategies

These 10 Year Strategies will be implemented to achieve the Program Direction

Achievements 2012-2013 In 2012–2013 Council delivered the following results under this Program

1 2 3 4 5 6

Deliver a high level of customer service that is responsive, appropriate and subject to continuous improvement Provide strong and effective leadership on issues of significance to Council and the Mosman community Explore, develop and maintain partnerships, networks and affiliations that support and enhance local governance and improved community outcomes Build and maintain a commitment to integrated planning and reporting that responds to community aspirations, sets direction and measures performance according to Council and community targets Actively inform and engage the community on matters of local interest, encouraging broad participation and providing a range of opportunities for community involvement Acknowledge and support community aspirations, initiatives & achievements

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ƒ MOSPLAN Community Engagement Strategy implementation including website, surveys, postcard project, vox pops, focus groups and forums ƒ Establishment of Committee for an Independent Mosman ƒ Local & regional advocacy ƒ Shorelink Library Management System contract ƒ Joint procurement contracts – Fire Services, Air Conditioning Maintenance, External Audit. ƒ Review of newspaper advertising and community newsletter formats ƒ MOSPLAN review & development ƒ Customer Service Centre improvements


GOVERNANCE

Leadership and Engagement KeyDeliverables 2013-2017 Key Deliverables for this Program over the next 4 years ƒ Full integration of strategic and financial planning and reporting ƒ Mosman Community Surveys 2014 and 2016 ƒ Customer Service Guarantee review ƒ Community Engagement Strategy review & implementation ƒ Local & regional advocacy ƒ Additional resource sharing and joint service delivery projects

Program Budget 2013-2017 2013/2014 [$ ‘000]

2014/2015 [$ ‘000]

2015/2016 [$ ‘000]

2016/2017 [$ ‘000]

Inc

0

0

0

0

Exp

529

546

565

584

Net

(529)

(546)

(565)

(584)

Program Expenditure by Funding Source 2013-2014

Expenditure

$529,000  Rates

 Other

100% KPIs à % Residents satisfied with: ƒ ƒ ƒ ƒ ƒ

Council engaging (consulting) with the community Access to Council information and Council support Council leadership on matters important to the community Council advocacy on matters impacting on Mosman and neighbouring areas Overall delivery of Council services

PAGE 175


Delivery Program & Operational Plan 2013-2017 STRATEGY 1

S1

Deliver a high level of customer service that is responsive, appropriate and subject to continuous improvement

RECURRENT PROGRAMS AND PROJECTS ƒ Regular surveys of customer/community satisfaction, including use of online tools ƒ Service and efficiency reviews

ƒ Complaint investigation, systems and monitoring Responsibility: Director Corporate Services

Responsibility: Director Community Development Director Corporate Services Director Environment & Planning

KEY INITIATIVES 1a Undertake a random survey of at least 400 Mosman residents biennially to ascertain community views on local issues and Council performance Responsibility: Director Community Development 1b Review and adopt Customer Service Guarantee Responsibility: Manager Governance 1c Review and monitor improvements to Customer Service Centre Responsibility: Director Corporate Services

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13/14

14/15

15/16

16/17


GOVERNANCE

Leadership and Engagement STRATEGY 2

S2

Provide strong and effective leadership on issues of significance to Council and the Mosman Community

RECURRENT PROGRAMS AND PROJECTS ƒ Ongoing liaison with, lobbying of and submissions to State and Federal Government agencies and representatives

ƒ Committee for an Independent Mosman Responsibility: General Manager

Responsibility: General Manager

KEY INITIATIVES

13/14

14/15

15/16

16/17

2a Advocate for recognition of local government in the Australian Constitution Responsibility: General Manager 2b Represent the interests of Council and the Mosman community in the Independent Review of Local Government in NSW, and the response by the NSW Government Responsibility: General Manager 2c Participate in regional planning and advocacy initiatives to strengthen local outcomes for Mosman Responsibility: General Manager 2d Advocate for retention of the Beauty Point rat run closure following conclusion of the trial period in July 2013 Responsibility: General Manager Director Environment & Planning 2e Monitor and participate in review of the NSW Local Government Act and Environmental Planning & Assessment Act Responsibility: General Manager Director Corporate Services Director Environment & Planning 2f Participate in SHOROC lobbying efforts and associated feasibility studies/works delivering regional transport solutions – particularly in relation to the east/west and north/south transport corridors Responsibility: General Manager Director Environment & Planning

PAGE 177


STRATEGY 3

S3

Explore, develop and maintain partnerships, networks and affiliations that support and enhance local governance and improved community outcomes

RECURRENT PROGRAMS AND PROJECTS ƒ Regional resource-sharing, project & service delivery ƒ Issue and profession-based networks, forums and working groups ƒ Regional Strategy implementation – ‘Shaping our Future’, ‘Shaping our Sustainable Future’ and Regional Community Indicators (SHOROC)

ƒ Political, strategic and professional support of SHOROC Responsibility: General Manager

ƒ Membership and support of Shorelink Responsibility: Manager Library Resources

Responsibility: General Manager All Directors

KEY INITIATIVES 3a Contribute to the further development of joint procurement and service delivery models with other Councils Responsibility: General Manager 3b Actively partner in the successful implementation of a new regional Waste Management Model, including alternate waste technology and common collection systems Responsibility: General Manager Manager Environment & Services 3c Contribute to the development of the SHOROC Regional Liveability Strategy Responsibility: General Manager Manager Community Services 3d Implement new Shorelink Library Management System Responsibility: Manager Library Resources

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GOVERNANCE

Leadership and Engagement STRATEGY 4

S4

Build and maintain a commitment to integrated planning and reporting that responds to community aspirations, sets direction and measures performance according to Council and community targets

RECURRENT PROGRAMS AND PROJECTS ƒ MOSPLAN ƒ Quarterly and annual reporting ƒ Community Sustainability Indicators ƒ State of the Environment Reporting

ƒ Strategic Asset Management ƒ Workforce Plan ƒ Long Term Financial Plan Responsibility: General Manager All Directors

KEY INITIATIVES

13/14

14/15

15/16

16/17

4a Review and improve Council’s Delivery Program and Operational Plan Responsibility: General Manager Director Community Development 4b Prepare a Community Engagement Strategy for development of MOSPLAN 2017-2027 Responsibility: Director Community Development 4c Assist Council in undertaking a comprehensive review of its Community Strategic Plan (MOSPLAN) Responsibility: General Manager Director Community Development 4d Strengthen linkages between strategic and financial planning and reporting Responsibility: Director Community Development Chief Financial Officer 4e Enhance business planning skills and implementation across Council Responsibility: Coordinator HR & Risk Director Community Development

PAGE 179


STRATEGY 5

S5

Actively inform and engage the community on matters of local interest, encouraging broad participation and providing a range of opportunities for community involvement

RECURRENT PROGRAMS AND PROJECTS ƒ Community engagement and information dissemination including meetings, forums, workshops, front-line customer service, hardcopy publications, surveys, websites, social media and e-distribution

ƒ Regular production and distribution of Mosman Now (weekly column and quarterly newsletter) and other media releases/liaison as required Responsibility: Director Community Development

Responsibility: General Manager All Directors

ƒ Public Council Meetings including Question Time Responsibility: General Manager

KEY INITIATIVES 5a Review Council’s Community Engagement Strategy, including preparation of an Engagement Resource Kit for staff Responsibility: Manager Community Services Manager Library Resources 5b Implement and monitor Council’s revised suite of Community Consultative Committees Responsibility: Director Community Development Director Environment & Planning 5c Implement and monitor revised approach to newspaper advertising and community newsletters Responsibility: Director Community Development

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GOVERNANCE

Leadership and Engagement STRATEGY 6 Acknowledge and support community aspirations, initiatives & achievements

S6

RECURRENT PROGRAMS AND PROJECTS ƒ Civic receptions ƒ Citizen and Young Citizen of the Year ƒ Australia Day, Mosman Day and Hunter Day celebrations ƒ Citizenship Ceremonies

ƒ School Citizenship Awards Responsibility: Manager Governance

Responsibility: General Manager

PAGE 181


Program Coordination Manager Governance Chief Financial Officer Manager I.T. Services Manager Ranger Services Manager Assets and Services Coordinator HR & Risk

Direction Statement An organisation that is well governed, accountable and managed in a way that is responsible, sustainable and attuned to the needs of the community, elected members and staff

PAGE 182 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION


GOVERNANCE

Governance and Risk

PAGE 183


Strategies

Achievements 2012-2013

These 10 Year Strategies will be implemented to achieve the Program Direction

In 2012–2013 Council delivered the following results under this Program

1 2 3 4 5 6

Support the ongoing financial sustainability of Mosman Council by applying sound financial planning, principles and practices Anticipate and proactively manage risks relating to Council operations and the wider Mosman community Provide a working environment that attracts and retains quality staff and encourages continuous improvement and service excellence Contribute to a safer Mosman community through planning, partnerships, education, and emergency management Sustainably manage local infrastructure through strategic asset planning and management Support good governance, customer service and communication with contemporary policies, systems and processes

PAGE 184 | MOSPLAN 2013-2023 DRAFT FOR EXHIBITION

ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ

Governance Health Check completed Councillor Induction Program Major review of Delegations conducted Successful application under the Local Infrastructure Improvement Scheme for $2m Workforce Plan updated Council’s Enterprise Agreement prepared for ratification Major review of HR Policies & Procedures Asset Management Strategy & Policy review


GOVERNANCE

Governance and Risk KeyDeliverables 2013-2017 Key Deliverables for this Program over the next 4 years Review of Business Recovery Plan Development of a Security Bond Retention Policy Review Investment Strategy / Policy Undertake Fair Valuation of all infrastructure assets as required by DLG ƒ Development of On-line staff induction capability ƒ Governance Health Check ƒ Employment Engagement Survey

Program Budget 2013-2017 2013/2014 [$ ‘000]

2014/2015 [$ ‘000]

2015/2016 [$ ‘000]

2016/2017 [$ ‘000]

Inc

4,787

5,015

5,189

5,332

Exp

8,730

9,457

9,631

9,969

Net

(3,943)

(4,441)

(4,442)

(4,637)

ƒ ƒ ƒ ƒ

Program Expenditure by Funding Source 2013-2014

Expenditure

$8,730,000  Rates

45%

 Other

55%

KPIs à % residents satisfied with access to Council information and Council support à % residents who feel safe in their local community à % of customer service telephone enquiries resolved on first contact à % of formal complaints resolved within 10 days (NB. these indicators are in addition to Corporate Key Performance Indicators)

PAGE 185


Delivery Program & Operational Plan 2013-2017 STRATEGY 1

S1

Support the ongoing financial sustainability of Mosman Council by applying sound financial planning, principles and practices

RECURRENT PROGRAMS AND PROJECTS ƒ Rating structure review ƒ Preparation & auditing of financial reports ƒ Loan program management ƒ Budget preparation, review & reporting ƒ Review of 10 year Financial Plan

ƒ Review of Investment Properties Business Plan Responsibility: Manager Governance

Responsibility: Chief Financial Officer

KEY INITIATIVES 1a Prepare a case for conversion of the Community Environmental Contract to an Infrastructure Levy Responsibility: Manager Assets and Services Chief Financial Officer 1b Introduce a Storm Water Levy to fund key storm water works Responsibility: Manager Assets and Services 1c Further improve integration of Council’s Budget with the Community Strategic Plan – MOSPLAN Responsibility: Chief Financial Officer Director Community Development 1d Achieve full integration of asset management plan financials and 10 year Financial Plan Responsibility: Chief Financial Officer Manager Assets and Services

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GOVERNANCE

Governance and Risk 1e Undertake a fair valuation of infrastructure assets in accordance with Division of Local Government requirements Responsibility: Chief Financial Officer 1f Implement a new Capitalisation and Disposal Policy for infrastructure assets Responsibility: Manager Assets and Services Chief Financial Officer 1g Review online payment options for all Council revenue Responsibility: Chief Financial Officer

STRATEGY 2

S2

Anticipate and proactively manage risks relating to Council operations and the wider Mosman community

RECURRENT PROGRAMS AND PROJECTS ƒ Regular asset/compliance/regulatory audits Responsibility: Manager Assets and Services Manager Governance

ƒ Safeguarding security of Council IT systems and information

ƒ Insurance policy/portfolio review & renewal ƒ Risk Management Policy, Procedures & Processes ƒ Risk management training & promotion Responsibility: Director Corporate Services

Responsibility: Manager IT Services

KEY INITIATIVES

13/14

14/15

15/16

16/17

2a Review the Business Recovery Plan for Council facilities Responsibility: Manager Governance 2b Progressively upgrade facilities and hardware to facilitate I.T. business recovery Responsibility: Manager IT Services 2c Implement an effective Enterprise Risk Management strategy Responsibility: Director Corporate Services 2d Review work health and safety procedures and training requirements Responsibility: Director Corporate Services Coordinator HR & Risk

PAGE 187


STRATEGY 3

S3

Provide a working environment that attracts and retains quality staff and encourages continuous improvement and service excellence

RECURRENT PROGRAMS AND PROJECTS ƒ Workforce Plan ƒ Review and negotiation of Employment Agreements ƒ Promotion & review of EEO Management Plan ƒ Identification & provision of quality training and staff skill development ƒ Annual Employee Performance and Development Plans ƒ Biennial employee engagement survey ƒ Regular Work Health and Safety (OHS) audits, inspections and reports

ƒ Work injury rehabilitation and return to work program ƒ Workers Compensation ƒ Staff immunisation and Employee Assistance programs ƒ Staff well-being programs ƒ Staff Induction Program Responsibility: Director Corporate Services Coordinator HR & Risk

Responsibility: Director Corporate Services Coordinator HR & Risk

KEY INITIATIVES 3a Review and maintain Workforce Plan and HR Strategy Responsibility: Coordinator HR & Risk 3b Review EEO Management Plan Responsibility: Coordinator HR & Risk 3c Formalise the Corporate Training Calendar including Staff Induction Program Responsibility: Coordinator HR & Risk 3d Conduct employee engagement survey Responsibility: Coordinator HR & Risk 3e Review and enhance work health safety procedures and systems Responsibility: Coordinator HR & Risk 3f Review Performance Appraisal process for staff Responsibility: Coordinator HR & Risk

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GOVERNANCE

Governance and Risk 3g Improve contract management capability across the organisation Responsibility: Coordinator HR & Risk Manager Assets & Services

STRATEGY 4 Contribute to a safer Mosman community through planning, partnerships, education, and emergency management

S4

RECURRENT PROGRAMS AND PROJECTS ƒ Ongoing partnerships and collaboration with Harbourside Local Area Command (HBLAC), State Emergency Service, Fire Brigade and Ambulance services Responsibility: Manager Ranger Services Manager Community Services

ƒ Provision of Local Emergency Management Officer (LEMO) for Mosman-North Sydney and attendance at Local Emergency Management Committee meetings Responsibility: Manager Assets and Services

ƒ Development and implementation of community safety strategies and projects ƒ Participation in Liquor Accord Responsibility: Manager Community Services Manager Assets and Services

ƒ New police officer ‘Introductions to Mosman’ Harbourside Local Area Command ƒ Companion Animals education, enforcement and registration Responsibility: Manager Ranger Services

ƒ Review and enhancement of CCTV installations ƒ 24 hour incident and make-safe callout system for Council’s assets ƒ Manly-Mosman District Bushfire Management Plan implementation Responsibility: Manager Assets and Services

ƒ Road safety promotion and education Responsibility: Manager Assets and Services Manager Ranger Services

ƒ Implementation of anti-graffiti strategies Responsibility: Manager Environment and Services

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STRATEGY 5

S5

Sustainably manage local infrastructure through strategic asset planning and management

RECURRENT PROGRAMS AND PROJECTS ƒ Inspection and audit of all assets in accordance with Asset Management Plans (AMPs) ƒ Repair and replacement of assets in accordance with AMPs and funding availability Responsibility: Manager Assets and Services

KEY INITIATIVES 5a Review Levels of Service for Asset Types Responsibility: Manager Assets and Services 5b Undertake formal review of Asset Management Systems and Process Responsibility: Manager Assets and Services

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GOVERNANCE

Governance and Risk STRATEGY 6

S6

Support good governance, customer service and communication with contemporary policies, systems and processes

RECURRENT PROGRAMS AND PROJECTS ƒ Participation in the Northern Councils Internal Audit Group. (Hunters Hill, Lane Cove, Manly, Mosman, North Sydney and Willoughby) ƒ Delivery of an internal audit function in accordance with Council’s Internal Audit Charter and the Audit Committee Charter ƒ Procurement and contract management systems and processes Responsibility: Director Corporate Services

ƒ Maintenance and review of network, hardware and software infrastructure ƒ Review of IT policies and processes for improved business systems procedures Responsibility: Manager IT Services

ƒ Review and update of policies and delegations ƒ Statutory Annual Reports required under Local Government Act (including Management Plan and Code of Conduct), Government Information (Public Access) Act, and Public Interest Disclosures Act ƒ Induction and ongoing training for staff regarding Council’s confidentiality, access to information and privacy polices, and the GIPA Act ƒ Systems & procedures to ensure effective records management including compliance with GIPA and Privacy Acts ƒ Servicing and supporting Council meetings Responsibility: Manager Governance

ƒ Councillor training and advice Responsibility: General Manager

KEY INITIATIVES

13/14

14/15

15/16

16/17

6a Develop and implement an electronic Delegations Register to capture and allocate delegations of authority to all staff positions Responsibility: Manager Governance 6b Audit Council’s records management system to ensure compliance with State Records Act, Privacy Act and GIPA Responsibility: Manager Governance 6c Prepare and deliver a comprehensive Councillor Induction Program Responsibility: General Manager All Directors 6d Review, enhance and document the IT Strategy to meet Council’s future needs Responsibility: Manager IT Services

PAGE 191


6e Undertake Governance Health Check Responsibility: Manager Governance 6f Review Council Policy in accordance with legislative requirements and other imperatives for good governance Responsibility: Manager Governance All Directors 6g Determine and implement organisation structure Responsibility: General Manager

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GOVERNANCE

Governance and Risk

PAGE 193


Draft MOSPLAN 2013-2023  

Council’s draft Community Strategic Plan, MOSPLAN 2013-2023, incorporating the draft budget for 2013/2014, is on public exhibition from Frid...

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