2022-2026 Delivery Program and 2022-2023 Operational Plan and Budget by Mosman Council

E I E ING M MAN.

MOSPLAN

E I ERY ROGRAM O ERATIONA AN

202 202

Adopted by Council 7 June 2022

2022-2026 Delivery Program and 2022-2023 Operational Plan Adopted by Council 7 June 2022 Availability The MOSPLAN 2022-2026 Delivery Program and 2022-2023 Operational Plan is available on Council’s website mosman.nsw.gov.au Copyright 2022 All information, graphics and photographs are copyright of Mosman Council unless otherwise noted. The content is protected by Australian and International Copyright and Trademark laws. For further information contact Mosman Council Civic Centre 573 Military Road Spit Junction NSW 2088 9978 4000 council@mosman.nsw.gov.au

DELIVERING FOR MOSMAN.

Acknowledgement of Country Mosman Council acknowledges the Borogegal and Cammeraigal people as the traditional custodians of this land. We pay our respects to Elders of the past and present and to those of the future and acknowledge their spiritual connection to Country.

Contents

Delivery Program 2022–2026 + Operational Plan 2022–2023

Welcome

From The Mayor From The General Manager

9 10

Mosman

Our Place Our Community Snapshot of Mosman Our Organisation Our Finances

15 16 18 20 24

MOSPLAN

Integrated Planning and Reporting MOSPLAN Reading this Report

Vision

A Vision For Mosman Strategic Directions

40 42

Plans

Strategic Direction 1 Strategic Direction 2 Strategic Direction 3 Strategic Direction 4 Strategic Direction 5 Strategic Direction 6

46 60 74 86 106 122

Financial Management

132

Budget and Delivery Program Capital Works Program

134 150

30 32

Welcome From the Mayor From the General Manager

As we tentatively emerge from the difficulties of the last few years, there is also cause for a sense of optimism about what the future holds. The Mosman community has proven its resilience and I remain confident about our capacity to remain so over the next decade.

Delivery Program 2022–2026 + Operational Plan 2022–2023

From the Mayor Welcome to Mosman Council’s 20222026 Delivery Program and 2022-2023 Operational Plan. The Delivery Program and Operational Plan detail the projects and services Council will pursue over the four year period commencing 1 July 2022. They have been developed as integral parts of Council’s MOSPLAN suite of documents, drawing upon the Vision and Strategic Directions contained in the 2022-2032 Community Strategic Plan. Just as the Vision and Strategic Directions respond to the views and aspirations of our community, so too does our more detailed programming for the next four years. This Delivery Program, the first prepared by the Council elected in December 2021, distils our strategic intent into deliverables that respond directly to local priorities and expectations.

First and foremost, it is worth recognising that Council delivers a huge array of everyday services that are constantly refined to meet current needs. This Delivery Program and Operational Plan demonstrate how these services contribute to Council’s six Strategic Directions, alongside other key projects that have been prioritised for delivery across the life of this document. These key projects include improvements to the public domain, the strengthening of community resilience and inclusion, further support for families and residents facing a variety of challenges, renewal of sporting infrastructure, various environmental initiatives and other major infrastructure works ranging from jetty renewals to playground upgrades. In proposing these projects Council has been mindful of the varying expectations of stakeholders and the need to provide an equitable distribution of resources across different life stages and communities of interest. Like many other businesses Council has faced quite significant financial challenges over the last few years. That said, we have been able to map a path forward to maintain both the levels of service our community expects and our financial sustainability in the years ahead. While this remains a fine balancing act we remain committed to delivering the best possible outcomes for Mosman. Although our financial capacity is somewhat constrained, I hope that our prioritisation of spending across the life of the Delivery Program resonates with different readers and appropriately reflects the degree of care and consideration that has gone in to our planning. We will of course continue to review how Council is performing and our Delivery Program, Operational Plan and Budget will be the subject of regular progress reports to the community. My fellow Councillors and I look forward to working with our community in making these plans a reality.

Carolyn Corrigan Mayor

From the General Manager This 2022-2026 MOSPLAN Delivery Program and 20222023 Operational Plan and Budget detail the work to be undertaken by Council over the next four years in bringing to life the 2022-2032 Community Strategic Plan. Collectively these documents – together with the Resourcing Strategy (which outlines the financial, workforce and infrastructure assets available to Council) - reflect Council’s ongoing commitment to integrated planning and reporting. Achieving the Vision and six Strategic Directions contained in the Community Strategic Plan is not solely the responsibility of Council. That said, Council has a significant role to play and this Delivery Program and Operational Plan demonstrates how Council will be actively engaged in delivering the infrastructure, services and programming integral to daily life in Mosman. Like the Community Strategic Plan, these documents have been shaped by community feedback and distil local aspirations into clear priorities for action. The events of the last few years have tested the resilience of the Mosman community and likewise Council’s ability to maintain both the level of service expected and the capacity to maintain a sound financial position in both the short and longer term. I have been pleased to observe and be part of a community and an organisation that has met recent challenges head-on. We have worked together to help one another through significant difficulties and have made necessary adjustments to current and future plans. With careful planning and strict control of our finances, the Delivery Program demonstrates that we will still be able to confidently deliver the core services and facilities expected by residents in future years, as well as augmenting these with a series of key projects to ensure critical infrastructure is provided, our assets are renewed, and our services can meet new and emerging community needs. Our robust capital works program will continue to ensure that Mosman’s assets are maintained at appropriate levels and in keeping with community expectations.

There will be an ongoing focus on ensuring that service delivery remains efficient, responsive and in touch with changing expectations. We will always aim to deliver a high level of service and observe strong financial management principles to ensure this approach remains sustainable. The activities and projects detailed in this Delivery Program and Operational Plan will be subject to regular review as part of our integrated planning and reporting responsibilities. Progress reports will be made to the community on a quarterly and annual basis, and the Delivery Program will be reviewed annually to ensure future Operational Plans remain relevant and are funded appropriately. I encourage residents to continue engaging with Council to help inform the ongoing process of planning, delivery and review.

Dominic Johnson General Manager

Delivery Program 2022–2026 + Operational Plan 2022–2023

Despite the challenges and upheaval of the last few years Mosman has proven to be extremely resilient and we are proud of the role Council has taken – and will continue to take – in guiding and supporting our community through such times.

Mosman Our Place Our Community Snapshot of Mosman Our Organisation Our Finances

Delivery Program 2022–2026 + Operational Plan 2022–2023

Our Place Mosman is a place of great 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 hosted 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, beautiful streetscapes and gorgeous harbour foreshores. 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.

As a destination, Mosman is a great place to sample some unique Sydney heritage, beautiful streetscapes and gorgeous harbour foreshores.

Our Community Mosman is home to just over 30,000 residents, having experienced relatively small population growth in recent years. This trend is likely to continue, with the most significant demographic shifts expected to be in the age structure of the population as the proportion of residents aged 60 and over (and particularly those 70 years and over) continues to grow. At present we are awaiting the release of data from the 2021 ABS census and are therefore still largely relying on 2016 census data for our community profiling. This will be updated as soon as 2021 data becomes available. Based on 2016 census data, we have more female residents than male (53.7% compared to 46.3%), and just over 33% of our residents have moved here from another country. In the five years to the 2016 census (the last census for which data is currently available), over 20% of Mosman residents moved here from interstate or elsewhere in NSW. 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. Between the 2011 and 2016 census the number of young working-age residents, parents and homebuilders (18 – 49 years) in Mosman fell, while the greatest increase

was experienced in persons aged 70 – 84 years. During the same period, the number of school-aged children between 5 and 17 years increased, although the number of babies and pre-schoolers aged 0-4 years declined. In 2016 the median age of Mosman residents was 42 years, compared to 36 years across Greater Sydney. We are a highly mobile community. Mosman residents are most typically heading outside the area to work (over 77%), with the Sydney CBD (almost 39%) being the most popular work location. Of jobs offered in Mosman, the largest percentage (33%) are filled by Mosman residents, with the next largest proportion of workers travelling from the northern beaches. Of almost 12,000 households in Mosman, the average household size in 2016 was 2.3 persons (compared to 2.7% in Greater Sydney), with Mosman also having a larger proportion of lone-person households than the Sydney average. Almost 30% of Mosman homes are occupied by only one person, with couples with children (at 30%) remaining the predominant household type. Mosman residents live in a variety of dwellings, with the number of separate houses falling but still being the predominant type of dwelling. The proportion of separate houses (34%) is, however, significantly lower than for Sydney as a whole (55%), while the proportion of medium and high density dwellings remains above the Sydney average. 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 a higher proportion pf managers and professionals living in the area, and unemployment is also low when compared to Sydney overall. Mosman is a connected community, with a significantly higher proportion of volunteers than the Sydney average. Our connections via the web are also above average and our social capital indicators are particularly strong.

Delivery Program 2022–2026 + Operational Plan 2022–2023

Snapshot of Mosman

30,000 residents

27% live alone

11% older couples without children

30% couples with children

19.2% 50–64 years

55% have lived here more than 5 years

13.7% 65–79 years

15.3% 40–49 years

5.4% 80 years plus

15% speak a language other than English at home 33% were born overseas 58% residents who identify with a religion

5.2% 0–4 years 18.7% 25–39 years

10% 15–24 years

12.4% 5–14 years

Delivery Program 2022–2026 + Operational Plan 2022–2023

99% residents who think their quality of life is ‘good’ to ‘excellent’

30.1% adults 16 years and over undertaking insufficient physical activity

25% households with a mortgage 32% households renting

87.1 years life expectancy at birth

49% residents aged 15 years and over with a university qualification

34% proportion of housing that is separate dwellings 40% proportion of housing three or more storeys 14,000 workers

2,900 residents doing paid work locally

2,500 residents who provide unpaid care for the aged and disabled

62% residents in the labour force

6,000 residents who do voluntary work

31% employed residents who catch public transport to work

86% households with internet connection

10% households with 3 or more cars

Our Organisation Mayor and Councillors Mosman is governed by an elected Council comprising seven Councillors including a popularly elected Mayor. The current term of Council commenced in December 2021 and will conclude with the next local government election, scheduled for September 2024. Councillor Carolyn Corrigan was re-elected for a second term as Mosman’s popularly elected Mayor in December 2021, having previously been elected as Mosman’s first popularly

elected female Mayor in September 2017. Mosman’s Deputy Mayor is elected annually by Councillors, and Councillor Simon Menzies was elected to this position in January 2022 for the period concluding September 2022. The Mosman local government area is not divided into wards - all Councillors serve as representatives of the whole municipality. Details of Councillors elected for the 2021-2024 Council term are provided below:

Carolyn CORRIGAN Mayor 2021–2024

Roy BENDALL

Simon MENZIES Deputy Mayor 2021–2022

Pip FRIEDRICH

Sarah HUGHES

Libby MOLINE

Michael RANDALL

Delivery Program 2022–2026 + Operational Plan 2022–2023

Our Organisation Council Management Leadership and management of Mosman Council is a collaborative effort between the Mayor, Councillors, the General Manager and staff. The General Manager, Dominic Johnson, is responsible for the effective and efficient delivery of Council’s day-to day operations, and is assisted in this task by his Leadership Group and 164 (full time equivalent) members of staff. Council’s organisational structure is illustrated below:

Mayor and Council

General Manager

Director Corporate Services

Director Environment and Planning

Director Community Development

Manager Information Technology Services

Manager Environment & Open Space

Manager Community Services

Manager Customer Service

Manager Engineering

Manager Library Services

Manager Finance/CFO

Manager Development Services

Manager Governance

Manager Compliance

Manager Human Resources

Manager Property & Works

Manager Cultural Services Manager Communications

Our Organisation Our Values Council has reaffirmed six Values that guide the way services are delivered and help ensure Council remains progressive, accountable and responsive to the community. In addition to these Values 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 Directions and Strategies.

LEADERSHIP INTEGRITY TRANSPARENCY SERVICE INCLUSIVENESS RESPECT

Delivery Program 2022–2026 + Operational Plan 2022–2023

Our Finances 2022-23 Income Budget

5902006060107010=

This table and bar chart show a breakdown of Council revenue. Sources of funds include operating revenue, sale of assets and loan borrowings.

Income ($)

2022/2023

Rates & Annual Charges

(29,618,800)

60.1%

User Fees & Charges

(9,805,900)

19.9%

Other Revenue

(3,255,400)

6.6%

(2,894,600) Grants & Contributions for Operating Purposes

5.9%

Interest & Investment Revenue

0.3%

Rental Income Net Share of Interest in Joint Ventures Total Income

(171,400) (3,495,300)

7.1%

(52,500)

0.1%

(49,293,900)

100%

Delivery Program 2022–2026 + Operational Plan 2022–2023

2022-23 Expenditure Budget

2022-23 Expenditure Budget by Strategic Direction

Expenditure ($)

2022/2023

Employee Costs

19,408,900 39.6%

Materials & Services

19,347,000 39.4%

Legal Costs

523,200

1.1%

Consultants

432,700

0.9%

270,000

0.6%

5,740,600

11.7%

533,400

1.1%

State Government Levies

2,298,200

4.7%

Net Loss from Disposal of Assets

515,500

1.1%

Total Expenditure

49,069,500

100%

Depreciation & Amortisation Other Expenses

5090170270290130=

4003901010 110105010=

This table and bar chart show how Council will spend the budget according to major expenditure items. Included are operating expenses, borrowing costs, new capital expenditure, capital renewals and loan repayments.

Borrowing Costs

This table and bar chart depict how Council will spend the budget according to Strategic Direction. Included are operating expenses, borrowing costs, new capital expenditure, capital renewals and loan repayments.

Strategic Direction ($)

2022/2023

Safe, caring and inclusive community

2,379,500

4.8%

Culturally rich and vibrant community

4,566,200

9.3%

Attractive and sustainable environment

8,198,700

16.7%

Engaged, businessfriendly community with strong independent civic leadership Well-designed, liveable and accessible places Healthy and active village lifestyle Total Expenditure

13,337,800 27.2%

14,280,000

29.1%

6,307,300

12.9%

49,069,500

100%

MOSPLAN

Integrated Planning and Reporting MOSPLAN Reading this Report

Integrated Planning and Reporting Mosman Council, like all other councils in NSW, operates within an Integrated Planning and Reporting Framework established by the State Government. This framework requires preparation and adoption of the following plans to assist councils in their ongoing delivery of services to residents and ratepayers. These plans consider and respond to the views expressed by the community through a range of engagement A P AN opportunitiesMoutlined MANin Council’s T E.Community Engagement Policy and Community Participation Plan. They are complemented by a series of reports at quarterly and annual intervals - as well as a MOSPLAN Review published at the beginning of each Council term - that inform the community of Council’s progress in implementing its various plans.

MOSPLAN

COMMUNITY STRATEGIC AN 20 2

A P AN M MAN

MOSPLAN

COMMUNITYSTRATEGIC

AN 20 2

Adopted by Council 7 June 2022

A Community Strategic Plan – a 10 year strategic direction for Mosman.

Delivery Program 2022–2026 + Operational Plan 2022–2023

MAKING IT HAPPEN.

MOSPLAN

RESOURCING STRATEGY

E I MOSPLAN E ING M MAN. RESOURCING STRATEGY

MOSPLAN

E MAKING ERY ROGRAM ITI HAPPEN. O ERATIONA AN

202 202

Adopted by Council 7 June 2022

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, within the resources available in the Resourcing Strategy. A one year Operational Plan and Budget – outlining the actions Council will carry out in the coming financial year to achieve the Delivery Program and the long-term Vision identified in the Community Strategic Plan.

MAKING IT HAPPEN.

MOSPLAN

RESOURCING STRATEGY Adopted by Council 7 June 2022

A Resourcing Strategy – detailing Council’s approach to long term financial planning, workforce planning and asset management. The Resourcing Strategy is a vital link between the Community Strategic Plan and Delivery Program.

MOSPLAN The suite of planning documents prepared by Mosman Council as part of its Integrated Planning and Reporting obligations (and more generally as a matter of good practice!) is collectively known as MOSPLAN. The current suite of documents, prepared for adoption in 2022, is known as MOSPLAN 2022-2032 and includes: The 2022-2032 Community Strategic Plan A Resourcing Strategy supporting the 2022-2032 Community Strategic Plan encompassing longer term financial, infrastructure and workforce planning The 2022-2026 Delivery Program Operational Plans and Budget for 2022-2023, 20232024, 2024-2025 and 2025-2026 (This document contains the 2022-2026 Delivery Program and 20222023 Operational Plan) Together, these documents articulate a long-term Vision for Mosman’s future, and contain information about how Council intends to deliver on that Vision across 10, 4 and 1 year horizons.

MOSPLAN 2022-2032 reflects the aspirations of the Mosman community and its elected Council and also takes into account an extensive range of other strategies and plans prepared by Council to address specific service areas or issues. It aims to ensure that services can be delivered to the Mosman community in a manner that is effective, efficient and planned in a logical and financially sustainable way. The following diagram illustrates the integrated nature of MOSPLAN, and how engagement, planning, service delivery and reporting processes all contribute to its preparation, ongoing review and evolution.

Delivery Program 2022–2026 + Operational Plan 2022–2023

Reading this Plan

This Delivery Program, provides an overview of the services and facilities that Council plans to deliver over the next four years to bring the 2022-2032 Community Strategic Plan to life. This document draws on the Vision for Mosman adopted in the Community Strategic Plan and the six Strategic Directions that were informed by community input in 2021-2022. The 2022-2026 Delivery Program and 20222023 Operational Plan and Budget have also been shaped by the forecasted financial, workforce and infrastructure resources expected to be available to Council over the ten years commencing 1 July 2022. The 2022-2026 Delivery Program and supporting annual Operational Plans and Budgets include information on the activities that will be engaged in on a day-to-day basis (effectively ‘business as usual’), as well as special projects to be delivered over a four year period. This information is organised according to the six Strategic Directions that will guide Council’s efforts in delivering the best possible outcomes for the Mosman community. Further, this document identifies funds and staffing available to deliver these outcomes. This document also illustrates how Council will measure its progress against each Strategic Direction. Collectively as MOSPLAN 2022-2032, this document and the 2022-2032 Community Strategic Plan will be the subject of progress reports presented to Council and the community on a regular basis, including at the beginning of the next term of Council in September 2024.

6 18 Everyday Services + Projects

Delivery Program 2022–2026 + Operational Plan 2022–2023

Reading this Plan

Delivery Program 2022–2026 + Operational Plan 2022–2023

Strategic Direction 1

A safe, caring and inclusive community

How we’ll deliver…

Our Strategies

1 2 3

Assist residents to feel safe and connected to their community and each other

Everyday Services and Facilities

Ensure support is available for people in need Promote opportunities to acknowledge and embrace diversity

Council delivers a wide range of services that support, connect and care for members of the Mosman community including children, families, young people, older residents and those with disability. Regular programs and activities are offered by Council for children and families including playgroups, education seminars, leisure and learning opportunities and community events. Support is also available to the network of local early childhood care providers, helping ensure that childcare is of a high quality and providers are well connected with local families, services and each other. Young people are catered for at Council’s Youth Centre, through regular drop-in sessions and a variety of targeted programs and activities. Youth Volunteering is a popular and successful program engaging young people and delivering new skills and experiences. Youth events are coordinated regularly in partnership with young people.

Older residents are provided with many activities and programs to keep them active and engaged, and to support them when they need help. The range of services provided to older residents include meals delivered to homes or served at the Mosman Square Seniors Centre, home visits and book deliveries, transport, healthy and active seniors programs, discussion and walking groups, social support and advice, newsletters and special events and activities. Council also watches out for those in caring roles and those who otherwise volunteer in Mosman, providing services and respite for carers and coordinating volunteer programs across more than 20 Council services and programs. For people living with disability, Council provides services for families living with dementia, and a regular carers group provides ongoing support and advice to those caring for others. Our community is supported more broadly through numerous community development programs and activities including support and capacity building for local community groups, an annual community grants program, training programs, language classes and computer classes.

Our diverse community is celebrated through events marking International Women’s Day, International Day of People with Disability, Harmony Day, and NAIDOC Week. Advice and a lending hand is provided to residents who are facing difficult situations in their lives, and who are in need of guidance or other assistance. Taking care of our community also involves providing a range of community facilities for general community and programmed use, and the renewal, maintenance and cleansing of these facilities in line with community expectations. Council looks after the safety of public places through CCTV and other community safety projects in collaboration with the Police Local Area Command. Regular contact is made with the State Emergency Service and other emergency services involved in planning for and responding to emergency situations in the local area.

Our Strategies

Everyday Services and Facilities

Further guidance to Council in achieving the Strategic Direction

Council’s ‘business as usual’ activities that contribute to the delivery of each Strategic Direction

Delivery Program 2022–2026 + Operational Plan 2022–2023

Strategic Direction Reflects the kind of place and the kind of community residents value

Delivery Program 2022–2026 + Operational Plan 2022–2023

Strategic Direction 1

Our Projects

A safe, caring and inclusive community

Project Name

22 23

Building Community Resilience Manager Community Services Youth Wellbeing Initiative Manager Community Services Pedestrian Safety Manager Engineering 40 kph Speed Limit Project Manager Engineering Disability Inclusion Action Plan implementation Manager Community Services Accessible Parking Space Review Manager Engineering Dementia awareness and education Manager Community Services

23 24

A safe, caring and inclusive community

24 25

25 26

Resources Budget

Income ($) Community Care Children’s Services Youth Services Total Income

Expenditure ($) Community Care Children's Services Community Services Youth Services

22 23

23 24

24 25

25 26

776,200

791,718

807,545

823,693

28,500

29,070

29,652

30,244

3,000

3,060

3,121

3,183

807,700

823,848

840,318

857,120

22 23

23 24

25 26

1,300,200

1,330,068

1,351,682

1,384,070

163,400

167,240

512,900

523,963

535,610

547,533

403,000

411,767

420,790

171,314

430,036

175,493

Total Expenditure

2,379,500

2,433,038

2,479,396

2,537,132

Operating Surplus / Deficit

(1,571,800)

(1,609,190)

(1,639,078)

(1,680,012)

Playgroup Development Program Manager Community Services

Our Projects

Resources

Key initiatives that will contribute to each Strategic Direction over the life of the Delivery Program and Operational Plan

The finances and human resources Council has allocated to delivering each Strategic Direction

Delivery Program 2022–2026 + Operational Plan 2022–2023

Strategic Direction 1

A safe, caring and inclusive community

How we’ll measure performance…

Resources Youth Services

21 22

22 23

(200)

200

Grants & Cont for Operating Purposes

1,800

Other Income

1,000

Income ($) Rates & Annual Charges User Fees & Charges Interest & Investment Revenue

Rental Income Net Share of Interest in Joint Ventures

3,000

21 22

22 23

Employee Costs

324,300

326,900

Borrowing Costs

55,300

75,300

Expenditure ($) Materials and Services

Key Performance Indicators and Targets

25-26 90%

Annual Target

23-24 345

24-25 345

25-26 345

No. of meals delivered by Meals on Wheels per annum

No. of meals served at Community Care programs per annum

Annual Target

22-23 3,450

23-24 3,450

24-25 3,450

25-26 3,450

800

Other Expenses

No. of Community Transport trips per annum

State Government Levies

Annual Target

Net Loss from Disposal of Assets

380,400

403,000

(377,800)

(400,000)

FTE Staff

24-25 90%

Annual Target

Operating Result Before Capital Grants & Contributions

22-23 345

23-24 90%

No. of hours social support provided per annum

Consultants

Total Expenditure

No. of volunteers in Council services

Annual Target 22-23 90%

Legal Costs Depreciation & Amortisation

% Project Milestones achieved - Safe, caring and inclusive community

2,600

Total Income

KPIs

22-23 18,000

23-24 18,500

24-25 19,000

25-26 19,500

22-23 1,000

23-24 1,000

24-25 1,000

25-26 1,000

22-23 5,350

23-24 5,350

24-25 5,350

25-26 5,350

No. of occasions of service for young people engaging with Mosman Youth Service and Programs

% Young people satisfied with programs and events coordinated by Youth Services

Annual Target

22-23 13,000

23-24 13,500

24-25 14,000

25-26 14,500

22-23 85%

23-24 85%

24-25 85%

25-26 85%

2.6 Level of resident satisfaction with overall range and quality of community facilities and activities Annual Target 22-23 7.48*

23-24 7.50*

24-25 7.50*

25-26 7.50*

Level of resident satisfaction with access to Council information and Council support Annual Target 22-23 6.90*

23-24 6.95*

24-25 6.95*

25-26 6.95*

Level of resident satisfaction with services and facilities for people from culturally and linguistically diverse backgrounds Annual Target 22-23 6.19*

23-24 6.20*

24-25 6.20*

25-26 6.20*

Resources

Key Performance Indicators

The finances and human resources Council has allocated to delivering each Strategic Direction

Measure how Council is performing in its delivery of each Strategic Direction

Delivery Program 2022–2026 + Operational Plan 2022–2023

Vision

A Vision for Mosman Strategic Directions

A Vision for Mosman What kind of future does our community want for Mosman? Our Vision for Mosman is:

A vibrant, inclusive harbourside village where community and heritage are valued and where residents feel safe and connected.

Delivery Program 2022–2026 + Operational Plan 2022–2023

Strategic Directions

What will we work towards over the next ten years to make this vision a reality?

Environmental

Social

Civic Leadership

A healthy and active village lifestyle

An engaged, business-friendly community with strong civic leadership

Well-designed, liveable and accessible places

A safe, caring and Inclusive Community

An attractive and sustainable environment

A culturally rich and vibrant Community

Economic

Delivery Program 2022–2026 + Operational Plan 2022–2023

Our six Strategic Directions are:

Strategic Direction 1

Strategic Direction 2

Strategic Direction 3

A safe, caring and inclusive community

A culturally rich and vibrant community

An attractive and sustainable environment

Strategic Direction 4

Strategic Direction 5

Strategic Direction 6

An engaged, businessfriendly community with strong civic leadership

Well-designed, liveable and accessible places

A healthy and active village lifestyle

Plans

Delivery Program & Operational Plan Strategic Directions 1–6

Strategic Direction 1

A safe, caring and inclusive community

Strategic Direction 1

A safe, caring and inclusive community

How we’ll deliver…

Our Strategies

1 2 3

Assist residents to feel safe and connected to their community and each other Ensure support is available for people in need Promote opportunities to acknowledge and embrace diversity

Delivery Program 2022–2026 + Operational Plan 2022–2023

A safe, caring and inclusive community

Everyday Services and Facilities Council delivers a wide range of services that support, connect and care for members of the Mosman community including children, families, young people, older residents and those with disability. Regular programs and activities are offered by Council for children and families including playgroups, education seminars, leisure and learning opportunities and community events. Support is also available to the network of local early childhood care providers, helping ensure that childcare is of a high quality and providers are well connected with local families, services and each other. Young people are catered for at Council’s Youth Centre, through regular drop-in sessions and a variety of targeted programs and activities. Youth Volunteering is a popular and successful program engaging young people and delivering new skills and experiences. Youth events are coordinated regularly in partnership with young people.

Strategic Direction 1

Our Projects

A safe, caring and inclusive community

Project Name Building Community Resilience Manager Community Services Youth Wellbeing Initiative Manager Community Services Pedestrian Safety Manager Engineering 40 kph Speed Limit Project Manager Engineering Disability Inclusion Action Plan implementation Manager Community Services Accessible Parking Space Review Manager Engineering Dementia awareness and education Manager Community Services Playgroup Development Program Manager Community Services

22 23

23 24

24 25

25 26

Delivery Program 2022–2026 + Operational Plan 2022–2023

A safe, caring and inclusive community

Resources Budget

Income ($) Community Care Children’s Services Youth Services Total Income

Expenditure ($) Community Care

22 23

23 24

24 25

25 26

776,200

791,718

807,545

823,693

28,500

29,070

29,652

30,244

3,000

3,060

3,121

3,183

807,700

823,848

840,318

857,120

22 23

23 24

25 26

25 26 1,384,070

1,300,200

1,330,068

1,351,682

Children's Services

163,400

167,240

171,314

175,493

Community Services

512,900

523,963

535,610

547,533

403,000

411,767

420,790

430,036

Total Expenditure

Youth Services

2,379,500

2,433,038

2,479,396

2,537,132

Operating Surplus / Deficit

(1,571,800)

(1,609,190)

(1,639,078)

(1,680,012)

Strategic Direction 1

Resources Community Care

A safe, caring and inclusive community

Income ($) Rates & Annual Charges User Fees & Charges Interest & Investment Revenue

21 22

22 23

210,200

213,600

553,500

562,600

Other Income

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

763,700

776,200

22 23

23 24

Employee Costs

970,400

1,021,100

Borrowing Costs

242,200

256,000

Total Income

Expenditure ($) Materials and Services Legal Costs Consultants

23,100

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

1,235,700

1,300,200

(472,000)

(524,000)

Depreciation & Amortisation

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

12.1

Delivery Program 2022–2026 + Operational Plan 2022–2023

Strategic Direction 1

Resources Children’s Services

A safe, caring and inclusive community

Income ($) Rates & Annual Charges User Fees & Charges

21 22

22 23

28,500

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

28,500

21 22

22 23

Employee Costs

129,300

142,900

Borrowing Costs

Total Income

Expenditure ($) Materials and Services

28,100

20,500

Legal Costs

Consultants

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

157,400

163,400

(128,900)

(134,900)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

0.8

Delivery Program 2022–2026 + Operational Plan 2022–2023

A safe, caring and inclusive community

Resources Community Services

21 22

22 23

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

21 22

22 23

Employee Costs

320,000

326,600

Borrowing Costs

Income ($)

Expenditure ($) Materials and Services

69,600

96,400

Legal Costs

Consultants

Depreciation & Amortisation

94,500

89,900

State Government Levies

Net Loss from Disposal of Assets

484,100

512,900

(484,100)

(512,900)

Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

1.7

Strategic Direction 1

Resources Youth Services

A safe, caring and inclusive community

Income ($) Rates & Annual Charges User Fees & Charges Interest & Investment Revenue

21 22

22 23

(200)

200

Grants & Cont for Operating Purposes

1,800

Other Income

1,000

Rental Income

Net Share of Interest in Joint Ventures

2,600

3,000

21 22

22 23

Employee Costs

324,300

326,900

Borrowing Costs

55,300

75,300

Total Income

Expenditure ($) Materials and Services Legal Costs Consultants

800

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

380,400

403,000

(377,800)

(400,000)

Depreciation & Amortisation

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

2.6

Delivery Program 2022–2026 + Operational Plan 2022–2023

A safe, caring and inclusive community

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved - Safe, caring and inclusive community

No. of volunteers in Council services

Annual Target

22-23 345

22-23 90%

23-24 90%

24-25 90%

25-26 90%

Annual Target

23-24 345

24-25 345

25-26 345

No. of hours social support provided per annum

No. of meals delivered by Meals on Wheels per annum

No. of meals served at Community Care programs per annum

Annual Target

22-23 3,450

23-24 3,450

24-25 3,450

25-26 3,450

No. of Community Transport trips per annum Annual Target 22-23 5,350

23-24 5,350

24-25 5,350

25-26 5,350

22-23 18,000

23-24 18,500

24-25 19,000

25-26 19,500

Annual Target

22-23 13,000

23-24 13,500

24-25 14,000

25-26 14,500

Annual Target

25-26 7.50*

25-26 1,000

Annual Target

24-25 7.50*

24-25 1,000

% Young people satisfied with programs and events coordinated by Youth Services

Level of resident satisfaction with access to Council information and Council support

23-24 7.50*

23-24 1,000

No. of occasions of service for young people engaging with Mosman Youth Service and Programs

Level of resident satisfaction with overall range and quality of community facilities and activities 22-23 7.48*

22-23 1,000

22-23 6.90*

23-24 6.95*

24-25 6.95*

25-26 6.95*

22-23 85%

23-24 85%

24-25 85%

25-26 85%

Level of resident satisfaction with services and facilities for people from culturally and linguistically diverse backgrounds Annual Target 22-23 6.19*

23-24 6.20*

24-25 6.20*

25-26 6.20*

Delivery Program 2022–2026 + Operational Plan 2022–2023

A safe, caring and inclusive community

Level of resident satisfaction with services and facilities for older people Annual Target 22-23 7.37*

23-24 7.40*

24-25 7.40*

25-26 7.40*

Level of resident satisfaction with services and facilities for people with a disability

Level of resident satisfaction with services and facilities for children and families

Annual Target

22-23 6.78*

23-24 6.85*

24-25 6.85*

25-26 6.85*

22-23 7.53*

23-24 7.55*

24-25 7.55*

25-26 7.55*

Level of resident satisfaction with services for young people

Level of residents’ sense of safety in their local community

Utilisation rate (visits) - Mosman Square Senior Citizens Centre

Annual Target

22-23 6.79*

23-24 6.80*

24-25 6.80*

25-26 6.80*

22-23 9.17*

Utilisation rate %- Connections playgroup Annual Target 22-23 80%

23-24 90%

24-25 95%

25-26 95%

*Mosman Community Survey mean score out of 10

23-24 9.20*

24-25 9.20*

25-26 9.20*

22-23 20,000

23-24 22,000

24-25 23,000

25-26 24,000

Strategic Direction 2

A culturally rich and vibrant community

Strategic Direction 2

A culturally rich and vibrant community

How we’ll deliver…

Our Strategies

1 2 3

Celebrate Mosman’s unique identity and heritage Nurture cultural and creative endeavours Provide further opportunities to laugh, learn and play

Delivery Program 2022–2026 + Operational Plan 2022–2023

A culturally rich and vibrant community

Everyday Services and Facilities Mosman has a strong cultural and artistic heritage and Council is actively involved in promoting and facilitating the ongoing cultural wellbeing of our community. The Mosman Library Service, operating from the Barry O’Keefe Library, has a significant role to play, providing services seven days a week. This multipurpose community hub not only offers an excellent library collection, it delivers a range of intellectual, cultural, recreational and information services, encompassing learning opportunities, resources and activities for all age groups. This programming covers everything from Storytime for toddlers and Babytime for the very young, to holiday activities, reading and writing competitions, book clubs, author and special interest talks, film and discussion groups and services

supporting local schools and students. The area’s heritage is well-cared for and celebrated through the work of the Library’s Local Studies team, while new, innovative resources and programming are delivered in the Library’s Creation Space. As part of a wider network known as Shorelink, the Library Service also provides members with ready access to the resources of libraries in North Sydney and Lane Cove. Mosman’s artistic heritage and more contemporary artistic life is celebrated daily at Mosman Art Gallery. The Gallery, as the only regional art gallery in northern Sydney, delivers a high quality program of exhibitions year-round, providing residents and visitors opportunities to view the works of local, Australian and international artists. The Mosman Art Prize, conducted annually, has for many years been recognised as one of the most prestigious municipal art prizes in Australia. Public programming and education programs delivered in conjunction

with these exhibitions, and other programming and events coordinated by the Gallery more generally, extend the cultural experiences available to the community. The Gallery is also home to the Mosman Symphony Orchestra and through the co-located community centre and Grand Hall provides extended opportunities for community driven concerts, performances and cultural events. Council also supports the cultural vitality of Mosman by coordinating monthly weekend artisan markets in Mosman Square, and by delivering a regular program of events. These include the biennial Festival of Mosman and annual Pets Day Out, as well as outdoor concerts and movies, quarterly night markets and other community get-togethers.

Strategic Direction 2

Our Projects

A culturally rich and vibrant community

Project Name Library RFID Returns System Upgrade Manager Library Services Art in Public Places Manager Cultural Services Ceiling replacement – Mosman Art Gallery Manager Engineering Nightlife in Mosman Manager Communications Creation Space Manager Library Services Library Precinct Investigations General Manager

22 23

23 24

24 25

25 26

Delivery Program 2022–2026 + Operational Plan 2022–2023

A culturally rich and vibrant community

Resources Budget

22 23

23 24

24 25

25 26

Art Gallery and Community Centre

261,600

269,388

277,409

285,672 299,484

Income ($) Arts Programming and Exhibitions

276,100

283,666

291,457

Community Events

70,800

72,666

74,588

76,568

Library

195,200

199,074

203,025

207,053

803,700

824,794

846,479

868,777

22 23

23 24

25 26

Total Income

Expenditure ($) Art Gallery and Community Centre

378,800

388,915

399,409

410,212

Arts Programming and Exhibitions

1,241,100

1,270,646

1,301,859

1,333,879

Community Events

356,200

409,392

370,590

428,372

21,800

22,304

22,823

23,358

Library

2,568,300

2,625,853

2,686,343

2,746,762

Total Expenditure

4,566,200

4,717,110

4,781,024

4,942,583

(3,762,500)

(3,892,316)

Heritage Management

Operating Surplus / Deficit

(3,934,545) (4,073,806)

Strategic Direction 2

Resources Art Gallery and Community Centre

A culturally rich and vibrant community

Income ($) Rates & Annual Charges User Fees & Charges

21 22

22 23

259,500

261,600

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

259,500

261,600

21 22

22 23

Employee Costs

67,400

85,500

Borrowing Costs

196,300

184,800

Total Income

Expenditure ($) Materials and Services Legal Costs Consultants

110,500

108,500

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

374,200

378,800

(114,700)

(117,200)

Depreciation & Amortisation

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

1.8

Delivery Program 2022–2026 + Operational Plan 2022–2023

A culturally rich and vibrant community

Resources Arts Programming and Exhibitions

Income ($) Rates & Annual Charges User Fees & Charges Interest & Investment Revenue

21 22

22 23

86,500

86,800

101,700

88,000

Other Income

99,100

101,300

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

287,300

276,100

21 22

22 23

Employee Costs

880,400

894,200

Borrowing Costs

Total Income

Expenditure ($) Materials and Services

377,900

343,300

Legal Costs

Consultants

3,100

500

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

1,261,900

1,241,100

(974,600)

(965,000)

Depreciation & Amortisation

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff Capital Expenditure ($)

6.7 103,400

Delivery Program 2022–2026 + Operational Plan 2022–2023

A culturally rich and vibrant community

Resources Community Events

Income ($) Rates & Annual Charges User Fees & Charges

21 22

22 23

70,800

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

70,800

21 22

22 23

Employee Costs

167,100

180,400

Borrowing Costs

Total Income

Expenditure ($) Materials and Services

185,700

175,800

Legal Costs

Consultants

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

352,800

356,200

(282,000)

(285,400)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

1.6

Strategic Direction 2

Resources Heritage Management

A culturally rich and vibrant community

21 22

22 23

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

21 22

22 23

Employee Costs

Borrowing Costs

Income ($)

Expenditure ($) Materials and Services

5,000

Legal Costs

Consultants

16,300

16,800

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

21,300

21,800

(21,300)

(21,800)

Total Expenditure Operating Result Before Capital Grants & Contributions

Delivery Program 2022–2026 + Operational Plan 2022–2023

A culturally rich and vibrant community

Resources Library

Income ($) Rates & Annual Charges User Fees & Charges Interest & Investment Revenue

21 22

22 23

36,100

35,900

Grants & Cont for Operating Purposes

155,470

135,900

Other Income

25,400

23,400

Rental Income

Net Share of Interest in Joint Ventures

216,970

195,200

21 22

22 23

Employee Costs

1,703,200

1,777,800

Borrowing Costs

308,370

275,000

Total Income

Expenditure ($) Materials and Services Legal Costs Consultants

396,300

415,500

97,100

100,000

State Government Levies

Net Loss from Disposal of Assets

2,504,970

2,568,300

(2,288,000)

(2,373,100)

Depreciation & Amortisation Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff Capital Expenditure ($)

18.6 297,000

Strategic Direction 2

A culturally rich and vibrant community

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved Culturally rich and vibrant community

Level of residents satisfaction with Library services

Annual Target

22-23 90%

23-24 90%

24-25 90%

25-26 90%

22-23 7.90*

23-24 7.95*

24-25 7.95*

25-26 7.95*

No. of Library programs delivered for children and young people

No. of Library programs delivered for adults

No. of Library visits per capita per annum

Annual Target

22-23 245

23-24 250

24-25 250

25-26 250

No. Loans per capita per annum Annual Target 22-23 9.5

23-24 9.5

24-25 9.5

25-26 9.5

22-23 100

23-24 120

24-25 120

25-26 120

Annual Target

22-23 95%

23-24 95%

24-25 95%

25-26 95%

22-23 75%

25-26 7.60*

25-26 9.9

Annual Target

24-25 7.60*

24-25 9.9

Total visitation per annum - Mosman Art Gallery and Community Centre

Utilisation rate - Community Centre, Mosman Art Gallery

23-24 7.60*

23-24 9.8

% Library users satisfied with Library services and resources

Level of resident satisfaction with Mosman Art Gallery and Community Centre 22-23 7.56*

22-23 9.7

Annual Target

23-24 80%

24-25 85%

25-26 85%

22-23 70,000

23-24 75,000

24-25 80,000

25-26 85,000

Level of resident satisfaction with overall range of facilities and activities relevant to culture and the arts Annual Target 22-23 7.10*

23-24 7.15*

24-25 7.15*

25-26 7.15*

Delivery Program 2022–2026 + Operational Plan 2022–2023

A culturally rich and vibrant community

No. of Gallery Friends and Volunteers Annual Target 22-23 480

23-24 480

24-25 480

25-26 480

No. of exhibitions, educational activities and special events held per annum at Mosman Art Gallery

No. of members of the Gallery Donor Program

Annual Target

22-23 45

22-23 140

23-24 145

24-25 150

25-26 150

Annual Target

23-24 47

24-25 49

25-26 51

Value of Cash donations and contributions to Mosman Art Gallery

Value of In kind donations and contributions to Mosman Art Gallery

% Users satisfied - Mosman Market

Annual Target

22-23 90%

22-23 $90,000

23-24 $95,000

24-25 25-26 $100,000 $105,000

No. of community events per annum Annual Target 22-23 8

23-24 12

24-25 8

25-26 12

22-23 $90,000

23-24 24-25 $100,000 $110,000

25-26 $120,000

Annual Target

23-24 90%

24-25 90%

25-26 90%

No. of attendees at community events per annum

Level of resident satisfaction with local festivals and events

Annual Target

22-23 9,500

*Mosman Community Survey mean score out of 10

23-24 25,000

24-25 9,500

25-26 25,000

22-23 7.39*

23-24 7.45*

24-25 7.45*

25-26 7.45*

Strategic Direction 3

An attractive and sustainable environment

Strategic Direction 3

An attractive and sustainable environment

How we’ll deliver…

Our Strategies

1 2 3

Protect and enhance Mosman’s natural areas and local biodiversity Use and encourage sustainable practices Effectively manage parklands for community use

Delivery Program 2022–2026 + Operational Plan 2022–2023

An attractive and sustainable environment

Everyday Services and Facilities Maintaining and enhancing the quality of Mosman’s green spaces and protecting the local environment is an ongoing priority for Council and the community.

with community groups who provide advice and on-the-ground delivery of environmental projects. Feral animal and fauna protection programs are carried out to reduce the harm being done to our native landscapes and animals by introduced species. Responsible pet ownership education campaigns are also run.

Council monitors local water quality through data collation undertaken as Council delivers a regular program part of the Beachwatch program and of environmental education and maintains a network of stormwater engagement programs to increase local knowledge and foster sustainable improvement devices to restrict the amount of litter entering the harbour. community behaviours focusing Litter and illegal dumping education on schools and young people as and control measures are also used to well as the general community. The keep natural and other public spaces coordination of volunteer Bushcare as clean as possible and contracts for and HarbourCare programs actively parks and reserve cleaning and street engages the community in caring and gutter cleaning are managed to for our environment. As well as creating programs locally, Council also further reduce waste and improve local amenity. participates in regional, national and international environmental networks One of the core services delivered by and programs. Council is its waste collection service, which incorporates various recycling We also manage a number of and waste disposal programs. These contractors responsible for tree include drop-off points for e-waste, management, bushland restoration, weed management and construction/ financial support for the Community renewal of marine structures, and work Recycling Centre at Artarmon,

hazardous chemicals and other materials as well as regular kerbside waste and recycling pick-ups and the annual Christmas tree recycling initiative. Council has an ongoing regulatory role regarding trees on private land and other private infrastructure such as cooling towers. Protection of the environment also extends to support for alternate transport options including public transport and car share and active/sustainable options including walking and cycling. Council also investigates and implements energy and water efficient options for its own service delivery and infrastructure provision, as well as providing information and support to the broader community. Council is actively involved in Climate Action, committing itself to net zero emissions by 2030 for its operations and working in partnership with the community to deliver a more sustainable future.

Strategic Direction 3

Our Projects

An attractive and sustainable environment

Project Name Environmentally Sustainable Road Renewals Manager Engineering Mosman LGA Flood Study Manager Engineering Electric Vehicle Charging Stations Manager Environment and Open Space Solar Installations/Batteries Manager Environment and Open Space Floral Displays Military Road Manager Environment and Open Space Waste and Recycling Program – including education, plastic-free and FOGO initiatives Manager Environment and Open Space Plans of Management Director Environment and Planning

22 23

23 24

24 25

25 26

Delivery Program 2022–2026 + Operational Plan 2022–2023

An attractive and sustainable environment

Resources Budget

Income ($) Environmental Sustainability Waste and Cleaning Total Income

Expenditure ($) Environmental Sustainability Stormwater

22 23

23 24

24 25

25 26

192,200

197,710

203,383

209,230

7,561,500

7,788,285

8,021,873

8,262,468

7,753,700

7,985,995

8,225,256

8,471,698

22 23

23 24

25 26

788,700

807,970

828,333

849,229

729,500

751,385

773,927

797,143

Waste and Cleaning

6,680,500

6,879,531

7,084,629

7,295,852

Total Expenditure

8,198,700

8,438,886

8,686,889

8,942,224

(445,000)

(452,891)

(461,633)

(470,526)

Operating Surplus / Deficit

Strategic Direction 3

Resources Environmental Sustainability

An attractive and sustainable environment

Income ($) Rates & Annual Charges User Fees & Charges Interest & Investment Revenue

21 22

22 23

112,000

114,100

64,000

65,900

Other Income

12,200

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

188,200

192,200

21 22

22 23

Employee Costs

500,000

562,700

Borrowing Costs

Total Income

Expenditure ($)

149,400

152,800

Legal Costs

Materials and Services

50,500

Consultants

22,100

22,700

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

722,000

788,700

(533,800)

(596,500)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

Delivery Program 2022–2026 + Operational Plan 2022–2023

An attractive and sustainable environment

Resources Stormwater

21 22

22 23

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

21 22

22 23

Employee Costs

Borrowing Costs

230,700

237,700

Income ($)

Expenditure ($) Materials and Services Legal Costs Consultants

492,000

491,800

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

722,700

729,500

(722,700)

(729,500)

Depreciation & Amortisation

Total Expenditure Operating Result Before Capital Grants & Contributions Capital Expenditure ($)

570,000

Strategic Direction 3

Resources Waste and Cleaning

An attractive and sustainable environment

Income ($) Rates & Annual Charges User Fees & Charges

21 22

22 23

7,125,400

7,429,200

114,000

132,300

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures Total Income

Expenditure ($)

7,239,400

7,561,500

21 22

22 23

Employee Costs

101,000

114,500

Borrowing Costs

40,000

5,082,400

5,252,000

14,300

12,000

Materials and Services Legal Costs Consultants

50,000

100,000

212,000

900,000

1,000,000

Total Expenditure

6,197,700

6,680,500

Operating Result Before Capital Grants & Contributions

1,041,700

881,000

Depreciation & Amortisation Other Expenses State Government Levies Net Loss from Disposal of Assets

FTE Staff Capital Expenditure ($)

1 179,700

Delivery Program 2022–2026 + Operational Plan 2022–2023

An attractive and sustainable environment

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved Attractive and sustainable environment Annual Target 22-23 90%

Level of resident satisfaction with waste and recycling collection services Annual Target 22-23 7.65*

23-24 7.70*

24-25 7.70*

25-26 7.70*

Level of resident satisfaction with litter control and rubbish dumping Annual Target 22-23 7.72*

23-24 7.75*

24-25 7.75*

25-26 7.75*

22-23 >38%

23-24 >38%

24-25 >38%

24-25 90%

25-26 90%

Annual Target 22-23 8.16*

23-24 8.20*

24-25 8.20*

25-26 8.20*

Level of resident satisfaction with overall cleanliness, appearance and management of public spaces

Level of resident satisfaction with cleaning of streets

Annual Target

22-23 8.01*

22-23 8.19*

23-24 8.20*

24-25 8.20*

25-26 8.20*

Annual Target

23-24 8.05*

24-25 8.05*

25-26 8.05*

Level of resident satisfaction with management and protection of the environment

Total number of trees and native tubestock planted

Annual Target

22-23 >5,000

22-23 7.78*

% of domestic waste recycled Annual Target

23-24 90%

Level of resident satisfaction with provision and maintenance of parklands including bushland, harbour foreshores, parks and bushland trails

25-26 >40%

*Mosman Community Survey mean score out of 10

23-24 7.90*

24-25 7.90*

25-26 7.90*

Annual Target

23-24 >5,000

24-25 >5,000

25-26 >5,000

Strategic Direction 4

An engaged, business-friendly community with strong civic leadership

Strategic Direction 4

An engaged, business-friendly community with strong civic leadership

How we’ll deliver…

Our Strategies

Actively inform, engage and support the community, including businesses

Deliver high quality, convenient service to customers

Collaborate locally and regionally to deliver the best outcome for Mosman

Delivery Program 2022–2026 + Operational Plan 2022–2023

An engaged, business-friendly community with strong civic leadership

Everyday Services and Facilities Council regularly uses a range of traditional and more contemporary tools to inform and engage the community, depending on specific issues, projects and communities of interest. These include community meetings and noticeboards, media liaison, community consultative committees, distribution of community newsletters, directories and resident guides, resident and user surveys, making best use of Council’s online platforms including apps, and circulation of information through social media, regular advertising, and distribution of promotional materials. Public involvement and participation in civic affairs also includes opportunities to speak at Council, Traffic Committee and Local Planning Panel meetings and to view Council meetings live via webcast or through Council’s webcast archive. Council cooperates with the Australian and NSW Electoral Commissions in their administration of State, Federal local government elections. As a regulated government organisation, there are many systems, policies and processes in place to

ensure Council meets its formal obligations, as well as to provide effective stewardship of community resources. Innovative use of assets and commercial acumen provide significant revenue inflows to support the recurrent budget. The development, maintenance and review of policies, practices and systems is an ongoing responsibility, as is regular audit and compliance programming. Council is committed to meeting its integrated planning and reporting responsibilities, including long term financial planning and strategic planning for assets and Council’s workforce. Reports on progress against adopted plans are made to Council and the community quarterly and annually, as well as at the beginning of each Council term. Providing high quality customer service is a priority. Complaints are taken seriously and are subject to clear policies and procedures. Services and structure are regularly reviewed and multiple contracts are proactively managed to ensure best possible financial and service outcomes. Council engages with other partners to deliver services and provide cost-effective solutions. It is involved in numerous joint/regional procurement contracts and actively considers further opportunities for joint procurement, service delivery,

advocacy and resource sharing. Shared internal audit services, the Shorelink Library Network, and membership of the Northern Sydney Regional Organisation of Councils (NSROC) provide ongoing opportunities for joint outcomes and advocacy. Council is committed to providing a safe and supportive workplace, while also considering the impact of its operations on the environment. Together with prudent and transparent financial, information and infrastructure management, Council is able to actively protect the organisation’s longer term sustainability. Service reviews are regularly programmed – cultural services (2022-23), financial management (2023-24) and information technology (2024-25) are scheduled for review during the life of this Delivery Program. Council also has a role within the wider business community of Mosman, partnering with the local Chamber of Commerce, listening to the views of business and providing support to the business community through both physical infrastructure and other business initiatives.

Strategic Direction 4

Our Projects

An engaged, business-friendly community with strong civic leadership

Project Name Digital Upgrades Manager Communications Digital Community Noticeboards Manager Communications Sports Promotion Banners Manager Communications Information Technology Upgrade Program including IT Strategy Review and Mobile Workforce project Manager Information Technology Shop Local Support Director Community Development Mosman Regional Collaboration and Advocacy General Manager

22 23

23 24

24 25

25 26

Delivery Program 2022–2026 + Operational Plan 2022–2023

An engaged, business-friendly community with strong civic leadership

Resources Budget

Income ($) Assets and Services Management Compliance Finance Governance Support & Risk Total Income

Expenditure ($)

22 23

23 24

24 25

25 26

3,400

3,502

3,607

3,715

617,500

635,953

654,957

674,535

23,257,500

23,956,183

25,057,849

25,440,711

1,000

23,879,400

24,596,638

25,717,413

26,119,961

22 23

23 24

25 26

Assets and Services Management

294,100

301,392

309,129

317,068

Communication and Engagement

1,003,300

1,018,808

1,045,603

1,063,128

Compliance

1,653,200

1,693,038

1,735,477

1,778,984

488,300

500,078

512,631

525,498

Customer Service Finance

1,671,800

1,686,883

1,749,908

1,752,981

Governance Support & Risk

1,739,300

1,789,037

2,190,595

1,893,652

Human Resources

1,384,500

1,421,541

1,460,283

1,500,096

Information Technology

2,923,600

2,964,414

3,048,484

3,134,954

Leadership Group

2,179,700

2,233,343

2,290,303

2,348,735

Total Expenditure

13,337,800

13,608,534

14,342,413

14,315,096

Operating Surplus / Deficit

10,541,600

10,988,104

11,375,000

11,804,865

Strategic Direction 4

Resources Assets and Services Management

An engaged, business-friendly community with strong civic leadership

21 22

22 23

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Income ($)

Other Income

Rental Income

2,200

3,400

Net Share of Interest in Joint Ventures

2,200

3,400

21 22

22 23

Employee Costs

261,000

245,900

Borrowing Costs

Total Income

Expenditure ($) Materials and Services

38,800

39,900

Legal Costs

8,200

8,300

Consultants

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

308,000

294,100

(305,800)

(290,700)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

Delivery Program 2022–2026 + Operational Plan 2022–2023

An engaged, business-friendly community with strong civic leadership

Resources Compliance

Income ($) Rates & Annual Charges User Fees & Charges Interest & Investment Revenue

21 22

22 23

586,900

587,500

40,000

30,000

Other Income

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

626,900

617,500

21 22

22 23

Employee Costs

1,560,000

1,584,400

Borrowing Costs

Total Income

Expenditure ($) Materials and Services

67,900

68,800

Legal Costs

Consultants

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

1,627,900

1,653,200

(1,001,000)

(1,035,700)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

Strategic Direction 4

Resources Customer Service

An engaged, business-friendly community with strong civic leadership

21 22

22 23

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

21 22

22 23

Employee Costs

448,000

468,600

Borrowing Costs

Income ($)

Expenditure ($) Materials and Services

19,300

19,700

Legal Costs

Consultants

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

467,300

488,300

(467,300)

(488,300)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

Delivery Program 2022–2026 + Operational Plan 2022–2023

Strategic Direction 4

Resources Communication and Engagement

An engaged, business-friendly community with strong civic leadership

21 22

22 23

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

21 22

22 23

Employee Costs

562,800

580,400

Borrowing Costs

Income ($)

Expenditure ($) Materials and Services

379,500

409,700

Legal Costs

Consultants

12,800

13,200

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

955,100

1,003,300

(955,100)

(1,003,300)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff Capital Expenditure($)

5 25,000

Delivery Program 2022–2026 + Operational Plan 2022–2023

An engaged, business-friendly community with strong civic leadership

Resources Finance

21 22

22 23

21,697,700

22,189,600

User Fees & Charges

183,000

202,000

Interest & Investment Revenue

86,000

171,400

730,000

676,000

Other Income

17,000

17,500

Rental Income

1,000

Income ($) Rates & Annual Charges

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures Total Income

Expenditure ($)

22,714,700

23,257,500

21 22

22 23

Employee Costs

1,045,200

983,000

Borrowing Costs

198,000

230,000

Materials and Services

387,300

380,700

12,000

12,100

Legal Costs Consultants Depreciation & Amortisation Other Expenses State Government Levies Net Loss from Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff Loan Principal Repaid

4,000

11,000

60,000

55,000

1,706,500

1,671,800

21,008,200

21,585,700 7.5 1,302,000

Strategic Direction 4

Resources Governance Support and Risk

An engaged, business-friendly community with strong civic leadership

Income ($) Rates & Annual Charges User Fees & Charges

21 22

22 23

1,000

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

1,000

21 22

22 23

Employee Costs

272,600

397,200

Borrowing Costs

Total Income

Expenditure ($) Materials and Services

1,523,100

1,342,100

Legal Costs

Consultants

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

1,795,700

1,739,300

(1,794,700)

(1,738,300)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

Delivery Program 2022–2026 + Operational Plan 2022–2023

An engaged, business-friendly community with strong civic leadership

Resources Human Resources

21 22

22 23

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

15,000

Rental Income

Income ($)

Net Share of Interest in Joint Ventures

15,000

21 22

22 23

Employee Costs

844,000

1,030,000

Borrowing Costs

Total Income

Expenditure ($)

250,300

278,200

Legal Costs

Materials and Services

21,000

21,800

Consultants

53,400

54,500

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

1,168,700

1,384,500

(1,153,700)

(1,384,500)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

100

Strategic Direction 4

Resources Information Technology

An engaged, business-friendly community with strong civic leadership

21 22

22 23

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

21 22

22 23

1,314,000

944,000

Income ($)

Expenditure ($) Employee Costs Borrowing Costs

1,755,600

1,809,500

Legal Costs

Consultants

20,400

60,600

Depreciation & Amortisation

77,000

109,500

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

3,167,000

2,923,600

(3,167,000)

(2,923,600)

Materials and Services

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff Capital Expenditure($)

8 330,000

Delivery Program 2022–2026 + Operational Plan 2022–2023

101

102

Strategic Direction 4

Resources Leadership Group

An engaged, business-friendly community with strong civic leadership

21 22

22 23

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

Total Income

21 22

22 23

1,917,300

2,047,700

Income ($)

Expenditure ($) Employee Costs Materials and Contracts

Legal Costs

56,900

59,000

Consultants

Borrowing Costs

Depreciation & Amortisation

State Government Levies

74,000

73,000

Other Expenses

Loss on Disposal of Assets

2,048,200

2,179,700

(2,048,200)

(2,179,700)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

Delivery Program 2022–2026 + Operational Plan 2022–2023

An engaged, business-friendly community with strong civic leadership

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved Engaged, business-friendly community with strong civic leadership Annual Target 22-23 90%

23-24 90%

24-25 90%

25-26 90%

No. Website visits per annum

No. Website page views per annum

Annual Target

22-23 23-24 400,000 400,000

24-25 380,000

25-26 380,000

22-23 750,000

23-24 700,000

24-25 700,000

25-26 700,000

% Project Milestones achieved overall Annual Target 22-23 90%

23-24 90%

24-25 90%

25-26 90%

Level of resident satisfaction with Council engaging (consulting) with the community Annual Target 22-23 6.54*

23-24 6.60*

24-25 6.60*

25-26 6.60*

Level of resident satisfaction with access to Council information and support

No. of people accessing live Council meeting webcasts

No. of people accessing archived Council meeting webcasts

Annual Target

Annual Target 22-23 600

Annual Target

22-23 6.90*

23-24 6.95*

24-25 6.95*

25-26 6.95*

% of Council meetings webcast Annual Target 22-23 100%

23-24 100%

24-25 100%

25-26 100%

23-24 600

24-25 600

25-26 600

22-23 600

23-24 600

24-25 600

25-26 600

Total no. of downloads - MyMosman app

Days lost per Work Health and Safety incident

Annual Target

22-23 1,000

*Mosman Community Survey mean score out of 10

23-24 900

24-25 850

25-26 850

22-23 0

23-24 0

24-25 0

25-26 0

103

104

Strategic Direction 4

An engaged, business-friendly community with strong civic leadership

Total no. days lost due to Work Health and Safety incidents

Electricity use Council operations (kWh)

GHG emissions from Council energy and gas use (tonnes CO2-e)

Annual Target

22-23 0

23-24 0

24-25 0

25-26 0

22-23 23-24 1,223,000 1,123,000

24-25 25-26 1,023,000 923,000

Total Council potable water use (kL)

Infrastructure Renewal ratio

Annual Target

22-23 48,600

23-24 48,100

24-25 47,600

25-26 47,100

No. of complaints regarding nonadherence to Council’s Customer Service Charter Annual Target 22-23 <20

23-24 <20

24-25 <20

25-26 <20

22-23 100%

23-24 100%

24-25 100%

22-23 100%

23-24 100%

24-25 100%

23-24 0

24-25 0

25-26 100%

Annual Target 22-23 <50

23-24 <50

24-25 <50

25-26 100%

Annual Target 22-23 >60

23-24 >60

24-25 >60

Budget performance - actual operating result compared to budget

Level of Staff Satisfaction and Wellbeing

Annual Target

23-24 90%

24-25 90%

25-26 90%

22-23 Achieve operating surplus

23-24 Maintain operating surplus

24-25 Maintain operating surplus

25-26 <50

No. of compliments received

% of budgeted capital works achieved per annum 22-23 90%

25-26 0

No. of complaints received

% of complaints resolved Annual Target

22-23 0

25-26 Maintain operating surplus

22-23 87%

23-24 87%

24-25 87%

25-26 >60

25-26 87%

Delivery Program 2022–2026 + Operational Plan 2022–2023

An engaged, business-friendly community with strong civic leadership

Level of resident satisfaction with Council leadership on matters important to the community Annual Target 22-23 6.58*

23-24 6.60*

24-25 6.60*

25-26 6.60*

Level of resident satisfaction with Councillor performance

Level of resident satisfaction with Council advocacy on matters impacting on Mosman and neighbouring areas Annual Target 22-23 6.92*

Annual Target 22-23 90%

23-24 92%

24-25 92%

25-26 96%

24-25 6.95*

25-26 6.95*

Annual Target 22-23 7.36*

23-24 7.40*

24-25 7.40*

25-26 7.40*

Level of resident satisfaction with staff performance

No. of statutory obligations not met

Annual Target

22-23 0

22-23 7.58*

% of waste generated from Council’s open space areas and street sweeping activities diverted from landfill

23-24 6.95*

Level of resident satisfaction with overall delivery of Council services

23-24 7.70*

24-25 7.70*

25-26 7.70*

Annual Target

23-24 0

24-25 0

25-26 0

Level of resident satisfaction with Council assisting economic development with the business community and visitors

No. of Council policies, codes and corporate practices reviewed and/or adopted

Annual Target

22-23 20

22-23 6.50*

23-24 6.55*

24-25 6.55*

25-26 6.55*

Annual Target

23-24 20

24-25 20

25-26 20

% of Council policies, codes and corporate practices reviewed and/or adopted

Occupancy rate of Council’s retail/ commercial and residential tenancies

No. of sites on public land utilised for outdoor dining purposes

Annual Target

Annual Target 22-23 95%

Annual Target

22-23 15%

23-24 15%

24-25 15%

25-26 15%

*Mosman Community Survey mean score out of 10

23-24 95%

24-25 95%

25-26 95%

22-23 50

23-24 54

24-25 56

25-26 60

105

Strategic Direction 5

Well-designed, liveable and accessible places

108

Strategic Direction 5

Well-designed, liveable and accessible places

How we’ll deliver…

Our Strategies

Enhance daily life by providing high quality public infrastructure and public spaces

Value and strengthen the special aesthetic qualities of Mosman

Improve access for everyone to, from and within Mosman

Delivery Program 2022–2026 + Operational Plan 2022–2023

Well-designed, liveable and accessible places

Everyday Services and Facilities Council is engaged in the design, construction, maintenance and renewal of community infrastructure daily. The five main infrastructure categories are roads (including footpaths, bike paths, kerb & gutter, retaining walls, steps and fencing), building facilities, marine structures, stormwater (closed and open conduits, pits and stormwater quality improvement devices (SQIDs)) and open space (parks, sports fields, reserves, and trees). Infrastructure assets are regularly inspected for condition and safety to maintain agreed levels of service and works are primarily undertaken by contractors under the management of Council staff. New, renewal and maintenance works are carried out according to priorities established through Council’s Asset Management Strategy and Plans.

The accessibility of public space and infrastructure is a key consideration and Council is guided by accessibility audits and strategy, and by other plans including the Disability Inclusion Action Plan, Pedestrian Access Mobility Plan and Walking and Cycling Strategy. Parking, traffic and transport are key community priorities and Council is actively involved in both delivering local improvements and advocating on Mosman’s behalf to other government agencies. Ongoing attention is being given to providing new solutions and to improving and regulating local parking and traffic flows. Education programs and capital improvements are undertaken to improve road safety and active transport opportunities are pursued. Planning, including the assessment of development applications is a core service of Council. Planning strategies, controls and assessment practices are regularly reviewed to ensure best possible planning outcomes, guided

by Mosman’s Local Strategic Planning Statement. Heritage conservation and management strategies are in place to protect Mosman’s indigenous and built heritage. An independent Local Planning Panel determines development applications not dealt with by Council staff and planning information and advice is provided daily to members of the public. Regular representations are made to the State Government regarding planning policies, controls and legislation affecting the quality of development and amenity in Mosman. Large and small-scale improvements to the public domain and local streetscapes are undertaken having regard to community views, usage and opportunities to improve the attractiveness, vitality and usability of these spaces. A graffiti management contract is in place to deal quickly with reported incidences of graffiti.

109

110

Strategic Direction 5

Our Projects

Well-designed, liveable and accessible places

Project Name Marine Works Program including Inkerman Street Wharf Upgrade and Clifton Gardens and Balmoral Baths Renewals Manager Engineering Mosman Accessibility Program Manager Engineering Stormwater Works Program Manager Engineering Building Works Program including Passenger Lift Upgrades Manager Property and Works Roads and Footpaths Program including Footpath Missing Links and Permeable Paving Materials Manager Engineering Street Sign Renewal Program Manager Engineering Balmoral Beach Landscape Assessment Manager Environment and Open Space Military Road Smartpole Program (3) Manager Engineering

22 23

23 24

24 25

25 26

Delivery Program 2022–2026 + Operational Plan 2022–2023

Well-designed, liveable and accessible places

Resources Budget

Income ($) Car Parks

22 23

23 24

24 25

25 26

8,080,100

8,229,503

8,383,388

8,541,888

Development Services

831,100

855,925

881,494

907,831

Property Management

6,216,600

6,475,309

6,664,517

6,773,076

644,500

663,682

683,439

703,789

Roads Footpaths Street Lighting Urban Planning and Advocacy Total Income

Expenditure ($)

51,000

52,500

54,045

55,636

105,000

108,150

111,395

114,736

15,928,300

16,385,069

16,778,278

17,096,956

22 23

23 24

25 26

Car Parks

1,442,200

1,483,000

1,525,366

1,568,953

Development Services

2,022,800

2,076,600

2,133,013

2,190,973

Property Management

4,387,300

4,509,363

4,636,298

4,766,867

Roads Footpaths

5,324,800

5,475,604

5,632,238

5,793,378

420,000

431,200

442,708

454,533

Street Lighting Urban Planning and Advocacy Total Expenditure Operating Surplus / Deficit

682,900

700,294

718,645

737,482

14,280,000

14,676,061

15,088,268

15,512,186

1,648,300

1,709,008

1,690,010

1,584,770

111

112

Strategic Direction 5

Resources Car Parks

Well-designed, liveable and accessible places

Income ($) Rates & Annual Charges User Fees & Charges

21 22

22 23

4,166,000

4,980,100

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

2,760,000

3,100,000

Rental Income

Net Share of Interest in Joint Ventures

6,926,000

8,080,100

21 22

22 23

Employee Costs

360,400

385,700

Borrowing Costs

630,000

641,600

2,000

Total Income

Expenditure ($) Materials and Services Legal Costs Consultants

Depreciation & Amortisation

142,400

Other Expenses

265,200

270,500

State Government Levies

Net Loss from Disposal of Assets

Total Expenditure

1,400,000

1,442,200

Operating Result Before Capital Grants & Contributions

5,526,000

6,637,900

FTE Staff

Delivery Program 2022–2026 + Operational Plan 2022–2023

113

114

Strategic Direction 5

Resources Development Services

Well-designed, liveable and accessible places

Income ($) Rates & Annual Charges User Fees & Charges

21 22

22 23

793,100

831,100

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

793,100

831,100

21 22

22 23

Employee Costs

1,010,900

1,185,900

Borrowing Costs

Total Income

Expenditure ($) Materials and Services

302,900

319,700

Legal Costs

363,600

367,200

Consultants

150,000

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

Total Expenditure

1,677,400

2,022,800

Operating Result Before Capital Grants & Contributions

(884,300)

(1,191,700)

FTE Staff

8.9

Delivery Program 2022–2026 + Operational Plan 2022–2023

115

Well-designed, liveable and accessible places

Resources Property Management

Income ($) Rates & Annual Charges User Fees & Charges Interest & Investment Revenue Grants & Cont for Operating Purposes

21 22

22 23

1,717,800

1,823,200

650,000

850,000

Other Income

Rental Income

2,667,200

3,490,900

Net Share of Interest in Joint Ventures

51,000

52,500

5,086,000

6,216,600

21 22

22 23

Employee Costs

926,600

1,397,300

Borrowing Costs

2,201,900

2,215,300

28,000

28,300

Total Income

Expenditure ($) Materials and Services Legal Costs Consultants

60,000

61,800

675,800

684,600

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

3,892,300

4,387,300

1,193,700

1,829,300

Depreciation & Amortisation

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff Capital Expenditure ($)

8 1,075,000

116

Strategic Direction 5

Resources Roads and Footpaths

Well-designed, liveable and accessible places

Income ($) Rates & Annual Charges User Fees & Charges Interest & Investment Revenue

21 22

22 23

678,300

210,100

563,700

434,400

Other Income

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

1,242,000

644,500

21 22

22 23

Employee Costs

1,337,000

1,407,700

Borrowing Costs

705,500

725,800

Total Income

Expenditure ($) Materials and Services Legal Costs Consultants Depreciation & Amortisation Other Expenses State Government Levies Net Loss from Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff Capital Expenditure ($)

2,614,000

2,675,800

500,000

515,500

5,156,500

5,324,800

(3,914,500)

(4,680,300) 11.3 5,618,000

Delivery Program 2022–2026 + Operational Plan 2022–2023

117

Well-designed, liveable and accessible places

Resources Street Lighting

Income ($) Rates & Annual Charges User Fees & Charges Interest & Investment Revenue

21 22

22 23

1,000

100,000

50,000

Other Income

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

101,000

51,000

21 22

22 23

Employee Costs

Borrowing Costs

Total Income

Expenditure ($)

570,000

420,000

Legal Costs

Materials and Services

Consultants

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

570,000

420,000

(469,000)

(369,000)

Total Expenditure Operating Result Before Capital Grants & Contributions

118

Strategic Direction 5

Resources Urban Planning and Advocacy

Well-designed, liveable and accessible places

Income ($) Rates & Annual Charges User Fees & Charges

21 22

22 23

90,000

105,000

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

90,000

105,000

21 22

22 23

Employee Costs

394,000

475,000

Borrowing Costs

Total Income

Expenditure ($) Materials and Services

22,500

Legal Costs

Consultants

Depreciation & Amortisation

Other Expenses

180,000

185,400

596,500

682,900

(506,500)

(577,900)

State Government Levies Net Loss from Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

3.6

Delivery Program 2022–2026 + Operational Plan 2022–2023

Well-designed, liveable and accessible places

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved - Welldesigned, liveable and accessible places

Metres of stormwater pipes renewed or relined per annum

Annual Target

22-23 60

22-23 90%

23-24 90%

24-25 90%

25-26 90%

Annual Target

23-24 60

24-25 70

25-26 70

% Programmed retaining walls / rock cuttings renewal works completed per annum

% Programmed road renewal works completed per annum

Metres of new or renewed bike paths in Mosman

Annual Target

Annual Target 22-23 85%

Annual Target

22-23 90%

23-24 90%

24-25 90%

25-26 90%

23-24 85%

24-25 85%

25-26 85%

22-23 70

23-24 90

24-25 100

25-26 100

No. of (off street) public car parking spaces

No. of traffic accidents reported on local roads per annum

Level of resident satisfaction with providing and maintaining local roads

Annual Target

22-23 1,360

23-24 1,360

24-25 1,360

25-26 1,360

22-23 <65

23-24 <65

24-25 <60

25-26 <60

Level of resident satisfaction with providing and maintaining footpaths

Level of resident satisfaction with providing and maintaining bike paths

Annual Target

22-23 6.72*

23-24 6.75*

24-25 6.75*

25-26 6.75*

22-23 5.67*

*Mosman Community Survey mean score out of 10

23-24 5.70*

24-25 5.70*

25-26 5.70*

22-23 7.04*

23-24 7.05*

24-25 7.05*

25-26 7.05*

Level of resident satisfaction with overall cleanliness, appearance and management of public spaces Annual Target 22-23 8.19*

23-24 8.20*

24-25 8.20*

25-26 8.20*

119

120

Strategic Direction 5

Well-designed, liveable and accessible places

Level of resident satisfaction with condition of public toilets

Level of resident satisfaction with enforcement of parking restrictions

Level of resident satisfaction with provision of car parking

Annual Target

22-23 7.19*

23-24 7.20*

24-25 7.20*

25-26 7.20*

Level of resident satisfaction with traffic management Annual Target 22-23 6.18*

23-24 6.20*

24-25 6.20*

25-26 6.20*

22-23 6.05*

23-24 6.05*

24-25 6.05*

25-26 6.05*

22-23 6.43*

23-24 6.45*

24-25 6.45*

Level of resident satisfaction with managing development - land use planning

Level of resident satisfaction with development approvals process

Annual Target

22-23 5.47*

22-23 6.48*

23-24 6.50*

24-25 6.50*

25-26 6.50*

Annual Target

23-24 5.70*

24-25 5.70*

Level of resident satisfaction with protection of heritage values and buildings

Median gross time for DA and Modification determinations (days)

No. of DAs and Modifications determined

Annual Target

Annual Target 22-23 96

Annual Target

22-23 7.42*

23-24 7.45*

24-25 7.45*

25-26 7.45*

25-26 6.45*

23-24 93

24-25 90

25-26 87

22-23 280

23-24 280

24-25 280

25-26 5.70*

25-26 280

% Outstanding DAs and Modifications over 100 days

% DA appeals on hand compared to DAs and Modifications determined

No. of DA related appeals determined

Annual Target

22-23 20

22-23 ≤ 25%

23-24 ≤ 25%

24-25 ≤ 25%

25-26 ≤ 25%

22-23 8%

23-24 8%

24-25 8%

25-26 8%

Annual Target

23-24 20

24-25 20

25-26 20

Delivery Program 2022–2026 + Operational Plan 2022–2023

Well-designed, liveable and accessible places

Value of DAs lodged (construction)

Utilisation rates - Council car parks

% Overstays in Council car parks

Annual Target

22-23 >$195m

23-24 >$195m

24-25 >$195m

25-26 >$195m

22-23 75%

23-24 75%

24-25 80%

25-26 80%

22-23 10%

23-24 10%

24-25 10%

25-26 10%

Average duration of stay - Council car parks (min)

Metres of roadway constructed or renewed

Metres of footpaths constructed or renewed

Annual Target

22-23 70

23-24 70

24-25 70

25-26 70

22-23 800

*Mosman Community Survey mean score out of 10

23-24 900

24-25 1,000

25-26 1,000

22-23 1,100

23-24 1,200

24-25 1,200

25-26 1,200

121

Strategic Direction 6

A healthy and active village lifestyle

124

Strategic Direction 6

A healthy and active village lifestyle

How we’ll deliver…

Our Strategies

1 2 3

Protect and enhance Mosman’s village atmosphere Support active, healthy lifestyles Facilitate safe environments for everyday living

Delivery Program 2022–2026 + Operational Plan 2022–2023

A healthy and active village lifestyle

Everyday Services and Facilities

Council regularly plans for, manages and maintains sporting and recreational spaces in Mosman. Day to day maintenance is undertaken through a range of service contracts applying to indoor sport facilities, parks, sporting fields and turf management and allocation of space is administered directly by Council. Recreation opportunities are provided at both indoor and outdoor facilities, including parklands, sporting fields and courts for a variety of codes, bike paths and walking tracks, Mosman Swim Centre (operated and managed by an independent contractor), and Marie Bashir Mosman Sports Centre. Facilities are available for both casual, unstructured use and for regular bookings by organised groups.

As much of the natural and recreational lands within Mosman are owned by the Sydney Harbour Federation Trust and National Parks and Wildlife Service, Council works with these organisations to deliver the best possible outcomes for recreational spaces at Georges Heights, Middle Head and Bradleys Head.

development phases for new or upgraded facilities, as well as with local sporting groups to discuss priorities and opportunities for collaboration.

Within the various recreational spaces under Council ownership or management, Council also constructs and maintains appropriate facilities to support community use including playgrounds, outdoor fitness equipment, barbecues, kayak and dinghy storage, public amenities, outdoor furniture and swimming areas (such as those provided at Balmoral and Clifton Gardens). Active and healthy living programs are delivered for older residents.

The health and safety of the community is protected through inspection programs for food shops, beauty salons, hairdressers and skin penetration businesses, as well as cooling towers, swimming pools and fencing. Safety awareness programs are provided for businesses and Council also conducts water pollution, sewer leak and noise investigations.

Council regularly engages with the community during the planning and

Council is also working to support outdoor dining experiences that enliven the village atmosphere and provide residents with opportunities to connect and spend time together.

125

126

Strategic Direction 6

Our Projects

A healthy and active village lifestyle

Project Name Playground Upgrades Manager Environment and Open Space Middle Head Oval Amenities Development Manager Engineering Outdoor Dining Precincts Manager Governance Open Space Works Program including Public Amenities Upgrades Manager Environment and Open Space Manager Engineering Long Jump Resurfacing – Balmoral Oval Manager Environment and Open Space Rawson Oval Pavilion and Grandstand Refurbishment Manager Engineering Active Transport Priorities Manager Engineering

22 23

23 24

24 25

25 26

Delivery Program 2022–2026 + Operational Plan 2022–2023

A healthy and active village lifestyle

Resources Budget

Income ($)

22 23

23 24

24 25

25 26

Open Space Foreshore and Sporting Fields

121,100

124,703

128,413

132,237

Total Income

121,100

124,703

128,413

132,237

Expenditure ($)

22 23

23 24

25 26

Emergency and Depot

1,207,300

1,243,399

1,280,581

1,318,878

Open Space Foreshore and Sporting Fields

5,100,000

5,247,614

5,400,449

5,557,754

Total Expenditure

6,307,300

6,491,013

6,681,030

6,876,632

(6,186,200)

(6,366,310)

(6,552,617)

(6,744,395)

Operating Surplus / Deficit

127

128

Strategic Direction 6

Resources Emergency and Depot

A healthy and active village lifestyle

21 22

22 23

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

21 22

22 23

Employee Costs

Borrowing Costs

Income ($)

Expenditure ($)

149,000

149,500

Legal Costs

Materials and Services

Consultants

Depreciation & Amortisation

Other Expenses

1,027,000

1,057,800

1,176,000

1,207,300

(1,176,000)

(1,207,300)

State Government Levies Net Loss from Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions

Delivery Program 2022–2026 + Operational Plan 2022–2023

129

130

Strategic Direction 6

Resources Open Space Foreshore and Sporting Fields

A healthy and active village lifestyle

Income ($) Rates & Annual Charges User Fees & Charges

21 22

22 23

111,100

121,100

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

111,100

121,100

21 22

22 23

Employee Costs

782,000

843,500

Borrowing Costs

3,279,000

3,370,400

20,400

21,000

Total Income

Expenditure ($) Materials and Services Legal Costs Consultants

994,000

865,100

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

5,075,400

5,100,000

(4,964,300)

(4,978,900)

Depreciation & Amortisation

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff Capital Expenditure ($)

7 1,930,000

Delivery Program 2022–2026 + Operational Plan 2022–2023

A healthy and active village lifestyle

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved Healthy and active village lifestyle

No. of groups per annum - Marie Bashir Mosman Sports Centre

Annual Target

22-23 90%

23-24 90%

24-25 90%

25-26 90%

22-23 25

23-24 25

24-25 25

25-26 25

No. of hours booked per annum - Marie Bashir Mosman Sports Centre

No. users per annum - Mosman Swim Centre

Average no. ovals bookings per week

Annual Target

22-23 50

22-23 2,800

23-24 2,800

24-25 2,800

25-26 2,800

% Users satisfied - Sporting fields Annual Target 22-23 80%

23-24 80%

24-25 80%

25-26 80%

No. of groups per annum – Drill Hall Annual Target 22-23 30

23-24 30

24-25 30

25-26 30

22-23 160,000

23-24 160,000

24-25 160,000

25-26 160,000

Annual Target

23-24 50

24-25 50

Level of resident satisfaction with sport and recreational facilities

Utilisation rate - Council ovals

Annual Target

22-23 50%

22-23 7.68*

23-24 7.70*

24-25 7.70*

25-26 7.70*

Annual Target

23-24 50%

24-25 50%

25-26 50

25-26 50%

No. of hours booked per annum – Drill Hall

Level of resident satisfaction with Council keeping food premises safe

Annual Target

22-23 1,500

*Mosman Community Survey mean score out of 10

23-24 1,500

24-25 1,500

25-26 1,500

22-23 8.31*

23-24 8.30*

24-25 8.30*

25-26 8.30*

131

Financial Management Budget and Delivery Program Capital Works Program

134

Budget and Delivery Program Council’s budget forecast across the four year Delivery Program from 2022/2026 reflects the financial planning principles and assumptions that have also informed the 10 year Long Term Financial Plan. The assumptions incorporated in Council’s 2022/23 Budget, being the first annual budget for the current Delivery Program, and longer term financial forecasts are detailed on the following pages.

Delivery Program 2022–2026 + Operational Plan 2022–2023

Key Revenue Assumptions and Sources Rates and Annual Charges

Total revenue raised from the levying of land rates is capped by the State Government with the Independent Pricing and Regulatory Tribunal (IPART) developing a Local Government Cost Index (LGCI) for use in setting the maximum allowable increase in general income (i.e. the ‘rate peg’) for local government. The 2022/23 Budget allows for an increase of 2.3% subject to the approval by IPART resulting from the provision of a special variation for Councils generally, in recognition of the changing inflationary pressures arising since the original determination of a 0.7% rate peg for the 2022/23 financial year.

Rating Categories There are two categories of rates: Residential 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 within the business category however the split is 60% ad valorem and 40% base rate. Residential

Business

17,149,815,092

775,186,168

12,840

605

0.00058344

0.00156602

Further, a Stormwater Levy continues to be included in the Budget and is estimated to raise $240,000 in 2022/23 for allocation to important stormwater capital infrastructure initiatives.

Rateable Valuations

Base amount

779

1,337

Rates and Annual Charges also include revenue associated with the Domestic Waste Service where a 4.2% increase is required to cover a full cost recovery of service provision costs.

Total income

19,181,255

1,941,169

1,494

3,209

Number of Properties Rate in $

Average Rate

135

136

Domestic Waste Management Service

Pension Subsidy

The Domestic Waste Management Service is provided on a full cost recovery basis. A 4.2% increase in this charge is proposed for 2022/23. Residents have a choice of the following size bins/fee structure in 2022/23:

Pensioners who hold a Pensioner Concession card and own and occupy rateable property in Mosman receive a mandatory rebate per annum on Rates and Domestic Waste Management up to a maximum of $250.

1 × 80 litre mobile garbage bin 1 × 120 litre mobile garbage bin 1 × 240 litre mobile garbage bin*

$395 $649 $1,353

*Available only to existing customers

The above rates include the following services for houses, with other arrangements being made for multi unit dwellings with shared services:

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 per annum. This is applied against the Domestic Waste Charge.

Stormwater Levy The Stormwater Levy will be continued with the following parameters:

Weekly waste collection

Residential Property: $25 per annum

Fortnightly glass and containers

Residential Strata Property: $12.50 per annum

Fortnightly paper and cardboard

Business Property: $25 per annum

Monthly green waste

Business Strata Property: $5 per annum

Special Variations

Interest Charges

Included in the rate revenue for Council’s budget detailed above is a special rate variation of 10.6% which was built permanently into the rate base from 1 July 2015. A full description of the works undertaken with income from this special variation will be published in Council’s Annual Report.

In 2022/23 the interest charges on unpaid rates and charges will accrue on a daily basis at the rate of 6.0% per annum subject to the Minister for Local Governments approval.

Delivery Program 2022–2026 + Operational Plan 2022–2023

Annual Fees and Charges In accordance with Section 608 of the Local Government Act, 1993 and other relevant legislation, Council is authorised to charge and recover approved fees and charges for any service it provides. For 2018/19 these are included in the document entitled ‘2018/19 Schedule of Fees and Charges’. This document forms part of MOSPLAN, however is published separately from the Delivery Program and Operational Plan and is available for viewing on Council’s website. The fees and charges are generally intended to be imposed on the following services provided by Council:

Mosman Council’s general policy in determining the amount of fees to be charged for goods and services considers the following factors: The cost of providing the service The importance of the service to the community Prices fixed by the relevant industry body/ies Any factors specified in the Local Government Regulations Equity factors User pays principle

Supply of a product, service or commodity

Financial objectives

Provision of information

Customer objectives

Provision of 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

Resource use objectives

Admission to any building or enclosure

Cross subsidisation objectives

Use or benefit from Council’s assets, possessions, etc

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.

Impact of Taxation e.g. GST Market Prices

All Council’s fees and charges not subject to statutory control are reviewed on an annual basis prior to finalisation of Council’s 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 continue to be reviewed to assess for the impact of the GST.

137

138

User Charges and Fees

Other Revenues

Council’s user charges are diverse and include items such as planning and regulatory revenues, community services functions, property rentals, parking fees and engineering services.

This item largely contains revenue from the leasing of Investment Properties which include sites such as the Mosman Square Shops, Library Walk Shops and Flats, Balmoral Bathers Pavilion, Boronia House and regulatory fines.

The Pricing Policy sets out specific fee structures. It is important that Council remains competitive in the marketplace and the current inflation rate is the mechanism which drives the pricing structure.

The rental on Investment Properties has been indexed at 3.0%. This allocation includes: $

Fees other than coin operated machines have generally been increased by 3% where not impacted by the nearest 50 cent rounding factor.

$ Property Administration

Sales - Goods & Merchandise

36,600

Sponsorship

35,400

This allocation includes: $

4,963,600 1,834,800

User Charge - Commercial Property Leases

2,107,400 1,258,600

Development Assessment

707,700

User Charge - Leases

Engineering Management

502,000

User Charge - Residential Property Lease

Art Gallery and Community Centre

261,600

Community Care

213,600

Enforcement

193,500

Finance Management

180,000

Roads

152,500

Domestic Waste

132,300

Urban Planning & Advocacy

105,000

Interest and Investment Revenue The return on Council’s short term investments has been heavily influenced by market interest rates in recent times. The 2022/23 Budget is based on a rate of return increasing to between 1.5 and 2.0% through the year.

3,100,000

Rental Income

Significant income from user charges and fees includes: Car Park Management

Fines-Car Parking

129,300

Delivery Program 2022–2026 + Operational Plan 2022–2023

Grants and Contributions for Operating Purposes

139

Grants and Contributions for Capital Purposes

Operating grants play a significant role in shoring up Council’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 is $670,000 in 2022/23. Community services such as Aged and Children’s Services also receive grant funding. The following sources will provide funding in 2022-23: $ Property Administration

850,000

Finance Management

676,000

Community Care

562,600

Roads

434,400

Library Services

135,900

Arts Programming and Exhibitions

88,000

Environmental Sustainability

65,900

Street Lighting

50,000

The 2022/23 Budget provides for capital funding particularly that sourced from Roads and Maritime Services. However, as capital grants are very much project based they are not relied upon as a recurrent source within the Delivery Program. The Delivery Program provides for Developer Contributions of $1.5 million in 2022/23, with indexed Roads to Recovery funding sourced from the Commonwealth. The following sources will provide funding in 2022-23: $ Developer Contributions

1,500,000

Open Space Improvements

345,000

Marine Structures

210,000

140

Key Expenses Assumptions and Allocations

Employee Benefits and On-Costs In accordance with the Local Government State Award effective from 1 July 2020 an increase of 2.0% has been provided in the Budget for salaries in 2022/23 together with an allowance for step increases. 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 2013/14. The latest revision to the superannuation timetable means that the increase to 12% will apply from 1 July 2025. The associated costs have been included in Council’s 2022/23 budget.

Borrowing Costs All costs associated with Council’s existing and proposed borrowing requirements have been included within the 2022/23 Budget. A new loan of $2,000,000 to assist in funding major capital works at an interest rate of 2.0% has been included in the 2022/23 Budget.

Materials and Services Mosman is a ‘contracting Council’ in that all of its key service contracts such as Waste, Street and Gutter Cleaning, Beach and 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 all are schedule of rate contracts and for 2022/23 are indexed at 3.0%. Significant allocations include: $ Contractors - Operational

4,800,200

Contractors - Waste Management

3,604,800

Contractors - Maintenance & Repair IT-Maintenance & Licence Agreements Contractors - Cleansing Insurance Premiums

1,892,100 1,417,600 1,075,300 771,700

Contractors - Maintenance

448,900

State Debt Recovery Office Charges

410,800

Contractors - Other

405,500

Motor Vehicle Allowance

378,000

Utilities - Electricity Large Sites

353,000

Operating Leases - Photocopiers

283,200

Contractors-Other Professional

258,300

Subscriptions

209,500

Utilities - Water

204,300

Annual Management Fee

183,300

Bank Charges - Merchant Fees

170,000

Utilities - Electricity

164,800

Training & Development

161,900

Equipment Maintenance - Other

161,200

Sundry Expenses

155,900

Publicity & Promotion

146,900

Members Fees

145,200

Printing & Stationery

122,700

Materials - Other

121,000

Advertising

103,700

Delivery Program 2022–2026 + Operational Plan 2022–2023

Depreciation and Amortisation

Outcomes

The depreciation expense has been increased in line with the reported 2020/21 Financial Statements. As Council invests more funds on assets, depreciation increases.

Income Statements, Balance Sheets, Cash Flow Statements and Equity Statements for the years 2021-22 to 2025-26 are included on the following pages.

All asset classes are booked in the Balance Sheet at fair value.

The infrastructure outcomes proposed for the four years commencing 2022/23 are also included on pp 149-152.

Other Expenses This item contains significant expenditure such as contributions to other levels of government and Doubtful Debt provision (largely related to fines). The 2022/23 Budget provides for an incremental increase of 3%. Core elements include: $ Bad & Doubtful Debts

270,500

Contributions & Levies - Other Organisations

183,100

State Government Levies Council contributes significant funds to the State Government including: $ Levy Emergency Services S88 Waste Levy

1,057,800 1,000,000

Contribution - Department of Planning

185,400

Valuation Fees - Valuer General

55,000

141

142

Income Statement Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

Rates & Annual Charges

28,823,100

29,618,800

30,500,164

31,757,970

32,343,006

User Fees & Charges

9,245,600

9,805,900

10,095,788

10,394,305

10,701,738

Other Revenue

2,929,700

3,255,400

3,259,261

3,263,231

3,267,315

Grants & Contributions for Operating Purposes

2,960,170

2,894,600

2,968,249

3,050,148

3,134,360

86,000

171,400

191,200

237,436

243,709

2,670,400

3,495,300

3,672,310

3,777,370

3,799,253

51,000

52,500

54,075

55,697

57,368

46,765,970

49,293,900

50,741,047

52,536,157

53,546,749

Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

Employee Costs

18,198,900

19,408,900

19,878,561

20,378,318

20,889,167

Materials & Services

19,270,470

19,347,000

19,941,032

20,809,517

21,091,420

Income

Interest & Investment Revenue Rental Income Net Share of Interest in Joint Ventures Total Income

Expenditure Legal Costs

520,000

523,200

538,801

554,869

571,418

Consultants

188,100

432,700

404,313

416,276

428,594

198,000

270,000

249,200

274,436

238,709

5,630,400

5,740,600

5,907,136

6,078,589

6,255,109

530,800

533,400

547,488

561,960

576,830

State Government Levies

2,167,000

2,298,200

2,367,146

2,438,161

2,511,306

Net Loss from Disposal of Assets

500,000

515,500

530,965

546,894

563,300

47,203,670

49,069,500

50,364,642

52,059,020

53,125,853

(437,700)

224,400

376,405

477,137

420,896

Borrowing Costs Depreciation & Amortisation Other Expenses

Total Expenditure Operating Result before Capital Grants & Contributions

Delivery Program 2022–2026 + Operational Plan 2022–2023

Income Statement by Strategic Direction Income Safe, caring and inclusive community Culturally rich and vibrant community Attractive and sustainable environment An engaged, business-friendly community with strong civic leadership Well-designed liveable and accessible places Healthy and active village lifestyle Total Income

Expenditure

Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

794,800

807,700

823,848

840,318

857,120

834,570

803,700

824,794

846,479

868,777

7,427,600

7,753,700

7,985,995

8,225,256

8,471,698

23,359,800

23,879,400

24,596,638

25,717,413

26,119,961

14,238,100

15,928,300

16,385,069

16,778,278

17,096,956

111,100

121,100

124,703

128,413

132,237

46,765,970

49,293,900

50,741,047

52,536,157

53,546,749

Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

Safe, caring and inclusive community

2,257,600

2,379,500

2,433,038

2,479,396

2,537,132

Culturally rich and vibrant community

4,515,170

4,566,200

4,717,110

4,781,024

4,942,583

7,642,400

8,198,700

8,438,886

8,686,889

8,942,224

An engaged, business-friendly community with strong civic leadership

13,244,400

13,337,800

13,608,534

14,342,413

14,315,096

Well-designed liveable and accessible places

13,292,700

14,280,000

14,676,061

15,088,268

15,512,186

6,251,400

6,307,300

6,491,013

6,681,030

6,876,632

47,203,670

49,069,500

50,364,642

52,059,020

53,125,853

(437,700)

224,400

376,405

477,137

420,896

Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

Attractive and sustainable environment

Healthy and active village lifestyle Total Expenditure Operating Result before Capital Grants & Contributions

Financial Ratios Ratio Operating Performance Ratio Own Source Operating Revenue Ratio

1.59%

1.40%

1.68%

1.85%

1.73%

86.88%

85.73%

90.77%

91.22%

91.15%

Unrestricted Current Ratio

1.40

1.54

1.49

1.62

1.46

Debt Service Cover Ratio

4.56

4.26

5.96

5.59

5.66

3.23%

3.24%

3.23%

4.00

4.29

4.30

4.65

4.41

220.38%

138.86%

138.29%

139.70%

134.59%

0.00

Asset Maintenance Ratio

1.00

Capital Expenditure Ratio

2.42

1.73

1.23

1.10

1.18

Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage Cash Expense Cover Ratio Building & Infrastructure Renewals Ratio Infrastructure Backlog Ratio

143

144

Balance Sheet Assets

Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

Current Assets Cash & Cash Equivalents

9,039,972

10,570,165

10,866,208

12,742,727

12,189,680

Investments

5,000,000

Receivables

4,000,061

4,170,646

3,909,083

4,001,283

4,096,789

177,396

180,436

185,620

193,653

196,381

Inventories Contract assets Contract cost assets Other Non-current assets classified as "held for sale" Total Current Assets

25,869

26,423

27,184

28,317

28,764

18,243,298

19,947,670

19,988,095

21,965,980

21,511,614

Non-Current Assets Investments

Receivables

253,880

260,275

267,335

277,420

282,097

Inventories

Contract assets

Contract cost assets

Infrastructure, Property, Plant & Equipment

484,841,400

489,028,400

490,367,832

490,996,688

492,097,808

Investment Property

50,059,000

Intangible Assets

204,000

Right of use assets

949,000

Investments Accounted for using the equity method

1,215,000

1,267,500

1,321,575

1,377,272

1,434,640

Non-current assets classified as "held for sale" Other

Total Non-Current Assets

537,522,280

541,768,175

543,168,742

543,863,380

545,026,545

TOTAL ASSETS

555,765,578

561,715,845

563,156,837

565,829,360

566,538,160

Delivery Program 2022–2026 + Operational Plan 2022–2023

145

Balance Sheet Liabilities

Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

Current Liabilities Bank Overdraft Payables Income received in advance Contract liabilities Lease liabilities

12,630,164

12,328,702

12,121,544

12,155,479

12,242,378

1,198,315

1,263,143

1,118,083

1,137,179

1,170,536

Borrowings

1,302,000

926,000

1,036,000

1,073,000

1,139,000

Provisions

4,889,037

5,409,597

5,942,647

6,489,029

7,049,071

Liabilities associated with assets classified as "held for sale"

20,019,516

19,927,442

20,218,274

20,854,686

21,600,985

Payables

Income received in advance

Contract liabilities

Total Current Liabilities Non-Current Liabilities

Lease liabilities

979,000

5,691,999

6,765,999

5,729,999

5,656,999

3,517,999

318,763

352,703

387,458

423,081

459,596

Investments Accounted for using the equity method

Liabilities associated with assets classified as "held for sale"

6,989,762

8,097,702

7,096,457

7,059,080

4,956,595

27,009,278

28,025,144

27,314,731

27,913,766

26,557,580

528,756,300

533,690,701

535,842,106

537,915,593

539,980,579

Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

Retained Earnings

280,658,300

285,592,701

287,744,106

289,817,593

291,882,579

Revaluation Reserves

248,098,000

528,756,300

533,690,701

535,842,106

537,915,593

539,980,579

Borrowings Provisions

Total Non-Current Liabilities TOTAL LIABILITIES Net Assets

Equity Other Reserves Council Equity Interest Non-controlling equity interests Total Equity

528,756,300

533,690,701

535,842,106

537,915,593

539,980,579

146

Cash Flow Statement Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Rates & Annual Charges

28,976,266

29,512,258

30,389,496

31,638,465

32,231,116

User Charges & Fees

10,397,996

11,184,824

11,507,831

11,848,713

12,199,779

Cash Flows – Operating Activities

Draft 25/26 Budget ($)

Receipts:

Investment & Interest Revenue Received Grants & Contributions Bonds & Deposits Received Other

74,557

167,928

189,222

230,611

243,166

6,829,113

7,657,274

4,972,964

4,750,586

4,874,892

5,192,203

5,329,048

5,525,242

5,544,302

5,526,531

(19,965,226) (20,468,054)

(20,982,244)

Payments: Employee Benefits & On-Costs

(18,989,149)

(19,489,622)

Materials & Contracts

(19,261,865)

(19,906,262)

(20,470,207)

(21,340,946)

(21,672,922)

(196,097)

(264,820)

(256,071)

(274,703)

(254,092)

Borrowing Costs Bonds & Deposits Refunded

(2,433,870)

(2,559,801)

(2,634,577)

(2,711,260)

(2,791,401)

10,589,153

11,630,827

9,258,674

9,217,713

9,374,824

Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

Sale of Investment Securities

Distributions Received from Joint Ventures & Associates

Other Investing Activity Receipts

Purchase of Investment Securities

Purchase of Investment Property

(13,296,180)

(10,798,634)

(8,036,630)

(7,305,194)

(7,854,871)

(13,296,180)

(10,798,634)

(8,036,630)

(7,305,194)

(7,854,871)

Other Net Cash provided (or used in) Operating Activities

Cash Flows – Investing Activities Receipts:

Payments:

Purchase of Infrastructure, Property, Plant & Equipment Other Investing Activity Payments Net Cash provided (or used in) Investing Activities

Delivery Program 2022–2026 + Operational Plan 2022–2023

147

Cash Flow Statement Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

3,000,000

2,000,000

1,000,000

Repayment of Borrowings & Advances

(1,248,001)

(1,302,000)

(926,000)

(1,036,000)

(1,073,000)

Repayment of lease liabilities (principal repayments)

1,751,999

698,000

(926,000)

(36,000)

(1,073,000)

Net Increase/(Decrease) in Cash & Cash Equivalents

(955,028)

1,530,193

296,044

1,876,519

446,953

plus: Cash & Cash Equivalents - beginning of year

9,995,000

9,039,972

10,570,165

10,866,208

12,742,727

Cash & Cash Equivalents - end of the year

9,039,972

10,570,165

10,866,208

12,742,727

13,189,680

Investments - end of the year

5,000,000

Cash, Cash Equivalents & Investments - end of the year

14,039,972

15,570,165

15,866,208

17,742,727

18,189,680

Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

- External Restrictions

5,162,240

6,268,071

6,446,344

6,742,601

7,198,499

- Internal Restrictions

6,097,900

7,157,600

7,076,863

8,145,821

9,219,612

2,779,832

2,144,494

2,343,001

2,854,305

1,771,569

14,039,972

15,570,165

15,866,208

17,742,727

18,189,680

Cash Flows – Financing Activities Receipts: Proceeds from Borrowings & Advances Proceeds from Finance Leases Payments:

Net Cash Flow provided (used in) Financing Activities

Representing - Unrestricted

148

Equity Statement Revised 21/22 Budget ($)

Draft 22/23 Budget ($)

Draft 23/24 Budget ($)

Draft 24/25 Budget ($)

Draft 25/26 Budget ($)

524,594,000

528,756,300

533,690,701

535,842,106

537,915,593

Net Operating Result for the Year

4,162,300

4,934,400

2,151,405

2,073,487

2,064,986

Total Comprehensive Income

4,162,300

4,934,400

2,151,405

2,073,487

2,064,986

Opening Balance (as at 1/7) Other Comprehensive Income

Distributions to/(Contributions from) Minority Interests

Transfers between Equity

528,756,300

533,690,701

535,842,106

537,915,593

539,980,579

Equity - Balance at end of the reporting period

Delivery Program 2022–2026 + Operational Plan 2022–2023

149

150

Capital Works Program Work programs have been developed for each asset class managed by Council. These work programs have been prepared with the best information currently available and are an indication only. The overall Capital Works Program is funded from general revenue, grants, loan funding and further funds sourced through Council’s Developer Contributions Plan. Council has also made provision for building revenue to be created for significant renewal capital works of $900,000 per year from 2022–2023 to 2025–2026. Current work schedules are based on Asset Management Plans and Council priorities, with funding based on the Long Term Financial Plan and Council’s annual budget. Programs are subject to change depending on new priorities, emerging works, emergency works, Council priorities and new funding sources such as grants. The table on page 149 details the Capital Works Program for 2022–2023 to 2025–2026. Further details of the 2022–2023 Capital Works Program are provided on pages 150-152.

Delivery Program 2022–2026 + Operational Plan 2022–2023

151

Capital Works Program 2022-23 to 2025-26 Asset Class

Asset Category

Roads and Other Road Assets Road Pavements, Kerb and Gutter, Retaining Walls

Footpaths Footpaths, Paving and Associated Landscaping

Stormwater

Pits and Stormwater Devices, Pipes, Open Channels, Other Stormwater Related Assets

Marine Structures Wharfs, Decking, Piles, Seawalls

Open Space

Buildings

Year 2022/23

Parks and Reserves, Sporting Fields, Bushland, Playgrounds

Council Offices/Administration Centre, Cultural Facilities, Childcare Centres, Investment Buildings, Other Buildings, Pavilions, Amenities and Sports Related Buildings

$ 5,143,000

2023/24

2,223,000

2024/25

2,383,000

2025/26

2,018,000

2022/23

410,000

2023/24

495,000

2024/25

580,000

2025/26

410,000

2022/23

570,000

2023/24

650,000

2024/25

530,000

2025/26

560,000

2022/23

410,000

2023/24

470,000

2024/25

282,000

2025/26

282,000

2022/23

1,370,000

2023/24

1,460,000

2024/25

800,000

2025/26

810,000

2022/23

1,975,000

2023/24

1,985,000

2024/25

2,535,000

2025/26

3,535,000

152

2022/23 Capital Works Program Asset Class Roads and Other Road Assets

Detail Mosman Square Plaza Environmentally Sustainable Road Renewals: Military Rd, Middle Head Rd, Bradleys Head Rd, Arbutus St, The Esplanade, Kirkoswald Ave, Civic Centre Carpark and others

925,000

Fencing and Steps Renewal

190,000

Retaining Walls: Renewal

170,000

Lines, Signs and New Streetblades

225,000

Active Transport Plan

140,000

Traffic Facilities: Renewal Military Road Smartpole Program

63,000 20,000

Lighting upgrade at Mandolong Crossing

150,000

Pedestrian Safety: Crossing Improvements and Upgrades

105,000

Accessibility Works

Pedestrian Safety: Renewal of Look Out Stamps

EV Charging Stations

20,000

Active Transport Plan: 40KPH Review and Feasibility

15,000

Accessible Parking Project

10,000

Spit East Carpark Foreshore and Kerbing Works

50,000

Car Parking Program, Parking Meter Renewals, Dynamic Signage and Parking Technology

230,000

Other Road Asset Renewals

260,000

Total Footpaths

$ 2,570,000

5,143,000

Footpaths: Missing Links and Permeable Paving

45,000

Footpaths: Military Road Brick Paving

40,000

Public Garden and Flowers Military Road

35,000

Accessibility: Pram Ramp Renewal

25,000

Footpaths: Dalton Road Footpaths: Wudgong Street Footpaths: Muston Street

60,000 -

Footpaths: Silex Street

50,000

Footpaths: Union Street

50,000

Footpaths: Allan Border Surrounds

35,000

Footpaths Works Program

70,000

Total

410,000

Delivery Program 2022–2026 + Operational Plan 2022–2023

153

2022/23 Capital Works Program Asset Class Stormwater

Marine Structures

Detail Mosman LGA Flood Study Pipe Replacement: Sadlier Walk

Review and implement SQID audit recommendations

55,000

Balmoral Oval Drainage Works

135,000

Open Conduits: Balmoral Channel Rehabilitation

Pipe Replacement: Prince Albert Street

Pipe Relining: Moruben Road

50,000

Stormwater Works Program

230,000

Total

570,000

Clifton Garden Baths & Jetty: Concrete Deck and Piles Balmoral Baths & Jetty: Pile replacements Inkerman Street Wharf and Seawall Works Baths & Jetties: Decking and Handrail replacements

40,000 170,000 85,000

Sharknet Replacement

25,000

Fig Tree Lane: Seawall and Dinghy Access Ramp

50,000

Seawall: Various renewals Marine Works Program

Open Space

$ 100,000

40,000

Total

410,000

Playground Upgrades

205,000

Sport Fields Playing Surface: Renewals

150,000

Bushland Regeneration

125,000

Climate Action Plan - Implementation and studies Balmoral Promenade Lighting

90,000 275,000

Tree Planting and Public Garden Upgrades and Renewals

70,000

Ellery Park: Fencing and Landscape Upgrade

50,000

Art in Public Places

25,000

Plans of Management

15,000

Digital Community Noticeboards

25,000

Mosman Bay Gym Equipment

Balmoral Oval Long Jump Renewal

40,000

Balmoral Beach Landscape Assessment

25,000

Open Space Works Program Total

275,000 1,370,000

154

2022/23 Capital Works Program Asset Class Buildings

Detail Lift Upgrade Program Middle Head Oval Redevelopment - Contribution

40,000

Rawson Oval Pavilion Refurbishment - Contribution

40,000

Allan Border Oval Scoreboard Upgrade

Public Amenities Internal Refurbishment: Georges Heights

15,000

Public Amenities Internal Refurbishment: Balmoral Oval

15,000

Public Amenities Internal Refurbishment: Rosherville

15,000

Public Amenities Internal Refurbishment: Sirius Cove

15,000

Public Amenities Internal Refurbishment: Spit West

Public Amenities Internal Refurbishment: Rawson Oval

Public Amenities Internal Refurbishment: Clifton Gardens

Buildings: Security - Alarm and Access Upgrade

110,000

Renewal of fire systems

110,000

Library RFID Returns System Upgrade

95,000

Ceiling Replacement Review – Mosman Art Gallery

40,000

Youth Centre: DDA Sliding Door Upgrade

25,000

Leased Building Works Program

20,000

Buildings Works Program

155,000

Building Reserve Total IT Works Program

$ 280,000

Information Technology Upgrade Program IT Strategy Review Total

900,000 1,975,000 320,000 40,000 360,000

Delivery Program 2022–2026 + Operational Plan 2022–2023

Capital Expenditure Capital expenditure summary by Strategic Direction in 2022-23 includes:

Draft 22-23 Budget

Culturally Rich & Vibrant Community Arts Programming and Exhibitions

103,400

Library

297,000

Total Culturally Rich & Vibrant Community

400,400

Attractive & Sustainable Environment Stormwater Waste and Cleaning Total Attractive & Sustainable Environment

570,000 179,700 749,700

Engaged Business Friendly Community with Strong Civic Leadership Communication and Engagement Finance Information Technology Total Engaged Business Friendly Community with Strong Civic Leadership

25,000 1,302,000 330,000 1,657,000

Well-designed Liveable & Accessible Places Property Management

1,075,000

Roads Footpaths

5,618,000

Total Well-designed Liveable & Accessible Places

6,693,000

Healthy & Active Village Lifestyle Open Space Foreshore and Sporting Fields

1,930,000

Total Healthy & Active Village Lifestyle

1,930,000

Total

11,430,100

155

DELIVERING FOR MOSMAN.

E I E ING M MAN.

MOSPLAN

E I ERY ROGRAM 202 O ERATIONA AN 202