Mosman
COUNCIL
MOSPLAN CommunityStrategicPlan 20122022
MC Adopted by Council 5 June2012
MOSPLAN
2012 2022
Mosman’s Community Strategic Plan welcome and document overview
MOSPLAN
Welcome iii Contents iv
Mosman Council MOSPLAN 2012-2022 Community Strategic Plan ISBN 978-0-646-12773-6 Copies of this publication may be viewed or downloaded from www.mosman.nsw.gov.au Disclaimer
Every reasonable effort has been made to ensure this document is correct at the time of printing. Mosman Council, its agents and employees disclaim any and all liability to any person in respect of anything or the consequences of anything done or omitted to be done in reliance upon the whole or any part of this document.
Copyright
All rights reserved, Š2012 Mosman Council. The content and presentation of this document was proudly produced in-house by Mosman Council.
welcome Welcome to MOSPLAN 2012-2022. This document was formally adopted by Mosman Council on 5 June 2012 and is effective from 1 July 2012. For further information contact Council on 9978 4095, or see Council’s website www.mosman.nsw.gov.au
Contents
1 Introduction
Our Plan Our Community Our Organisation Mayor & Councillors Council Management
2 4 6 6 8
2 OurVision
Our Vision Vision 2050 Community Engagement Working Together Issues & Challenges Delivering the Vision
12 14 16 22 24 26
3
MaintainingDirection
5
OurPlans
Delivery Program & Measuring Performance 38 Operational Plan Community Sustainability Indicators 38 Key Performance Introduction Indicators 38 68 Performance Governance Measures 38 70 Environment 118 Social 204 Economic 282
4
ResourcingStrategy Introduction 44 Managing our Assets 46 Managing our People 50 Managing our Finances 54
Introduction
1
An overview looking at the big picture and giving a snapshot of the organisation
Introduction
Our Plan Our Community Our Organisation Mayor & Councillors Council Management
2 4 6 6 8
Introduction Our Plan MOSPLAN 2012-2022 is our plan for Mosman’s future. It has been developed over a number of years and addresses the specific requirements of the NSW Government’s Integrated Planning and Reporting legislation. According to this legislation, Council must adopt: A Community Strategic Plan – a 10 year+ strategic direction for Mosman, supported by a Resourcing Strategy which details Council’s approach to long term financial planning, workforce planning and asset management planning A four year Delivery Program – detailing the principal activities that Council will undertake to achieve the long term vision contained in the Community Strategic Plan A one year Operational Plan and Budget – outlining the actions Council will carry out in the coming financial year to achieve the fouryear Delivery Program and Council’s long-term vision
MOSPLAN is an integrated plan containing each of the three elements referred to above. Not only does it clearly articulate a long-term vision for the future, it also identifies how Council intends to deliver on that vision across 10, 4 and 1 year horizons. MOSPLAN takes into account an extensive range of other strategies and plans prepared by Council to address specific service areas or issues. Examples of these supporting documents include the Community Engagement Strategy and the Environmental Sustainability Action Plan. MOSPLAN ensures that Mosman Council can deliver services to the Mosman community in a manner that is effective, efficient and planned in a logical and financially viable way. Council has a measurement framework in place to gauge performance against key MOSPLAN deliverables. This framework, described further on pages 38-41 has both a strategic and operational focus. Quarterly and annual reports are prepared in relation to MOSPLAN progress and a four-yearly report is also prepared at the end of each Council term. The first of these four-yearly reports will be released in August this year, prior to the next local government elections in September 2012. A major review of MOSPLAN will be undertaken following the 2012 elections, with the new Council responsible for development of the next plan (MOSPLAN 2013-2023) to take effect from 1 July 2013. PAGE 2 | MOSPLAN 2012-2022 ADOPTED 5|6|12
MOSPLAN in action The following diagram illustrates the integrated nature of MOSPLAN, and how ongoing planning, service delivery, reporting and review processes all contribute to the evolution of this document. The continued engagement and involvement of community members and other stakeholders is also essential.
MOSPLAN
Community Strategic Plan
10Yrs+
Governance Environment Social
Resourcing Strategy
Asset Planning Workforce Planning Financial Planning
Economic
Major Strategies and Polices
Local Environmental Plan Development Control Plan Governance, Environment Social and Economic strategies & policies
Delivery Program
4Yrs
Operational Program
1Yr
1
Quarterly, Annual and 4-Yearly Reporting
Balmoral Baths and Jetty – Balmoral Beach
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Our Community MOSPLAN reflects the unique qualities of Mosman and its people. As a place and as a community, Mosman requires careful planning to ensure the best possible future.
Our Place
Mosman is a place of great history and beauty, located eight kilometres north-east of the CBD on Sydney’s lower north shore. It is one of Australia’s premier suburbs, with an unmatched setting on Sydney Harbour. The area is characterised by beautiful localities such as Balmoral, Beauty Point, Clifton Gardens and Georges Heights. Occupying some 8.7 square kilometres, Mosman features numerous stunning bays and beaches punctuated by rugged headlands and sandstone cliffs. Natural bushland areas and foreshore parklands complement busy shopping strips and suburban neighbourhoods. The major thoroughfares of Military and Spit Roads both divide the area and connect residents of Mosman and those from further north to other parts of Sydney. Mosman’s history began with the Borogegal and Cammeraigal people and the area has since been renowned for activities as diverse as convict farms, whaling, artists camps, and military fortifications. As a destination, Mosman today is a great place to sample some unique Sydney heritage. The area is home to the world famous Taronga Zoo, as well as excellent harbourside swimming and recreation areas, top restaurants, and high-end retail experiences.
Boats at Obelisk Bay
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Our People
Mosman is home to some 28,000 residents, having experienced only minimal growth in its population in recent years. This trend is likely to continue, with the most significant demographic shifts likely to be in the age structure of the population as the proportion of residents aged 60 and over grows. Slightly more of our residents are female than male, and just under 30% have moved here from another country. In the five years to the 2006 census (the last census for which data is currently available), over 20% of Mosman residents has 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. During the same period the number of young working-age residents (18–34 years) fell, while the greatest increase was experienced in persons aged 60 – 69 years. Despite being below the Sydney average, the number of children aged 0–11 increased, however young people aged 12–17 years declined in numbers. We are a highly mobile community. At the 2006 census Mosman residents were significantly more likely to catch a bus or ferry to work than other Sydneysiders, and less likely to drive to work. Residents were also more likely belong to a onevehicle household than people in other areas of Sydney. When travelling to work, Mosman residents are most typically heading to the Sydney CBD (36%), while a further 20% work within the Mosman local government area. Of jobs offered in Mosman, the largest percentage (35%) are filled by Mosman residents, with the next largest proportion of workers travelling from the northern beaches.
1 Of more than 11,000 households in Mosman, the average household size in 2006 was 2.3 persons, although Mosman also has a significantly larger number of lone-person households than the Sydney average. Over 31% of Mosman homes are occupied by only one person, with family households (at 59%) remaining the predominant household type. Mosman residents live in a variety of dwellings, with separate houses still being the major type of dwelling. The proportion of separate houses (34%) is , however, significantly smaller than for Sydney as a whole (57%), while the proportion of medium and high density dwellings is significantly above the figure for Sydney overall. 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 significantly higher proportion of 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 well above average. Later this year Council will have access to data from the most recent Census conducted in August 2011. Once this information is available, updates will be made to the Community Profile on Council’s website and further analysis of local demographic trends will be possible.
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Our Organisation Mosman Mayor & Councillors Mosman is governed by an elected Council which, at the commencement of the current Council term, comprised nine (9) Councillors across the three wards of Middle Harbour, Mosman Bay and Balmoral. The current term commenced in 2008 and will conclude with the next local government elections in September 2012. Councillor Dom Lopez OAM passed away in January 2012 and Councillor Belinda Halloran resigned in April 2012; therefore there are presently seven (7) Councillors in office. The Mayor and Deputy Mayor are elected annually by Councillors. Councillor Anne Connon is the current Mayor and Councillor Simon Menzies the Deputy Mayor. At a constitutional referendum held in 2008, it was determined by the Mosman community that, from 2012, voters will popularly-elect the Mayor for a period of four years. In 2011 Council also made application to the Minister for Local Government to abolish all ward boundaries and to reduce the number of Councillors to six plus the popularly elected Mayor. This application was approved in early 2012 and the resulting changes to Mosman’s governance arrangements will take effect from the local government elections to be held in September 2012. Details of Councillors elected for the 2008-2012 Council term are provided on page 7. Following the September 2012 elections, details of the Mayor and Councillors for the 2012-2016 term will be published on Council’s website.
Mosman Council Civic Centre – Mosman Square
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Mosman Bay Ward Anne CONNON Mayor 34 Bray Street MOSMAN NSW 2088
9968 1854 (home) 9978 4002 (business) 9978 4153 (fax) 041 978 4002 (mobile) mayor@mosman.nsw.gov.au
Simon MENZIES Deputy Mayor 12/163 Avenue Road MOSMAN NSW 2088
0413 935 974 (mobile) s.menzies@mosman.nsw.gov.au
Balmoral Ward
Tom SHERLOCK 2/13 Warringah Road MOSMAN NSW 2088
8007 2914 (phone) 8003 9656 (fax) sherlockmosman@gmail.com
Libby MOLINE 2/223 Raglan Street MOSMAN NSW 2088
9960 5986 (phone) 9969 7690 (fax) l.moline@mosman.nsw.gov.au
Middle Harbour Ward Jim REID 2/203 Spit Road MOSMAN NSW 2088
9969 2186 (phone) 9969 1777 (fax) j.reid@mosman.nsw.gov.au
Denise WILTON 12 Beauty Point Road MOSMAN NSW 2088
9960 8921 (phone) 9960 8928 (fax) 0411 526 626 (mobile) d.wilton@mosman.nsw.gov.au
Warren YATES 22A Pindari Avenue MOSMAN NSW 2088
9960 4212 (phone) 9969 7436 (fax) 0408 111 931 (mobile) w.yates@mosman.nsw.gov.au
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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, Viv May, is responsible for the effective and efficient delivery of Council’s day-to day operations, and is assisted in this task by his senior management team and 159 (FTE) members of staff. Council’s organisational structure is illustrated below:
Mayor and Council
General Manager
Director Corporate Services
Director
Director
Environment & Planning
Community Development
Manager Information Technology Services
Manager Environment & Services
Manager Community Services
Manager Ranger Services
Manager Assets & Services
Manager Library Services
Manager Finance
Manager Urban Planning
Manager Library Resources
Manager Governance
Manager Development Services
Manager Cultural Services
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Manager Organisation Development
1 Meeting Place: Welumbulla Cyfarfod by Anne Ferguson – Mosman Square
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OurVision
2
A clear vision for Mosman’s future and how the organisation will help deliver that future
OurVision
Vision 12 Vision 2050 14 Community Engagement 16 Working Together 22 Issues & Challenges 24 Delivering the Vision 26
OurVision MOSPLAN is based on a clear Vision for Mosman’s future and how Council will help deliver that future in partnership with our community. MOSPLAN aims to bring this Vision to life, to provide a great place for current and future residents to enjoy.
Our Vision Proud to be Mosman Protecting our Heritage Planning our Future Involving our Community
Our Mission To protect and enhance the distinctive qualities of Mosman in a responsive, friendly and caring way.
Our Values Council’s Vision and Mission are supported by a set of values that guide the way services are delivered. These values are: Integrity Leadership Selflessness Objectivity
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§ Accountability § Openness § Honesty § Respect
Our Commitments A number of core guiding principles or commitments ensure that Mosman Council remains progressive and responsive to community needs. These include:
Sustainability
Social Justice
Mosman Council has a strong commitment to sustainability in its broadest sense, including economic, social and environmental outcomes. From the environmental perspective, Council in 2010 adopted an Environmental Sustainability Action Plan which details objectives across 3 and 10 year timeframes for corporate activities, atmosphere, water, biodiversity, land, waste, environmental education, engagement and community activities. The plan details actions and performance indicators for environmental sustainability that inform MOSPLAN programming and facilitate an integrated approach to planning and service delivery.
Council supports and advocates the social justice principles of equity, access, participation and rights in both service planning and delivery. These principles are reflected in the objectives and activities detailed under MOSPLAN’s Social theme. In 2010 a Social Planning Overview was prepared to identify community development and service issues relevant to Mosman, and to provide input into MOSPLAN. The 2010 Social Planning Overview highlighted emerging social directions for Mosman, including the strengthening of community connections and inclusion, development of family friendly communities, supporting positive ageing and promoting local health and well-being. This social analysis has continued to inform MOSPLAN, and is illustrated through the kinds of activities proposed to support and nurture our community members in future years. The Social Planning Overview 2010 can be accessed on Council’s website.
Innovation As a relatively small local government authority with limited resources, innovation is a key element of Mosman Council operations. Council staff are actively encouraged to consider new and innovative approaches to service planning and delivery. This focus has been acknowledged through several awards and accolades including recognition of Council’s Community Engagement Strategy, its cultural and community programs, the consultation process for Mosman’s Local Environmental Plan and our leading practice in web innovation.
Collaboration Mosman Council is committed to working with local government partners through SHOROC and other alliances to deliver the best possible outcomes for Mosman residents. This spirit of collaboration also extends to many other community and government partners, who collectively and individually work with Council to fund, facilitate and deliver local services.
Customer Service
2
Council is committed to providing quality customer service. We achieve this by: Treating people courteously, attentively and sensitively Giving information and advice clearly and appropriately Allowing customers a voice and listening to their views Ensuring customers receive full and appropriate levels of service Following fair procedures Acting impartially Making decisions based on merit Maintaining confidentiality and privacy of personal information Using resources efficiently and effectively
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Bringing the Vision to Life In 2010 Council undertook extensive community consultation, enabling Councillors to develop
.
Vision 2050 is a glimpse into the future of Mosman and a reflection of Councillors’ long-term aspirations for the Mosman community. It builds on Council’s adopted Vision and Mission, providing further detail and focus. The 10 year objectives contained within this Community Strategic Plan, the 4 year objectives contained in the Delivery Program, and the programs, projects and initiatives detailed in the Delivery Program and Operational Plan are all linked to Vision 2050. Vision 2050, depicted on the following pages, is based around 5 key priorities – Urban Planning, Environment, Transport, Community and Economy.
Urban Planning Domestic scale architecture maintained except on Spit/Military corridor. Traditional strip shopping centre appearance and vitality reinforced. A maximum population of 30,000 in 2050 (presently 28,356) A maximum 700 new dwellings provided over the next 40 years. A diversity of housing choice to ensure a demographic mix including ‘ageing in place’. Adoption of sustainable lifestyle and building options for new and existing buildings encouraged. The special natural and man made qualities of foreshore and open space areas protected and enhanced. Mosman’s heritage conserved. Spit Junction recognised as having potential for imaginative commercial/retail/residential development to complement the traditional Military Road strip shopping precinct and the new village hub and commons.
Environment Climate change addressed using strategies that include mitigation, adaptation and resilience measures in order to play our part in the global future. Long-lasting sustainable behaviours fostered and improved through raised awareness/ knowledge of sustainability concepts. Lifestyle and the environment enhanced through sustainable building practices. Biodiversity preserved and enhanced on both private and public property including beaches, reserves, bushland and green open spaces. Green renewable energy sources, and energy efficiency and conservation measures adopted for both private and public property. Total water cycle management approaches used that maximise conservation, efficiency, reuse and recycling of water including stormwater harvesting and reuse. Waste reduced significantly through avoidance, minimisation, reuse and recycling via local and regional initiatives. Sustainable transport taken up using an integrated network of walking and cycling paths throughout Mosman. Sustainability outcomes improved by lobbying Federal and State Governments to advocate for stronger policy and legislation. Sophisticated approaches such as sustainability indicators, lifecycle management and systems-thinking used to address sustainability challenges.
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Transport State/Federal Governments lobbied regarding rail option on Roseville corridor. Bus and ferry services for Mosman and the Northern Beaches improved so that people prefer using public transport as the mode of choice. No further expansion of capacity of the Spit/ Military corridor, but reallocation of that capacity to give buses priority when needed. No further elimination of parking along the corridor. Wynyard bus interchange capacity issues solved. Reliance on private vehicles for short journey to work/recreation trips reduced. Community transport expanded. Opportunities for pedestrian and bicycle transport maximised at local and regional levels. Local accessibility within Mosman improved for the convenience and lifestyle of residents. Northern Beaches linked more directly to the metropolitan freeway network.
d’Albora Marina at The Spit, Mosman
Community
Economy
Community services enhanced for all age groups including affordable child care, parent support groups, youth, ageing in place and people with a disability.
Diversity and safety in centres with a mix of business and residential uses in proximity to leisure and entertainment throughout the day and evening.
Cultural facilities developed including the enlargement of the Library and Art Gallery, and provision of a local performing arts theatre.
A tourism destination built on our artistic heritage and marketed in conjunction with local business representatives and landholders.
Community connectedness for all age groups encouraged by: àà enhancing volunteering opportunities àà facilitating intergenerational activities àà providing social outlets such as Men’s Sheds and community gardens àà involvement and enjoyment of Festival activities àà neighbourhood activities such as street parties àà people-friendly community spaces
Roles of small and large business centres reinforced by diverse local outlets catering for the community, especially the elderly.
Innovative and accessible consultation methods continuing to be provided for residents to engage with the Council and become involved in community life.
The unique character and heritage of all Mosman’s business centres enhanced by appealing, high-amenity public spaces.
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A range of suitable accommodation options for visitors including B&B and small residential hotels. Shops and services easily accessible by walking, riding, driving or community/public transport. Business activities including home businesses and clusters meeting emerging work patterns and expectations.
Active recreational pursuits encouraged, especially for young people through provision of sports facilities and support of local sporting groups. Health and wellbeing of residents improved through developing programs and linkages that promote healthy lifestyle, and working with other levels of government and medical practitioners to ensure the provision of local health services including mental health services. Cultural and spiritual diversity celebrated.
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Community Engagement To ensure that our planning remains in step with community needs and expectations, Council actively engages residents on matters of local interest and encourages participation in Council affairs. Community views are valued and respected, and we encourage feedback on the kind of job Council is doing.
Listening to our Community To ensure that our planning remains in step with community needs and expectations, Council actively engages residents on matters of local interest and encourages participation in Council affairs. Community views are valued and respected, and we encourage feedback on the kind of job Council is doing. In recent years we have kept pace with advances in technology and have made good use of our website and social networking to keep connected with residents. We have conducted public meetings, focus groups, online forums, community conversations and held ‘Street Speak’ sessions out-and-about in Mosman to hear what the community is saying. We’ve also used a variety of surveys and questionnaires, and even ‘town meeting’ consultations using electronic voting technology, to get a sense of community sentiment on a range of issues and proposed projects. The feedback received through this engagement has contributed to the development of our long-term Vision for Mosman, as well Council’s Delivery Program and Operational Plan.
2010 Mosman Community Survey The last major survey conducted by Council to seek feedback on a broad range of local services and issues was the 2010 Community Survey. This survey is carried out every two years to coincide with the middle and end of each Council term, with the next survey due in June 2012. The 2010 Mosman Community Survey, conducted by independent market researchers, was completed by over 400 randomly-selected residents across Mosman’s three wards. Residents were asked a series of questions about Council performance, as well as being asked to voice their views on key local issues and community well-being. So what did the 2010 survey tell us? A summary of some of the key findings is provided on the following pages.
StreetScape Up
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What did the survey tell us? The survey results indicate not only that community satisfaction has improved since the last survey of this type in 2006, but also that Mosman Council rates ahead of its metropolitan counterparts. Overall community satisfaction with Council’s performance rose from a mean score of 6.53 out of 10 in 2006 to 6.70 in 2010. This places Council above the average satisfaction achieved by comparable councils in the Sydney metropolitan area. The survey results also indicate that residents feel they are getting better value for their rates dollar than they were four years previously, providing a mean rating of 6.22 out of 10 in 2010 compared to 5.85 in 2006. For survey respondents who could recall recent contact with either Council staff or Councillors, satisfaction levels were again encouraging. Satisfaction with staff overall rose a full point from 6.5 to 7.5 between 2006 and 2010. Councillor performance ratings also rose on 2006 levels, being just above the metropolitan average.
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Long Term Priorities What were the main issues of concern identified by Mosman residents over the next 5-10 years? Respondents to the 2010 Community Survey listed their Top 3 as follows: Traffic, transport and roads Overdevelopment Parking Making up the ‘Top 5’, but with considerably lower scores than the ‘Top 3’ were: Environment and Climate Change Over population and overcrowding
What’s Important? Survey respondents were asked to rank 34 Council services and facilities in order of importance. Highest on resident’s ‘Importance’ list were (in order): Waste and recycling collection Provision and maintenance of parklands Overall cleanliness, appearance and management of public spaces Providing and maintaining footpaths Management and protection of the environment Provision of car parking
How Satisfied Are Mosman Residents? As well as rating the importance of 34 services and facilities, respondents were also asked to rate Council performance in relation to each. Top of the resident’s satisfaction list were (in order): Library services Provision and maintenance of parklands Waste and recycling collection services Overall cleanliness, appearance and management of public spaces Services and facilities for families and children
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Lowest satisfaction scores were recorded for (in order): the development approvals process; providing and maintaining better bike paths; enforcement of parking restrictions; provision of car parking and condition of public toilets. Each of these has already received attention by Council, with the establishment of the Mosman Development Assessment Panel, and the 2011 amenities upgrades at foreshore locations being key examples of Council’s active response to community concerns. Overall, the 2010 survey has provided Council with a valuable source of data for its ongoing planning and budgeting processes and will also provide important comparative data for the next survey conducted in 2012.
How Does Mosman Council’s Performance Compare? In every instance where satisfaction ratings for individual services/facilities could be compared with results in other metropolitan council areas, the 2010 Community Survey indicated that Mosman either matched or exceeded the average. In seven cases Mosman’s service delivery recorded the highest satisfaction score of all benchmarked councils.
40%
Distribution of Overall Satisfaction Rating
35.3%
35% 30%
2010 2006
24.2%
25% 20% 15% 9.5%
10% 5% 0%
Mean 2010 = 6.70 Mean 2006 = 6.53
11.9%
6.3%
5.5%
0.8% 0.4% 0.8% 2.0% 0
1
2
3
1.8% 4
5
6
7
8
9
10
2
1.2% Can’t Say
Allium schoenoprasum
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Community Connectedness
In the Pipeline
Results from the 2010 Community Survey indicate that Mosman retains a good sense of community, with a high level of community pride. Nearly all residents agree ‘highly’ that they feel safe in their home and feel safe walking around their neighbourhood. 83.7% of residents consider that their neighbourhood is a friendly place to live and a little over 82% say they can call on a relative or neighbour if they need assistance.
Council is required to undertake a comprehensive review of MOSPLAN every four years, following the election of each new Council. The next major review will take place after the September 2012 elections, culminating in the development of MOSPLAN 2013-2023 which will take effect from 1 July 2013. As part of the review process Council will be engaging further with the community through surveys, focus groups, Street Speak sessions, online forums and meetings over the next 12 months to ensure that local aspirations and priorities are appropriately captured. The Community Engagement Strategy for MOSPLAN 2013-2023 can be found on Council’s website.
Local Identity Survey respondents were asked to complete the sentence ‘Mosman Is...’. Some of the top responses to this challenge were: A wonderful/great place to live A beautiful place My home Perfect/Paradise/The best place to live
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Big Ideas for the Future As well as formal MOSPLAN consultations, Council also provides an online ideas forum for residents to contribute their ideas for Mosman’s future at any time, day or night. Launched in March 2011, Big Ideas seeks to harness the creativity and innovative thinking of Mosman residents. It allows people to log their own ‘big idea’ for Mosman’s future, as well as vote and/or comment on others ideas. Big Ideas is an ongoing community conversation that will continue to feed into Council’s planning processes – it’s open 24 hours a day, 7 days a week, 365 days a year. To access the site visit www.ideas.mosman.nsw.gov.au
BIG
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Working Together The ongoing planning that Council undertakes, the services it delivers and the role that it plays as civic leader requires a good appreciation of issues both within and beyond Mosman’s boundaries. Partnerships are often required to deliver common objectives. Council recognises that it operates within a social, cultural, economic and political environment that is not defined by local government boundaries, and that the work and goals of others can impact what we do or how we need to plan for the future. For instance, there are a number of key plans and strategies at State and regional level that are highly relevant to our area. These include:
NSW 2021
Regional Action Plans
The NSW Government describes NSW 2021 as its 10-year strategic plan to ‘rebuild the economy, return quality services, renovate infrastructure, strengthen our local environment and communities, and restore accountability to government’. NSW 2021, which replaces the previous State Plan, sets long term goals and targets and outlines immediate actions to achieve these goals. The priority service areas identified in the plan are transport, health, family and community services, education and training and police and justice. Annual reports on progress against NSW 2021 goals and targets will be tabled in State Parliament and In some cases delivery of goals will be facilitated through other major strategies such as the NSW Long Term Transport Master Plan.
The State Government proposes to ‘localise’ NSW 2021 through a series of regional action plans focussing on the most important actions the NSW Government can take to improve outcomes in each region across the state. The development of these plans is currently underway, with the Northern Sydney and Northern Beaches plans of specific relevance to the SHOROC region and to Mosman.
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Metropolitan Plan for Sydney 2036 The NSW Government’s Metropolitan Plan for Sydney 2036 was released in December 2010 to provide an integrated, long term planning framework for the sustainable management of Sydney’s growth to 2036. The plan identifies 10 sub-regions, each with individual dwelling and employment targets. The Inner North Sub-regional Strategy (still in draft form) translates the objectives of the Metropolitan Plan to the local government areas of Mosman, North Sydney, Willoughby, Ryde, Lane Cove and Hunters Hill. The SubRegional Strategy sets targets for employment of 62,000 new jobs by 2036 and targets for housing of 44,000 new dwellings by 2036. In May 2012, the NSW Government announced development of a new Metropolitan Strategy for Sydney. This new 20-year plan is due for completion by the end of 2012.
SHOROC Regional Directions In September 2010, the Shore Regional Organisation of Councils (SHOROC – a collaboration of Mosman, Manly, Warringah and Pittwater Councils) adopted ‘Shaping our Future – Directions for transport, health, housing and jobs for a vibrant sustainable SHOROC region’. Since its adoption this regional strategy has provided a significant lobbying tool for the SHOROC region and will continue to direct regional efforts in coming years. A sustainability action plan ‘Shaping Our Sustainable Future’ was adopted in 2011 to support the principles contained in Shaping our Future, and Shaping Our Future Way of Life – an action plan for creating vibrant communities and economies - will also be developed in 2012. Mosman has and will continue to take an active role in SHOROC planning processes.
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Local & Regional Partnerships As well as Mosman’s affiliation with SHOROC, Council partners with many community and government agencies at both regional and local level to deliver services, share information and advocate for a better future. These relationships are an essential part of Council operations and contribute significantly to the achievement of local outcomes.
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Issues & Challenges Through MOSPLAN, Council aims to acknowledge and address the issues and challenges that face our community. Some of these challenges are quite localised, while others reflect broader agendas, regional imperatives and Mosman’s place in metropolitan Sydney.
Transport
Health
In Council’s 2010 Community Survey, 41% of respondents nominated traffic, transport and roads as their greatest issue of concern over the next 5 – 10 years. The Military Road/Spit Road corridor is a major contributor to traffic frustrations in Mosman and Council has over many years been active in advocating for improved transport solutions along this route. In 2010, Council joined with it’s SHOROC colleagues to endorse ‘Shaping our Future’, a regional strategy that places strong emphasis on improved outcomes along both this corridor and corridors east-west from the northern beaches. This united voice has already resulted in NSW Government support for a bus rapid transit pre-feasibility study – the results of which are currently awaited. The major issues identified in ‘Shaping the Future’ have also formed the basis for our submission on the NSW Long Term Transport Master Plan.
The health landscape has undergone considerable change over the last few years and is expected to continue its evolution for some time as new Federal and State frameworks and priorities are implemented. Changes to Royal North Shore Hospital, amendments to the delivery of community health services, the long-promised Northern Beaches Hospital and the establishment of the new Northern Sydney Local Health District and North Eastern Sydney Medicare Local are all matters that Council has taken an active interest in. In 2011 Council undertook a local health needs analysis to ensure that Mosman is best prepared for current and proposed changes to health service delivery and so that Council can continue to make a positive contribution to health and lifestyle outcomes in our community.
Changing Demographics As indicated on page 4-5 of MOSPLAN, our demographic makeup continues to change, with a growing proportion of residents in older age brackets. This presents challenges not only in catering for larger numbers of older residents, but also Mosman’s capacity to support a healthy mix of ages, a strong working-age population, housing options that attract diverse households, and a community that is vital, engaged and well-connected. Council is well-placed to help address these challenges through provision and facilitation of services, infrastructure and positive planning frameworks at the local level.
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Planning Landscape Having successfully navigated the lengthy and challenging task of State Government approval, Mosman’s new Local Environmental Plan (LEP) was legally made in December 2011 and came into effect on 1 February this year. New Development Control Plans were subsequently adopted by Council in March. The preparation of each of these environmental planning instruments was undertaken in close consultation with the community and required extended advocacy and negotiation with the State Government. The Mosman Development Assessment Panel is close to completing its first full year of operation and, while this panel is responsible for determining development applications not otherwise dealt with by staff, the elected Council retains responsibility for developing and refining the strategic policy framework against which such applications are assessed. This will include monitoring and reviewing the effectiveness of Mosman’s new planning instruments. Council is also advocating in respect of the review of the Environmental Planning and Assessment Act, the outcome of which could see significant changes to the building and development process in the next 12 months. It is also seeking to improve access to planning information and streamline assessment processes by implementing new e-planning software.
Promoting Liveability and Sustainability The economic strength, vitality and aesthetic qualities of Mosman business centres are key to the area’s longer term sustainability as a place that supports attractive, liveable spaces for people to visit, shop and enjoy. Council has embarked on two major projects aimed at energising Mosman and providing a good base for future development. The preparation of a new Masterplan for Spit Junction is now well underway, including a feasibility study for the Mosman Civic Centre site, and this project has been the subject of significant community engagement in the first half of 2012. Council has also consulted widely on proposed streetscape upgrades in Military Road that have the potential to provide excellent public domain improvements, including a trial upgrade area at Mosman Junction. Funding options for future upgrades continue to be explored.
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Infrastructure Challenges
Local Government Futures
Mosman has come a long way in the past few years in the information it has on its assets. Complete inventories are now established for roads, building, marine and open space assets. Stormwater will be complete by the end of 2012 but there is still a long way to go. Although by no means an issue unique to Mosman, how we maintain and renew these assets into the future will have real impacts for planning and decision making in the years to come. There is an identified renewal gap and work is currently being undertaken to refine this number for the next financial year. The challenge for Council over the next few years will involve:
The delivery of strong, meaningful and sustainable local government has attracted new interest from the State Government and Council has been closely involved in recent strategic planning exercises involving local authorities across NSW. In March this year a Local Government Review Panel was established by the Minister for Local Government, the Hon, Don Page MP, to ‘examine options for governance models, structural arrangements and voluntary boundary changes for local government in NSW.’ It is expected that the Panel will take 12-18 months to complete its review and that all councils including Mosman will have the opportunity to participate actively in the process.
Refining the Asset Management Plans to identify the infrastructure funding gap Agreeing on an appropriate level of service to maintain current assets Integrating the Asset Management Plans into Council’s Long Term Financial Plan Providing a sustainable funding model that meets community needs Demonstrating environmental leadership and minimising the impact on the environment Developing and implementing an integrated decision support system Ensuring compliance with Division for Local Government requirements and the National Frameworks for Asset Management Council has already established an Asset Management Reference Group with community members with experience in the fields of accounting, infrastructure and State Government policy. Ultimately how the Council proceeds, however, will require the involvement of the wider community.
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Of relevance to this issue is a question that will be put to all Mosman electors at the next local government elections in September 2012. At that time a poll of electors will be held with the following question being asked: Do you favour the amalgamation of Mosman Council with any other Council(s) to create a larger Local Government Authority? Residents and ratepayers are encouraged to give careful consideration to this question, bearing in mind their preferred option for the future of local government in Mosman.
Remaining Financially Sustainable Mosman as with most local government entities continues to face a number of key challenges to ensure they remain financially sustainable with the largest single demand on Council’s finances being the requirement to provide more funding on a recurrent basis for renewal and maintenance of Infrastructure Assets. Council in recent times has looked to fund this requirement via the following: Special Rate Variation – Infrastructure Levy Infrastructure Renewal Loan ($2M) to be funded via car parking fees Grants/Subsidies from State and Federal Government Significant work is being undertaken by staff in this area to ensure all information is available in order to make educated decisions on an appropriate annual allocation on both renewal and maintenance funding. To assist in this process significant resources have been utilised in developing a computer based 10 year financial model. A key short term objective is to integrate Asset Management Plans into the financial model and capture all renewal and maintenance expenditure requirements. The Council budget is allocated across a number of programs, particularly those based on community services which continue to be shifted from Federal and State Government entities. Grant funding is only one funding component for these and Council is continually required to prop up these programs from recurrent budgets. Financial sustainability is measured in a number of ways which include Available Working Capital, debt serviceability and indicators such as Unrestricted Current Ratio (UCR) which is unique to Local Government. Continued demands for funding of services places stress on these indicators. Council’s last audited accounts revealed:
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A UCR of 1.34:1 which means Council held $1.34 for every dollar of current debt. A Debt Service Ratio of 7.68% which measures principal and interest paid on debt as a percentage of operating revenues excluding capital and specific purpose grants. Available Working Capital of $1.839M. The Council’s debt service ratio includes all loans across the Council’s finance portfolios and when restricted to General Fund is 2.33%. It could be argued that there is capacity to increase the level of borrowings, but this is curtailed by the Council’s capacity to fund existing services. It is important for Councils to ensure that they adopt strict and realistic policies in regards to acceptable financial indicators.
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Delivering the Vision As well as crystallising Council’s vision for Mosman’s future, MOSPLAN also contains the framework for delivering this vision. Council’s Vision and Mission, , and the underlying values and commitments that support them, are reflected in four (4) MOSPLAN Themes that direct Council operations. These themes are:
Governance Environment Social Economic
The GOVERNANCE theme addresses the civic leadership of Council and Council administration. It covers Council meetings, civic involvement, community safety, ranger services, finance and budgeting, maintenance of Council property and assets, and Council operations such as information technology and human resource management. The ENVIRONMENT theme addresses and encompasses urban planning, heritage planning and protection, development assessment, ecological sustainability, biodiversity conservation, waste management and street cleaning, environmental health management, water, air and noise management, sustainability education, traffic, transport, roads and cycling, open space management, and recreational facilities. The SOCIAL theme is Council’s people theme. It covers areas such as community needs and services for all ages, abilities and backgrounds, volunteering, Aboriginal culture and heritage, library services, Council’s website and
Sirius Cove
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electronic engagement, art gallery, cultural activities, festive events and friendship communities. The ECONOMIC theme covers areas such as local business liaison and support, local employment, marketing Mosman, tourism and regional planning and cooperation. These themes are supported by a series of 12 Programs and 70 Sub-Programs that form Council’s 4-year Delivery Program and 1-year Operational Plan. The themes, programs and sub-programs draw upon and collectively work towards delivering – the long-term visions agreed to by the Council of 2008-2012 in 2010. Also contributing to the delivery of this vision are a series of additional plans and strategies, as well as the efforts of numerous service delivery partners. These are detailed in Council’s Delivery Program.
Children’s Fair 2010 – Allan Border Oval
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10 Year Program Objectives With in mind, Council has agreed on 10-year Objectves for each of its 12 Program areas. These Program Objectives, arranged by theme, are as follows:
Governance
Council, Community & Consultation 1 To have continual improvement in the provision of support and services to councillors and the community. 2 For the community to have total confidence in the Council as an ethical and continually improving organisation that practices good governance, promotes and nurtures ethical behaviour and strives to apply best practice principles to all that it does. 3 To have a pro-active approach to setting the direction and evaluating the performance of the Council through information and consultation, including e-communication, resulting in a community which proudly identifies with the local area and which fully supports the direction and management of Council. 4 To have achieved constitutional recognition of local government. 5 To have innovative and accessible consultation methods continuing to be provided for residents to engage with the Council and become involved in community life.
Resource & Asset Management 1 To have provided directly or on behalf of other levels of government adequate, equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively; and are always of a high quality consistent with the requirements of the Mosman community. 2 To aim to have Council’s unrestricted current ratio at 2:1. 3 To have business systems which will meet the increasing demands for management information and that add value to the Council and community by providing integrated, accurate, timely, cost effective and responsive service. 4 To have Mosman Council regarded as an employer of choice by all its stakeholders. 5 To have risk management strategies in place to ensure Mosman is a safe place to live, work and play. 6 To incorporate integrated sustainable practices into Council’s Asset Management planning and implementation.
Community Safety 1 To achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: To have a manned Police Station in Mosman. To have a community where individuals are aware of and accept their respective responsibilities necessary to maintain a safe community. To have responsible and informed animal owners. To have a responsive and effective emergency management network covering Mosman PAGE 30 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Environment
Urban Planning
1 To have the local character of Mosman maintained by: Conserving its heritage Ensuring Sustainability Effective land use planning, including protection of the foreshore Requiring high quality development Improving amenity 2 To have Mosman recognised as a desirable place to live, work and recreate with a population of 30,000 by 2050 (700 additional dwellings). 3 To have the domestic scale of Mosman maintained while providing for large scale development opportunities along the Spit/Military Road corridor.
Built Environment 1 To have the local character of Mosman maintained by: Conserving its heritage Ensuring sustainability
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Meeting community needs Effective land use planning Requiring high quality development Improving safety and amenity 2050 Objectives Maintaining its domestic scale except on The Spit / Military Road Corridor Adopting sustainable building options for new and existing buildings Providing diversity of housing choice including ageing in place Protecting and enhancing the natural and man made qualities of the foreshore
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Sustainability, Environment and Health 1 Climate change addressed using strategies that include mitigation, adaptation and resilience measures in order to play our part in the global future. 2 To have long-lasting sustainable behaviours fostered and improved through raised awareness/knowledge of sustainability concepts. 3 To have lifestyle and the environment enhanced through sustainable building practices. 4 To have biodiversity preserved and enhanced on both private and public property including beaches, reserves, bushland and green open spaces. 5 To have green renewable energy sources, and energy efficiency and conservation measures adopted for both private and public property. 6 To have total water cycle management approaches used that maximise conservation, efficiency, reuse and recycling of water including stormwater harvesting and reuse. 7 To have waste reduced significantly through avoidance, minimisation, reuse and recycling via local and regional initiatives. 8 To have sustainable transport taken up using an integrated network of walking and cycling paths throughout Mosman. 9 To have sustainability outcomes improved by lobbying Federal and State Governments to advocate for stronger policy and legislation. 10 To have sophisticated approaches such as sustainability indicators, lifecycle management and systems-thinking used to address sustainability challenges.
Parks & Recreation 1 To have sustainable recreational facilities including: Parks and Gardens Bushland areas Civic spaces Sporting facilities Beaches and marine structures Swim Centre Playgrounds that are maintained and embellished to meet the changing needs of the Mosman community.
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Transport & Traffic 1 To have the State and Federal Government support a rail option on the Roseville Corridor. 2 To have the Northern Beaches linked more directly to the Metropolitan Freeway Network. 3 To have an improved bus and ferry network so that public transport is the transport mode of choice. 4 To have no further expansion of the Spit/Miitary Road corridor but reallocation of that capacity to give buses priority when needed. 5 To have no further elimination of parking along the Spit and Military Road corridor. 6 To have a multi-modal sustainable transportation network which meets the community’s needs in terms of safety, user comfort and local access and amenity. 7 To have an asset management program that comprehensively and sustainably maintains and protects all of Council’s assets (infrastructure and natural). 8 To have a well maintained network of roads and footpaths. 9 To reduce the reliance on private vehicles for local trips through the expansion of community transport and pedestrian and cycling facilities. 10 To have minimal incidences of traffic accidents. 11 To have an upgraded car park at Mosman Junction.
Social
Community Development & Services 1 To have Council lead and positively shape community well-being, respond strategically to the social impact of change, and advocate for social justice on behalf of the community with external organisations and agencies and Commonwealth and State Governments.
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2 To have a well informed and engaged community that has access to a wide range of community services and programs. 3 To have Council and other service providers deliver high quality, integrated community services and programs that are accessible and inclusive, strengthen social capital and contribute to the health and wellbeing of the community. 4 To have well designed and accessible community facilities which are recognised as community hubs which support the effective delivery of community services and programs and promote healthy lifestyle. 5 To have highly valued and supported volunteers with a range of skills engaged in work which makes a positive contribution to the community. 6 To have a cohesive, harmonious, and caring community, where residents are supported throughout their life cycle and that is inclusive of people with a disability, people from culturally, spiritually and linguistically diverse backgrounds, and people of Aboriginal and Torres Strait Islander descent. PAGE 33
Library & Information 1 To have the Library recognised as a community hub and a ‘place of connectedness’. 2 To have a library building that is a functional, multi-purpose space accommodating intellectual, cultural, recreational and information services, lifelong learning opportunities, resources and activities for all age groups. 3 To have library services that are free, accessible and which anticipate and fulfil community expectations. 4 To have resources including books, audio-visual material and material published in electronic format, which cater for the information, lifelong learning and leisure needs of all ages. 5 To have information technology resources which support the Library’s services and to maintain external partnerships such as the Shorelink Library Network in order to provide the community with access to resources held in the Library and beyond. 6 To have a Local Studies Collection that celebrates Mosman’s heritage, reflects all eras of Mosman’s history and is appropriately housed, exhibited and preserved for future generations. 7 To have information on Council services, facilities and events effectively disseminated in a range of media so that residents are aware of opportunities to participate in and contribute to a vibrant community life. 8 To have a web presence that provides the best possible means of interacting with our community.
Cultural Development Services 1 To have strong community spirit through people of all ages, backgrounds and beliefs respecting and caring for each other, involving themselves in planning and enjoying the Festival of Mosman and other cultural activities and entertainments both community-wide and at neighbourhood/street level, and celebrating individual and community achievements. 2 To have a local performing arts theatre and a vital performing arts scene in Mosman where musicians, singers, actors and dancers of all ages can develop their skills and present their work for the benefit and enjoyment of the local community. 3 To have highly regarded public art which engages residents and visitors alike. 4 To have optimum income from the Mosman Art Gallery & Community Centre as a comfortable, high quality venue for hire, whilst being sensitive to community needs and aspirations. 5 To have a vital visual art scene in Mosman where the Mosman Art Gallery & Community Centre is highly regarded and recognised as one which celebrates our artistic heritage and fosters art for all ages with an enthusiasm for contemporary visual arts and crafts and design, and the processes associated with their production. 6 To have enlarged the Mosman Art Gallery to accommodate the expansion of the range of programs and workshops. 7 To have a broad range of cultural programs and civic, community and commercial events which maximise community involvement and are widely promoted. 8 To have Friendship Agreements which foster friendship, goodwill and co-operation between our communities.
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Economic
Local & Regional Economy 1 Keeping the unique character and heritage of all Mosman’s business centres enhanced by appealing, high-amenity public spaces. 2 Reinforcing roles of small and large business centres with diverse local outlets catering for the community, especially the elderly. 3 Business activities including home businesses and clusters meeting emerging work patterns and expectations. 4 Having shops and services easily accessible by walking, riding, driving or community/ public transport. 5 A range of suitable accommodation options for visitors including B&B and small residential hotels. 6 To have Mosman recognised as a tourism destination, building on its artistic heritage, marketed effectively and appropriately and to welcome visitors in a manner which is sustainable, which enhances the lifestyle of residents and the economic opportunities for local business, and which reduces any adverse effects. 7 To have the SHOROC region recognised for its economic wellbeing, quality of life, efficient transport systems, service orientation, shared resources and practices, community spirit and natural and clean environment. The Sydney CBD from Bradleys Head, Mosman
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MaintainingDirection
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A framework to ensure goals are achieved, and remain true to Our Vision
MaintainingDirection Measuring Performance Community Sustainability Indicators Key Performance Indicators Performance Measures Indicator Tables
36 36 36 36 38
MaintainingDirection Measuring Performance
It is essential that we measure performance to gauge whether the type of future we envisage for Mosman is actually being achieved, and how Council is doing in delivering on MOSPLAN objectives. Council’s performance measurement framework takes a 3-tiered approach comprising:
Community Sustainability Indicators These indicators help track the sustainability, wellbeing and liveability of Mosman as a place and as a community. They are organised according to MOSPLAN’s four (4) themes. Importantly, indicators for the Social, Environment and Economic themes are about whole-of-community performance, not Council performance alone. Council’s degree of influence over these indicators is variable; often there are a number of factors outside our control that can affect the outcomes significantly.
Key Performance Indicators Key Performance Indicators focus on how Council, as an efficient and progressive local government organisation, is delivering against the four MOSPLAN themes. In this sense, the Key Performance Indicators for the organisation replicate the Community Sustainability Indicators for the Governance theme. Unlike the indicators for the other MOSPLAN themes, Key Performance Indicators are not subject to the same level of external influence, and therefore can be confidently viewed as true measures of Council performance. Key Performance Indicators reflect the core priorities and deliverables at both organisational level and across MOSPLAN’s 12 Programs.
Performance Measures These operational level measures assist in measuring performance across MOSPLAN’s 70 Sub-Programs. They facilitate day-to-day planning, delivery and assessment of services. At times there may be some commonality between performance measures for SubPrograms and Key Performance Indicators for Programs. The diagram to the right illustrates how the overall Performance Measurement Framework operates across MOSPLAN Themes, Programs and Sub-Programs. The Community Sustainability Indicators are shown on pages 40-41, while measures at Program and SubProgram level can be found in the Delivery Program and Operational Plan commencing on page 67.
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Our Vision for Mosman
Delivery Program
Governance Environment
Community Sustainability Indicators
Key Performance Indicators
Operational Plan
Performance Measures
Regional Indicators Council now also has a series of regional indicators against which it can track local wellbeing and gain a better understanding of the ‘health of the region’ overall. In 2011 the Shore Regional Organisation of Councils (SHOROC) agreed on a set of indicators to gauge regional well-being and a number of these indicators mirror the Community Sustainability Indicators established for Mosman. Progress against both regional and local indicators will be reported upon regularly by Council and SHOROC.
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Sunrise at Georges Head fortifications
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Community Sustainability Indicators Governance Note: These can also be viewed as Key Performance Indicators for Council Indicator
What will we measure?
Overall community satisfaction
Proportion of residents satisfied with Council’s overall performance in biennual surveys
Overall staff satisfaction & wellbeing
Staff responses provided in regular employee surveys
Occupational Health & Safety Performance
Days lost due to injury or disease per OH&S incident and total days lost per annum due to injury or disease
Overall budget performance
Actual operating result each year compared to budget
Financial Health Check compliance
Council performance against local government financial health check measures
Scheduled capital works completed
Percentage of budgeted capital works achieved at the end of each financial year
Scheduled key initiatives completed
Percentage of key initiatives achieved at the end of each financial year
Corporate environmental sustainability
Annual water and energy consumption for all Council operations, per FTE staff member
Asset renewal ratio
The amount spent per annum on renewing existing assets , divided by their depreciation or loss of value
Environment Indicator
What will we measure?
Health of bushland
Number of local/regional threatened, vulnerable and endangered species
Water quality
Water quality at harbour beaches, as measured through the Harbour Watch Program
Waste diverted from landfill
The proportion of recycled waste compared to total waste collection in Mosman per annum
Public transport usage
Percentage of Mosman residents using public transport to travel to work
Water consumption
Annual water consumption in Mosman (total KL, and per capita)
Electricity consumption
Annual electricity consumption in Mosman (total MWh)
Housing diversity
Relative proportions of dwelling types in Mosman
Level of graffiti/vandalism
Number of graffiti incidents per annum removed by Council
Road safety
Number of road accidents and casualties in Mosman per annum
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Social Indicator
What will we measure?
Community connectedness
Residents feelings of community connectedness, as expressed in biennial survey
Community pride
Residents feelings of community pride, as expressed in biennual survey
Age diversity
The age structure of Mosman residents over time
Childcare facilities
Vacancy rates across all long day care centres in Mosman by age
Physical activity
Percentage of Mosman residents undertaking adequate physical activity per week
Life expectancy
Average life expectancy for Mosman residents, male and female
Community safety
Crime rates for major criminal incidents recorded in Mosman. Residents perception of safety as recorded in biennual surveys
Economic Indicator
What will we measure?
Unemployment rate
Percentage of Mosman residents unemployed
Gross Local Product
Net wealth per resident generated by the local regional economy of Manly, Mosman, Pittwater and Warringah
Employment containment
The employment location of Mosman residents
Average weekly earnings
Average weekly gross income of Mosman households
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Historic buildings at Georges Heights
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ResourcingStrategy
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Our Resourcing Strategy looks at the resources needed to deliver our vision for Mosman
ResourcingStrategy
Introduction 43 Managing our Asset 44 Managing our People 46 Managing our Finances 48
ResourcingStrategy Introduction Our Resourcing Strategy looks at the resources needed by Council to deliver our Vision for Mosman. It represents an essential link between the Vision, the four Themes under which we are delivering the Vision, and Council’s four year Delivery Program and annual Operational Plan. The Resourcing Strategy provides an overview of how Council will meet its obligations in the short, medium and longer term, taking into account our finances, our workforce and our infrastructure assets. It aims to ensure that these obligations are met in an integrated and sustainable way. On the following pages, information is provided in relation to: Managing Our Assets Managing Our People Managing Our Finances The above elements work together to provide a cohesive resource base for Council’s operations. In ‘Managing Our Finances’, the focus is not only on long term financial planning for the next 10 years; detail is also provided on Council’s budget for the 20122013 financial year as well as the four year Delivery Program 2012-2016.
Council employees
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Managing our Assets Mosman Council owns and manages assets with a current replacement cost of $700 million. These assets include: Marine structures Parks and ovals Buildings Roads, footpaths and retaining walls; and Stormwater drainage. Asset Management Planning is a way of accounting for, planning and managing our assets in a sustainable way. By implementing appropriate asset management practices, Council aims to ensure that the right amount of funding is directed to key assets and the community receives appropriate levels of service from those assets. Mosman’s adopted framework for asset management is built on best practice and is open and transparent. The key elements of asset management planning at Mosman are:
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Asset Management Policy and Strategy Our Asset Management Policy and Strategy were adopted in 2009, established our direction for asset management and outlined how we will go about ensuring assets are managed in the most appropriate way. Both these documents will be reviewed and updated this year.
Asset Management Plans Asset Management Plans provide detailed information on how to manage assets. These plans include asset condition, life cycle analysis, asset replacement costs and future maintenance requirements. Council has completed, or is close to completing, asset management plans for all asset classes. 1. Roads – this covers roads, kerb and gutter, footpaths, rock faces, retaining walls and traffic devices like roundabouts and refuge islands; 2. Marine Structures – this covers Mosman’s jetties and baths and seawalls; 3. Open Space – this covers parks, ovals and bushland; 4. Buildings – this covers all Council owned and managed buildings; and 5. Stormwater – this covers all pits, pipes, creeks, water tanks and pollution control devices The development of these asset management plans has been the focus of Council’s attention over the last few years with Council recently completing extensive condition assessments and revaluation of all road, marine and open space assets. Currently the focus is on stormwater and buildings which will be completed by the end of 2012. These assessments are based on a complete audit of Council’s assets and will put Mosman in a good position to understand where it stands and plan for the future.
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The Path to Sustainability and Community Involvement Once all the asset management plans are completed we will be in a position to determine the level of funding required to maintain our assets at an appropriate standard. This will be in the form of a costed 10 year work plan for each asset class. To assist us in determining this standard and level of service and to test our direction and professional review our assumptions, an Asset Management Reference Group has been established. This group was formed in 2011 and includes volunteer community members with experience in the fields of accounting, infrastructure and State Government policy.
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Integrating Asset Management and Financial Planning The progressive development of Asset Management Plans has identified the sheer magnitude of infrastructure works necessary to achieve satisfactory and sustainable service levels. This in turn has highlighted the current and expected deficiencies in resources available to fund the necessary works, representing a significant challenge for Council finances in coming years. The ongoing challenge to renew our assets at a rate equal to the depreciation of these assets is likely to become even more difficult as asset management planning advances. The next major step in our asset management journey is the integration of the 10 year work programs into our Long Term Financial Plan. Preliminary models have been developed to compare the funding required in the work plans to the existing funding attributed to our assets. The models are predicated on various assumptions and two scenarios are shown below. Scenario one includes
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expenditure on road assets according to figures provided by our consultants. Scenario two involves a revised expenditure on road assets based on the review of the current level of service. Even when taking additional revenue into account, both models indicate that there is a gap in infrastructure renewal funding in the region of $1.2 to $2.5 million annually over the next 10 years. These models do not take into account maintenance funding requirements which will be refined over the next 12 months. The models are a work in progress that will be completed for direction for the new Council to be elected in September 2012 and will be tested against various scenarios. All Councils are facing increasing costs and ageing infrastructure. To ensure we continue to provide the level of service our community expects, in the next few years Council will be faced with some hard decisions about future priorities and the way in which the assets are funded.
Scenario 1 Indicative Funding Gap
(Based on Consultant Level of Service for Road Assets) over 10 years
Total Other Revenue Sources Spread over 10 years
Current Level of Funding Spread over 10 years
Scenario 2 Indicative Funding Gap
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(Based on Revised Level of Service for Road Assets) over 10 years
Total Other Revenue Sources Spread over 10 years
Current Level of Funding Spread over 10 years
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Managing our People Workforce Planning is the continuous process of shaping the workforce to ensure it is capable of delivering the organisation’s objectives now and in the future.
The Workforce Planning Framework The key steps to workforce planning are illustrated in the diagram shown on the right:
Managing Our People Mosman Council is a multi faceted organisation that operates across a range of industry sectors. We provide a broad range of services to the community, from human related services (support for aged and disabled, child care, library, art galleries) to design and construction services (roads and traffic, development and planning) and recreation services (Marie Bashir Mosman Sports Centre, parks and reserves, Seniors Centre, Youth Centre, Art Gallery). To deliver such a range of services, we require a diverse workforce with varied skills, qualifications and experience. These may include specialist technicians such as Environmental Scientists, Engineers and Town Planners, in addition to people to maintain the functionality of the beautiful amenities of our area.
Our mix of employment type is reflective of Council’s support of family friendly employment practices, with 16% of staff working part time, 6% casual and 78% working full time. Council has an excellent staff retention rate, with 55% of the organisation having worked here five years or more, and 24% of staff having worked for more than 10 years.
To ensure Mosman Council is best servicing the needs of the community we regularly monitor our workforce profile.
58% of our employees are female and the average age is 43 years. Just over 50% of staff travel less than 10km to work, with 14% of staff living within Mosman.
Mosman Council employs 159 full time equivalent staff to service the needs of the community.
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At Mosman we pride ourselves on having a diverse workforce – our staff come from 22 different countries speaking 18 different languages. 3% of our staff identify themselves as having a permanent disability.
Workforce Mix Mosman Council January 2011 16%
Full Time 78% Part Time 16% Casual Time 6%
78% 6%
Gender Mix Council January 2011 58%
Female 58% Male 42%
42%
Distance Staff travel to work January 2011 48%
>10km from Mosman <10km from Mosman
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48% 52%
52%
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Mosman’s HR Strategy Our strategy is to align People, Culture and Organisation with Council’s Strategic Goals. On these foundations lie the Principles of Customer and Value; That is, knowing who your Customer is and understanding what they value. By focussing on delivering what our Customers value, Council will be more successful in meeting their needs. This is underpinned by the 3 core focus areas of the HR Strategy: 1. Talent 2. Culture and Capability 3. Continuous Improvement The Workforce Plan identifies challenges that this workforce may present Council with over the coming years, highlighting areas that need to be monitored and managed. At Mosman Council, these include: Ageing workforce: 34% of employees are over 50 years of age, and 10% over 60. Multiple retirements over the coming years present challenges including the risk of lost corporate knowledge. We need to ensure that we attract the right candidates for employment at Mosman Council. Departure of the General Manager. Skills shortages in the market. Ensuring we are able to retain the right people with the required skills, experience and organisational fit.
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The Workforce Plan details the key strategies underway to mitigate the potential risks in the workforce profile, and enable successful delivery of the MOSPLAN objectives. Strategies to overcome these challenges include: 1. Developing the Mosman Council employer brand and value proposition 2. Reviewing the recruitment strategy 3. Developing and implementing actions arising from the results of the staff culture survey 4. Building on and developing staff and management skills in general business acumen, leadership, cultural change and continuous improvement 5. Investigating online forms of learning 6. Reviewing retention systems and programs including Performance and Development Planning and Review, Reward and Recognition and flexibility in the workplace 7. Skills mapping of staff to assist with succession planning 8. Conducting an organisation wide re-education program highlighting changes in Work Health and Safety legislation, including contractors and volunteers We aim to reflect the diversity of the community, supporting equal employment opportunities and equity within Council.
22%
Ages of Council Employees 2011 0.4%
20% 10%
23% 24.6%
<20 years 0.4% 20-29 years 20% 30-39 years 22%
40-49 years 23% 50-59 years 24.6% >60 years 10%
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Managing our Finances Good financial management requires attention to both the immediate and long term sustainability of the Council’s operations. The following pages outline financial forecasts and budget detail across 10, 4 and 1 year MOSPLAN horizons.
Budget 2012-13 Budget Summary The General Fund budget result for 2012/2013 is a projected surplus of $99,243. The budget is influenced by Council’s commitment to its infrastructure assets and comprehensive community based programs and services. In 2011, Council finalised its mandated requirement of the Fair Valuation of all Infrastructure Assets under its control. The asset and finance staff have also been developing models and preparing schedules to determine intervention levels and funding. Detailed information will be provided to the incoming Council to assist in making informed decisions about future direction and expenditure in relation to infrastructure. Funding has at least been maintained across all service levels excepting where productivity improvements have been achieved utilising alternate technologies.
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A number of key contracts have and are currently being reviewed. In 2011 a new Street and Gutter Cleaning contract was awarded which placed heavy emphasis on the provision of a quality value for money service for residents. With regional waste issues extremely topical and Council looking to continue its push to reduce land fill and expand its annual recycling tonnages it is timely that the Domestic Waste contract is currently being assessed albeit for a period of 3 years and prior to SHOROC Councils seeking a common contractor from October 2015. Other key elements of the draft 2012/13 Budget include: Expenditure on infrastructure assets as follows: àà Roads $ 2.034M àà Footpaths $ 1.086M àà Stormwater $ 569K àà Retaining walls $ 193K A 3.6% or $517K increase has been applied to general rates (excluding CEC and Infrastructure Levies). This includes a 0.4% increase based on the impact of the Federal Government’s Carbon Tax (with appropriate funds quarantined) A 3.25% increase has been applied to cover Award salaries and packages. Contracts and leases, and fees and charges, where considered appropriate have been increased by CPI of 2.9%. A $170K allocation for the September 2012 election. Borrowings of $2.7M in 2012/2013 ($2M funding for the Infrastructure Renewal Scheme Application lodged with Department of Local Government, $460K to assist in implementation of car parking demand improvement technologies and 240K to assist with funding information technology purchases. The domestic waste service charges have been increased in accordance with Council’s differential charging policy by 3.6%. Base rating structure that continues to provide 50% on residential properties and 40% on business assessments.
Revenue Policy Rating Structure
Total revenue raised from the levying of land rates continues to be capped by the State Government with the Independent Pricing & Regulatory Tribunal (IPART) having developed a Local Government Cost Index (LGCI) for use in setting the maximum allowable increase in general income for local government in 2012/2013. The LGCI is a measure of movements in the unit costs incurred by NSW Councils for ordinary council activities funded from general rate revenue. It compares changes within a given time period to that of a base year with cost components of the index including: employee benefits and on costs, construction, buildings, plant and equipment, road, footpath, kerbing and drainage, and other business services. IPART has approved a rate increase to a maximum of 3.6% in 2012/13 and Councilâ&#x20AC;&#x2122;s 2012/2013 budget is based on taking up the full 3.6% increase.
Rating Categories There are two categories of rates: 1. Residential 2. Business Council operates a base rating system whereby 50% of residential rate revenue is derived from a rate in the dollar (ad valorem) calculation based on all rateable land value within the council area with the remaining 50% derived from a base rate which is calculated by dividing the remaining rate revenue by the number of assessable properties. The same system operates with the business category however the split is 60% ad valorem and 40% base rate.
4
Residential There are 12,496 assessments which will provide revenue of $14.895M in 2012/2013. The rate in the dollar will approximate $0.0691 and the Base Rate $596. Total Rateable Land Value approximates $10,774,027,145.
PAGE 55
Business
Domestic Waste Management Service
There are 593 assessments which will provide revenue of $1.613M in 2012/2013.
The Domestic Waste Management Service is provided on a full cost recovery basis.
The rate in the dollar will approximate $0.2092 and the Base Rate $1,087.
A resident has a choice of the following size bins/fee structure in 2012/2013:
Total Rateable Land Value approximates $464,103,595.
1 × 80 litre mobile garbage bin 1 × 120 litre mobile garbage bin 1 × 240 litre mobile garbage bin
Special Variations Included in the revenue detailed above are two special rate variations. The Community Environmental Contract (CEC) was introduced in July 2000 (following approval by the State Government for a 5% increase in general revenue) allowing Council to undertake significant works in the following areas: Stormwater Quality Bushland Creek Rehabilitation Seawall Remediation/Construction $723,000 will be allocated from the rate revenue derived to the CEC in 2012/2013. It should be noted that all on the ground works have been completed and the CEC revenue until its expiration in 2016/2017 will be used to extinguish debt. The Infrastructure Levy was introduced in July 2008 (following approval by the State Government for a 5.99% increase in general revenue) allowing Council to provide much needed additional funding to its infrastructure assets such as: Roads Footpaths Drains Buildings Retaining Walls Open Space Marine Structures $897,000 will be allocated from the rate revenue derived for these works in 2012/2013. Unlike the CEC, this levy has no sunset clause. A description of the works undertaken under both programs is published in Council’s Annual Report.
PAGE 56 | MOSPLAN 2012-2022 ADOPTED 5|6|12
$288 $469 $980
The above rates include the following services for houses, with other arrangements for multi unit dwellings with shared services: Weekly waste collection Fortnightly glass and containers Fortnightly paper and cardboard Monthly green waste
Pension Subsidy Pensioners who hold a Pensioner Concession card and own and occupy rateable property in Mosman receive a mandatory rebate on Rates and Domestic Waste Management up to a maximum of $250. Council also offers a voluntary rebate to Australian Service Veterans who do not qualify for a pensioner rate rebate up to a maximum of $125.
Interest Charges In 2012/13 it is proposed that interest charges on unpaid rates and charges will accrue on a daily basis at the rate of 10%.
Annual Fees and Charges In accordance with Section 608 of the Local Government Act, 1993 and other relevant legislation, Council can charge and recover approved fees and charges for any service it provides. For 2012/13 these are included in the document entitled ‘Draft 2012/13 Pricing Policy and Schedule of Fees & Charges’. This document forms part of, but is published separately to, MOSPLAN. The fees and charges are generally intended to be imposed on the following services provided by Council: Supply of a product, service or commodity Giving of information Providing a service in connection with the exercise of the Council’s regulatory functions, including receiving an application for approval, granting an approval, making an inspection and issuing a certificate Allowing admission to any building or enclosure Allowing use or benefit from Council’s assets, possessions, etc 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 Financial objectives Customer objectives Resource use objectives Impact of Tax Reform (GST) Market Prices Cross subsidisation objectives
4
In cases where a fee and/or charge is determined by legislation or other regulatory bodies, Council’s policy is not to determine an amount that is inconsistent with any fee or charge so determined. All Council’s fees and charges not subject to statutory control are reviewed on an annual basis prior to finalisation of Council’s draft Budget. However, in special circumstances, fees and charges can be reviewed and approved by Council at other times, subject to any relevant legislative requirements. As per ATO guidelines, all fees and charges are currently being reviewed to assess for the impact of the GST.
PAGE 57
Long Term Financial Plan 2012-2023 10 Year Financial Model Council’s 10 year financial model underpins the Community Strategic Plan. The model is developed using current base year data and applying projected movements in a number of key drivers over its life including: Annual Rates Inflation Employee Costs
Grants Investment Revenues Other Expenses
Assumptions Annual Rates Total revenue raised from the levying of land rates continues to be capped by the State Government with the Independent Pricing & Regulatory Tribunal (IPART) developing a Local Government Cost Index (LGCI) for use in setting the maximum allowable increase in general income for local government in 2012/13. The model uses the following rates: 12/13
13/14
14/15
15/16
16/17
17/18
18/19
19/20
20/21
21/22
3.6%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Included within the estimated Rates and Annual Charges are allocations for both the Community Environmental Contract (CEC) and Infrastructure Levy. It should be noted that the CEC ceases in 2016/2017, however the Infrastructure Levy has no sunset clause.
Inflation The rate of inflation has a significant impact on Council’s finances annually from both a revenue and expenditure perspective. From a revenue perspective, Council’s fees and charges and its property portfolio are all closely linked to this economic indicator. Council contracts out all of its key service areas such as Waste, Street and Gutter Cleaning, Beach and Reserve Cleaning and a variety of Open Space Contracts. The CPI is also the cost driver for these. The inflation rate used in the model is based on the annual movement in the Sydney All groups Consumer Price Index to December 2012 and Federal Government policy in maintaining an average general CPI figure of around 2.5%. 12/13
13/14
14/15
15/16
16/17
17/18
18/19
19/20
20/21
21/22
2.9%
2.9%
2.9%
2.9%
2.9%
2.9%
2.9%
2.9%
2.9%
2.9%
PAGE 58 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Employee Costs The Local Government State Award provided for an increase in salaries and wages of 2.6% from November 2010, 2.15% from July 2011 and a further increase of 3.25% over the next three years. The 3.25% is being utilised over the life of the model. To help Australians be more self sufficient in retirement, the Federal Government in its 2010/2011 Budget announced a staged increase in the Superannuation Guarantee (SG) effective from 2013/2014 which will see the SG gradually increase from 9% up to 12% by 2019. The following percentages have been allocated to the model: 12/13
13/14
14/15
15/16
16/17
17/18
18/19
19/20
20/21
21/22
9%
9.25%
9.5%
10%
10.5%
11%
11.5%
12%
12%
12%
Grants Council receives a number of operating grants from the State Government on an annual basis and they have been increased by inflation rates throughout the model.
Investment Revenues Council invests its surplus funds in term deposits with a rate of 6% being used throughout the model.
Other Expenses This category includes expenses associated with elections, utilities, printing and stationery and other materials that are generally increased by inflation.
Other Assumptions A $2M loan application under the Local Government Infrastructure Renewal Scheme (LGIRS) has been built into the model with a seven year repayment of principal and interest (4% discounted interest rate), with loan costs being funded by increased parking income. Additional parking income of $310K from 12/13 Removal of $2.3M loan borrowing for construction of a Child Care facility at the Mosman Bowling Club. The source of the funding was the Section 94 Reserve and this was included in the 11/12 Budget Allocated funding of $8.5M from the Domestic Waste Reserve for capital costs including potential contributions for Alternate Waste Treatment facility at Kimbriki between 14/15 and 21/22 Allocated funding of $5M from the Section 94 Reserve for future open space purchases between 16/17 and 19/20 Additional funding for infrastructure embellishment from 19/20 to 20/21 of $1M following payout of $2M LGIRS loan Reduction in annual depreciation expense of $1.778M following utilisation of average infrastructure depreciation rates used by North Shore councils In anticipation of an application to continue the existing 5% Environmental levy with a detailed business case to be presented to IPART to help address infrastructure shortfalls and backlogs, the amount has been maintained from 17/18 An amount of $85K has been quarantined from income from rates and domestic waste for allocation to carbon related costs. This will enable the calculation of the true cost to Council
4 PAGE 59
Continuation of existing policy of certain employees (Senior Staff/Managers) absorbing the cost of the Superannuation Guarantee from their total remuneration packages No allocation of funds for the proposed Military Road upgrade, Raglan Street Car park redevelopment and proposed advertising revenue from Bridgepoint Bridge
Key Financial Documents The 10 Year Financial model has been used to produce the following key documents for Council’s guidance over the next decade: 1. Income Statement 2. Balance Sheet 3. Cash Flow See pages 62-64 for each of the above. As well as providing the 10-year forecasted financial position, these documents also illustrate the projected budget for Council’s 4-Year Delivery Program and 1-Year Operational Plan. Further detail in relation to relevant budget breakdowns across Program and Sub-Program areas can be found in Section 5 of MOSPLAN, commencing on page 61.
Key Financial Indicators The State Government sets down a number of key indicators as a benchmark for financial performance across NSW with commentary provided on the following: Unrestricted Current Ratio Debt Service Ratio The Unrestricted Current Ratio or Liquidity Ratio is an industry based indicator which measures the serviceability of debt. As detailed within the 10-year plan, the estimated position at 30 June 2012 will be 1.30:1, which in short means that Council has $1.30 in cash for every dollar of debt. The model predicts that this ratio will increase to a peak of 1.70:1 in 2018/2019. Council’s financial position is such that borrowings are only undertaken to fund special projects. In 2011/2012; $750K is required to fund restoration works at Boronia & $1M for the Military Road upgrade. The recommended borrowing program in 2012/2013 is $2.7M. $2.M to fund works through the LGIRS, $240K to assist in funding IT requirements & 460K to assist in implementation of car parking demand improvement technologies. At 30 June 2012, it is anticipated that Council will owe $10.165M in principal on its loans and deferred payment liabilities with repayment funding coming from the following sources:
PAGE 60 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Debt Funding Split 25%
45% 9%
General Fund Section 94A Open Space CEC Levy Infrastructure Levy
45% 25% 21% 9%
21%
Council’s Debt Service Ratio at 30 June 2012 is predicted to be 7.09% with a reduction to 1.06% in 2020/2021. It is important to note that Council:
4
has approval for the CEC to continue until 2016/2017 (all loans will be extinguished by that time) has an Infrastructure Levy (with no sunset clause) revenues associated with the Section 94A Open Space Reserve are exceeding the original budget to date in 11/12. A summary of key financial indicators for Mosman is provided on page 65.
Integrating Financial Modelling and Planning Council recognises the need to achieve best possible integration of financial modelling and asset management planning. The 10-year financial model predictions regarding infrastructure spending are based on current expenditure levels which are indexed.
Asset Management Plans are currently being finalised for all infrastructure assets with a number of scenarios to be provided to Council in the 2012/2013 financial year including information on existing asset conditions, deemed acceptable base condition and any associated funding shortfalls together with revised financial models providing affordability data. Council currently generates annual revenue of $866,000 (2011/12) from its Infrastructure Levy and a case for possible expansion and other funding options will be developed for presentation to Council in 2013/2014. The information detailed above will form the basis of this key initiative. The 10-year Financial Model is used as a guide to assist Council in its decision making processes, and is based on best available financial data and assumptions regarding projected movements in future years. It is expected that, following the integration of asset management plans and decisions about future asset funding, key financial documents and projected indicators will be enhanced as further knowledge and expertise is developed.
PAGE 61
PAGE 62 | MOSPLAN 2012-2022 ADOPTED 5|6|12 (4,034,000)
Operating Result from Continuing Operations
Net Operating Result before Grants and Contributions provided for Capital Purposes
Net Operating Result for the Year
Discontinued Operations - Profit/(Loss) Net Profit/(Loss) from Discontinued Operations
(5,830,000)
(4,034,000)
-
13,719,000 615,000 9,258,000 7,863,000 8,624,000 244,000 40,323,000
Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Impairment Other Expenses Interest & Investment Losses Net Losses from the Disposal of Assets Joint Ventures & Associated Entities Total Expenses from Continuing Operations
(2,614,904)
(810,713)
-
(810,713)
14,496,061 681,838 10,513,912 6,797,000 4,930,886 37,419,696
36,608,984
90,000 36,289,000
Expenses from Continuing Operations
21,031,922 7,460,821 455,000 3,598,347 2,258,702 1,804,192
Current Year 2011/12 $
20,509,000 7,028,000 397,000 4,139,000 2,330,000 1,796,000
Past Year 2010/11 $
Revenue: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Other Revenues Grants & Contributions provided for Operating Purposes Grants & Contributions provided for Capital Purposes Other Income: Net gains from the disposal of assets Joint Ventures & Associated Entities Total Income from Continuing Operations
Income from Continuing Operations
Mosman Council 10 Year Financial Plan for the Years ending 30 June 2022 INCOME STATEMENT - GENERAL FUND Scenario: Base Case
(2,172,838)
(1,002,838)
-
(1,002,838)
15,423,400 684,529 10,708,056 6,797,000 5,452,594 39,065,578
38,062,740
21,795,712 8,779,379 436,500 3,684,810 2,196,339 1,170,000
2012/13 $
(1,594,005)
(419,075)
-
(419,075)
15,901,692 634,106 11,177,611 6,797,000 5,319,200 39,829,610
39,410,535
22,449,601 9,237,975 566,795 3,855,364 2,125,869 1,174,930
2013/14 $
(1,006,042)
173,961
-
173,961
16,431,599 507,456 11,397,444 6,797,000 5,450,443 40,583,942
40,757,902
23,122,947 9,665,388 623,812 3,980,865 2,184,888 1,180,003
2014/15 $
(730,767)
454,456
-
454,456
17,015,829 395,290 11,833,953 6,797,000 5,613,620 41,655,693
42,110,149
23,816,327 10,084,906 683,070 4,095,005 2,245,618 1,185,223
2015/16 $
(719,627)
470,967
-
470,967
17,609,848 287,121 12,144,682 6,797,000 5,983,037 42,821,688
43,292,655
24,530,340 10,386,879 664,278 4,212,455 2,308,109 1,190,595
(402,370)
793,752
-
793,752
18,234,135 197,149 12,506,766 6,797,000 5,933,222 43,668,272
44,462,024
25,271,442 10,675,089 649,090 4,296,976 2,373,305 1,196,122
Projected Years 2016/17 2017/18 $ $
(130,451)
1,071,359
-
1,071,359
18,869,183 150,008 12,816,506 6,797,000 6,089,908 44,722,605
45,793,963
26,028,748 10,994,178 709,447 4,420,283 2,439,499 1,201,809
2018/19 $
(54,395)
1,153,267
-
1,153,267
19,535,505 110,139 13,219,168 6,797,000 6,271,630 45,933,442
47,086,709
26,808,587 11,302,461 713,221 4,547,166 2,507,612 1,207,662
2019/20 $
(57,584)
1,156,099
-
1,156,099
20,153,627 75,031 13,570,067 6,797,000 6,681,329 47,277,054
48,433,153
27,611,630 11,639,981 712,427 4,677,729 2,577,701 1,213,684
2020/21 $
403,491
1,623,372
-
1,623,372
20,789,094 41,404 13,973,488 6,797,000 6,629,950 48,230,936
49,854,308
28,438,569 11,967,007 766,950 4,812,078 2,649,823 1,219,881
2021/22 $
Total Equity
Retained Earnings Revaluation Reserves Council Equity Interest Minority Equity Interest
EQUITY
Net Assets
Non-Current Liabilities Payables Borrowings Provisions Investments Accounted for using the equity method Liabilities associated with assets classified as "held for sale" Total Non-Current Liabilities TOTAL LIABILITIES
Current Liabilities Bank Overdraft Payables Borrowings Provisions Liabilities associated with assets classified as "held for sale" Total Current Liabilities
LIABILITIES
Non-Current Assets Investments Receivables Inventories Infrastructure, Property, Plant & Equipment Investments Accounted for using the equity method Investment Property Intangible Assets Non-current assets classified as "held for sale" Other Total Non-Current Assets TOTAL ASSETS
Current Assets Cash & Cash Equivalents Investments Receivables Inventories Other Non-current assets classified as "held for sale" Total Current Assets
ASSETS
Mosman Council 10 Year Financial Plan for the Years ending 30 June 2022 BALANCE SHEET - GENERAL FUND Scenario: Base Case
275,828,000 186,289,000 462,117,000 462,117,000
8,415,000 128,000 8,543,000 20,472,000 462,117,000
6,620,000 1,771,000 3,538,000 11,929,000
80,000 432,618,000 555,000 40,909,000 360,000 474,522,000 482,589,000
4,359,000 1,000,000 2,461,000 160,000 87,000 8,067,000
Past Year 2010/11 $
275,017,287 186,289,000 461,306,287 461,306,287
8,785,173 133,290 8,918,463 20,841,150 461,306,287
6,759,966 1,380,011 3,782,710 11,922,687
96,372 432,713,467 485,516 40,909,000 360,000 474,564,355 482,147,437
3,958,025 1,000,000 2,294,688 150,187 180,183 7,583,083
Current Year 2011/12 $
274,014,449 186,289,000 460,303,449 460,303,449
9,006,648 141,800 9,148,448 21,998,332 460,303,449
6,769,211 2,056,473 4,024,200 12,849,884
99,872 431,731,992 449,515 40,909,000 360,000 473,550,380 482,301,780
5,087,706 1,000,000 2,322,201 152,960 188,534 8,751,401
2012/13 $
273,595,375 186,289,000 459,884,375 459,884,375
7,142,492 150,309 7,292,801 19,980,179 459,884,375
6,557,532 1,864,156 4,265,691 12,687,378
102,869 428,104,084 412,471 40,909,000 360,000 469,888,423 479,864,554
6,203,211 1,000,000 2,420,797 159,668 192,456 9,976,131
2013/14 $
273,769,335 186,289,000 460,058,335 460,058,335
5,255,283 158,818 5,414,101 18,410,772 460,058,335
6,602,280 1,887,209 4,507,182 12,996,670
105,954 426,067,949 374,352 40,909,000 360,000 467,817,255 478,469,107
6,784,437 1,000,000 2,508,056 162,808 196,551 10,651,852
2014/15 $
274,223,791 186,289,000 460,512,791 460,512,791
3,571,897 167,328 3,739,225 16,724,501 460,512,791
6,553,217 1,683,386 4,748,672 12,985,276
109,131 423,642,741 335,128 40,909,000 360,000 465,356,000 477,237,291
7,915,033 1,000,000 2,593,668 169,043 203,547 11,881,291
2015/16 $
4
PAGE 63
6,780,372 1,000,000 2,727,083 178,654 215,125 10,901,235
115,799 423,891,652 253,234 40,909,000 360,000 465,529,685 476,430,919
6,582,671 817,251 5,231,654 12,631,575
1,837,487 184,346 2,021,833 14,653,409 461,777,511
275,488,511 186,289,000 461,777,511 461,777,511
6,006,573 1,000,000 2,660,627 173,482 211,482 10,052,163
112,403 424,740,842 294,766 40,909,000 360,000 466,417,011 476,469,174
6,747,519 917,159 4,990,163 12,654,841
2,654,738 175,837 2,830,575 15,485,416 460,983,758
274,694,758 186,289,000 460,983,758 460,983,758
Projected Years 2016/17 2017/18 $ $
276,559,869 186,289,000 462,848,869 462,848,869
1,196,694 192,856 1,389,550 14,068,423 462,848,869
6,564,936 640,793 5,473,144 12,678,874
119,269 423,283,559 210,497 40,909,000 360,000 464,882,325 476,917,293
7,821,432 1,000,000 2,809,891 183,079 220,567 12,034,968
2018/19 $
277,713,136 186,289,000 464,002,136 464,002,136
676,380 201,365 877,745 13,799,073 464,002,136
6,686,379 520,314 5,714,635 12,921,328
122,842 425,025,836 166,521 40,909,000 360,000 466,584,199 477,801,209
6,914,996 1,000,000 2,885,799 188,831 227,384 11,217,010
2019/20 $
278,869,236 186,289,000 465,158,236 465,158,236
214,374 209,874 424,248 13,429,599 465,158,236
6,587,219 462,006 5,956,126 13,005,351
126,522 425,122,904 121,270 40,909,000 360,000 466,639,696 478,587,835
7,546,461 1,000,000 2,971,577 193,843 236,257 11,948,139
2020/21 $
280,492,608 186,289,000 466,781,608 466,781,608
218,384 218,384 13,185,958 466,781,608
6,555,584 214,374 6,197,616 12,967,574
130,311 425,379,311 74,706 40,909,000 360,000 466,853,328 479,967,565
8,614,179 1,000,000 3,060,088 199,606 240,364 13,114,238
2021/22 $
PAGE 64 | MOSPLAN 2012-2022 ADOPTED 5|6|12
(8,305,000)
Net Cash provided (or used in) Investing Activities
5,754,000
4,359,000
4,359,000 1,000,000 5,359,000
333,698 3,853,000 1,172,302 5,359,000
plus: Cash, Cash Equivalents & Investments - beginning of year
Cash & Cash Equivalents - end of the year
Cash & Cash Equivalents - end of the year Investments - end of the year Cash, Cash Equivalents & Investments - end of the year
- External Restrictions - Internal Restricitons - Unrestricted
Representing:
(1,395,000)
Net Increase/(Decrease) in Cash & Cash Equivalents
772,854 3,614,454 570,717 4,958,025
3,958,025 1,000,000 4,958,025
3,958,025
4,359,000
(400,975)
(20,815)
(1,770,815) -
(1,789,000) (130,000) 331,000
1,750,000 -
(7,036,182)
2,250,000 -
Net Cash Flow provided (used in) Financing Activities
Receipts: Proceeds from Borrowings & Advances Proceeds from Finance Leases Other Financing Activity Receipts Payments: Repayment of Borrowings & Advances Repayment of Finance Lease Liabilities Distributions to Minority Interests Other Financing Activity Payments
Cash Flows from Financing Activities
(7,195,667) -
2,080,000 3,090,454 917,252 6,087,706
5,087,706 1,000,000 6,087,706
5,087,706
3,958,025
1,129,680
897,936
(1,802,064) -
2,700,000 -
(5,849,350)
(5,885,350) -
36,000
69,484
(1,000,000) (58,000) (8,316,000) -
-
6,081,094
(15,173,400) (10,647,595) (678,677) (5,452,594)
21,781,344 8,688,909 430,653 3,474,506 3,657,947
2012/13 $
90,000 -
1,000,000 37,000 32,000
6,656,023
(14,246,061) (10,275,802) (673,591) (4,930,886)
(13,466,000) (9,696,000) (626,000) (5,002,000)
6,579,000
21,030,280 7,357,913 453,007 4,228,281 3,712,881
Current Year 2011/12 $
20,437,000 7,163,000 397,000 3,961,000 3,411,000
Past Year 2010/11 $
Receipts: Sale of Investment Securities Sale of Investment Property Sale of Real Estate Assets Sale of Infrastructure, Property, Plant & Equipment Sale of Interests in Joint Ventures & Associates Sale of Intangible Assets Deferred Debtors Receipts Sale of Disposal Groups Distributions Received from Joint Ventures & Associates Payments: Purchase of Investment Securities Purchase of Investment Property Purchase of Infrastructure, Property, Plant & Equipment Purchase of Real Estate Assets Purchase of Intangible Assets Deferred Debtors & Advances Made Purchase of Interests in Joint Ventures & Associates Contributions Paid to Joint Ventures & Associates
Cash Flows from Investing Activities
Net Cash provided (or used in) Operating Activities
Receipts: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Received Grants & Contributions Bonds & Deposits Received Other Payments: Employee Benefits & On-Costs Materials & Contracts Borrowing Costs Bonds & Deposits Refunded Other
Cash Flows from Operating Activities
Mosman Council 10 Year Financial Plan for the Years ending 30 June 2022 CASH FLOW STATEMENT - GENERAL FUND Scenario: Base Case
3,423,270 3,183,454 596,487 7,203,211
6,203,211 1,000,000 7,203,211
6,203,211
5,087,706
1,115,505
(2,056,473)
(2,056,473) -
-
(3,290,398)
(3,327,443) -
37,044
-
6,462,376
(15,651,692) (11,154,624) (647,509) (75,000) (5,319,200)
22,437,301 9,206,510 561,536 3,304,442 3,800,613
2013/14 $
3,446,286 3,276,454 1,061,697 7,784,437
6,784,437 1,000,000 7,784,437
6,784,437
6,203,211
581,227
(1,864,156)
(1,864,156) -
-
(4,627,502)
(4,665,620) -
38,119
-
7,072,884
(16,181,599) (11,369,573) (519,605) (75,000) (5,450,443)
23,110,280 9,636,062 620,978 3,360,733 3,941,049
2014/15 $
3,981,931 3,369,454 1,563,647 8,915,033
7,915,033 1,000,000 8,915,033
7,915,033
6,784,437
1,130,596
(1,887,209)
(1,887,209) -
-
(4,355,848)
(4,395,073) -
39,224
-
7,373,653
(16,765,829) (11,787,216) (407,589) (75,000) (5,613,620)
23,803,284 10,056,122 678,003 3,426,563 4,058,936
2015/16 $
1,533,597 3,462,454 2,010,522 7,006,573
6,006,573 1,000,000 7,006,573
6,006,573
7,915,033
(1,908,460)
(1,683,386)
(1,683,386) -
-
(7,643,920)
(7,684,282) -
40,362
-
7,418,846
(17,359,848) (12,089,040) (298,091) (75,000) (5,983,037)
24,516,908 10,366,160 671,308 3,494,302 4,175,186
2,122,261 3,555,454 2,102,657 7,780,372
6,780,372 1,000,000 7,780,372
6,780,372
6,006,573
773,800
(917,159)
(917,159) -
-
(6,022,795)
(6,064,328) -
41,532
-
7,713,754
(17,984,135) (12,484,354) (203,126) (75,000) (5,933,222)
25,257,501 10,655,315 645,392 3,564,843 4,270,540
Projected Years 2016/17 2017/18 $ $
3,085,316 3,648,454 2,087,662 8,821,432
7,821,432 1,000,000 8,821,432
7,821,432
6,780,372
1,041,060
(817,251)
(817,251) -
-
(6,131,744)
(6,174,480) -
42,737
-
7,990,055
(18,619,183) (12,779,729) (155,334) (75,000) (6,089,908)
26,014,502 10,972,284 704,609 3,636,646 4,381,168
2018/19 $
2,117,729 3,741,454 2,055,813 7,914,996
6,914,996 1,000,000 7,914,996
6,914,996
7,821,432
(906,436)
(640,793)
(640,793) -
-
(8,354,666)
(8,398,642) -
43,976
-
8,089,023
(19,285,505) (13,173,299) (114,316) (75,000) (6,271,630)
26,793,917 11,281,309 716,176 3,710,477 4,506,894
2019/20 $
3,158,019 3,834,454 1,553,988 8,546,461
7,546,461 1,000,000 8,546,461
7,546,461
6,914,996
631,465
(520,314)
(520,314) -
-
(6,947,259)
(6,992,510) -
45,251
-
8,099,038
(19,903,627) (13,507,893) (78,421) (75,000) (6,681,329)
27,596,524 11,616,823 709,200 3,786,449 4,636,314
2020/21 $
4,296,751 3,927,454 1,389,974 9,614,179
8,614,179 1,000,000 9,614,179
8,614,179
7,546,461
1,067,718
(462,006)
(462,006) -
-
(6,997,309)
(7,043,872) -
46,564
-
8,527,033
(20,539,094) (13,948,153) (44,415) (75,000) (6,629,950)
28,423,013 11,944,568 762,001 3,864,624 4,769,438
2021/22 $
56.00%
56.20%
56.40%
56.60%
56.80%
57.00%
57.20%
57.40%
57.60%
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
2.00
2013
2014
2015
2016
Base Model
2017
2018
2019
2020
2013
2014
2015
2017
Base Model
2016
2018
2019
2020
Rates & Annual Charges Coverage Ratio - General Fund
2012
2012
Unrestricted Current Ratio - General Fund
Mosman Council 10 Year Financial Plan for the Years ending 30 June 2022 CHARTS - GENERAL FUND Scenario: Base Case
2021
2021
2022
2022
1.925%
1.925%
1.925%
1.925%
1.926%
1.926%
1.926%
0.0000%
1.0000%
2.0000%
3.0000%
4.0000%
5.0000%
6.0000%
7.0000%
8.0000%
2013
2014
2015
2017
Base Model
2016
2018
2019
2020
2021
2012
2013
2014
2015
2017 Base Model
2016
2018
2019
2020
2021
Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage - General Fund
2012
Debt Service Ratio - General Fund
4
PAGE 65
2022
2022
OurPlans
5
Delivery Program and Operational Plan
OurPlans
Introduction 62 Governance 64 Environment 112 Social 196 Economic 274
OurPlans Delivery Program & Operational Plan The following pages provide detail on how Council intends to deliver services to the Mosman community, in keeping with its adopted Vision, over the next four years.
Introduction Included in this section is Council’s 4-Year Delivery Program for the period 2012-2016 and 1-Year Operational Plan for 2012-2013. Content is separated according to: 4 Themes 12 Programs 70 Sub-Programs By providing information in this form, it is intended to give all readers of MOSPLAN the opportunity to delve into programming and budgeting at a variety of levels – the level selected is up to you! At Theme Level, information is provided on: Contributing Programs Related Strategies and Plans Community Partners Community Sustainability Indicators At Program Level, information is provided on: Program Convenor Relevant 10-Year MOSPLAN Objectives Contributing Sub-Programs and Sub-Program Budgets 2012-2013* Achievements 2011-2012 Key Deliverables 2012-2016 Key Performance Indicators Program Budget 2012-2016* Program Expenditure by Funding Source 2012-2013*
PAGE 68 | MOSPLAN 2012-2022 ADOPTED 5|6|12
At Sub-Program Level, information is provided on: Sub-Program Coordinator Performance Measures Sub-Program Budget 2012-2016* 4-Year Program Objectives 4-Year Recurrent Programs & Key Initiatives Sub-Program Budget Activity Statement 2012-2013* (* excludes non-cash items)
Together, the information provides a comprehensive account of Council’s 4 Year Delivery Program, year-by-year programs and initiatives (including 1-Year Operational Plan), as well as linkages to Council’s strategic objectives. Select the level that best suits your needs.
5
Plumeria rubra var. acutifolia
PAGE 69
Governance Programs
Council, Community & Consultation Resource & Asset Management Community Safety
Related Strategies & Plans
Mosman State of the Environment Report Mosman Environmental Management Plan Mosman Environmental Sustainability Action Plan Mosman Community Engagement Strategy 2009 Mosman Council Workforce Plan Mosman Council Equal Employment Management Plan Mosman Community Environmental Contract Mosman Waste Reduction & Procurement Plan Mosman Governance Plan Mosman Council Enterprise Agreement Collaborative Management Plan 2009 – ‘Local Solutions to Local Crime & Safety Issues in Mosman’ Mosman Social Planning Overview 2010 DISPLAN Manly-Mosman District Bushfire Management Plan SHOROC ‘Shaping our Future’
Key Partners
Federal government –various agencies & authorities State government – various agencies & authorities including NSW Police (Harbourside Local Area Command); Emergency Management NSW; and Office of
Environment and Heritage
SHOROC
PAGE 70 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Community Sustainability Indicators
Overall community satisfaction Overall staff satisfaction and well-being Occupational health & safety performance Overall budget performance Financial health check compliance Scheduled capital works completed Scheduled key initiatives completed Corporate environmental sustainability Asset renewal ratio
5 PAGE 71
PROGRAM1
Council, Community & Consultation Convenor: Director Corporate Services
This program focuses on leadership in our community, on good governance and optimum public participation. It seeks to provide a professional and efficient framework to service community needs by supporting well informed and transparent decision making.
10 Year Objectives
Program 1 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: To have continual improvement in the provision of support and services to councillors and the community. For the community to have total confidence in the Council as an ethical and continually improving organisation that practices good governance, promotes and nurtures ethical behaviour and strives to apply best practice principles to all that it does. To have a pro-active approach to setting the direction and evaluating the performance of the Council through information and consultation, including e-communication, resulting in a community which proudly identifies with the local area and which fully supports the direction and management of Council. To have achieved constitutional recognition of local government. To have innovative and accessible consultation methods continuing to be provided for residents to engage with the Council and become involved in community life.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 1: Councillors portal completed Various governance related policies reviewed to ensure best practice Internal audits conducted on six operational areas First “Town Meeting” using electronic voting held Community Engagement Strategy adopted for MOSPLAN 2013-2023
PAGE 72 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 1 over the next 4 years include: Community Engagement Strategy Review Electronic Delegations Manual 2012 Implementation of MOSPLAN 2013-2023 Community Engagement Strategy Electronic Business Papers 2012 Community Surveys in 2012 and 2014 Mayor and Councillor induction and education program emphasising change in political governance 2012
PROGRAM1 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 1. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 1.01 Council, Secretariat and Civic Involvement Coordinator: Manager Governance 1.03 Governance Coordinator: Manager Governance 1.04 Communication Coordinator: Director Community Development
4 Year Budget
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(1,397)
(1,232)
(1,272)
(1,315)
% Residents satisfied with: àà Council engaging (consulting) with the community àà Access to Council information and Council support àà Overall delivery of Council services
Program Expenditure by Funding Source 2012-13 $1,397,146
Rates
100%
Expenditure by Sub-Program 2012-13 $1,397,146
1.01 50% 1.03 36% 1.04 14%
50%
36%
14%
PAGE 73
SUB-PROGRAM1.01
Policy and Administration and Customer Focus Coordinator: Manager Governance
Performance Measures % of customer service telephone enquiries resolved on first contact.
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(694)
(682)
(703)
(726)
4 Year Objectives 1 Enable Councillors to meet their responsibilities, being mindful of legislation and aware of resource constraints. 2 Foster community and other levels of government interests in, and awareness of, local government issues. 3 Pursue constitutional recognition for Local Government.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Enable Councillors to meet their responsibilities, being mindful of legislation and aware of resource constraints.
Recurrent Programs and Projects Council Agenda and Minute Preparation and Distribution Correspondence arising from Council Review and update indexes for Policy Register and Delegations Manual Review Policy on Payment of Expenses and provision of Facilities to Mayor and Councillors Review of policies and procedures Responsibility: Manager Governance
Education, training and support for Councillors Responsibility: General Manager
Key Initiatives 1a Review and enhance systems relating to online minute taking, business papers and agenda preparation and distribution. Responsibility: Manager Governance
1b Deliver comprehensive induction program for new Councillors. Responsibility: General Manager
PAGE 74 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM1 Objective 2 2 Foster community and other levels of government interests in, and awareness of, local government issues.
Recurrent Programs and Projects School Citizenship Awards Responsibility: Manager Governance
Citizenship ceremonies Mayoral and Civic receptions Annual Citizen of the Year and Young Citizen of the Year Awards Submissions to State and Federal Government Responsibility: General Manager
Objective 3 3 Pursue constitutional recognition for Local Government.
Key Initiatives
12/13
13/14
14/15
15/16
3a Support the Local Government Association (LGA) in its endeavours regarding constitutional recognition for Local Government. Responsibility: General Manager
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
01.01
01
Agendas and Minutes
0
195,969
(195,969)
01.01
02
Council Meetings
0
93,343
(93,343)
01.01
03
Mayoral and Councillor Support Advice, 0 Facilities and Services
297,376
(297,376)
01.01
04
Councillors' Development/Conferences
0
55,134
(55,134)
01.01
05
Citizenship
0
1,514
(1,514)
01.01
06
Mayoral and Civic Receptions
0
15,000
(15,000)
01.01
07
Invitations to Mayor and General Manager
0
1,514
(1,514)
01.01
10
Civic Support
0
22,990
(22,990)
01.01
11
Lobbying government
0
11,371
(11,371)
PAGE 75
SUB-PROGRAM1.03
Governance
Coordinator: Manager Governance
Performance Measures % of internal audit programs completed % of formal complaints received and resolved internally No. of privacy complaints received and resolved internally % of formal complaints resolved within 10 days
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(503)
(343)
(355)
(367)
4 Year Objectives 1 Provide mechanisms that promote and nurture an ethical culture in the organisation. 2 Ensure that Council activities are best practice and best value. 3 Inform Councillors of their rights and obligations. 4 Ensure statutory compliance, efficiency, operational accountability and probity in all Council activities and functions. 5 Provide responsible, ecologically sustainable environmental management of all Council’s operations, activities and contracts.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Provide mechanisms that promote and nurture an ethical culture in the organisation.
Recurrent Programs and Projects Maintain the accolades/complaints reporting system Monitor complaints and complete investigations of complaints within ten working days of receipt Responsibility: Director Corporate Services
Public availability of all disclosures of interest, voting and decision making at Council meetings Induction and ongoing training for staff regarding Council’s confidentiality, access to information and privacy polices, and the GIPA Act Responsibility: Manager Governance Ongoing Governance Plan briefings by Managers at staff meetings Responsibility: All Managers
Key Initiatives 1a Review Council’s policies in regard to access to information and ensure that confidential matters are dealt with appropriately. Responsibility: Manager Governance
1b Conduct a Governance health check Responsibility: Manager Governance
PAGE 76 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM1 Objective 2 2 Ensure that Council activities are best practice and best value.
Recurrent Programs and Projects Implementation of Enterprise Risk Management Action Plan Responsibility: Director Corporate Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Review Risk Management Policy. Responsibility: Director Corporate Services
2b Maintain a register of all formal complaints dealt with by Council under the Complaint Handling Policy. Responsibility: Director Corporate Services
Objective 3 3 Inform Councillors of their rights and obligations.
Recurrent Programs and Projects Induction and ongoing training and advice for Councillors. Responsibility: General Manager
Regular updates to elected members on customer feedback and results from surveys. Responsibility: Manager Organisation Development
Objective 4 4 Ensure statutory compliance, efficiency, operational accountability and probity in all Council activities and functions.
Recurrent Programs and Projects Participation in the Northern Councils Internal Audit Group. Delivery of an internal audit function in accordance with Council’s Internal Audit Charter and the Audit Committee Charter. Responsibility: Director Corporate Services
Regular updates and promotion of Governance Plan particularly Code of Conduct, confidentiality, access to information and privacy Review of delegations Prepare statutory Annual Reports required under Local Government Act (including Management Plan and Code of Conduct), Government Information (Public Access) Act, and Public Interest Disclosures Act Responsibility: Manager Governance
PAGE 77
SUB-PROGRAM1.03
Governance
Coordinator: Manager Governance
Key Initiatives
12/13
13/14
14/15
15/16
4a Develop and implement an electronic Delegations Register to capture and allocate delegations of authority to every staff position. Responsibility: Manager Governance
4b Review and improve Delivery Program and Operational Plan. Responsibility: Manager Organisation Development
4c Review systems and processes to ensure ongoing compliance with the Government Information (Public Access) Act and Privacy and Personal Information Protection Act including training of staff. Responsibility: Manager Governance
4d Review Internal Reporting Policy and System â&#x20AC;&#x201C; Public Interest Disclosures Act. Responsibility: Manager Governance
Objective 5 5 Provide responsible, ecologically sustainable environmental management of all Councilâ&#x20AC;&#x2122;s operations, activities and contracts.
Key Initiatives
12/13
13/14
14/15
15/16
5a Review Procurement Policy and Procurement and Disposal Manual to ensure templates and guidelines referred to therein are consistent and accessible to staff. Responsibility: Manager Governance
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
01.03
01
Public Information
0
96,221
(96,221)
01.03
02
Ethics and Conduct
0
38,887
(38,887)
01.03
03
Local Government Act/Legislation
0
18,371
(18,371)
01.03
04
Internal Audit
0
6,000
(6,000)
01.03
07
Elections
0
170,000
(170,000)
01.03
08
Statutory Report - Annual and Financial 0
56,974
(56,974)
01.03
09
MOSPLAN/Future Mosman
116,133
(116,133)
PAGE 78 | MOSPLAN 2012-2022 ADOPTED 5|6|12
0
PROGRAM1
Scotland Australia Cairn, Georges Heights, Mosman
PAGE 79
SUB-PROGRAM1.04
Communication
Coordinator: Director Community Development
Performance Measures % Residents satisfied – Council engaging (consulting) with the community % Residents satisfied – Access to Council information and Council support % Residents satisfied – Overall delivery of Council services No. of Mosman News editions distributed per annum
4 Year Budget 2011/2012 [$ ‘000]
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
(200)
(207)
(214)
(222)
4 Year Objectives 1 Provide the public and relevant bodies with accurate and timely information. 2 Achieve community satisfaction with Council services and facilities. 3 Improve information dissemination and community consultation and involvement utilising a range of media in line with the Community Engagement Strategy.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Provide the public and relevant bodies with accurate and timely information.
Recurrent Programs and Projects Public Council Meetings including Question Time Ongoing liaison with State and Federal Government agencies and representatives Responsibility: General Manager
Regular production and distribution of Mosman News and other media releases/liaison as required Responsibility: Director Community Development
Objective 2 2 Achieve community satisfaction with Council services and facilities.
Recurrent Programs and Projects Regular surveys of customer/community satisfaction, including use of online tools Responsibility: Director Community Development Manager Organisation Development
Key Initiatives 2a Undertake a random survey of at least 400 Mosman residents bi-annually to ascertain community views on local issues and Council performance Mosman Community Survey. Responsibility: Manager Organisation Development
PAGE 80 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM1 Objective 3 3 Improve information dissemination and community consultation and involvement utilising a range of media in line with the Community Engagement Strategy.
Recurrent Programs and Projects Information including meetings, forums, front-line customer service, hard-copy publications, web and e-distribution. Responsibility: Director Community Development
Key Initiatives
12/13
13/14
14/15
15/16
3a Implement the Community Engagement Strategy for development of MOSPLAN 2013-2023 Responsibility: Director Community Development
3b Review Council’s Community Engagement Strategy, including preparation of an Engagement Resource Kit for staff Responsibility: Manager Community Services Manager Library Resources
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
01.04
01
Media Liaison
0
12,220
(12,220)
01.04
02
Community Report and Newsletters
0
59,722
(59,722)
01.04
03
Consultation and Communication
0
80,336
(80,336)
01.04
04
Customer Focus
0
16,462
(16,462)
01.04
06
E- Communication (Web pages/e-mail) 0
28,610
(28,610)
01.04
07
24 Hour Council (e-business)
2,999
(2,999)
0
PAGE 81
PROGRAM2
Resource & Asset Management Convenor: Director Corporate Services
This program aims to deliver efficient and effective management of human, financial and infrastructure assets and associated systems. Delivery of the program relies on the provision of quality corporate information, strategic financial planning, risk management, integrated and sustainable asset management and professional motivated staff.
10 Year Objectives
Program 2 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: To have provided directly or on behalf of other levels of government adequate, equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively; and are always of a high quality consistent with the requirements of the Mosman community. To aim to have Council’s unrestricted current ratio at 2:1. To have business systems which will meet the increasing demands for management information and that add value to the Council and community by providing integrated, accurate, timely, cost effective and responsive service. To have Mosman Council regarded as an employer of choice by all its stakeholders. To have risk management strategies in place to ensure Mosman is a safe place to live, work and play. To incorporate integrated sustainable practices into Council’s Asset Management planning and implementation.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 2: Completion of Stormwater Asset Management Plan and Valuation of Assets Completion of Marine Structures Plan and Valuation of Assets Completion of Balmoral Sea Wall Conditional Audit Construction of Men’s Shed Progressed Enterprise Risk Management strategies Facilitated online payment of Rates and renewal of Foreshore and Resident Parking permits Workforce Plan – Revision completed Establishment of Asset Reference Group Acceptance of Tenders for refurbishment and leasing of Boronia.
PAGE 82 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 2 over the next 4 years include: Completion of Asset Management Plans for all asset classes Review of Asset Management Strategy and Policy Review of Infrastructure Levy Implementation of Enterprise Risk Management Plan
PROGRAM2 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 2. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 2.01 Policy and Administration and Customer Focus Coordinator: Director Corporate Services 2.02 Finance Coordinator: Manager Finance 2.03 Information Technology and Infrastructure Coordinator: Manager Information Technology Services 2.04 Insurance and Risk Management Coordinator: Manager Governance 2.05 Human Resources Coordinator: Manager Organisation Development 2.07 Strategic Asset & Property Management Coordinator: Manager Assets and Services
4 Year Budget
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(1,865)
(2,959)
(2,896)
(2,870)
Financial ratios including: àà Unrestricted current ratio àà Debt service ratio àà Rates/Annual Charges coverage àà Rates/Annual Charges outstanding àà Building and infrastructure renewal Staff satisfaction/well-being score No. Asset Management Plans completed
Program Expenditure by Funding Source 2012-13 $7,446,388
Rates Other
25%
75%
Expenditure by Sub-Program 2012-13 $7,446,388
6%
31% 7%
28%
14%
10% 4%
2.01 7% 2.02 31% 2.03 28% 2.04 14% 2.05 6% 2.07 4% 2.07 10% PAGE 83
SUB-PROGRAM2.01
Policy and Administration Coordinator: Director Corporate Services
Performance Measures % Residents satisfied - Council staff
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(464)
(492)
(508)
(525)
4 Year Objectives 1 Manage Council's resources and services effectively, and at a level that is sustainable and commensurate to community needs.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Manage Council’s resources and services effectively, and at a level that is sustainable and commensurate to community needs.
PAGE 84 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM2 Recurrent Programs and Projects Assess demand, utilisation and appropriateness of Council’s facilities and services and when appropriate market test for their most cost-effective provision. Responsibility: Director Environment and Planning Director Corporate Services Director Community Development
Key Initiatives
12/13
13/14
14/15
15/16
1a Report to Council within 12 months of Council elections in September 2012 on the organisation structure. Responsibility: General Manager
1b Identify contract management skills of staff and run training programs to develop those skills. Responsibility: Manager Organisation Development
1c Review and enhance the contract management system. Responsibility: Manager Finance Manager Governance Manager Assets and Services
1d Review procedures and ensure contractors perform work in accordance with the specification and conditions of contract. Responsibility: Director Environment and Planning Director Corporate Services Director Community Development
1e Ensure contractors know and comply with their statutory obligations, and understand the community’s and Council’s expectations. Responsibility: Director Environment and Planning Director Corporate Services Director Community Development
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
02.01
01
Lead, Manage, Review, Report
0
135,288
(135,288)
02.01
03
Meetings-Management, Staff, Team
0
64,650
(64,650)
02.01
04
Consultation and Communication
0
82,108
(82,108)
02.01
05
Administration
48,040
226,977
(178,937)
02.01
10
Property Information (street naming and numbering)
0
2,619
(2,619)
PAGE 85
SUB-PROGRAM2.02
Finance
Coordinator: Manager Finance
Performance Measures Unrestricted Current Ratio Debt Service Ratio Rates and Annual Charges Coverage Ratio Rates and Annual Charges Outstanding Percentage Building and Infrastructure Renewals Ratio
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
2,999
2,219
2,439
2,630
4 Year Objectives 1 Improve Council’s financial sustainability. 2 Fully integrate the Asset Management System with Council’s 10 Year Financial Plan. 3 Ensure loan program is aligned with Asset Management Plans and 10 year Financial Plan. 4 Improve/expand Council’s payment options for all its receivables. 5 Promote financial awareness and accountability across all cost centres.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Improve Council’s financial sustainability.
Recurrent Programs and Projects Review rating structure annually to ensure fair and reasonable imposition. Prepare annual financial reports and have audited. Manage loan program. Ensure accurate and timely recording of accounts and quarterly reporting. Maintain and review Council’s 10 year Financial Plan. Raise funds for local purposes by the fair imposition of rates, charges for services, Section 94 contributions, income earned from investments, borrowings and grants, and where possible look to develop public-private partnerships. Responsibility: Manager Finance
Maintain and review Council’s Investment Properties Business Plan. Responsibility: Manager Governance
Key Initiatives 1a Prepare case for expansion of Infrastructure Levy. Responsibility: Manager Assets and Services Manager Finance
1b Further improve integration of Council’s Budget with the Community Strategic Plan – MOSPLAN. Responsibility: Manager Finance Director Community Development
PAGE 86 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM2 Objective 2 2 Fully integrate the Asset Management System with Council’s 10 Year Financial Plan.
Recurrent Programs and Projects Refine Asset Register to integrate with 10 Year Financial Plan. Responsibility: Manager Assets and Services Manager Finance
Key Initiatives
12/13
13/14
14/15
15/16
2a Prepare financial funding scenarios for future funding of assets. Responsibility: Manager Finance
Objective 3 3 Ensure loan program is aligned with Asset Management Plans and 10 year Financial Plan.
Recurrent Programs and Projects Effectively manage Council’s external loan borrowing program. Responsibility: Manager Finance
PAGE 87
SUB-PROGRAM2.02
Finance
Coordinator: Manager Finance
Objective 4 4 Improve/expand Council’s payment options for all its receivables.
Key Initiatives
12/13
13/14
14/15
15/16
4a Complete review of all payment options as a means to improve customer service in relation to Council receivables. Responsibility: Manager Finance
Objective 5 5 Promote financial awareness and accountability across all cost centres.
Recurrent Programs and Projects Encourage, train and assist staff responsible for a budget. Account to the community in respect of expenditure of funds raised through the CEC and Infrastructure Levies. Responsibility: Manager Finance
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
02.02
01
Financial Management (including Budgeting and Reporting)
1,221,200
1,531,952
(310,752)
02.02
03
Financial Planning
0
24,927
(24,927)
02.02
04
Entrepreneurial
3,996,394
458,187
3,538,207
02.02
07
Vehicles and Plant
72,250
170,585
(98,335)
02.02
08
Miscellaneous Leases, Licences and acquisitions of property
4,350
109,274
(104,924)
PAGE 88 | MOSPLAN 2011-2021 ADOPTED 7|6|11
PROGRAM2
Balmoral Baths, Hunters Bay
PAGE 89
SUB-PROGRAM2.03
Information Technology and Infrastructure Coordinator: Manager IT Services
Performance Measures Availability of IT Systems within normal working hours Annual Staff Satisfaction Rating % of formal applications to access information under the GIPA Act as a % of all access applications % of documents registered in corporate information system within 24 hours of receipt
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(2,139)
(2,231)
(2,299)
(2,372)
4 Year Objectives 1 Provide facilities, training and support for end-users. 2 Provide appropriate access to IT and digital communication for all users. 3 Maintain a relevant IT strategy utilising sustainable products. 4 Facilitate access to corporate information that is accountable, supports business activities and meets customer service requirements and community expectations.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Provide facilities, training and support for end-users.
PAGE 90 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM2 Recurrent Programs and Projects Coordinate Internal user group meetings Education, training and support for key and end users including Councillors Maintain user guides for computer systems Responsibility: Manager IT Services
Objective 2 2 Provide appropriate access to IT and digital communication for all users.
Recurrent Programs and Projects Maintenance of internal business process workflows Maintenance of network infrastructure Plan growth in IT facilities to meet service requirements Maintenance of 24 hour access to on-ine IT resources for internal and external customers Maintenance of IT policies and procedures Maintenance of scanning, copying and image management systems System administration of all corporate computer systems, software, data and field capture devices ensuring organisational needs are met Patch management Maintenance of integrated Web services Maintenance of PABX and internal telecommunications infrastructure
Record and capture all incoming correspondence into electronic document management system Responsibility: Manager Governance Maintain Internet facilities and services Responsibility: Manager IT Services Manager Library Resources
Responsibility: Manager IT Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Expand on external and secure access to Council’s internal computer network to facilitate staff out-of-office hours access. Responsibility: Manager IT Services
2b Enhance secure access for dissemination of information to Councillors. Responsibility: Manager IT Services
2c Review, enhance and update (as appropriate) all IT related software for internal process improvements (including specialised software solutions such as asset, works, waste and traffic management systems). Responsibility: Manager IT Services
2d Implement Tablet facilities for the new Council and Councillors for (non paper based) electronic delivery, distribution, creation and editing of documents and correspondence. Responsibility: Manager IT Services
PAGE 91
SUB-PROGRAM2.03
Information Technology and Infrastructure Coordinator: Manager IT Services
Objective 3 3 Maintain a relevant IT strategy utilising sustainable products.
Recurrent Programs and Projects Maintain an appropriate hardware acquisition and disposal program to ensure environmental and sustainable objectives Liaison with managers to determine information management needs
Facilitation of change processes in information management systems Maintain skills and research in IT technology trends Responsibility: Manager IT Services
Key Initiatives
12/13
13/14
14/15
15/16
3a Review, enhance and document the IT Strategy to meet Council’s future needs. Responsibility: Manager IT Services
Objective 4 4 Facilitate access to corporate information that is accountable, supports business activities and meets customer service requirement and community expectations.
Recurrent Programs and Projects Provide quality support for key users and end users Liaison with managers on information management needs Facilitation of change processes in information management systems Responsibility: Manager IT Services
Ensure ongoing, timely and accurate capture and distribution of documents and information Continuous improvement of systems to ensure compliance with GIPA Act and PPIP Act Review and enhance existing physical file retrieval and storage processes Responsibility: Manager Governance Ensure system administration and business workflows are compliant with State Records Act, Privacy Act and GIPA Responsibility: Manager Governance Manager IT Services
Key Initiatives 4a Audit Council’s records management system to ensure compliance with State Records Act, Privacy Act and GIPA. Responsibility: Manager Governance
PAGE 92 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM2 2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
02.03
01
Hardware and Network Infrastructure
240,000
555,744
(315,744)
02.03
02
Software Systems
0
389,786
(389,786)
02.03
03
Telecommunications
300
341,284
(340,984)
02.03
04
Document Management
0
320,460
(320,460)
02.03
05
Internet
0
51,128
(51,128)
02.03
06
GIS
0
235,507
(235,507)
02.03
07
Finance and Property IT Systems
0
223,536
(223,536)
02.06
01
Information and records management
0
210,261
(210,261)
02.06
02
Public access to information
0
32,128
(32,128)
02.06
03
Physical file retrieval
0
19,068
(19,068)
Broadband for Seniors
PAGE 93
SUB-PROGRAM2.04
Insurance and Risk Management Coordinator: Manager Governance
Performance Measures % staff trained in risk management % of public liability insurance claims accepted
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(1,013)
(1,103)
(1,136)
(1,169)
4 Year Objectives 1 Promote pro-active risk management. 2 Establish adequate protection against loss or damage to people, property and environment. 3 Develop an effective action plan to support Risk Management Strategy.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Promote pro-active risk management.
Recurrent Programs and Projects Audit all public open space and bushland areas to ensure that the necessary regulatory and information signs are in existence, readable and comply with Australian Standards Responsibility: Manager Governance
Review insurance portfolio and obtain most cost-efficient renewal terms Responsibility: Director Corporate Services
PAGE 94 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Audit footpaths for defects Condition audit of trees on Council land Responsibility: Manager Assets and Services
PROGRAM2 Objective 2 2 Establish adequate protection against loss or damage to people, property and environment.
Recurrent Programs and Projects Review insurance policies to ensure cover adequately addresses exposure to claims Process claims lodged against Council equitably and fairly Responsibility: Director Corporate Services
Objective 3 3 Develop an effective action plan to support Risk Management Strategy.
Recurrent Programs and Projects Review Risk Management Policy Review and document all risk management procedures and processes Develop awareness of and promote information gathering by staff to identify, report and record potential hazards and witness accounts of accidents Responsibility: Director Corporate Services
Key Initiatives
12/13
13/14
14/15
15/16
3a Review and maintain an effective Business Recovery Plan for the Civic Centre, Art Gallery & Community Centre, Depot, Library complex and Drill Hall Common facilities. Responsibility: Manager Governance
3b Implement an effective Enterprise Risk Management strategy. Responsibility: Director Corporate Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
02.04
01
Insurance Policy
0
950,349
(950,349)
02.04
02
Risk Management
0
16,162
(16,162)
02.04
03
Claims Management
0
41,221
(41,221)
02.04
04
Disaster Recovery
0
5,092
(5,092)
PAGE 95
SUB-PROGRAM2.05
Human Resources
Coordinator: Manager Organisation Development
Performance Measures
4 Year Budget
Employee retention rate Unscheduled absence rate (No. days absent/available workdays) Number of Workers Compensation claims Cost of Workers Compensation claims (total cost minus journey claims/Full Time Equivalent staff (excluding casuals) Staff satisfaction/well-being score
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(480)
(521)
(535)
(549)
4 Year Objectives 1 Ensure that Human Resource Management and the Workforce Plan are achievable, sustainable and deliver value, parity and diversity. 2 Foster continuous learning and career development. 3 Maintain a workforce that meets the needs of the Mosman community. 4 Maintain a safe, healthy, injury-free work environment for staff, volunteers and contractors.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure that Human Resource Management and the Workforce Plan are achievable, sustainable and deliver value, parity and diversity.
Recurrent Programs and Projects Source and develop Workforce Plan electronic systems to improve access to HR information/data and HR processes Review and negotiate Employment Agreements as required
Investigate Equal Employment Opportunity (EEO) issues, promote awareness throughout Council and review EEO Management Plan Responsibility: Manager Organisation Development
Key Initiatives 1a Review and maintain Workforce Plan and HR Strategy. Responsibility: Manager Organisation Development
1b Review EEO Management Plan. Responsibility: Manager Organisation Development
1c Investigate options for a cost effective HR Information System to assist streamlining processes and improve data access and integrity. Responsibility: Manager Organisation Development
PAGE 96 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM2 Objective 2 2 Foster continuous learning and career development.
Recurrent Programs and Projects Ensure that appropriate quality training and skill development is identified and scheduled for staff (including contract management, regulatory, safety) – to encourage staff career development opportunities.
Ensure Employee Performance and Development Plans are completed and reviewed on an annual basis, in line with the Annual Performance Review cycle. Responsibility: Manager Organisation Development
Key Initiatives
12/13
13/14
14/15
15/16
2a Formalise and maintain HR Training Calendar. Responsibility: Manager Organisation Development
2b Implement standard Key Performance Indicators (KPIs) for Directors and Managers detailing requirement to complete an Annual Performance Review with staff during the Performance Review period (June-August). Responsibility: Manager Organisation Development
Objective 3 3 Maintain a workforce that meets the needs of the Mosman community.
Recurrent Programs and Projects Encourage employment opportunities that reflect the makeup of the community, attract appropriate talent and keep the principle of merit, while meeting Council’s legislative obligations. Continually seek opportunities for the employment of people with disabilities.
Key Initiatives
Measure culture and respond to results of biennial employee engagement survey. Responsibility: Manager Organisation Development
12/13
13/14
14/15
15/16
3a Conduct employee engagement survey. Responsibility: Manager Organisation Development
PAGE 97
SUB-PROGRAM2.05
Human Resources
Coordinator: Manager Organisation Development
Objective 4 4 Maintain a safe, healthy, injury-free work environment for staff, volunteers and contractors.
Recurrent Programs and Projects Investigate opportunities to encourage work-life balance, and ensure Council is a lifestyle/family friendly workplace. Conduct regular Occupational Health and Safety (OHS) audits, inspections and report to Senior Staff. Develop and implement action plans to address OHS across the organisation and focus on continuous improvement of audit results.
Monitor Council’s work injury rehabilitation, Workers Compensation insurance and return to work program. Continue immunisation and Employee Assistance counselling programs for Council staff. Responsibility: Manager Organisation Development
Key Initiatives
12/13
13/14
14/15
15/16
4a Encourage and promote work-life balance. Responsibility: Manager Organisation Development
4b Conduct regular OHS audits, inspections and report to Senior Staff. Responsibility: Manager Organisation Development
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
02.05
01
Recruitment
0
61,499
(61,499)
02.05
02
Equal Employment Opportunity
0
3,367
(3,367)
02.05
03
Training
0
127,949
(127,949)
02.05
04
Development and Review
0
21,351
(21,351)
02.05
05
Rehabilitation
0
2,525
(2,525)
02.05
06
Occupational Health and Safety
0
106,820
(106,820)
02.05
08
Staffing and Personnel
0
139,388
(139,388)
02.05
09
Industrial Relations
0
16,814
(16,814)
PAGE 98 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM2
PAGE 99
SUB-PROGRAM2.07
Strategic Asset & Property Management Coordinator: Manager Assets and Services
Performance Measures
4 Year Budget
No. Asset Management Plans completed Council sites covered by CCTV
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(768)
(831)
(857)
(885)
4 Year Objectives 1 Promote a safe community and working environment. 2 Ensure assets are sustainable, adequate, well maintained and viable. 3 Strive to achieve best practice asset management and include sustainability concept.
Delivery Program and Operational Plan 2011-2015 Objective 1 1 Promote a safe community and working environment.
Recurrent Programs and Projects Provide a 24 hour incident and make-safe callout system for Council’s assets Conduct an annual environmental compliance audit of the Depot Responsibility: Manager Assets and Services
Amenities block, Balmoral
PAGE 100 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Undertake work programs as detailed in Asset Management Plans for various asset classes Implement and upgrade CCTV in areas identified in CCTV review subject to funding
PROGRAM2 Key Initiatives
12/13
13/14
14/15
15/16
12/13
13/14
14/15
15/16
1a Complete Mosman Flood Study. Responsibility: Manager Assets and Services
Objective 2 2 Ensure assets are sustainable, adequate, well maintained and viable.
Recurrent Programs and Projects Inspect/audit all assets in accordance with Asset Management Plans (AMPs) to ensure risk is minimised. Repair/replace assets in accordance with AMP’s and funding availability. Implement public transport asset improvements in conjunction with Public Domain improvements where permitted. Responsibility: Manager Assets and Services
Key Initiatives 2a Undertake restoration of Balmoral Sea Wall and footpath in accordance with Conditional audit completed in 2010/2011. Responsibility: Manager Assets and Services
2b Review Levels of Service for Asset Types. Responsibility: Manager Assets and Services
2c Develop, implement and keep up-to-date a contract management system. Responsibility: Manager Assets and Services
Objective 3 3 Strive to achieve best practice asset management and include sustainability concept.
Recurrent Programs and Projects Keep up to date with current Asset Management Principles Responsibility: Manager Assets and Services
PAGE 101
SUB-PROGRAM2.07
Strategic Asset & Property Management Coordinator: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
3a Undertake formal review of Asset Management Systems and Process. Responsibility: Manager Assets and Services
3b Update Councilâ&#x20AC;&#x2122;s Asset Management Strategy. Responsibility: Manager Assets and Services
3c Complete Version 2 of Buildings and Stormwater Asset Management Plans. Responsibility: Manager Assets and Services
3d Complete Version 1 of Open Space Asset Management Plan. Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
02.07
01
Strategic Asset Management
0
281,040
(281,040)
02.07
03
Civic Centre
0
348,964
(348,964)
02.07
04
Cowles Road Depot
0
22,755
(22,755)
02.07
05
Core Group
0
9,439
(9,439)
02.07
06
Vista Street Car park
0
106,186
(106,186)
Seawall at Spit West, Mosman
PAGE 102 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM2
Boronia House, Mosman
PAGE 103
PROGRAM7
Community Safety Convenor: Director Corporate Services
This Program aims to improve community safety through collaborative crime prevention and emergency management. This relies on the close relationship with Harbourside Police through the Collaborative Management Plan, provision of community information and education and partnerships with emergency services and other stakeholders.
10 Year Objectives
Program 7 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: To have a manned Police Station in Mosman. To have a community where individuals are aware of and accept their respective responsibilities necessary to maintain a safe community. To have responsible and informed animal owners. To have a responsive and effective emergency management network covering Mosman.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 7: CCTV installed in amenities at Balmoral, Clifton Gardens, Rosherville Reserve, Reservoir Park and Boronia Further development of smart phone reporting system to include checks of disabled parking permits Bushfire hazard reductions carried out
PAGE 104 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 7 over the next 4 years include: Development of web based smart phone and tablet community information and reporting Implement bushfire hazard reduction as per Annual Fuel Management Programs Ongoing youth and parent education programs on issues impacting community safety.
PROGRAM7 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 7. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 7.01 7.03 7.05 7.06 7.08 7.09
Collaboration, Communication and Accountability Coordinator: Director Corporate Services Combating Offences and Crime Coordinator: Director Corporate Services Event Management - Safety and Traffic Aspects Coordinator: Manager Ranger Services Emergency Management Coordinator: Manager Ranger Services Safe Communities Coordinator: Manager Community Services Companion Animals Coordinator: Manager Ranger Services
4 Year Budget
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(1,300)
(1,337)
(1,377)
(1,416)
% Of residents who feel safe in their local community % Residents satisfied with animal management and control
Program Expenditure by Funding Source 2012-13 $1,310,197
Rates Other
99% 1% 1%
Expenditure by Sub-Program 2012-13 $1,310,197
7% 6% 1% 1%
82%
9% 1%
7.01 1% 7.03 6% 7.05 1% 7.06 82% 7.08 1% 7.09 9%
PAGE 105
SUB-PROGRAM7.01
Collaboration, Communication and Accountability Coordinator: Director Corporate Services
Performance Measures Recommitment to Collaborative Management Plan by each new Local Area Commander within three months of appointment. No. of community promotions per annum to raise awareness of Harbourside Police and Council No. of Police new recruit orientation days per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(20)
(20)
(21)
(21)
4 Year Objectives 1 Maintain a relevant Collaborative Management Plan: Local Solutions to Local Crime and Safety Issues. 2 Promote high level of awareness of Harbourside Police and Council roles, safety programs and the benefits of a cooperative approach.
Yachts on Mosman Bay
PAGE 106 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM7 Delivery Program and Operational Plan 2012-2016 Objective 1 1 Maintain a relevant Collaborative Management Plan: Local Solutions to Local Crime and Safety Issues.
Recurrent Programs and Projects Deliver Collaborative Management Plan: Local Solutions to Local Crime and Safety Issues (reviewed with the appointment of each new Local Area Commander). Ongoing partnerships and collaboration with Harbourside Local Area Command (HBLAC) Responsibility: Manager Ranger Services
Key Initiatives
12/13
13/14
14/15
15/16
1a Foster ongoing partnership with HBLAC through formal meetings. Responsibility: Manager Ranger Services
Objective 2 2 Promote high level of awareness of Harbourside Police and Council roles, safety programs and the benefits of a cooperative approach.
Recurrent Programs and Projects Rangers provide Police contact details and promote reporting of community crime and suspicious activity. Work with Harbourside Local Area Command to develop strategies to improve visibility of Police. Promote crime prevention to the community using local media, the website and other technologies. Support Police open days and street talks. Council Rangers provide a regular overview of the function of Rangers and the support and assistance required from the Police to new personnel at Harbourside Local Area Command. Support Police Remembrance Day (29 September) and emergency services open days. Responsibility: Manager Ranger Services
Coordinate and attend Community Safety Consultative Group meetings Responsibility: Manager Community Services Manager Ranger Services
2012-13 Budget Activity Sub-Program 07.01
Ledger Descriptor 01
Income
Collaborative Management Plan - Local Solutions to Local Crime and Safety 0 Issues in Mosman
Expenditure
Net
20,331
(20,331)
PAGE 107
SUB-PROGRAM7.03
Combating Offences and Crime Coordinator: Manager Ranger Services
Performance Measures No. of school zone parking patrols.
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(81)
(84)
(87)
(90)
4 Year Objectives 1 Develop strategies to involve schools, community organisations, residents and businesses to help implement agreed safety and crime prevention strategies, including graffiti. 2 Maintain a visible presence of Rangers.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Develop strategies to involve schools, community organisations, residents and businesses to help implement agreed safety and crime prevention strategies, including graffiti.
Recurrent Programs and Projects Advise the School Principals Liaison Group of safety and crime related issues and use this group to promote Police educational visits to schools Responsibility: Manager Ranger Services
In association with the Police, promote personal and home safety using Council’s website, the Mosman Daily and Mosman News Responsibility: Manager Community Services
Continue education in appropriate artistic expressions for young people Promote the on-line ‘Mynite’ party register. Continue the relationship between Council Youth Development staff and Harbourside Police, particularly with the Police Youth Liaison Officer and North Sydney Police and Community Youth Club to develop relationships, confidence and trust with young people Develop education strategies for parents regarding the safety of children and young people Responsibility: Youth Development Officer
Facilitate the provision of road safety information to all schools Provide road safety information to all schools and ensure high visibility parking patrols of schools zones by Rangers Responsibility: Manager Assets and Services Manager Ranger Services
Regularly review and if necessary enhance CCTV surveillance in Civic areas Responsibility: Manager Assets and Services
Recognise and address the needs of older residents and invite Police to seniors’ functions as guest speakers Responsibility: Manager Community Services
PAGE 108 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Implement anti-graffiti strategies Responsibility: Manager Environment and Services Manager Ranger Services
PROGRAM7 Key Initiatives
12/13
13/14
14/15
15/16
1a Develop smartphone applications to report graffiti and public safety issues. Responsibility: Manager Ranger Services Manager Library Resources
Objective 2 2 Maintain a visible presence of Rangers.
Recurrent Programs and Projects Ensure high visibility parking patrols of school zones. Ensure that the spread of hours worked by Rangers meets the safety needs of the community without prejudicing the safety of Rangers and within economic means. Responsibility: Manager Ranger Services
2012-16 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
07.02
05
Business Community and Business Watch
0
4,331
(4,331)
07.02
07
Youth including Education and Schools
0
7,594
(7,594)
07.03
01
Proactive, visible Policing and Ranger Services
0
69,506
(69,506)
PAGE 109
SUB-PROGRAM7.05
Event Management – Safety and Traffic Aspects Coordinator: Manager Ranger Services
Performance Measures User satisfaction/feedback - Special Events No. of unplanned incidents reported during events.
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(8)
(8)
(8)
(8)
4 Year Objectives 1 Ensure that all community events are conducted in accordance with Council’s Special Event Management Policy, in absolute safety, particularly in relation to traffic management and crowd control.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure that all community events are conducted in accordance with Council’s Special Event Management Policy, in absolute safety, particularly in relation to traffic management and crowd control.
Recurrent Programs and Projects Ensure Special Events are organised in accordance with Council’s Special Event Management Policy, and that Special Event organisers are aware of their responsibilities and meet all OHS and statutory requirements Ensure ongoing coordination between Council, Police and Special Event organisers and relevant agencies including bookings for events, filming, facilities and reserves. Responsibility: Events & Marketing Coordinator Manager Governance Manager Ranger Services
Provide safety information to residents and applicants holding events or street parties and ensure compliance. Responsibility : Manager Governance Manager Assets and Services Manager Ranger Services
Key Initiatives 1a Ensure the Festival of Mosman is managed in accordance with Council’s Special Event Management Policy particularly in regards to traffic management and risk management. Responsibility: Events and Marketing Coordinator Manager Ranger Services
1b Ensure ongoing coordination between Council, Police, Special Event organisers and other relevant agencies regarding New Year’s Eve, Boxing Day and Australia Day. Responsibility: Manager Ranger Services
PAGE 110 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM7 2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
07.05
01
Special events
0
3,788
(3,788)
07.05
03
Community events
0
3,788
(3,788)
PAGE 111
SUB-PROGRAM7.06
Emergency Management Coordinator: Manager Ranger Services
Performance Measures No. of Local Emergency Management Committee (LEMC) meetings attended per annum No. of desktop exercises conducted per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(1,069)
(1,099)
(1,130)
(1,162)
4 Year Objectives 1 Maintain a high level of participation in disaster management and planning at a regional and local level through collaboration with authorities and participation in local and regional emergency exercises.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Maintain a high level of participation in disaster management and planning at a regional and local level through collaboration with authorities and participation in local and regional emergency exercises.
Recurrent Programs and Projects Provision of the Local Emergency Management Officer (LEMO) for Mosman-North Sydney and attend Local Emergency Management Committee meetings Inform the community about Local Emergency Management Responsibility: Manager Ranger Services Coordinate and participate in desktop and emergency exercises Responsibility: Director Corporate Services Manager Assets and Services Manager Governance Manager Ranger Services
Maintain close relationships and support Mosman State Emergency Service, Fire Brigade and Ambulance services Responsibility : Director Corporate Services Manager Ranger Services Incorporate bushfire hazard reduction strategies into Bushland Rehabilitation Contracts Implement the recommendations of the Manly-Mosman District Bushfire Management Plan Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
07.06
01
Local Emergency Management Committee
0
3,351
(3,351)
07.06
03
Mosman-North Sydney DISPLAN
0
1,400
(1,400)
07.06
04
Manly-Mosman District Bushfire Management
0
982
(982)
07.06
06
SES (State Emergency Services)
0
32,936
(32,936)
07.06
07
Fire
0
1,030,000
(1,030,000)
PAGE 112 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM7
Fire-fighting demonstration, Festival of Mosman
PAGE 113
SUB-PROGRAM7.08
Safe Communities
Coordinator: Manager Community Services
Performance Measures % of residents who feel safe in their local community.
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(6)
(6)
(7)
(7)
4 Year Objectives 1 Encourage long-term, sustainable strategies that address specific local safety issues. 2 Maintain high levels of awareness of personal safety strategies and safer transport services. 3 Ensure all urban development is conducted in absolute safety, particularly in relation to traffic management and work on public land.
Mosman Police Station
PAGE 114 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM7 Delivery Program and Operational Plan 2012-2016 Objective 1 1 Encourage long-term, sustainable strategies that address specific local safety issues.
Recurrent Programs and Projects Work with residents and businesses to improve safety by cooperating with Police, Fire Brigade, Ambulance and State Emergency Services Responsibility: Manager Community Services Manager Ranger Services
Objective 2 2 Maintain high levels of awareness of personal safety strategies and safer transport services.
Recurrent Programs and Projects Develop and implement community risk management strategies and projects that address safety issues in the Mosman community Participation in Liquor Accord Responsibility: Manager Community Services Road Safety Officer
Objective 3 3 Ensure all urban development is conducted in absolute safety, particularly in relation to traffic management and work on public land.
Recurrent Programs and Projects Ensure any development in Mosman addresses safety issues particularly in relation to traffic and work on public land. Responsibility: Manager Development Services Manager Assets and Services Manager Ranger Services
2012-13 Budget Activity Sub-Program 07.08
Ledger Descriptor 01
Income
Safe Communities-Plan, Manage, Liaise 0
Expenditure
Net
6,180
(6,180)
PAGE 115
SUB-PROGRAM7.09
Companion Animals
Coordinator: Manager Ranger Services
Performance Measures No. of animals impounded to Council’s facility per annum. % Residents satisfied – Animal management and control
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(116)
(120)
(124)
(128)
4 Year Objectives 1 Ensure compliance with Companion Animals Act, in particular that dogs and cats do not adversely affect the community, by providing enforcement, educational programs and information.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure compliance with Companion Animals Act, in particular that dogs and cats do not adversely affect the community, by providing enforcement, educational programs and information.
Recurrent Programs and Projects Enforce the provisions of the Companion Animals Act Provide information and education on responsible dog and cat ownership, leash-free areas and registration Utilise Council’s website for the provision of information on Council’s policies, leash-free areas and registration requirements for companion animals Responsibility: Manager Ranger Services
Key Initiatives
12/13
13/14
14/15
1a Promotion and attendance at Festival of Mosman – Pet’s Day Out. Responsibility: Manager Ranger Services Events and Marketing Coordinator.
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
07.09
01
Companion Animal Registration
4,000
24,505
(20,505)
07.09
02
Dog and Cat Control
6,000
101,506
(95,506)
PAGE 116 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM7
Pet’s Day Out
PAGE 117
Environment Programs
Urban Planning Planning & Built Environment Sustainability, Environment & Health Parks & Recreation Transport & Traffic
Related Strategies & Plans Mosman Local Environmental Plan Mosman Development Control Plans Mosman Environmental Management Plan Mosman Environmental Sustainability Action Plan Mosman State of the Environment Report Community Environmental Contract Mosman Asset Management Plans Mosman Section 94A Contribution Plan Mosman Catchment Management Plans Metropolitan and Sub-Regional Planning Strategies Open Space Plans of Management – various Road Safety Action Plan 2011-2012 SHOROC ‘Shaping our Future’
Key Partners
Federal government –various agencies & authorities State government – various agencies & authorities including: Department of Planning and Infrastructure; Office of Environment and Heritage; RMS; STA; Sydney Ferries & Police SHOROC Sydney Harbour Federation Trust
PAGE 118 | DRAFT MOSPLAN 2011-2021
Community Sustainability Indicators Health of bushland Water quality Waste diverted from landfill Water consumption Electricity consumption Public transport usage Housing diversity Level of graffiti/vandalism Road safety
5 PAGE 119
PROGRAM3
Urban Planning
Convenor: Director Environment and Planning
Urban Planning considers the design and organisation of urban space and activities. In Mosman, land use is dominated by housing, open space and the interface with the harbour. The main purpose of this program is to provide the planning framework to maintain and improve the environment with the flexibility to provide for identified increases in population and the changing needs of the community. Now, and in the future, the focus will be on planning for sustainability and preparedness for climate change
10 Year Objectives
Program 3 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: To have the local character of Mosman maintained by: àà Conserving its heritage àà Ensuring sustainability àà Meeting community needs àà Effective land use planning, including protection of the foreshore àà Requiring high quality development àà Improving amenity To have Mosman recognised as a desirable place to live, work and recreate with a population of 30,000 by 2050 (700 additional dwellings). To have the domestic scale of Mosman maintained while providing for large scale development opportunities along the Spit/Military Road corridor.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 3: Finalisation of Mosman LEP 2012 Adoption of DCPs for Residential, Business and Open Space & Infrastructure Development on new planning website mosman.planning.net Significant grant to undertake Spit Junction Masterplan Adoption of Plan of Management for the Spit Reserves New Section 94A Contributions Plan Completion of photographic survey of all Heritage Conservation Areas
PAGE 120 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 3 over the next 4 years include: Permanent exemption from Codes SEPP for Scenic Protection Area New contributions plans for Spit Junction & Mosman Junction Masterplan for Spit Junction Review legislative proposals and implement changes as required New community lands Plans of Management Mosman Design Awards 2013 Interactive online production & delivery of planning certificates Interactive online planning enquiries for development proposals
PROGRAM3 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 3. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 3.03 3.04
Plan Making and Implementation Coordinator: Manager Urban Planning Heritage Planning Coordinator: Manager Urban Planning
4 Year Budget
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(590)
(611)
(632)
(654)
% Residents satisfied with: àà Managing development – land use planning àà Protection of heritage values and buildings
Program Expenditure by Funding Source 2012-13 $754,759
Rates Other
78%
22%
Expenditure by Sub-Program 2012-13 $754,759
3.03 84% 3.04 16%
84%
16%
PAGE 121
SUB-PROGRAM3.03
Plan Making and Implementation Coodinator: Manager Urban Planning
Performance Measures % Residents satisfied – Managing development – land use planning
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(471)
(488)
(505)
(523)
4 Year Objectives 1 A community that has housing choice, additional employment opportunities and an environment that is protected. 2 Development that is well designed and environmentally sustainable. 3 Development that contributes funds to cater for future infrastructure needs and improvements. 4 Contribute to government initiatives and legislative change in the interest of Mosman. 5 Develop plans that set the direction for improvements in the public domain of the business centres. 6 Provide for a vibrant community hub as an exemplar for sustainable development. 7 Undertake programmed improvements for all public open space and improve access to, and along, the foreshore. 8 A community that is informed and aware of planning issues in Mosman. 9 Provide for a diversity of housing choice to ensure a demographic mix, including ‘ageing in place’. 10 Ensure plans make provision for adaptation to climate change and adoption of sustainable lifestyle.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 A community that has housing choice, additional employment opportunities and an environment that is protected.
Recurrent Programs and Projects Accurate planning certificates Monitor the demographics of the Mosman community and make information available to staff and community. Responsibility: Manager Urban Planning
PAGE 122 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM3 Delivery Program and Operational Plan 2012-2016 Key Initiatives
12/13
13/14
14/15
15/16
12/13
13/14
14/15
15/16
1a Monitor Mosman LEP 2012 and prepare planning proposals for better planning outcomes. Responsibility: Manager Urban Planning
1b Implement relevant actions and recommendations of the Inner North Sub-Regional Plan into Mosman strategic planning. Responsibility: Manager Urban Planning
1c Prepare new plans of management for community land. Responsibility: Manager Urban Planning
1d Obtain permanent exemption from the Codes SEPP for the scenic protection area. Responsibility: Manager Urban Planning
1e Prepare a Masterplan for Spit Junction. Responsibility: Manager Urban Planning
1f Interactive online production and delivery of planning certificates and information. Responsibility: Manager Urban Planning
Objective 2 2 Development that is well designed and environmentally sustainable.
Delivery Program and Operational Plan 2012-2016 Key Initiatives 2a Implement recommendations of Spit Junction Masterplan. Responsibility: Manager Urban Planning
2b Undertake (host) the Mosman Design Awards 2013. Responsibility: Manager Urban Planning
PAGE 123
SUB-PROGRAM3.03
Plan Making and Implementation Coodinator: Manager Urban Planning
Objective 3 3 Ensure that development contributes funds to cater for future infrastructure needs and improvements.
Recurrent Programs and Projects Review and update contribution plans including quarterly CPI adjustments Responsibility: Manager Urban Planning
Delivery Program and Operational Plan 2012-2016 Key Initiatives
12/13
13/14
14/15
15/16
3a Prepare a new contributions plan for Mosman Junction (car parking) in conjunction with Raglan Street West carpark redevelopment. Responsibility: Manager Urban Planning
3b Review and implement appropriate funding options identified under Spit Junction Masterplan. Responsibility: Manager Urban Planning
Objective 4 4 Contribute to government initiatives and legislative change in the interest of Mosman.
Recurrent Programs and Projects Advocate in the interests of Mosman and lobby government to protect those interests by preparing submissions on relevant Government Policy, Inquiries and Legislation Attend and contribute to workshops/information sessions on State policy and legislative change
Attend and contribute to SHOROC groups and other planning networks Responsibility: Manager Urban Planning
Objective 5 5 Develop plans that set the direction for improvements in the public domain of the business centres.
Delivery Program and Operational Plan 2012-2016 Key Initiatives 5a Undertake a Civic Improvement Plan for the business centres including updated street furniture manual. Responsibility: Manager Assets and Services
5b Prepare a Masterplan for Spit Junction. Responsibility: Manager Urban Planning
PAGE 124 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM3 Objective 6 6 Provide for a vibrant community hub as an exemplar for sustainable development.
Key Initiatives
12/13
13/14
14/15
15/16
6a Undertake a feasibility study of the civic centre site as part of a coordinated approach to redevelopment of Spit Junction. Responsibility: Manager Urban Planning
6b Consider options identified in the Spit Junction Masterplan for the Civic Centre Site.
Objective 7 7 Undertake programmed improvements for all public open space and improve access to, and along, the foreshore.
Recurrent Programs and Projects Implement appropriate recommendations in current Plans of Management, Recreation Strategy Action Plans and Management frameworks Monitor implementation of existing open space Plans of Management. Identify any ‘missing links’ Undertake planning studies/plans of management for open space sites without current plans Responsibility: Manager Urban Planning Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
7a Review community land plans of management after adoption of LEP 2012. Responsibility: Manager Urban Planning
Objective 8 8 A community that is informed and aware of planning issues in Mosman.
PAGE 125
SUB-PROGRAM3.03
Plan Making and Implementation Coodinator: Manager Urban Planning
Recurrent Programs and Projects E-newsletters Host practitioner workshops Use of film and You Tube Undertake periodic surveys of the community to measure the effectiveness of strategic planning projects and consultation Responsibility: Manager Urban Planning
Key Initiatives
12/13
13/14
14/15
8a All planning documents available online via iplan. Responsibility: Manager Urban Planning
Objective 9 9 Provide for a diversity of housing choice to ensure a demographic mix, including ‘ageing in place’.
Recurrent Programs and Projects Ensure plans provide for opportunities for development which would include a range of housing choices Maintain a housing strategy which seeks to satisfy both local and State Government objectives Monitor State policies and plans on this issue (eg Metropolitan Strategy and SEPP Affordable Rental Housing) Responsibility: Manager Urban Planning
Objective 10 10 Ensure plans make provision for adaptation to climate change and adoption of sustainable lifestyle.
Recurrent Programs and Projects Internal collaboration within Council Promotion of sustainable buildings and lifestyle choices Guidelines and controls within the LEP and DCPs Responsibility: Manager Urban Planning
PAGE 126 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM3 Key Initiatives
12/13
13/14
14/15
15/16
10a Ensure plans provide for sea level rise and sustainable transport options, including cycling and walking. Responsibility: Manager Urban Planning
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
03.01
01
Lead, Manage, Review, Report
0
86,128
(86,128)
03.01
03
Meetings-Management, Staff, Team
0
21,509
(21,509)
03.01
05
Administration
152,000
260,965
(108,965)
03.01
08
Grants, External Funding, Income Opportunities
0
6,734
(6,734)
03.01
11
Reporting and responding to relevant government initiatives
0
15,330
(15,330)
03.01
12
Section 149 Certificates
0
13,146
(13,146)
03.01
13
Metropolitan & regional strategic planning
0
18,866
(18,866)
03.02
02
Local Environment Plan (LEP ) Preparation and Review
1,000
87,943
(86,943)
03.02
04
Community Consultation
0
4,593
(4,593)
03.03
01
Development Control Plan (DCP) Preparation and Review
11,000
59,824
(48,824)
03.03
02
Community Consultation
0
4,593
(4,593)
03.03
05
Planning Studies
0
36,747
(36,747)
03.05
02
Plans of Management Preparation
0
18,967
(18,967)
PAGE 127
SUB-PROGRAM3.04
Heritage Planning
Coodinator: Manager Urban Planning
Performance Measures % Residents satisfied – Protection of heritage values and buildings No. of residents accessing heritage advisory service per annum No. of entries to Mosman Design Awards 2013. No. of website views and votes in Mosman Design Awards 2013.
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(119)
(123)
(127)
(131)
4 Year Objectives 1 Conserve Mosman’s heritage. 2 Increase community awareness of the heritage of Mosman. 3 Provide assistance and advice to owners of heritage sites on a regular basis.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Conserve Mosman’s heritage.
Recurrent Programs and Projects Identify, list and review heritage items and heritage conservation areas Implement any relevant, outstanding recommendations of previous heritage studies including 2007 Heritage Study, Boronia Conservation Management Plan
Investigate and utilise funding opportunities for heritage projects Implement relevant recommendations of the Aboriginal Heritage Study Responsibility: Manager Urban Planning
Objective 2 2 Increase community awareness of the heritage of Mosman.
Recurrent Programs and Projects Investigate and utilise opportunities to promote heritage conservation and educate the community, including Mosman Design Awards Provide high level customer service and information via website and other media Responsibility: Manager Urban Planning
PAGE 128 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM3 Key Initiatives
12/13
13/14
14/15
15/16
2a Develop and prepare a coordinated program of on-site interpretation of significant sites in Mosman. Responsibility: Manager Urban Planning
Objective 3 3 Provide assistance and advice to owners of heritage sites on a regular basis.
Recurrent Programs and Projects Provide a heritage advisory service for advice on heritage matters and for community education Continue with Local Heritage Fund on an annual basis Update the State Heritage Inventory as required Responsibility: Manager Urban Planning
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
03.04
01
Heritage Study Implementation
0
20,006
(20,006)
03.04
04
Heritage Advisory Program
0
15,000
(15,000)
03.04
05
Mosman Design Awards
0
8,995
(8,995)
03.04
06
Local Heritage Fund
0
46,344
(46,344)
03.04
09
Heritage Promotion and education
0
29,067
(29,067)
PAGE 129
PROGRAM4
Planning and Built Environment Convenor: Manager Development Services
The Planning and Built Environment program considers the design quality, safety and amenity of built form in Mosman. The main purpose of this program is to achieve high quality development that meets individual and community needs, conserves local heritage values, is sustainable, safe to live in and affords high levels of amenity. The program is focused on development quality, safety and amenity but has also come to include consideration of sustainability issues and climate change impacts.
10 Year Objectives
Program 4 aims to have the local character of Mosman maintained by: Conserving its heritage Ensuring sustainability Meeting community needs Effective land use planning Requiring high quality development Improving safety and amenity
2050 Objectives Maintaining its domestic scale except on The Spit /Military Road Corridor Adopting sustainable building options for new and existing buildings Providing diversity of housing choice including ageing in place Protecting and enhancing the natural and man made qualities of the foreshore
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 4: 370 applications for local development determined Regulatory enforcement including: Pool safety fencing auditing Fire safety auditing of residential flat and mixed commercial buildings Establishment of Mosman Development Assessment Planel (MDAP) Respond effectively to legislative changes relating to EPA Review Enforcement following from Compliance and Enforcement policy Mosman Local Environmental Plan 2012 and Development Control Plans adopted
PAGE 130 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 4 over the next 4 years include: The assessment and determination of development applications Implement systems and processes arising from EPA Act Review The assessment and determination of complying development certificates Regulatory enforcement including: Building work audit and certification of street awnings Auditing of fire safety Provision of information to residents on pool safety and pool safety fence auditing Expansion of e-planning applications to include information and assessment modules
PROGRAM4 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 4. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 4.01
Development Assessment and Regulation Coordinator: Manager Development Services
4 Year Budget
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(268)
(277)
(285)
(297)
àà % Residents satisfied with development approvals process
Program Expenditure by Funding Source 2012-13 $1,492,291
Rates Other
18%
82%
Expenditure by Sub-Program 2012-13 $1,492,291
4.01 100%
100%
PAGE 131
SUB-PROGRAM4.01
Development Assessment and Regulation Coodinator: Manager Development Services
Performance Measures % Residents satisfied – Development approvals process No. of Development Applications received annually No. of Development Applications determined annually Median Net Development Application processing time (in days) No. of Construction Certificates received No. of Construction Certificates issued Median Net Construction Certificate processing time (in days) No. of Complying Development Certificates received No. of Complying Development Certificates determined Median Complying Development Certificate processing time (in days) Percentage Development Applications to appeal Percentage Appeals with a positive result/consistent with recommendations Outstanding number of fire program properties to be inspected
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(268)
(277)
(285)
(297)
4 Year Objectives 1 Provide high quality customer service through the assessment, certification and enforcement processes. 2 Facilitate high quality development which minimises adverse effects on the built and natural environment. 3 Encourage developments to respect the streetscape of the area and reflect the unique Mosman identity and local character. 4 Ensure all buildings and land in Mosman meet contemporary regulatory safety requirements. 5 Promote green building practices and encourage development to include sustainable building options.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Provide high quality customer service through the assessment, certification and enforcement processes.
Recurrent Programs and Projects Provide planning information and documents of a high standard Process applications Provide pre-lodgement advice to prospective applicants and community Maintain consistent standards and policies with other departments
PAGE 132 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Complaints investigation, resolution and provision of feedback to community Review and implement procedure improvements Responsibility: Manager Development Services
PROGRAM4 Key Initiatives
12/13
13/14
14/15
15/16
1a Update application processes and information to accord with LEP/DCPs with a view to implementation of e-planning protocols. Responsibility: Manager Development Services
Objective 2 2 Facilitate high quality development which minimises adverse effects on the built and natural environment.
Recurrent Programs and Projects Monitor and review approved development Negotiate outcomes which align with policy objectives and community expectations while having regard to design intent Carry out regulatory enforcement and ensure appropriate management of building sites, environmental controls and to minimise obstructions on Council property
Key Initiatives
In assessing Development Application and framing consent conditions, ensure relevant performance standards, legislation codes and policies are taken into consideration Provide feedback to Council on operation of MDAP Responsibility: Manager Development Services
12/13
13/14
14/15
15/16
2a Inspect the municipality from the Harbour. Responsibility: Manager Development Services
Objective 3 3 Encourage developments to respect the streetscape of the area and reflect the unique Mosman identity and local character.
Recurrent Programs and Projects Provide pre-lodgement advice to prospective applicants and community Negotiate outcomes and apply conditions Responsibility: Manager Development Services
Objective 4 4 Ensure all buildings and land in Mosman meet contemporary regulatory safety requirements.
PAGE 133
SUB-PROGRAM4.01
Development Assessment and Regulation Coodinator: Manager Development Services
Recurrent Programs and Projects Undertake inspections and provide information to achieve required regulatory safety standards Continue to monitor fire safety issues and implement outcomes of Fire Safety Upgrade Program
Periodically inspect swimming pools and fencing in accordance with the Swimming Pools Act Responsibility: Manager Development Services
Objective 5 5 Promote green building practices and encourage development to include sustainable building options.
Recurrent Programs and Projects Provide training and promote sustainable building practices to staff, home owners and development proponents
Negotiate with developers and home owners to achieve better building performance Responsibility: Manager Development Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
04.01
01
Lead, Manage, Review, Report
0
116,949
(116,949)
04.01
03
Meetings
0
14,616
(14,616)
04.01
04
Consultation and Communication
0
200,276
(200,276)
04.01
05
Administration
20,000
180,402
(160,402)
04.01
10
Footpath Occupations
180,260
13,378
166,882
04.02
01
Planning (includes strategies, codes and policies)
0
29,231
(29,231)
04.02
02
DA Assessment
894,600
835,751
58,849
04.02
03
Construction Certificate Processing
75,000
32,097
42,903
04.02
04
Signs control
5,000
668
4,332
04.02
05
Survey and enforcement (including notices) and pool fencing
400
40,679
(40,279)
04.02
07
Fire Safety Program
0
17,481
(17,481)
04.02
08
Certificate processing and issue (other than construction certificates)
42,250
9,167
33,083
04.02
10
Works on Council property
6,500
1,596
4,904
PAGE 134 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM4
Mosman Design Awards past winner
PAGE 135
PROGRAM5
Sustainability, Environment and Health Convenor: Director Environment and Planning
This program includes the development of policies and plans, the delivery of services and Council operations, and the development and implementation of programs and actions, that work towards managing the environment, protecting and restoring ecosystems, promoting food safety, and health and well-being of the community, and engaging the community in fostering environmentally sustainable behaviour change.
10 Year Objectives
Program 5 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: Climate change addressed using strategies that include mitigation, adaptation and resilience measures in order to play our part in the global future. To have long-lasting sustainable behaviours fostered and improved through raised awareness/knowledge of sustainability concepts. To have lifestyle and the environment enhanced through sustainable building practices. To have biodiversity preserved and enhanced on both private and public property including beaches, reserves, bushland and green open spaces. To have green renewable energy sources, and energy efficiency and conservation measures adopted for both private and public property. To have total water cycle management approaches used that maximise conservation, efficiency, reuse and recycling of water including stormwater harvesting and reuse. To have waste reduced significantly through avoidance, minimisation, reuse and recycling via local and regional initiatives. To have sustainable transport taken up using an integrated network of walking and cycling paths throughout Mosman. To have sustainability outcomes improved by lobbying Federal and State Governments to advocate for stronger policy and legislation. To have sophisticated approaches such as sustainability indicators, lifecycle management and systems-thinking used to address sustainability challenges.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 5: Completion of Environmental Health reporting and inspections Agreement for the SHOROC common waste collection system and commencement of the education program Reduction in stormwater pollutants captured by SQIDS Successful implementation of the CEE Change program including development of a sustainability e-learning module and PIRATES actions Completion and adoption of the Sustainable Event Management Policy Development of a Water Efficiency Plan and an Energy Management Plan Successful development and delivery of waste and sustainability ‘Living Mosman’ education programs Commencement of the new Street and Gutter Cleaning Contract in Oct 2011. Marked improvement in bushland (native vegetation cover) over the previous 10 year contract period Review and development of Bushland Management Strategy Renewal of 10 year Bushland Management Contracts Community garden established at Mackie Lane (Ausgrid) site.
PAGE 136 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 5 over the next 4 years include: Develop sustainable policies, and review and develop environmental plans/strategies/targets for Council Develop and deliver education for sustainability programs (external/internal) Implement actions and monitor standards identified in the WASIP Program Ensure climate change/sea level rise is considered in all foreshore works Ensure existing contractors perform to satisfactory standards Continually improve food safety and public health in the community Maintain and enhance biodiversity management programs Complete stormwater management programs to improve water quality New waste and recycling, graffiti and cleaning contracts Completion of the Mosman Flood Study Completion of the Coastal Zone Management Plan.
PROGRAM5 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 5. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 5.01 Policy and Administration and Customer Focus Coordinator: Director Environment & Planning 5.02 Climate Change and Air Quality Coordinator: Manager Environment and Services 5.03 Total Water Cycle Coordinator: Manager Assets and Services and Manager Environment and Services 5.04 Biodiversity Coordinator: Manager Assets and Services 5.05 Trees Coordinator: Manager Assets and Services 5.06 Land Management Coordinator: Manager Environment and Services
4 Year Budget
5.08 Engagement and Education for Sustainability Coordinator: Manager Environment and Services 5.09 Environmental and Public Health Coordinator: Manager Environment and Services 5.10 Waste Coordinator: Manager Environment and Services 5.11 Environmental Cleaning Services Coordinator: Manager Environment and Services 5.12 Food Safety Coordinator: Manager Environment and Services
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(3,497)
(3,138)
(4,737)
(4,345)
% Residents satisfied with: àà Waste and recycling collection services àà Overall cleanliness, appearance and management of public spaces àà Cleaning of streets àà Management and protection of the environment àà Enforcement of health and food regulations àà Litter control and rubbish dumping àà Management of drainage and local flooding àà Management of street trees àà Condition of public toilets
Program Expenditure by Funding Source 2012-13 $9,357,174
Rates Other
37%
63%
Expenditure by Sub-Program 2012-13 $9,357,174 1%
1%
7% 7% 52% 52% 1%
4% 1%
53%
23% 52% 2%
5.01 1% 5.02 1% 5.03 7% 5.04 7% 5.05 4% 5.06 –
5.08 1% 5.09 1% 5.10 53% 5.11 23% 5.12 2%
PAGE 137
SUB-PROGRAM5.01
Policy and Administration and Customer Focus Coodinator: Director Environment and Planning
Performance Measures % Residents satisfied – Management & protection of the environment
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(167)
(172)
(178)
(184)
4 Year Objectives 1 Conduct programs to build the capacity of Mosman Council to apply and integrate the principles of Ecologically Sustainable Development (ESD) in Council decision making, policy, planning, operations and service delivery. 2 Conduct training to raise awareness and ensure that staff can effectively undertake their responsibilities to reduce risk and harm to the environment through emergency response, legislative compliance, regulation and enforcement. 3 Implement an environmental performance evaluation, audit and review process and system to ensure compliance with external reporting requirements and internal continuous improvement requirements. 4 Participate in sustainability related networks and collaborate with all Council departments and regional organisations to share knowledge and establish efficiencies in service delivery.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Conduct programs to build the capacity of Mosman Council to apply and integrate the principles of Ecologically Sustainable Development in Council decision making, policy, planning, operations and service delivery.
Recurrent Programs and Projects Facilitate the Green Revolving Fund mechanism to provide ongoing funding for future sustainability initiatives Incorporate sustainable design principles in new and existing buildings Implement the actions in the Greenhouse Gas Reduction Plan, the Sustainable Purchasing Action Plan and the Environmental Sustainability Action Plan.
PAGE 138 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Implement Council’s Environmental Sustainability Policies Collaboration between Council divisions to implement sustainability initiatives Responsibility: Manager Environment and Services
PROGRAM5 Key Initiatives
12/13
13/14
14/15
15/16
1a Implement Council’s Sustainable Transport and Fleet Program Responsibility: Manager Environment and Services
1b Monitor outcomes of the Sustainable Event Management Policy. Responsibility: Manager Environment and Services
1c Provide continued support for the PIRATES group in implementing sustainability actions across Council. Responsibility: Manager Environment and Services
Objective 2 2 Conduct training to raise awareness and ensure that staff can effectively undertake their responsibilities to reduce risk and harm to the environment through emergency response, legislative compliance, regulation and enforcement.
Recurrent Programs and Projects Monitor environmental legislative developments, update the register of environmental legislation and communicate to staff accordingly Monitor the application of environmental impact assessment guidelines and procedures by Council staff
Enforce relevant legislation where necessary to reduce pollution and to reduce harm to human health and the environment (including Local Government Act, Protection of the Environment Operations (POEO) Act, Noxious Weeds Act, relevant sections to the Sydney Water Act) Responsibility: Manager Environment and Services
Objective 3 3 Implement an environmental performance evaluation, audit and review process and system to ensure compliance with external reporting requirements and internal continuous improvement requirements.
Recurrent Programs and Projects Prepare environmental procedures manuals for internal continuous improvement Report to the Office of Environment and Heritage on the Environmental Sustainability Action Plan Report to the Office of Environment and Heritage on required Waste and Sustainability Improvement Payments (WASIP) standards Responsibility: Manager Environment and Services
PAGE 139
SUB-PROGRAM5.01
Policy and Administration and Customer Focus Coodinator: Director Environment & Planning
Key Initiatives
12/13
13/14
14/15
3a Revise the Environmental Management Plan (EMP) utilising ISO 14001 and Environmental Management System (EMS) frameworks. Responsibility: Manager Environment and Services
3b Develop and prepare an integrated State of the Environment Report for Mosman Council. Responsibility: Manager Environment and Services
3c Coordinate the Waste and Sustainability Improvement Payment (WASIP) Program and implement approved actions. Responsibility: Manager Environment and Services
Objective 4 4 Participate in sustainability related networks and collaborate with all Council departments and regional organisations to share knowledge and establish efficiencies in service delivery.
Recurrent Programs and Projects Facilitate the Sustainability Group Participate in collaborative initiatives, regional forums and networking groups on environmental and sustainability issues as relevant Responsibility: Manager Environment and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
05.01
01
Lead, Manage, Review, Report
1,500
50,022
(48,522)
05.01
02
Ecologically Sustainable Development
0
34,377
(34,377)
05.01
05
Administration
2,200
85,916
(83,716)
PAGE 140 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM5
PAGE 141
SUB-PROGRAM5.02
Climate Change and Air Quality Coodinator: Manager Environment and Services
Performance Measures Council’s energy consumption per annum Council’s greenhouse gas emissions (tonnes CO2e) per annum % Greenpower purchased by Council for primary sites and streetlighting per annum % of foreshore works applying NSW Government sea-level rise benchmarks of 0.4m by 2050 and 0.9m by 2100
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(143)
(59)
(61)
(63)
4 Year Objectives 1 Address climate change through implementing mitigation, adaptation and resilience measures. 2 Reduce anthropogenic greenhouse gas (GHG) emissions in Mosman (per capita). 3 Improve air quality in Mosman through Council and community action. 4 Increase uptake of renewable energy such as GreenPower, solar panels etc by Mosman Council and the community. 5 Provide improved infrastructure and support for sustainable transport in Mosman. 6 Minimise land and foreshore degradation and impacts from climate change.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Address climate change through implementing mitigation, adaptation and resilience measures.
Recurrent Programs and Projects Implement actions identified in the Climate Change Risk Assessment Adaptation Report Monitor State and Federal Government programs and policies on Climate Change Responsibility: Manager Environment and Services Manager Assets and Services
Key Initiatives 1a Implement actions identified in the Energy Management Plan. Responsibility: Manager Environment and Services
1b Complete the Coastal Zone Management Plan Responsibility: Manager Assets and Services
1c Complete Mosman Flood Study Responsibility: Manager Assets and Services
PAGE 142 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM5 Objective 2 2 Reduce anthropogenic greenhouse gas (GHG) emissions in Mosman (per capita).
Recurrent Programs and Projects Review and implement actions in the Greenhouse Gas Reduction Plan to work towards achieving the greenhouse gas reduction target. Work with SHOROC member Councils on Climate Change initiatives as appropriate.
Undertake a Greenhouse Gas Reinventory on an annual basis (dependant on resources) Responsibility: Manager Environment and Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Undertake energy efficient lighting retrofits of selected Council buildings, and investigate the installation of renewable energy infrastructure. Responsibility: Manager Environment and Services
2b Investigate a strategy for the replacement of office equipment with more energy efficient models. Responsibility: Manager Environment and Services
2c Set a new corporate greenhouse gas reduction target Responsibility: Manager Environment and Services
Objective 3 3 Improve air quality in Mosman through Council and community action.
Recurrent Programs and Projects Continue to implement sustainable transport education programs for the community to reduce reliance on private motor vehicles Responsibility: Manager Environment and Services
Objective 4 4 Increase uptake of renewable energy such as GreenPower, solar panels etc by Mosman Council and the community.
Recurrent Programs and Projects Increase Council’s uptake of renewable energy Inclusion of solar panels and other forms of renewable energy in building design plans, and installation of solar panels on Council buildings as appropriate
Promote the Climate Clever Program to educate and increase community uptake of renewable energy. Responsibility: Manager Environment and Services Manager Assets and Services
PAGE 143
SUB-PROGRAM5.02
Climate Change and Air Quality Coodinator: Manager Environment and Services
Key Initiatives
12/13
13/14
14/15
15/16
4a Support CEFE and other Mosman community groups, as appropriate in delivering sustainability programs in the Mosman community, including the Environmental Ambassadors Program. Responsibility: Manager Environment and Services
4b Investigate, and if appropriate trial the installation of solar lighting in parks, reserves and Mosman Square. Responsibility: Manager Environment and Services
Objective 5 5 Provide improved infrastructure and support for sustainable transport in Mosman.
Recurrent Programs and Projects Continue to maintain and provide infrastructure to support sustainable transport (e.g. bike paths, bike racks) Continue to provide updated sustainable transport maps of Mosman
Revise and implement actions in the Sustainable Transport and Fleet Action Plan Responsibility: Manager Environment and Services Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
5a Promote the Car Share Scheme to the community and identify further potential locations as required. Responsibility: Manager Environment and Services
Objective 6 6 Minimise land and foreshore degradation and impacts from climate change.
Recurrent Programs and Projects Design and construct foreshore works using the ‘sea-level rise’ benchmarks adopted by the NSW State Government Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
05.02
03
Greenhouse gas emissions reduction -corporate
0
108,655
(108,655)
05.02
04
Greenhouse gas emissions reduction -community
0
34,086
(34,086)
PAGE 144 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM5
HMAS Sydney Memorial, Bradleys Head, Mosman
PAGE 145
SUB-PROGRAM5.03
Total Water Cycle
Coodinator: Manager Assets and Services
Performance Measures Total Council potable water use (kl) per annum Total potable water use (kl) in the Mosman Local Government area per annum % of the catchment treated prior to stormwater pollutants entering the harbour Total gross pollutants (tonnes) removed from SQIDs per annum % Residents satisfied – Management of drainage and local flooding
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(642)
(663)
(684)
(706)
4 Year Objectives 1 Improve stormwater quality and control/stormwater flows to minimise impacts on the terrestrial and aquatic environments, and rehabilitate and improve water quality in Mosman’s waterways. 2 Implement strategies to reduce consumption of potable water in Mosman.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Improve stormwater quality and control/stormwater flows to minimise impacts on the terrestrial and aquatic environments, and rehabilitate and improve water quality in Mosman’s waterways.
Recurrent Programs and Projects Collect relevant information on pollutants captured from SQIDs and report annually Monitor water quality as required Collect, collate and report upon data from the State Government’s Beachwatch program Responsibility: Manager Assets and Services Manager Environment and Services
Objective 2 2 Implement strategies to reduce consumption of potable water in Mosman.
Recurrent Programs and Projects Continue to investigate opportunities for large-scale watersensitive urban design asset renewal projects consistent with the development of asset management plans, public domain improvement projects and open space improvements Responsibility: Manager Assets and Services Manager Environment and Services
PAGE 146 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM5 Key Initiatives
12/13
13/14
14/15
15/16
2a Implement and report annually on actions identified in the Water Efficiency Management Plan. Responsibility: Manager Assets and Services Manager Environment and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
05.03
02
Stormwater Pollution Reduction
300
12,647
(12,347)
05.03
05
Water conservation
0
28,504
(28,504)
05.03
07
Surveillance, regulation and enforcement
1,700
34,753
(33,053)
05.03
09
Stormwater drainage construction
0
347,025
(347,025)
05.03
10
Stormwater drainage maintenance
500
104,525
(104,025)
05.03
11
SQID maintenance
0
116,990
(116,990)
PAGE 147
SUB-PROGRAM5.04
Biodiversity
Coodinator: Manager Assets and Services
Performance Measures No. of registered active Bushcare volunteers and volunteer hours per annum No. of Noxious Weeds Assessments undertaken per annum Hectares of bushland area under contract, greater than 90% native vegetation cover
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(670)
(690)
(711)
(733)
4 Year Objectives 1 Identify, conserve and enhance biodiversity. 2 Protect and restore existing remnant indigenous flora and fauna. 3 Develop Council’s biodiversity management strategy including asset management principles to continue effective biodiversity management. 4 Protect, enhance and monitor biological diversity of intertidal and aquatic assemblages through programs and Council operations/services.
Delivery Program and Operational Plan 2012-2016 Objective 1 1
Identify, conserve and enhance biodiversity.
Recurrent Programs and Projects Review, revise and implement the 5 year rolling program for the upgrade of walking tracks and trails through Council’s bushland areas Implement the feral animal control program
Support and participate in the Native Bogul/Black Rat Project in partnership with University of Sydney, Taronga Conservation Society Australia, NSW NPWS, Rentokil and Australian Wildlife Conservancy Responsibility: Manager Assets and Services Manager Environment and Services
Key Initiatives 1a Investigate the development of bushland corridors through Mosman. Responsibility: Manager Assets and Services
1b Develop and implement the Backyard Biodiversity Assessment and Responsible Pet Ownership community education program Responsibility: Manager Environment and Services
1c Develop a community wildlife reporting tool (web-based) Responsibility: Manager Environment and Services
PAGE 148 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM5 Objective 2 2 Protect and restore existing remnant indigenous flora and fauna.
Recurrent Programs and Projects Coordinate, support and promote Council’s volunteer Bushcare Program Implement the plan for the future management of Phytophthora Cinnamomi
Implement and undertake planned bushland management programs Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
2a 1st year audits and review of 2012–2022 Bushland Management Contracts Responsibility: Manager Assets and Services
Objective 3 3 Develop Council’s biodiversity management strategy including asset management principles to continue effective biodiversity management.
Recurrent Programs and Projects Implement a sustainable bushland management program, including the rehabilitation of unmade roads Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
3a Development of Council’s Bushland Management Strategy. Responsibility: Manager Assets and Services
Objective 4 4 Protect, enhance and monitor biodiversity of intertidal and aquatic assemblages through programs and Council operations/services.
Recurrent Programs and Projects Redesign seawalls to provide habitat for intertidal communities (when repair/restoration works are required) Incorporate environmental considerations into marine assets contracts and the management of marine assets, facility development, and asset refurbishment and renewal
Continue to hand-rake Chinamans Beach, under the Beach Cleaning Contract to reduce impacts on intertidal and sandy beach ecology Responsibility: Manager Assets and Services Manager Environment and Services
PAGE 149
SUB-PROGRAM5.04
Biodiversity
Coodinator: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
4a Include an option in the Beach Cleaning Contract to hand-rake other Mosman Beaches including Clifton Gardens. Responsibility: Manager Environment and Services
4b Undertake monitoring program of beach wrack at selected Mosman beaches. Responsibility: Manager Environment and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
05.04
01
Bush Care Volunteer- Recruit, Support, Recognition
0
151,623
(151,623)
05.04
02
Bushland, vegetation and fauna management
0
438,175
(438,175)
05.04
03
Riparian corridors and creek rehabilitation
0
4,911
(4,911)
05.04
04
Foreshore Issues
0
67,900
(67,900)
05.04
12
Bushland, Fire Management
0
7,229
(7,229)
PAGE 150 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM5
Balmoral Gully rehabilitation
PAGE 151
SUB-PROGRAM5.05
Trees
Coodinator: Manager Assets and Services
Performance Measures Total no. of trees approved for removal on private land per annum Total no. of native plants supplied to volunteers, contractors and residents per annum Community satisfaction – Management of street trees
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(328)
(338)
(348)
(359)
4 Year Objectives 1 Ensure ongoing improvements in Urban Forest Management. 2 Achieve a balance between the enjoyment of public and private views and the retention of Mosman’s Urban Forest.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure ongoing improvements in Urban Forest Management.
Recurrent Programs and Projects Update and provide user-friendly information to communicate Council’s tree policies Continue to implement the five year forward planting program for street trees in accordance with the Street Tree Master Plan Participate in National Tree Day activities
Contribute to the development of statutory recognition of the Urban Forest as an element in the natural and urban environment Update annually the Urban Forest Management Register Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
1a Implement recommendations of report on Balmoral Figs subject to available funds. Responsibility: Manager Assets and Services
1b Review, Revise and retender the contract for the proactive management and maintenance of Council’s street trees and trees in parkland reserves. Responsibility: Manager Assets and Services
Objective 2 2
Achieve a balance between the enjoyment of public and private views and the retention of Mosman’s Urban Forest.
PAGE 152 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM5 Recurrent Programs and Projects Â&#x192;Â&#x192; Audit Tree Pruning and Removal Permit approvals where replacement trees have been required to ensure they are planted Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Implement revised tree preservation application processes and procedures following gazettal of Mosman Local Environmental Plan 2012 and monitor outcomes. Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
05.05
01
Tree Preservation Order
19,760
80,569
(60,809)
05.05
02
Tree Planting
0
15,674
(15,674)
05.05
03
Tree Pruning/Removal
0
197,165
(197,165)
05.05
04
Noxious Weed Control
0
50,352
(50,352)
05.05
06
Surveillance, regulation and enforcement
0
3,722
(3,722)
Angophora floribunda
PAGE 153
SUB-PROGRAM5.06
Land Management
Coodinator: Manager Environment and Services
Performance Measures % of Site Environmental Management Plans developed and complied with for all applicable contaminated sites
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
0
0
0
0
4 Year Objectives 1 Manage contaminated sites to ensure minimal risk to environmental and human health.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Manage contaminated sites to ensure minimal risk to environmental and human health.
Recurrent Programs and Projects Develop environmental management plans for Council sites as required Ensure compliance with the Site Environmental Management Plan for Julian Street, Northern Nursery School and Balmoral Oval/Park. Responsibility: Manager Environment and Services
PAGE 154 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM5
Balmoral Gully rehabilitation
PAGE 155
SUB-PROGRAM5.08
Engagement and Education for Sustainability Coodinator: Manager Environment and Services
Performance Measures No. of sustainability programs delivered per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(26)
(26)
(27)
(28)
4 Year Objectives 1 Foster long-lasting sustainable behaviours by building the capacity of the Mosman community through effective and integrated engagement and education. 2 Build the capacity of Mosman Council to apply and integrate the principles of Ecologically Sustainable Development (ESD) in Council decision-making, policy, planning, operations and service delivery.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Foster long-lasting sustainable behaviours by building the capacity of the Mosman community through effective and integrated engagement and education.
Recurrent Programs and Projects Continue to promote community water and energy efficiency programs Continue to implement community programs to encourage waste minimisation, reuse and recycling Promote and utilise the branding of the ‘Living Mosman’ concept for all community programs
Continue to foster sustainability awareness and behaviour change in Multi-Unit Dwellings Develop and distribute the community Living Mosman Sustainability E-Newsletter on a monthly basis Continue to run community sustainable transport programs and events.
Responsibility: Manager Environment and Services
Key Initiatives 1a Implement the new Living Mosman, Living Environment Program. Responsibility: Manager Environment and Services
1b Implement the Mosman Sustainable Business Champions Program. Responsibility: Manager Environment and Services
1c Develop and implement the Backyard Biodiversity Assessment and Responsible Pet Ownership Education Program. Responsibility: Manager Environment and Services
PAGE 156 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM5 1d Develop a community outreach strategy to disseminate and promote Council’s environmental information/programs and corporate success stories to the community. Responsibility: Manager Environment and Services
1e Develop and implement a campaign to encourage Mosman Businesses to reduce, reuse and recycle. Responsibility: Manager Environment and Services
1f Develop and implement a community ‘Take Action’ Program to educate and encourage sustainable actions and behaviour change Responsibility: Manager Environment and Services
1g Promote the ‘Mosman Trails’ Phone Application to the community Responsibility: Manager Environment and Services
Objective 2 2 Build the capacity of Mosman Council to apply and integrate the principles of Ecologically Sustainable Development (ESD) in Council decision-making, policy, planning, operations and service delivery.
Recurrent Programs and Projects Continue to implement staff awareness programs on all aspects of sustainability, including the staff sustainability e-newsletter Responsibility: Manager Environment and Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Develop an Education for Sustainability Strategy. Responsibility: Manager Environment and Services
2b Facilitate PIRATES sustainability programs and actions Responsibility: Manager Environment and Services
2012-13 Budget Activity Sub-Program 05.08
01
Ledger Descriptor
Income
Expenditure
Net
Community and employee education
250
26,000
(25,750)
PAGE 157
SUB-PROGRAM5.09
Environmental and Public Health Coodinator: Manager Environment and Services
Performance Measures % of relevant premises in Mosman inspected at least once per annum % Residents satisfied – Enforcement of health and food regulations
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(42)
(44)
(45)
(46)
4 Year Objectives 1 Implement environmental health policy and practice that conserves and enhances the health, well-being and harmony of the community. 2 Ensure acceptable background noise levels are maintained and noise impacts on the community are mitigated.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Implement environmental health policy and practice that conserves and enhances the health, well-being and harmony of the community.
Recurrent Programs and Projects Regulate premises that offer skin penetration services, public swimming pools, or with water cooling and warming systems Enforce provisions of the Public Health Act 1991, Local Government Act 1993, Environmental Planning and Assessment Act 1979 and associated regulations
Continue to review, revise or develop environmental health policies and procedures Deliver education initiatives to support regulatory activities Responsibility: Manager Environment and Services
Key Initiatives
12/13
13/14
14/15
1a Review and finalise the Environmental Incident Response Plan Responsibility: Manager Environment and Services
1b Implement the Grey Water Policy Responsibility: Manager Environment and Services
Objective 2 2 Ensure acceptable background noise levels are maintained and noise impacts on the community are mitigated.
PAGE 158 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM5 Recurrent Programs and Projects Â&#x192;Â&#x192; Investigate offensive noise complaints and enforce the provisions of the Protection of the Environment Operations Act 1997, and associated noise regulations Responsibility: Manager Environment and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
05.09
01
Policy and planning
0
43,772
(43,772)
05.09
02
Surveillance, regulation and enforcement
0
4,000
(4,000)
05.09
13
Regulation and enforcement
24,200
18,742
5,458
Mosman Swim Centre, Spit Junction
PAGE 159
SUB-PROGRAM5.10
Waste
Coodinator: Manager Environment and Services
Performance Measures
4 Year Budget
Total tonnes of waste to landfill per annum Total tonnes of waste to recycling per annum (diverted from landfill) Total green-waste/organics diverted from landfill per annum Kerbside diversion rate No. of illegal dumps reported per annum % Residents satisfied – Litter control and rubbish dumping % Residents satisfied – Waste and recycling collection services
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
800
1,200
-268
261
4 Year Objectives 1 Reduce waste generation in the Mosman community and Council facilities, through avoidance, minimisation, reuse and recycling. 2 Deliver high quality, cost effective, equitable and environmentally sustainable waste management service. 3 Improve systems for toxic and hazardous materials disposal and reduce their use. 4 Implement an integrated approach to litter management and minimisation. 5 Reduce instances of illegal dumping. 6 Implement an ongoing E-Waste management strategy.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Reduce waste generation in the Mosman community and Council facilities, through avoidance, minimisation, reuse and recycling.
Recurrent Programs and Projects Implement community waste programs including Clothes Swap to encourage material reuse Continue promoting reduction in food waste to the community Responsibility: Manager Environment and Services
Key Initiatives 1a Develop a waste management procedures manual. Responsibility: Manager Environment and Services
1b Develop and implement the common waste collection system education program Responsibility: Manager Environment and Services
PAGE 160 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM5 Objective 2 2 Deliver high quality, cost effective, equitable and environmentally sustainable waste management service.
Recurrent Programs and Projects Continue to provide public place recycling stations in Mosman Implement waste action to meet targets set by the Office of Environment and Heritage for waste diversion to landfill Administer the Waste and Recycling Services Contract to ensure the Contractor performs the services in accordance with the full requirements of the contract
Undertake an audit of the Waste contractor’s compliance with the Contract Safety Plan Responsibility: Manager Environment and Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Deliver a new bin service to the community including organics collection, upon operation of the Alternative Waste Technology at Kimbriki. Responsibility: Manager Environment and Services
2b Renew the Waste and Recycling Services Contract Responsibility: Manager Environment and Services
Objective 3 3 Improve systems for toxic and hazardous materials disposal and reduce their use.
Recurrent Programs and Projects Promote disposal and recycling schemes for household and commercial hazardous waste Undertake an annual audit of hazardous materials used by Council contractors Responsibility: Manager Environment and Services
Objective 4 4 Implement an integrated approach to litter management and minimisation.
Recurrent Programs and Projects Implement the litter prevention strategy in conjunction with public place recycling and the waste education strategy Provide support for Clean Up Australia Day and Caring for our Coast days Responsibility: Manager Environment and Services
PAGE 161
SUB-PROGRAM5.10
Waste
Coodinator: Manager Environment and Services
Key Initiatives
12/13
13/14
14/15
15/16
12/13
13/14
14/15
15/16
4a Renew waste bins in Military Road Business Centres as part of upgrade works. Responsibility: Manager Assets and Services
Objective 5 5 Reduce instances of illegal dumping.
Recurrent Programs and Projects Implement the actions in Council’s Litter and Illegal Dumping Program. Responsibility: Manager Environment and Services
Key Initiatives 5a Prepare a procedure for dealing with waste dumping. Responsibility: Manager Environment and Services
Objective 6 6 Implement an ongoing e-waste management strategy.
Recurrent Programs and Projects Review and implement the e-waste collection strategy Responsibility: Manager Environment and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
05.10
01
Policy and Planning
36,000
37,750
(1,750)
05.10
02
Regional waste initiatives
0
7,883
(7,883)
05.10
03
Waste and Recycling Services Contract: 5,597,647 2002-2010/Domestic
4,787,748
809,899
05.10
06
Council waste avoidance and recovery initiatives
172,000
0
PAGE 162 | MOSPLAN 2012-2022 ADOPTED 5|6|12
172,000
PROGRAM5
Recycling
PAGE 163
SUB-PROGRAM5.11
Environmental Cleaning Services Coodinator: Manager Environment and Services
Performance Measures % Residents satisfied – Overall cleanliness, management and appearance of public spaces % Residents satisfied – Cleaning of streets % Residents satisfied – Condition of public toilets Tonnes of rubbish captured through street sweeping per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(2,121)
(2,182)
(2,246)
(2,311)
4 Year Objectives 1 Maintain highest possible service levels for service contracts within Council’s financial resources. 2 Minimise use of toxic and harmful substances in service contracts.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Maintain highest possible service levels for service contracts within Council’s financial resources.
Recurrent Programs and Projects Administer the Street and Gutter Cleaning Services Contract, Beach and Reserves Cleaning Services Contract, Civic and Public Amenity Buildings Cleaning Contract, and the Graffiti Management Contract, to ensure that services are performed in accordance with the full requirements of each Contract.
Periodically review and audit all services to ensure contractor compliance with specifications. Responsibility: Manager Environment and Services
Key Initiatives 1a Review the Beach and Reserves Cleaning Contract. Responsibility: Manager Environment and Services
1b Commence the new Public Amenities Building Cleaning Contract. Responsibility: Manager Environment and Services
1c Commence the new Graffiti Management Contract. Responsibility: Manager Environment and Services
Objective 2 2 Minimise use of toxic and harmful substances in service contracts.
PAGE 164 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM5 Recurrent Programs and Projects Ensure that contracts stipulate minimisation of toxic and harmful substances Audit contractors on a quarterly or biannual basis to ensure use of toxic and harmful substances has been minimised Responsibility: Manager Environment and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
05.11
01
Beaches and Reserves
0
717,871
(717,871)
05.11
02
Public Amenity Buildings
0
382,704
(382,704)
05.11
03
Streets and Gutter Cleaning
0
895,537
(895,537)
05.11
06
Graffiti removal
0
124,884
(124,884)
The Balmoral Rotunda
PAGE 165
SUB-PROGRAM5.12
Food Safety
Coodinator: Manager Environment and Services
Performance Measures No. of training programs delivered to Mosman food businesses per annum % compliance with Council’s statutory responsibilities per annum % Residents satisfied – Enforcement of health and food regulations
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(158)
(164)
(169)
(176)
4 Year Objectives 1 Manage Council’s statutory responsibilities, in particular food safety, under the provisions of the Food Act 2003, Food Amendment Act 2004, and in accordance with the principles of Ecological Sustainable Development. 2 Encourage best practice in food safety to reduce the risk of food borne illness within the Mosman community.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Manage Council’s statutory responsibilities, in particular food safety, under the provisions of the Food Act 2003, Food Amendment Act 2004, and in accordance with the principles of Ecological Sustainable Development.
Recurrent Programs and Projects Regulate premises offering food for sale, and undertake annual reporting in accordance with the Food Service Plan
Implement standard operating procedures for food premises inspections Responsibility: Manager Environment and Services
Key Initiatives
12/13
13/14
14/15
15/16
1a Implement an IT based integrated data management system. Responsibility: Manager Environment and Services
Objective 2 2 Encourage best practice in food safety to reduce the risk of food borne illness within the Mosman community.
PAGE 166 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM5 Recurrent Programs and Projects Develop and deliver regular food handler training sessions to local businesses, Council staff and volunteers Implement programs introduced by the NSW Food Authority, and ensure all food premises have a trained supervisor on site
Review and update the education strategy for the delivery of food safety information Responsibility: Manager Environment and Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Develop an education strategy/program for food safety. Responsibility: Manager Environment and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
05.12
01
Policy and planning
0
48,374
(48,374)
05.12
13
Regulation and enforcement
5,000
115,089
(110,089)
PAGE 167
PROGRAM6
Parks and Recreation
Convenor: Director Environment and Planning
Council strives to meet the changing recreational and sporting needs of the community. This involves provision of facilities and venues as well as maintenance and embellishment of formal and informal open space areas. Council supports its approach to allocation of resources and provision of services by reference to studies, plans and adopted works programs.
10 Year Objectives
Program 6 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: To have sustainable recreational facilities including: Parks and Gardens Bushland areas Civic spaces Sporting facilities Beaches and marine structures Swim Centre Playgrounds All of which are maintained and embellished to meet the changing needs of the Mosman community.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 6: Installation of subsurface drainage at Middle Head and Georges Heights Ovals Participation in Sydney Waters ILEP program including completion of priority recommendations Completion of comprehensive Parks and Open Space Asset Inventory Development of Parks and Open Space Asset Management Plan Replacement of Rawson Oval fence Rosherville Reserve playground upgrade Completion of comprehensive Marine Structure Asset Management Plan and Valuation of Assets Completion of construction of Men’s Shed Completion of Swim Centre refurbishment
PAGE 168 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 6 over the next 4 years include: Playground Upgrades at The Spit, The Esplanade and Mosman Park Review and revise the Mosman Recreational Needs Analysis and Recreation Strategy Completion of streetscape upgrade works in Military Road
PROGRAM6 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 6. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 6.01 6.02 6.03 6.04
Policy and Administration and Customer Focus Coordinator: Director Environment & Planning Parks, Gardens, Playgrounds and Civic Spaces Coordinator: Manager Assets and Services Recreational Facilities Coordinator: Manager Assets and Services Beaches, Sea Pools and Foreshores Coordinator: Manager Assets and Services
4 Year Budget
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(2,045)
(2,125)
(2,191)
(2,259)
% Residents satisfied with: àà Provision and maintenance of parklands including bushland, harbour foreshores, local parks and bushland trails àà Sport and recreational facilities àà Overall cleanliness, appearance and management of public spaces
Program Expenditure by Funding Source 2012-13 $3,104,078
Rates Other
66%
34%
Expenditure by Sub-Program 2012-13 $3,104,078
34%
36%
24%
6.01 6% 6.02 34% 6.03 36% 6.04 24%
6%
PAGE 169
SUB-PROGRAM6.01
Policy and Administration and Customer Focus Coodinator: Director Environment and Planning
Performance Measures % Users satisfied – Sporting fields % Residents satisfied – Provision and maintenance of parklands including bushland, harbour foreshores, local parks and bushland trails % Residents satisfied – Sport and recreational facilities
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(193)
(200)
(207)
(214)
4 Year Objectives 1 Facilitate the Mosman community enjoying a range of high quality local recreational facilities and services through: Asset Management Plan; Sporting Facilities Capital Improvement; Open Space Capital Improvement; Playground Upgrade Program. 2 Council working cooperatively with the Sydney Harbour Federation Trust to develop open space facilities.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Facilitate the Mosman community enjoying a range of high quality local recreational facilities and services through: Asset Management Planning; Sporting Facilities Capital Improvement; Open Space Capital Improvement; Playground Upgrade Program.
Recurrent Programs and Projects Ensure that information on parks and recreational facilities is widely available and easily accessed Carry out user satisfaction surveys of all sporting groups using Council’s sporting fields on a seasonal basis Prepare strategies to facilitate prompt and effective decisionmaking concerning the management of open space and recreational services Responsibility: Manager Assets and Services
Undertake inspections of parks, reserves and recreation areas and facilities to ensure their safety and condition Provide opportunities for community involvement in, and consultation on, recreational development Participate in industry benchmarking programs relating to parks assets
Objective 2 2 Council working cooperatively with the Sydney Harbour Federation Trust to develop open space facilities.
Recurrent Programs and Projects Review of respective planning projects with a view to seeking joint funding for cooperative projects Responsibility: Manager Assets and Services
PAGE 170 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM6 Key Initiatives
12/13
13/14
14/15
15/16
2a Review and revise the Mosman Recreational Needs Analysis and Recreation Strategy. Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
06.01
01
Lead, Manage, Review, Report
0
34,918
(34,918)
06.01
03
Meetings-Management, Staff, Team
0
13,270
(13,270)
06.01
04
Consultation and Communication
0
11,734
(11,734)
06.01
05
Administration
0
58,367
(58,367)
06.01
07
Contract Management
0
67,751
(67,751)
06.01
13
Sporting Facilities User Group
0
7,128
(7,128)
Special Event, Chowder Bay, Mosman
PAGE 171
SUB-PROGRAM6.02
Parks, Gardens, Playgrounds and Civic Spaces Coodinator: Manager Assets and Services
Performance Measures % Residents satisfied – Provision and maintenance of parklands including bushland, harbour foreshores, local parks and bushland trails % Residents satisfied – Overall cleanliness, appearance and management of public spaces
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(905)
(932)
(960)
(989)
4 Year Objectives 1 Complete priority actions listed in the Recreation Strategy Action Plan adopted by Council and other relevant Plans of Management and improvement programs. 2 Public access provided through the provision of parking areas, walking or cycle paths, or tracks as appropriate and provide access to those with disabilities where feasible. 3 Complete the implementation of the Acquisitions and Capital Improvement programs. 4 Encourage accessibility to parks, gardens, playground and civic spaces that are utilised by all of the Mosman community. 5 Establish areas where community members can be involved in the management of gardens.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Complete priority actions listed in the Recreation Strategy Action Plan adopted by Council and other relevant Plans of Management and improvement programs.
Recurrent Programs and Projects Undertake projects in accordance with relevant priority programs and Plans of Management Implement, where appropriate, public domain improvements for Mosman’s civic spaces in accordance with the Public Domain Improvement Program Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
1a Develop and adopt a standard suite of street/park furniture and implement a full maintenance program and upgrade for all assets. Responsibility: Manager Assets and Services
Objective 2 2 Public access provided through the provision of parking areas, walking or cycle paths, or tracks as appropriate and provide access to those with disabilities where feasible.
PAGE 172 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM6 Recurrent Programs and Projects Continue to work with the community and across the organisation regarding improving accessibility to open space areas for people in wheelchairs, and those with prams, people with sight impairment and elderly Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
14/15
15/16
2a Undertake a review of walking paths and develop strategies to address issues and improve the provision of the paths, associated signage and disability access. Responsibility: Manager Assets and Services
Objective 3 3 Complete the implementation of the Acquisitions and Capital Improvement programs.
Recurrent Programs and Projects Continue to implement the Playground Improvement Program while consulting with Community Services personnel, children, parents and Ward Councillors, and including consideration of a fully accessible playground at the Spit Reserve Investigate, identify and seek external funding opportunities to support the implementation of Open Space Capital Improvement Program Complete acquisition of Mosman Bowling Club Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
3a Undertake upgrades of playgrounds at The Spit and Balmoral. Responsibility: Manager Assets and Services
Objective 4 4 Encourage accessibility to parks, gardens, playground and civic spaces that are utilised by all of the Mosman community.
Recurrent Programs and Projects Continue to review off-leash dog areas Incorporate public art and heritage features in key informal open spaces, as part of Plans of Management and playground planning subject to funding Responsibility: Manager Assets and Services
PAGE 173
SUB-PROGRAM6.02
Parks, Gardens, Playgrounds and Civic Spaces Coodinator: Manager Assets & Services
Objective 5 5 Establish areas where community members can be involved in the management of gardens.
Recurrent Programs and Projects Continue a program for the community to plant and maintain native gardens/bush foods on the nature strip/verge – under the Street Verge and Nature Strip Maintenance Policy. Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
5a Monitor the status / progress of the community gardens. Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
06.02
01
Buildings - Public Amenity Blocks
0
141,798
(141,798)
06.02
02
Playgrounds and Equipment
0
164,120
(164,120)
06.02
03
Turf maintenance
0
215,718
(215,718)
06.02
04
Signs(Information and Regulatory)
0
19,841
(19,841)
06.02
05
Civic Spaces
104,200
67,148
37,052
06.02
06
Paths and Tracks
0
30,000
(30,000)
06.02
07
Minor Structures/Park Furniture
0
98,236
(98,236)
06.02
08
Gardens
0
229,583
(229,583)
06.02
09
Unformed Road Reserves
33,000
20,147
12,853
06.02
10
Irrigation
2,040
48,313
(46,273)
06.02
11
Footpath Planter Pots
0
1,530
(1,530)
06.02
12
Bookings
0
6,247
(6,247)
06.02
13
Memorials
0
1,327
(1,327)
PAGE 174 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM6
Clifton Gardens Reserve, Mosman
PAGE 175
SUB-PROGRAM6.03
Recreational Facilities
Coodinator: Manager Assets and Services
Performance Measures % Residents satisfied – Provision and maintenance of parklands including bushland, harbour foreshores, local parks and bushland trails % Residents satisfied – Sport and recreational facilities No. users per annum – Marie Bashir Mosman Sports Centre
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(736)
(776)
(800)
(825)
4 Year Objectives 1 Protect and enhance the visual, environmental, and safety of Mosman’s recreational facilities. 2 Implement the system of bookings and charges offsetting the cost of provision for organised group users of sporting fields and facilities. 3 Provide modern, relevant, recreational facilities that cater for the needs of the Mosman community. 4 Maximise the availability of Mosman recreational facilities. 5 Meet the needs and aspirations of the community through the Mosman Swim Centre facilities.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Protect and enhance the visual, environmental, and safety of Mosman’s recreational facilities.
Recurrent Programs and Projects Implement and audit the maintenance program for structures and furniture in sporting fields and surrounds Continue to progress water reuse projects endorsed by Council to reduce dependency on mains water supply for irrigation and maintenance of sporting fields Ensure that environmental implications are considered when developing or reviewing works and maintenance programs in an effort to reduce environmental impacts
Ongoing auditing and management of the Contract for Maintenance of Sporting Fields Responsibility: Manager Assets and Services
Key Initiatives 1a Investigate new technologies for remote monitoring, programming, and operation of irrigation and sportsfield lighting systems to deliver water and energy savings Responsibility: Manager Assets and Services Manager Environment and Services
PAGE 176 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM6 Objective 2 2 Implement the system of bookings and charges offsetting the cost of provision for organised group users of sporting fields and facilities.
Recurrent Programs and Projects Continue to provide a booking service that facilitates public use of Council’s parks, gardens, sporting fields, reserves and sporting halls. Ensure that users of sporting fields and facilities meet their financial obligations to the Council promptly and comply with user guidelines Responsibility: Manager Assets and Services Manager IT Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Review Council’s current booking system with an aim to ensure bookings records and data are easly available for use in the management and of sportsfields and facilities Responsibility: Manager Assets and Services Manager IT Services
Objective 3 3 Provide modern, relevant, recreational facilities that cater for the needs of the Mosman community
Recurrent Programs and Projects Provide opportunities for community involvement in sports planning and ensure the needs of sporting field user groups are understood
Review and update the Sporting Fields Capital Improvement program and report changes in the priority list to Council for endorsement Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
3a Source funding and undertake replacement of Middle Head Oval Floodlights Responsibility: Manager Assets and Services
3b Subject to part third party funding by the Mosman Cricket Club, investigate opportunities to improve sporting accommodation within the Allan Border Oval pavilion. Responsibility: Manager Assets and Services
3c Review and revise Mosman Recreational Needs analysis Responsibility: Manager Assets and Services
PAGE 177
SUB-PROGRAM6.03
Recreational Facilities
Coodinator: Manager Assets and Services
Objective 4 4 Maximise the availability of Mosman recreational facilities.
Recurrent Programs and Projects Review the Policy for Use and Maintenance of Sporting Fields Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
14/15
15/16
4a Review use characteristics and operation of Drill Hall Common sporting facilities with a view to increasing opportunities for use and access. Responsibility: Director Corporate Services
Objective 5 5 Meet the needs and aspirations of the community through the Mosman Swim Centre facilities.
Recurrent Programs and Projects Ensure the Swim Centre Operators practices are consistent with Ecologically Sustainable Development principles Ensure that funds returned to Council under the Lease agreement are allocated annually to Reserve to fund plant replacement Ensure the Swim Centre Specifications and Lease requirements are fulfilled in accordance with Facilities Management Plan Responsibility: Manager Assets and Services
Key Initiatives 5b Review the performance of the upgraded plant and equipment installed at Mosman Swim Centre. Responsibility: Manager Assets and Services
PAGE 178 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
PROGRAM6 2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
06.03
01
Buildings - Pavilions and Amenities
0
48,417
(48,417)
06.03
02
Equipment-Lighting, Floodlighting and General
0
147,379
(147,379)
06.03
03
Outfields
0
20,590
(20,590)
06.03
04
Signs(Information and Regulatory)
0
11,708
(11,708)
06.03
07
Minor Structures/Park Furniture
0
5,027
(5,027)
06.03
08
Cricket Pitches and baseball diamond
0
356,835
(356,835)
06.03
10
Irrigation
0
10,496
(10,496)
06.03
15
Bookings
94,800
5,466
89,334
06.03
16
Drill Hall
15,000
50,187
(35,187)
06.03
17
Indoor Sports Complex
78,000
215,579
(137,579)
06.05
01
Contract Management-Swim Centre
0
3,587
(3,587)
06.05
03
Operations Management
201,655
241,426
(39,771)
06.05
05
Performance Monitoring and Reporting 0
8,421
(8,421)
Marie Bashir Mosman Sports Centre
PAGE 179
SUB-PROGRAM6.04
Beaches, Sea Pools and Foreshores Coodinator: Manager Assets and Services
Performance Measures % Residents satisfied – Provision and maintenance of parklands including bushland, harbour foreshores, local parks and bushland trails % Residents satisfied – Overall cleanliness, appearance and management of public spaces
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(211)
(217)
(224)
(231)
4 Year Objectives 1 Maintain the visual and recreational amenity and safety of Mosman’s beaches, marine structures, sea pools and foreshores. 2 Optimisation of access to beaches, sea pools and foreshore areas.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Maintain the visual and recreational amenity and safety of Mosman’s beaches, marine structures, sea pools and foreshores.
Recurrent Programs and Projects Monitor climate change reports in order to safeguard sea walls and beach frontages Responsibility: Manager Assets and Services
Key Initiatives 1a Undertake works outlined in Marine Structures Asset Management Plan. Responsibility: Manager Assets and Services
Objective 2 2 Optimisation of access to beaches, sea pools and foreshore areas.
Recurrent Programs and Projects Review adequacy and condition of boat/dinghy storage in reserves Responsibility: Manager Assets and Services
PAGE 180 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM6
Balmoral Beach
Key Initiatives
12/13
13/14
14/15
15/16
2a Complete the Coastal Zone Management Plan Responsibility: Manager Assets and Services
2b Complete the Mosman Flood Study Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
06.04
01
Marine Structures
500,000
684,866
(184,866)
06.04
02
Equipment
31,000
3,340
27,660
06.04
04
Signs(Information and Regulatory)
0
19,688
(19,688)
06.04
07
Minor Structures/Park Furniture
0
8,890
(8,890)
06.04
10
Seawalls
0
25,000
(25,000)
PAGE 181
PROGRAM11
Traffic and Transport
Convenor: Director Environment and Planning
Mosman suffers significantly due to the through traffic using the Spit/Military Road corridor. Council therefore places great emphasis and effort on maintaining local amenity despite this arterial traffic through cooperation with its SHOROC partner councils and by lobbying State and Federal Government Ministers and agencies. Council seeks to foster the range of transport modes from walking and cycling to use of private motor vehicles and public buses and ferries. Provision of safe and appropriate facilities is important in meeting the diverse mobility needs of the community for roads, footpaths and cycleways.
10 Year Objectives
Program 11 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: To have the State and Federal Government support a rail option on the Roseville Corridor. To have the Northern Beaches linked more directly to the Metropolitan Freeway Network. To have an improved bus and ferry network so that public transport is the transport mode of choice. To have no further expansion of the Spit/Miltary Road corridor but reallocation of that capacity to give buses priority when needed. To have no further elimination of parking along the Spit and Military Road corridor. To have a multi-modal sustainable transportation network which meets the community’s needs in terms of safety, user comfort and local access and amenity. To have an asset management program that comprehensively and sustainably maintains and protects all of Council’s assets (infrastructure and natural). To have a well maintained network of roads and footpaths. To reduce the reliance on private vehicles for local trips through the expansion of community transport and pedestrian and cycling facilities. To have minimal incidences of traffic accidents. To have an upgraded car park at Mosman Junction.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 11: Completion of Mosman Pedestrian Access and Mobility Plan Completion of Spit Bicycle Path upgrade design Completion of Marine Structures Asset Management Plan including Balmoral and Clifton Gardens wharfs Completed Review of Feasibility of Raglan Street East and West car parks Completed Bradleys Head Road Cycle Path Completion of Road Asset Management Plan
PAGE 182 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 11 over the next 4 years include: Completion of Revaluation of Road Assets in 2015 Completion of New Bicycle Strategy for Mosman Additional public parking in a redevelopment of the Raglan Street West car park Options for future parking at Spit Junction following completion of the Spit Junction Masterplan
PROGRAM11 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 11. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 11.01 Policy and Administration and Customer Focus Coordinator: Director Environment & Planning 11.02 Roads Coordinator: Manager Assets and Services 11.03 Traffic Facilities Coordinator: Manager Assets and Services 11.04 Traffic Management Coordinator: Manager Environment and Services 11.05 Road Safety and Pedestrians Coordinator: Manager Assets and Services 11.06 Bicycles Coordinator: Manager Assets and Services 11.07 Public Transport Coordinator: Manager Assets and Services
4 Year Budget
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
1,165
1,226
1,454
1,559
% Residents satisfied with: àà Traffic management àà Enforcement of restrictions àà Providing and maintaining local roads àà Providing and maintaining footpaths àà Provision of car parking àà Providing and maintaining bike paths
Program Expenditure by Funding Source 2012-13 $6,290,414
Other
100%
Expenditure by Sub-Program 2012-13 $6,290,414
2% 43%
3%
11%
15%
21%
11.01 3% 11.02 43% 11.03 11% 11.04 15%
11.05 21% 11.06 2% 11.07 5%
5% PAGE 183
SUB-PROGRAM11.01
Policy and Administration and Customer Focus Coodinator: Director Environment & Planning
Performance Measures % Residents satisfied – Traffic management % Residents satisfied – Enforcement of parking restrictions
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
140
143
146
149
4 Year Objectives 1 Lobby the State and Federal Government for a rail option on the Roseville corridor and for the Northern Beaches to be more directly linked to the Metropolitan Freeway Network. 2 Have no further expansion of the Spit/Military Roads corridor and no further elimination of parking along the corridor. 3 Ensure local bus and ferry services are improved so that they become the preferred mode of transport and there is less reliance on private vehicle trips. 4 Prepare a parking priority policy that outlines priorities in regard to achieving an appropriate balance between public safety, traffic flow and equitable access to available parking spaces. 5 Provide appropriate regulatory and informative signage throughout Mosman.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Lobby the State and Federal Government for a rail option on the Roseville corridor and for the Northern Beaches to be more directly linked to the Metropolitan Freeway Network.
Recurrent Programs and Projects Continue to participate in the development and implementation of SHOROC’s ‘Shaping Our Future’ Vigorously oppose any increase in Clearway hours and oppose dedicated kerbside bus lanes along main road corridors Continue to liaise with Roads and Maritime Services regarding Spit/Military Road Traffic Flow Improvement Initiatives including removal of ‘rat runs’ from residential streets Lobby for provision of viable alternative all weather urban freight routes to the Warringah peninsula other than via the Spit/Military roads corridor
Consult the community regarding local traffic proposals particularly to improve local accessibility for the convenience of Mosman residents Lobby the NSW Government to action more effective links from the Northern Beaches to the Metropolitan Freeway Network Responsibility: Manager Assets and Services
Key Initiatives 1a Provide submissions in support of SHOROC’s position in response to the Long Term Transport Masterplan for NSW Responsibility: Director Environment and Planning
PAGE 184 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM11 Objective 2 2 To have no further expansion of the Spit/Military Roads corridor and no further elimination of parking along the corridor.
Recurrent Programs and Projects Negotiate with Roads and Maritime Services to achieve a means by which internal access within Mosman is improved, particularly having regard to the dividing barrier created by the Spit/ Military Road public transport corridor, irrespective of Roads and Maritime Services’ desire to increase capacity along Spit/Military corridor
Negotiate with Roads and Maritime Services to reduce the impact of freight movements to the Northern Peninsula on Military/Spit corridor, to reduce the truck/bus conflicts resulting from the narrow lane widths Responsibility: Director Environment and Planning
Key Initiatives
12/13
13/14
14/15
15/16
2a Lobby for bus rapid transit in accordance with SHOROC’s ‘Shaping Our Future’. Responsibility: Director Environment and Planning
Objective 3 3 Ensure local bus and ferry services are improved so that they become the preferred mode of transport and there is less reliance on private vehicle trips.
Recurrent Programs and Projects Consult, lobby and liaise with public transport agencies to ensure Mosman retains and improves access to public transport Responsibility: Director Environment and Planning
Key Initiatives
12/13
13/14
14/15
15/16
3a Continue lobbying for proposed Harbour ferry services stopping at Balmoral and Clifton Gardens. Responsibility: Director Environment and Planning
Objective 4 4 Prepare a parking policy that outlines priorities in regard to achieving an appropriate balance between public safety, traffic flow and equitable access to available parking spaces.
PAGE 185
SUB-PROGRAM11.01
Policy and Administration and Customer Focus Coodinator: Director Environment & Planning
Recurrent Programs and Projects Undertake and review traffic information and trends by use of surveys, counts, reviews as required Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
4a Undertake investigations into the development of a Mosman Parking Policy. Responsibility: Manager Assets and Services
Objective 5 5 Provide appropriate regulatory and informative signage throughout Mosman.
Recurrent Programs and Projects Erect pedestrian signage in Council precincts in accordance with the Public Domain Improvement Program and Pedestrian Access & Mobility Plan review outcomes to identify further need. Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
11.01
01
Lead, Manage, Review, Report
80,000
27,398
52,602
11.01
03
Meetings-Management, Staff, Team
0
5,253
(5,253)
11.01
04
Consultation and Communication
0
45,121
(45,121)
11.01
05
Administration
145,000
77,199
67,801
11.01
08
Grants, External Funding, Income Opportunities
95,000
15,021
79,979
11.01
10
Transport Policy Development and Review
0
10,506
(10,506)
PAGE 186 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM11
A bus at Spit Junction
PAGE 187
SUB-PROGRAM11.02
Roads
Coodinator: Manager Assets and Services
Performance Measures % Residents satisfied – Providing and maintaining local roads % Residents satisfied – Providing and maintaining footpaths
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(1,086)
(1,074)
(1,040)
(996)
4 Year Objectives 1 Protect and maintain the value and safety of roads and footpath infrastructure. 2 Minimise road openings in Council’s roads infrastructure by coordinating works with public utilities. 3 Undertake actions as detailed in the Roads Asset Management Plan.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Protect and maintain the value and safety of roads and footpath infrastructure.
Recurrent Programs and Projects Prepare annual maintenance and capital improvement program for roads and footpaths Prepare cost effective designs for road rehabilitation in a timely manner to ensure forward works programs can be implemented Responsibility: Manager Assets and Services
Objective 2 2 Minimise road openings in Council’s roads infrastructure by coordinating works with public utilities.
Recurrent Programs and Projects Liaise with public authorities for procedures and rates regarding restorations of road openings Continue to liaise with public utilities to determine forward work programs Responsibility: Manager Assets and Services
PAGE 188 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM11 Objective 3 3 Undertake actions as detailed in the Roads Asset Management Plan.
Recurrent Programs and Projects Subject to available funding, act on priority recommendations of consultant’s risk assessment on retaining walls/rock faces in Mosman Continue to review funding levels for footpath and road rehabilitation as part of the Asset Management System for Roads
Annually update a 5 year forward works program for footpath and road rehabilitation work and undertake works prescribed in 5 year work program for that year Responsibility: Manager Assets and Services
Objective 4 4 Consider and facilitate footpath linkages.
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
11.02
01
Concrete
500,000
1,001,544
(501,544)
11.02
02
Ashphalt
800,000
1,038,039
(238,039)
11.02
03
Main Roads
47,500
205,511
(158,011)
11.02
04
Kerb and Gutter
0
99,603
(99,603)
11.02
05
Vehicle Crossings
24,000
3,191
20,809
11.02
06
Road Opening Reinstatements
250,000
156,797
93,203
11.02
07
Retaining Structures
0
192,811
(192,811)
11.02
09
Verges/Nature Strips
0
7,128
(7,128)
11.02
10
Carpark Maintenance
0
3,000
(3,000)
PAGE 189
SUB-PROGRAM11.03
Traffic Facilities
Coodinator: Manager Assets and Services
Performance Measures % Residents satisfied – Providing and maintaining local roads Annual budget – roads maintenance and renewal
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(592)
(609)
(627)
(645)
4 Year Objectives 1 Protect, maintain and improve the existing infrastructure. 2 Provide an improved and sustainable network of street lighting that meets community expectations.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Protect, maintain and improve the existing infrastructure.
Recurrent Programs and Projects Review condition survey and implement annual maintenance program of works for crash barriers, traffic signs and line marking on local roads Negotiate with the Roads and Maritime Services for an increase in the Block Grant to maintain traffic facilities on local roads Responsibility: Manager Assets and Services
Vintage street sign
PAGE 190 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM11 Key Initiatives
12/13
13/14
14/15
15/16
1a Subject to Roads and Maritime Services funding, complete remainder of refuge island audit. (40% pedestrian refuges remaining) Responsibility: Manager Assets and Services
1b Implement actions outlined in Pedestrian Access Mobility Plan subject to funding. Responsibility: Manager Assets and Services
Objective 2 2 Provide an improved and sustainable network of street lighting that meets community expectations.
Recurrent Programs and Projects Assess requests for street lighting improvements as required and implement where appropriate Monitor Ausgrid’s performance in regard to the implementation of the NSW Public Lighting Code by participating in the Street Lighting Improvement Program (SLIP) and associated initiatives aimed at reducing greenhouse gas emissions and introducing improved technology for street lighting Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Review street lighting as part of Military Road streetscape upgrade. Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
11.03
01
Street and Directional Signs
3,273
41,435
(38,162)
11.03
02
Devices and Controls
44,000
64,500
(20,500)
11.03
03
Crash barriers
0
6,000
(6,000)
11.03
04
Street Lighting
72,040
590,000
(517,960)
11.03
05
Fencing
0
8,890
(8,890)
PAGE 191
SUB-PROGRAM11.04
Traffic Management
Coodinator: Manager Assets and Services
Performance Measures
4 Year Budget
No. of (off-street) public carparking spaces No. of traffic accidents reported on local roads per annum % Residents satisfied – Traffic management % Residents satisfied – Provision of car parking % Residents satisfied - Enforcement of parking restrictions
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
3,874
3,903
4,148
4,263
4 Year Objectives 1 Maintain a plan of traffic management priorities. 2 Develop car parking facilities which are safe, friendly and accessible. 3 Efficient and effective parking and traffic enforcement. 4 Encourage improved traffic safety.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Maintain a plan of traffic management priorities.
Key Initiatives 1a Review the Resident Parking Policy for the whole of Mosman. Responsibility: Manager Assets and Services
1b Review of Balmoral Resident Parking Scheme. Responsibility: Manager Assets and Services
Objective 2 2 Develop car parking facilities which are safe, friendly and accessible.
Recurrent Programs and Projects Continue to investigate opportunities to provide designated on-street parking areas for motor scooters/motorbikes where possible and appropriate throughout Mosman Responsibility: Manager Assets and Services
PAGE 192 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM11 Key Initiatives
12/13
13/14
14/15
15/16
2a Lobby for bus rapid transit in accordance with SHOROC’s ‘Shaping Our Future’. Responsibility: Director Environment and Planning
Objective 3 3 Prepare a register of traffic facilities and devices integrated into Council’s Asset Management System.
Recurrent Programs and Projects Monitor effectiveness of parking regulation and enforcement Facilitate parking including regulating accessible parking spaces Investigate feasibility of options for additional public parking in Business Centres in conjunction with upgrades to Mosman Junction and Spit Junction Masterplan
Investigate traffic management options for improvements around the Mosman Junction area Responsibility: Manager Assets and Services
Car park, The Crescent, Mosman
PAGE 193
SUB-PROGRAM11.04
Traffic Management
Coodinator: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
12/13
13/14
14/15
15/16
3a Install parking management devices in Council car parks. Responsibility: Manager Assets and Services
Objective 4 4 Encourage improved traffic safety.
Key Initiatives 4a Prepare and implement annual Road Safety Action Plan and review the outcomes. Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
11.04
02
Street Carparking - Parking Management
3,503,000
473,813
3,029,187
11.04
03
Council Carparks - Parking Management
1,297,000
415,183
881,817
11.04
05
Military Road/Spit Road
0
10,506
(10,506)
11.04
07
Resident Parking Schemes
0
15,758
(15,758)
11.04
09
Traffic Management Plans
0
9,927
(9,927)
11.04
10
Special Events
0
1,215
(1,215)
PAGE 194 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM11
Military Road at Spit Junction
PAGE 195
SUB-PROGRAM11.05
Road Safety and Pedestrians Coodinator: Manager Assets and Services
Performance Measures % Residents satisfied – Providing and maintaining footpaths Annual budget – Footpath maintenance and renewal % of projects completed – Road Safety Action Plan (as the number of programs can vary each year)
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(738)
(761)
(786)
(812)
4 Year Objectives 1 Improved accessibility and safety of pedestrian facilities for the convenience and lifestyle of residents. 2 High levels of awareness of road safety and other pedestrian safety issues, particularly among young people and the elderly.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Improved accessibility and safety of pedestrian facilities for the convenience and lifestyle of residents.
Recurrent Programs and Projects Investigate Public Domain Improvements which give priority to pedestrians where applicable Control footpath occupations in accordance with Council’s policy
Investigate further improvements to pedestrian safety at the Spit Junction intersection and increased pedestrian times at the Ourimbah Road crossing Participate in the Active Transport Working Group Responsibility: Manager Assets and Services Manager Governance
Key Initiatives
12/13
13/14
14/15
15/16
1a Review all parking restrictions in vicinity of pedestrian crossing facilities in Mosman through a pedestrian crossing audit (subject to funding). Responsibility: Manager Assets and Services
Objective 2 2 High levels of awareness of road safety and other pedestrian safety issues, particularly among young people and the elderly.
PAGE 196 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM11 Recurrent Programs and Projects Seek funding for road safety campaigns included in the Road Safety Action Plan Implement recommendations of Council’s Road Safety Strategic Plan and Action Plan
Annually prepare a traffic report on the accident history for all roads Implement recommended actions from safety around schools audits subject to funding Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Implement progressively recommendations of the Pedestrian Access and Mobility Plan (PAMP) subject to funding. Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
11.05
01
Footpaths
500,000
1,085,658
(585,658)
11.05
02
Pedestrian Crossings
0
9,698
(9,698)
11.05
03
Kerb Ramps
0
19,704
(19,704)
11.05
04
Paved Areas
0
20,322
(20,322)
11.05
05
Street Furniture
10,200
5,027
5,173
11.05
06
Steps and Stairways
0
31,704
(31,704)
11.05
08
Street/Footpath Obstruction Patrols
34,000
34,753
(753)
11.05
09
Road Safety Strategy and Action Plan
50,500
121,138
(70,638)
11.05
10
Walking Routes
0
4,308
(4,308)
Retail shopping, Military Road, Mosman
PAGE 197
SUB-PROGRAM11.06
Bicycles
Coodinator: Manager Assets and Services
Performance Measures % Residents satisfied – Providing and maintaining bike paths Km of bicycle paths in Mosman
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(107)
(59)
(61)
(63)
4 Year Objectives 1 Provide a bicycle network which meets the community needs and the expectations of the residents of Mosman and is an effective part of the regional bicycle network with access to other parts of Sydney.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Provide a bicycle network which meets the community needs and the expectations of the residents of Mosman and is an effective part of the regional bicycle network with access to other parts of Sydney.
Recurrent Programs and Projects Review progress of Mosman Bicycle Strategy with a view to preparing a new Bike Plan 2012-2017 Participate in the Active Transport Working Group
Assess development including Council projects from opportunities to facilitate cycling as a mode of transport Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
1a Call tenders for Mosman Bike Plan. Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
11.06
01
Bicycle Strategy
0
75,196
(75,196)
11.06
02
Bicycle Signage
0
11,060
(11,060)
11.06
03
Bicycle Network
0
20,755
(20,755)
PAGE 198 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM11
Sustainable transport, Chowder Bay
PAGE 199
SUB-PROGRAM11.07
Public Transport
Coodinator: Manager Assets and Services
Performance Measures No. of passengers using the Mosman Rider bus service per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(326)
(317)
(326)
(337)
4 Year Objectives 1 Have safe, accessible and effective bus stops and ferry wharfs. 2 Have environmentally and economically sustainable public transport that meets the needs of the community, including the level and frequency of services. 3 Initiate actions directed at making public transport a preferred mode of transport. 4 Have Wynyard Bus Interchange capacity issues identified as a significant barrier to effective public transport to the Northern Beaches. 5 No further expansion of the capacity of the Spit/Military Road corridor but relocation of that capacity to give buses priority when needed.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Have safe, accessible and effective bus stops and ferry wharfs.
Recurrent Programs and Projects Continue to lobby State Transit Authority to maintain and link local bus and ferry services and provide more frequent and reliable services Responsibility: Director Environment and Planning
Objective 2 2 Have environmentally and economically sustainable public transport that meets the needs of the community, including the level and frequency of services.
Recurrent Programs and Projects Investigate options for the use of ferries at suitable locations in Mosman Responsibility: Manager Assets and Services
PAGE 200 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Mosman Rider Responsibility: Manager Community Services
PROGRAM11 Key Initiatives
12/13
13/14
14/15
15/16
2a Continue to lobby State Government for public transport options that reduce the reliance on private motor vehicle usage in line with SHOROC’s ‘Shaping Our Future’. Responsibility: Director Environment and Planning
2b Seek funding to undertake a review of local bus services with a view to providing a satellite system where smaller more flexible, accessible and regular services run from nodes on mainline routes to areas where demand or topographical issues discourage use of large buses. Responsibility: Director Environment and Planning
Objective 3 3 Initiate actions directed at making public transport a preferred mode of transport.
Recurrent Programs and Projects Negotiate and advocate with the State Government and private contractors to improve public facilities, transit ways and timetables and improve access to buses, taxis and other public transport including options for mini buses Responsibility: Director Environment and Planning
Contracted operation of the Mosman Rider bus service Responsibility: Manager Community Services
Objective 4 4 Have Wynyard Bus Interchange capacity issues identified as a significant barrier to effective public transport to the Northern Beaches.
Recurrent Programs and Projects Lobby for alternative solutions including SHOROC’s bus rapid transit proposal Responsibility: Manager Assets and Services
Objective 5 5 No further expansion of the capacity of the Spit/Military Road corridor but relocation of that capacity to give buses priority when needed.
PAGE 201
SUB-PROGRAM11.07
Public Transport
Coodinator: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
5a Make representations to government on behalf of Mosman and in conjunction with SHOROC Councils to support investigation of bus rapid transit on the Spit/Military Road corridor. Responsibility: Director Environment and Planning
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
11.07
01
Bus Shelters
0
6,000
(6,000)
11.07
03
Promotion and Innovation
0
5,253
(5,253)
11.07
04
Bus Services
0
5,253
(5,253)
11.07
05
Mosman Rider
0
279,488
(279,488)
11.07
07
Community Bus
0
29,750
(29,750)
Sydney Ferry, Athol Bay, Mosman
PAGE 202 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM11
Mosman Bay Ferry Wharf
PAGE 203
Social Programs
Community Development & Services Library & Information Cultural Development & Services
Related Strategies & Plans Mosman Social Planning Overview 2010 Mosman Community Engagement Strategy 2009 Regional Home & Community Care Plan SHOREPLAN - Shorelink Strategic Plan 2011-2015 SHOROC ‘Shaping our Future’ Northern Sydney Aboriginal Social Plan 2007-2011
Key Partners
Federal government –various agencies & authorities including Department of Health & Ageing and Department of Education, Employment & Workplace Relations State government – various agencies & authorities including Department of Community Services; Department of Health; Department of Ageing, Disability & Home Care; Arts NSW, NPWS & Police SHOROC Sydney Harbour Federation Trust Mosman Public Art Trust Shorelink Library Network Non-government and community organisations
PAGE 204 | DRAFT MOSPLAN 2011-2021
Community Sustainability Indicators Community connectedness Community pride Age diversity Childcare facilities Physical activity Life expectancy Community safety
5 PAGE 205
PROGRAM8
Community Development & Services Convenor: Director Community Development
Community Development and Services works with the community and partner agencies to plan, facilitate and deliver a range of services and programs that meet community needs and promote social inclusion, community connectedness and health and well-being.
10 Year Objectives
Program 8 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: To have Council lead and positively shape community well-being, respond strategically to the social impact of change, and advocate for social justice on behalf of the community with external organisations and agencies and Commonwealth and State Governments. To have a well informed and engaged community that has access to a wide range of community services and programs. To have Council and other service providers deliver high quality, integrated community services and programs that are accessible and inclusive, strengthen social capital and contribute to the health and wellbeing of the community. To have well designed and accessible community facilities which are recognised as community hubs which support the effective delivery of community services and programs and promote healthy lifestyle. To have highly-valued and supported volunteers with a range of skills engaged in work which makes a positive contribution to the community. To have a cohesive, harmonious, and caring community, where residents are supported throughout their life cycle and that is inclusive of people with a disability, people from culturally, spiritually and linguistically diverse backgrounds, and people of Aboriginal and Torres Strait Islander descent.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 8: Delivery of vacation care programs for 718 school children (2011) 582 children immunized (2011) 16,898 meals delivered through Meals on Wheels (2011) 8,000 passenger trips provided by Community Transport (2011) 19 projects totalling $25,000 funded through Council’s Community Grants Program with subsidies provided for a further 6 organisations Shorefest wins ‘Best Event’ at the 2011 ISAAC awards Delivery of 24/7 Film Festival with regional partners Children’s Fair attracting 600 children Completion of the Mosman Men’s Shed Mosman Health Needs Analysis Survey on Children’s Services and Facilities Sustainability forum for children’s services Contribution to Northern Sydney Aboriginal Social Plan Evaluation Coordination and management of 500 community volunteers Relocation of Mosman Before & After School Care Service Completion of the intergenerational Mosaic Project
PAGE 206 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 8 over the next 4 years include: Community Engagement Strategy review Expansion of regional youth events and parent education seminar series Policy review – Community Grants and Donations Implementation of National Quality Framework for Children’s Services and accreditation of children’s, youth, aged and disability services Review delivery of Family Day Care Service Support & assistance to Mosman Mens Shed Inc. Development of new frameworks to drive community service delivery Contracted provision of local transport service – Mosman Rider Successful transition to new aged services funding regime
PROGRAM8 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 8. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 8.01 8.02 8.03
Policy and Administration and Customer Focus Coordinator: Manager Community Services Community Connection and Volunteering Coordinator: Aged & Disability Development Officer Children and Families Coordinator: Children’s Services Development Officer Youth
8.04
Coordinator: Youth Development Officer
8.05 8.06
Older People Coordinator: Aged & Disability Development Officer People with a Disability
8.07 8.08 8.09 8.10
Coordinator: Aged & Disability Development Officer Primary and Community Health Coordinator: Manager Community Services Healthy Lifestyle and Fitness Coordinator: Manager Community Services Aboriginal Culture, Heritage and Reconciliation Coordinator: Manager Community Services Culturally and Linguistically Diverse People (CALD) Coordinator: Manager Community Services
Key Performance Indicators
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(1,130)
(1,162)
(1,186)
(1,262)
% Residents satisfied with: àà Services and facilities for children and families àà Services and facilities for older people àà Overall range and quality of community facilities and activities àà Services and facilities for people with a disability àà Access to Council information and Council support àà Services for young people àà Services and facilities for people from culturally and linguistically diverse backgrounds
Program Expenditure by Funding Source 2012-13 $2,772,968
Rates Other
41%
59%
Expenditure by Sub-Program 2012-13 $2,722,968
1%1% 18% 5%
9%
31%
11%
27%18% 6%
8.01 18% 8.02 9% 8.03 31% 8.04 11% 8.05 27%
8.06 1% 8.07 1% 8.08 – 8.09 1% 8.10 1%
1% 1% PAGE 207
SUB-PROGRAM8.01
Policy and Administration and Customer Focus Coordinator: Manager Community Services
Performance Measures % Residents satisfied – Overall range and quality of community facilities and activities % Residents satisfied – Access to Council information and support % Residents satisfied – Council engaging (consulting) with the community
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(499)
(508)
(507)
(550)
4 Year Objectives 1 Undertake integrated social and community planning based on research and social policy principles that establishes clear priorities and strategies in line with Council’s objectives. 2 Facilitate consultative engagement processes that maximise community input into service and program development and reflect the diverse needs of stakeholders. 3 Support collaborative networks and partnerships with key community agencies for the purpose of joint service planning, coordinating service delivery and enhancing service access. 4 Accommodate Council community services appropriately taking account of specific program requirements and the outcomes of the feasibility study for the Civic Centre. 5 Undertake strategies to ensure the community is well informed of the range of services and programs available as they move through their life cycle.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Undertake integrated social and community planning based on research and social policy principles that establishes clear priorities and strategies in line with Council’s objectives.
Recurrent Programs and Projects Demographic research Social planning Facilitation of new or improved community services and programs for Mosman residents by government and nongovernment agencies Responsibility: Social Planner
PAGE 208 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Participation in regional planning and development Participation in State and Commonwealth government planning processes for community services Responsibility: Manager Community Services
PROGRAM8
PAGE 209
SUB-PROGRAM8.01
Policy and Administration and Customer Focus Coordinator: Manager Community Services
Key Initiatives
12/13
13/14
14/15
15/16
1a Undertake a preliminary review of data from the 2011 ABS census as it pertains to Mosman and the wider region. Responsibility: Social Planner
1b Prepare ‘Social Directions – Mosman’, a social research and directions paper that will support development of MOSPLAN 2013-2023. Responsibility: Social Planner
1c Contribute to the development and implementation of SHOROC Regional Sustainability and Liveability Strategies. Responsibility: Manager Community Services
Objective 2 2 Facilitate consultative engagement processes that maximise community input into service and program development and reflect the diverse needs of stakeholders.
Recurrent Programs and Projects Service, target-group and issues-based consultations Responsibility: Manager Community Services Social Planner
Coordinate Access Consultative Group Coordinate Safety Consultative Group Responsibility: Manager Community Services Coordinate School Principal Liaison Group Responsibility: Manager Library Services
Key Initiatives
12/13
13/14
14/15
2a Review the Safety, Access & Art Gallery Consultative Groups Responsibility: Manager Community Services Manager Cultural Services
2b Undertake a series of consultations to ascertain community needs and to help inform ‘Social Directions – Mosman’, MOSPLAN 2013-2023 and the delivery of community services generally Responsibility: Social Planner
Objective 3 3 Support collaborative networks and partnerships with key community agencies for the purpose of joint service planning, coordinating service delivery and enhancing service access.
PAGE 210 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM8 Recurrent Programs and Projects Participation in community interagencies, networks and project groups at sub-regional and regional level – including: àà Mosman Children’s and Family Services Forum àà Lower North Shore Child & Family Interagency àà Northern Sydney Families NSW Project Management Group àà Lower North Shore Domestic Violence Network àà Lower North Shore Multicultural Network Responsibility: Social Planner
Annual Community Grants Program Contribution to collaborative SHOROC planning and projects Responsibility: Manager Community Services
Key Initiatives
12/13
13/14
14/15
15/16
3a Identify and implement the optimal service delivery model for Family Day Care in Mosman. Responsibility: Manager Community Services Childrens Services Development Officer
3b Review Council’s Community Grants and Donations Policy. Responsibility: Manager Community Services Social Planner
Objective 4 4 Accommodate Council community services appropriately taking account of specific program requirements and the outcomes of the feasibility study for the Civic Centre.
Recurrent Programs and Projects Participation in ongoing planning and feasibility studies for the civic centre site Responsibility: Manager Community Services
Key Initiatives
12/13
13/14
14/15
15/16
4a Undertake an audit of current Council community services accommodation taking into account specific program requirements and future directions. Responsibility: Manager Community Services
4b Follow up Commonwealth and State Government capital funding to upgrade Council community services accommodation as necessary. Responsibility: Manager Community Services
PAGE 211
SUB-PROGRAM8.01
Policy and Administration and Customer Focus Coordinator: Manager Community Services
Objective 5 5 Undertake strategies to ensure the community is well informed of the range of services and programs available as they move through their life cycle.
Recurrent Programs and Projects Targeted promotion strategies for children, families, young people and the aged Production of community services newsletters, brochures, and website information/promotions Community services events, expos, information sessions Responsibility: Manager Community Services
Key Initiatives
12/13
13/14
14/15
5a Review and improve Council’s current approach to providing community services information, particularly in the on-line environment. Responsibility: Manager Community Services Social Planner
5b Produce a digital display of Council’s core community services that can run on a regular basis on digital screens in customer contact areas and/or during other events and information sessions. Responsibility: Manager Community Services Manager Library Resources
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
08.01
01
Lead, Manage, Review, Report
0
67,307
(67,307)
08.01
02
Social Planning
0
92,873
(92,873)
08.01
03
Meetings-Management, Staff, Team
0
72,051
(72,051)
08.01
04
Consultation and Communication
0
62,352
(62,352)
08.01
05
Administration
0
204,051
(204,051)
PAGE 212 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM8
Storytime at the Library
PAGE 213
SUB-PROGRAM8.02
Community Connection and Volunteering Coordinator: Aged & Disability Development Officer
Performance Measures No. volunteers managed/coordinated by Council No. volunteer training programs conducted per annum No. New Residents Morning Teas held per annum Annual Volunteer feedback
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(164)
(169)
(175)
(182)
4 Year Objectives 1 Sustain a well supported volunteer base, where participants are valued and their skills developed and where each finds the experience enriching and rewarding. 2 Undertake strategies to ensure the community is well informed about opportunities to participate actively in civic affairs and community activities. 3 Implement strategies to facilitate community and inter-generational connections and positive neighbourly relations.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Sustain a well supported volunteer base, where participants are valued and their skills developed and where each finds the experience enriching and rewarding.
Recurrent Programs and Projects Volunteer recruitment, orientation and support Volunteer recognition program Maintenance of volunteer database Ongoing Risk Assessments for volunteer program Ongoing volunteer training programs Responsibility: Community Volunteers Coordinator
Volunteer’s Lounge Responsibility: Aged & Disability Development Officer
Objective 2 2 Undertake strategies to ensure the community is well informed about opportunities to participate actively in civic affairs and community activities.
Recurrent Programs and Projects Volunteer information packages Promotion of volunteering at Open Days, Mosman Markets, local media Responsibility: Community Volunteers Coordinator
PAGE 214 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM8 Objective 3 3 Implement strategies to facilitate community and inter-generational connections and positive neighbourly relations.
Recurrent Programs and Projects New Resident’s Morning Teas Responsibility: Community Projects Officer, Events Community Restaurant Tuesdays and Fridays – socially isolated residents picked up and returned home on the Community Bus Lower North Shore Social Isolation Working Party Mosman Square Seniors’ Centre and Lounge Responsibility: Aged & Disability Development Officer
Connections Playgroup Responsibility: Children’s Services Development Officer Community Visitor’s Scheme Responsibility: Community Volunteers Coordinator Ongoing consideration of intergenerational recreation and socialisation opportunities across age groups and service models Responsibility: Community Volunteers Coordinator
Key Initiatives
12/13
13/14
14/15
15/16
3a Review further opportunities to facilitate community connections, neighbourliness and prevention of social isolation. Responsibility: Community Volunteers Coordinator
3b Monitor the status/progress of the community gardens. Responsibility: Manager Assets and Services
3c Develop innovative project proposals and apply for State and Commonwealth funding to facilitate intergenerational connections. Responsibility: Community Volunteers Coordinator
3d Prepare “Plain English” web and other resources to facilitate neighbourhood events and promote proactive care, support and consideration of neighbours. Responsibility: Community Volunteers Coordinator
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
08.02
02
Volunteers
0
102,161
(102,161)
08.02
03
Community Groups
0
29,685
(29,685)
08.02
04
Community Connection
0
11,516
(11,516)
08.02
08
Community Visitors Scheme
86,767
55,136
31,631
08.02
10
Carers Support
0
51,991
(51,991)
PAGE 215
SUB-PROGRAM8.03
Children and Families
Coordinator: Children’s Services Development Officer
Performance Measures % Residents satisfied – Services and facilities for children and families Utilisation rates – Vacation Care, Mosman Occasional Child Care (MOCC), Family Day Care and Before and After School Care Percentage of services rated under the national Quality Standards No. playgroups and other children’s programs delivered per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
2
(1)
(3)
(7)
4 Year Objectives 1 Provide integrated family and children’s services that are high quality, accessible, equitable and needs-based and that closely link to Council facilitated child care centres. 2 Encourage the provision of affordable, high quality child care services to provide choice and meet the overall demand for places for children of all ages and for children with additional needs. 3 Facilitate the provision of programs that support parenting and enhance family well-being.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Provide integrated family and children’s services that are high quality, accessible, equitable and needs-based and that closely link to Council facilitated child care centres.
Recurrent Programs and Projects Operate child care services including Family Day Care (FDC), Occasional Child Care (MOCC), Before and After School Care and Vacation Care (OOSH) Achieve and maintain National Quality Standards for all Children’s Services Compliance with DECS licensing and regular spot checks for services Facilitate and promote ongoing partnerships with Mosman children’s services providers to meet service gaps, share resources and increase accessibility to services Responsibility: Children’s Services Development Officer
Coordinate the Biannual Children’s Services Forums Responsibility: Children’s Services Development Officer Social Planner
Key Initiatives 1a Develop a common policy framework that applies to all children’s services. Responsibility: Children’s Services Development Officer
1b Investigate opportunities for a Transition to School project in partnership with Department of Education, local children’s service providers and primary schools. Responsibility: Children’s Services Development Officer
PAGE 216 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM8 1c Implementation of National Quality Framework (NQF) changes: At least 50% of staff are to have (or be actively engaged in working towards) a Diploma level qualification or above. Other staff are to have a Certificate III Implementation of a ‘play-based’ learning program; planned and delivered by a qualified early childhood teacher and running for a minimum of 10 hours a week (15 hours a week from 1 January 2013) for 40 weeks per year Implement improvements to staff:child ratios. The ratio for 2-3 year olds maintained at 1:5 by 2016 Implementation of the National Standard Implementation of the Early Years Learning Framework (EYLF) for MOCC and FDC Implementation of the School Aged Care Framework for OOSH programs Responsibility: Children’s Services Development Officer
1c Review the delivery of Mosman Occasional Care Responsibility: Children’s Services Development Officer
1d Review the Mosman Children’s Services Network Group Responsibility: Children’s Services Development Officer
Children’s Fair 2011
PAGE 217
SUB-PROGRAM8.03
Children and Families
Coordinator: Children’s Services Development Officer
Objective 2 2 Encourage the provision of affordable, high quality child care services to provide choice and meet the overall demand for places for children of all ages and for children with additional needs.
Recurrent Programs and Projects Facilitation of 10 affordable child care places at Jack & Jill Kindergarten and Pippies at Balmoral Provide, support and/or facilitate a range of child care services Support additional needs children in all services Responsibility: Children’s Services Development Officer
Key Initiatives
12/13
13/14
14/15
2a Review the delivery of Out of School Hours Care services (OOSH) Responsibility: Children’s Services Development Officer
2b Review the delivery of Family Day Care. Responsibility: Children’s Services Development Officer
2c Review Council’s approach to the provision/facilitation of affordable child care places in terms of criteria and cost efficiencies. Responsibility: Children’s Services Development Officer
2b Review leasing arrangements for Council-owned child care facilities Responsibility: Children’s Services Development Officer
Objective 3 3 Facilitate the provision of programs that support parenting and enhance family well-being.
Recurrent Programs and Projects Monthly Immunisation Clinic Quarterly Parent Educational Workshops Leisure and Learning programs Weekly Connections Playgroup for new residents and parents
PAGE 218 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Information and referral service for children and families Annual Children’s Fair Responsibility: Children’s Services Development Officer
15/16
PROGRAM8 Delivery Program and Operational Plan 2012-2016 Key Initiatives
12/13
13/14
14/15
15/16
3a Implement and monitor E-Payment options for Children’s Services. Responsibility: Children’s Services Development Officer
3b Review Leisure and Learning programs in terms of cost efficiencies and programs offered. Responsibility: Children’s Services Development Officer
3c Review delivery options for Council’s immunisation clinic Responsibility: Children’s Services Development Officer
3d Review provision of parent education workshops Responsibility: Children’s Services Development Officer
3e Review the provision of the Connections Playgroup Responsibility: Children’s Services Development Officer
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
08.03
01
Children - Plan, Manage, Liaise
0
66,627
(66,627)
08.03
03
Children's Programs
0
20,545
(20,545)
08.03
04
Out of School Hours Care
338,000
241,143
96,857
08.03
05
Family Day Care
80,500
103,603
(23,103)
08.03
07
Occasional Child Care
338,000
296,793
41,207
08.03
08
Building
0
3,000
(3,000)
08.03
10
Vacation Care
103,100
123,903
(20,803)
08.03
11
Alexander Avenue Child Care Centre
0
900
(900)
08.03
12
Balmoral Child Care Centre
0
1,400
(1,400)
PAGE 219
SUB-PROGRAM8.04
Youth Services
Coordinator: Youth Development Officer
Performance Measures % Residents satisfied – Services for young people Average no. of attendees per week – Youth Development Centre No. young people attending Council youth programs per annum No. young people attending Zone Ten-14 vacation care program No. attending Saturday Youth Group program, aged 11-17 years
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(265)
(273)
(282)
(292)
4 Year Objectives 1 Coordinate self-development, leisure and support services for young people and their families who have a connection with Mosman through community and school-based programs and Mosman Youth Development Centre. 2 Enhance the provision of cultural and recreational programs that provide opportunities for an expression of youth culture and that are linked to, and increase participation in, the Library and Art Gallery. 3 Support the provision of specialist youth health, information and welfare services in the local area that are readily accessible and inclusive. 4 Promote opportunities for young people to be engaged with the community as a whole.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Coordinate self-development, leisure and support services for young people and their families who have a connection with Mosman through community and school-based programs and Mosman Youth Development Centre.
Recurrent Programs and Projects Youth Development Centre Zone Ten-14 Vacation Care program Girls Only Youth Health Forums 24/7 Youth Film Festival Shorefest Youth Week event
Saturday Youth Group Youth Consultation Forum Parent education seminars Interagency programs and events Schools based programs Responsibility: Youth Development Officer
Key Initiatives 1a Develop a comprehensive service framework to guide current and future planning and provision of services for young people and their families Responsibility: Youth Development Officer
1b Undertake a comprehensive Youth Service review utilising proposed framework Responsibility: Youth Development Officer
PAGE 220 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM8 Key Initiatives
12/13
13/14
14/15
15/16
1c Develop, implement, monitor and review appropriate programs for young people with disabilities Responsibility: Youth Development Officer
Objective 2 2 Enhance the provision of cultural and recreational programs that provide opportunities for an expression of youth culture and that are linked to, and increase participation in, the Library and Art Gallery.
Recurrent Programs and Projects 24/7 Youth Film Festival Shorefest Youth Week event Mosman Youth Art Prize
Youth Consultation Forum Mosman Youth Centre Music Room Responsibility: Youth Development Officer
Key Initiatives
12/13
13/14
14/15
15/16
2a Expand the Shorefest photographic competition incorporating library and gallery clients into our regional youth week activities Responsibility: Youth Development Officer
2b Develop and deliver programs and events supporting the Youth Centre music room Responsibility: Youth Development Officer
Objective 3 3 Support the provision of specialist youth health, information and welfare services in the local area that are readily accessible and inclusive.
Recurrent Programs and Projects High School Youth Health Forums Lower North Shore Youth Interagency Support and distribution of the Lower North Shore Youth Guide Representation on the Lower North Shore Interagency Executive Committee Girls Only Self Esteem Workshops
Girls Only Body Image Forums Parent education seminars Youth Consultation Forum Responsibility: Youth Development Officer
Key Initiatives
12/13
13/14
14/15
15/16
3a Promote awareness of youth mental health issues using the ‘Beat the Blues’ concept. Responsibility: Youth Development Officer Community Projects Officer, Events
PAGE 221
SUB-PROGRAM8.04
Youth Services
Coordinator: Youth Development Officer
Key Initiatives
12/13
13/14
14/15
15/16
14/15
15/16
3b Explore opportunities to facilitate youth health and cyber safety forums at a range of local schools. Responsibility: Youth Development Officer
3c Support and promote the recently announced Headspace unit in Northern Sydney. Responsibility: Youth Development Officer
3d Support schools with initiatives addressing the needs of young people in understanding adolescent sexuality Responsibility: Youth Development Officer
Objective 4 4 Promote opportunities for young people to be engaged with the community as a whole.
Recurrent Programs and Projects 24/7 Youth Film Festival Reelability Shorefest, National Youth Week Event International Day of Disability Mosman Youth Art Prize Collaborative Interagency projects
Collaborative Interagency projects Youth Consultation Forum Mosman Superstar Responsibility: Youth Development Officer Mosman Rider Responsibility: Manager Community Services
Key Initiatives
12/13
13/14
4a Investigate opportunities to increase youth led community engagement Responsibility: Youth Development Officer
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
08.04
01
Youth - Plan, Manage, Liaise
0
58,730
(58,730)
08.04
02
Youth -Information, Referral
0
17,668
(17,668)
08.04
03
Youth Vacation Care
45,230
93,909
(48,679)
08.04
04
Youth Consultation
0
400
(400)
08.04
05
Youth Centre
5,000
83,182
(78,182)
08.04
06
Youth Education
0
4,000
(4,000)
08.04
07
Youth Recreation and Culture
0
57,262
(57,262)
PAGE 222 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM8
Shorefest 2011
PAGE 223
SUB-PROGRAM8.05
Older People
Coordinator: Aged and Disability Development Officer
Performance Measures % Residents satisfied – Services and facilities for older people No. of participants in healthy ageing programs per annum No. of Meals on Wheels deliveries per annum No. of attendees at the Community Restaurant per annum No. of residents accessing Community Transport per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(101)
(105)
(110)
(116)
4 Year Objectives 1 Provide integrated, responsive and high quality services for older people including those that are frail, people with a disability and their carers that link in with other government and community-based services. 2 Respond to population ageing through positive strategies that maximise older people’s independence and choices in living and being actively engaged in the community. 3 Facilitate a comprehensive range of programs that promote healthy ageing, are accessible and inclusive, meet the needs of residents and are integrated with the Library and Art Gallery. 4 Support collaborative approaches to enhance service delivery between Council and other government and community based agencies.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Provide integrated, responsive and high quality services for older people including those that are frail, people with a disability and their carers that link in with other government and community-based services.
Recurrent Programs and Projects Participation in Ageing, Disability & Home Care related Forums, Network Meetings, Working Parties and Consultations Mosman Square Seniors’ Centre Community Restaurant Meals on Wheels Community Transport Social Support Program
PAGE 224 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Community Information, Referral and Support program Saturday Respite Program Saturday Bus Trips Responsibility: Aged and Disability Development Officer Mosman Carers Group Responsibility: Community Volunteers’ Coordinator
PROGRAM8 Key Initiatives
12/13
13/14
14/15
15/16
1a Review further opportunities to address social isolation in the community. Responsibility: Aged & Disability Development Officer
1b Implement revised Home and Community Care Common Standards. Responsibility: Aged & Disability Development Officer
1c Participate in Council of Australian Governments (COAG) consultations regarding proposed amendments to Home & Community Care funding. Responsibility: Aged & Disability Development Officer
1d Undertake and implement the outcomes of a review of aged and disability services including the Seniors Centre administered by Council. Responsibility: Manager Community Services
Objective 2 2 Respond to population ageing through positive strategies that maximise older people’s independence and choices in living and being actively engaged in the community.
Recurrent Programs and Projects Participation in Lower North Shore and regional working parties on social isolation Responsibility: Aged & Disability Development Officer Mosman Rider Bus Responsibility: Manager Community Services Home Library Service Responsibility: Manager Library Services
Meals on Wheels Community Restaurant Community Transport Mosman Square Seniors’ Centre Saturday Respite Program Wednesday and Saturday Bus Trips Social Support Program Responsibility: Aged & Disability Development Officer
Objective 3 3 Facilitate a comprehensive range of programs that promote healthy ageing, are accessible and inclusive, meet the needs of residents and are integrated with the Library and Art Gallery.
Recurrent Programs and Projects Senior Art Lovers Morning Teas Responsibility: Manager Cultural Services Mosman Men’s Shed Responsibility: Manager CommunityServices
Healthy ageing programs at the Mosman Square Seniors Centre eg. Tai Chi, Healthy Lifestyle Exercise Classes, Table Tennis, Dancing, U3A, Art Classes, Computer Pals Stepping On program and Upright & Active program (Healthy Lifestyle) Responsibility: Aged and Disability Development Officer
PAGE 225
SUB-PROGRAM8.05
Older People
Coordinator: Aged & Disability Development Officer
Key Initiatives
12/13
13/14
14/15
15/16
3a Monitor the Mosman Men’s Shed program under the management of a community based committee. Responsibility: Manager Community Services
3b Investigate options for the effective provision of a weekend day respite program for frail older people and their carers. Responsibility: Aged and Disability Development Officer
Objective 4 4 Support collaborative approaches to enhance service delivery between Council and other government and community based agencies.
Recurrent Programs and Projects Attendance at Social Isolation Working Party Annual Service Providers Get Together Collaboration with sub-regional and regional service providers e.g. Client Liaison Agency Meeting (CLAM) Participation in aged services forums, network meetings, consultations etc. Responsibility: Aged and Disability Development Officer
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
08.05
01
Older People - Plan, Manage, Liaise
52,174
33,057
19,117
08.05
02
Older People-Information, Referral
40,322
61,776
(21,454)
08.05
03
Older People's Programs
6,720
98,827
(92,107)
08.05
04
Senior Citizens' Centre and Bookings
500
33,702
(33,202)
08.05
05
Food Services
307,831
254,851
52,980
08.05
06
Social Support
51,158
48,886
2,272
08.05
07
Community Transport
176,181
187,588
(11,407)
08.05
09
Building
0
17,230
(17,230)
PAGE 226 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM8
Seniors enjoying a game
PAGE 227
SUB-PROGRAM8.06
People with a Disability
Coordinator: Manager Community Services
Performance Measures % Residents satisfied – Services and facilities for people with a disability No. of carers assisted through Council programs per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(36)
(37)
(38)
(40)
4 Year Objectives 1 Promote availability of and access to community services and facilities to people of all ages with a disability or a mental health issue. 2 Facilitate inclusion of children, young people and adults with a disability into Council and other community services and programs. 3 Support families and carers of people with a disability or mental health issue.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Promote availability of and access to community services and facilities to people of all ages with a disability or a mental health issue.
Recurrent Programs and Projects International Day of People with a Disability ACCESS consultative group Mental Health promotional activities Responsibility: Manager Community Services
Regular updating of accessible public amenities, maps and the MLAK system Responsibility: Director Environment & Planning
Objective 2 2 Facilitate inclusion of children, young people and adults with a disability into Council and other community services and programs.
Recurrent Programs and Projects Saturday Youth Group Responsibility: Youth Development Officer
Key Initiatives 2a Explore opportunities and funding for mature age activities for people with a disability. Responsibility: Aged and Disability Development Officer
PAGE 228 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM8 Objective 3 3 Support families and carers of people with a disability or mental health issue.
Recurrent Programs and Projects Supporting children and adults with a disability and their carers Responsibility: Aged and Disability Services Development Officer Youth Development Officer Children’s Services Development Officer
Saturday Youth Group Responsibility: Youth Development Officer
Mosman ACCESS Consultative Group Responsibility: Manager Community Services
2012-16 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
08.06
01
Disabilities-Plan, Manage, Liaise
0
29,157
(29,157)
08.06
06
Saturday Youth Programs
0
6,783
(6,783)
Disability Day 2010
PAGE 229
SUB-PROGRAM8.07
Primary and Community Health Coordinator: Manager Community Services
Performance Measures No. children immunised per annum No. health-related promotions and partnerships per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(22)
(22)
(23)
(24)
4 Year Objectives 1 Advocate with Northern Sydney Local Health District regarding the retention and enhancement of acute and community health services for Mosman residents. 2 Work collaboratively with general practitioners and other health service providers to promote information and access to services that address the physical and mental health needs of Mosman residents, including newborn infants, children and their families, young people, and older people. 3 Review Council’s immunisation program, including working with Northern Sydney Local Health Network and local general practitioners to increase immunisation rates of children and investigating combined provision of administration of the program with adjoining local government areas. 4 Review with the Local Health District and North Sydney Council the future capacity of Cremorne Early Childhood Health Centre facilities to meet demand.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Advocate with Northern Sydney Local Health District regarding the retention and enhancement of acute and community health services for Mosman residents.
Recurrent Programs and Projects Work with lower north shore councils, SHOROC, Northern Sydney Local Health District and NSW Department of Human Services for retention and enhancement of health services, including RNSH, Cremorne Community Mental Health and Early Childhood Health Centres Responsibility: Manager Community Services
Key Initiatives
12/13
13/14
14/15
15/16
1a Implement outcomes of Council’s Health Needs Analysis for the Mosman community, involving local stakeholders including general practitioners. Responsibility: Social Planner
Objective 2 2 Work collaboratively with general practitioners and other health service providers to promote information and access to services that address the physical and mental health needs of Mosman residents, including newborn infants, children and their families, young people, and older people. PAGE 230 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM8 Recurrent Programs and Projects Partner with North Sydney Council in relation to operation of the Cremorne Early Childhood Health Centre Responsibility: Manager Community Services
Dissemination of information resources through local general practitioners Responsibility: Manager Community Services
Objective 3 3 Review Council’s immunisation program, including working with Northern Sydney Local Health Network and local general practitioners to increase immunisation rates of children and investigating combined provision of administration of the program with adjoining local government areas.
Recurrent Programs and Projects Promotion and monthly delivery of local immunisation clinic Responsibility: Children’s Services Development Officer
Key Initiatives
12/13
13/14
14/15
15/16
3a Review opportunities to provide a centralised administration point for Councils immunisation clinic with adjoining local government areas Responsibility: Children’s Services Development Officer
Objective 4 4 Review with the Local Health District and North Sydney Council the future capacity of Cremorne Early Childhood Health Centre facilities to meet demand.
Recurrent Programs and Projects Ongoing discussions and collaboration with North Sydney Council regarding the current and future operation of Cremorne Early Childhood Health Centre
Ongoing discussions with Northern Sydney Local Health District regarding community health facilities Responsibility: Manager Community Services
2012-16 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
08.07
01
Primary and Community Health-Plan, manage and liaise
0
7,885
(7,885)
08.07
03
Early Childhood Health Centres
0
8,500
(8,500)
08.07
04
Immunisation Clinic
11,500
16,849
(5,349)
PAGE 231
SUB-PROGRAM8.08
Healthy Lifestyle and Fitness Coordinator: Manager Community Services
Performance Measures No. healthy lifestyle programs delivered and facilitated per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
0
0
0
0
4 Year Objectives 1 Promote active recreation, fitness and healthy lifestyle programs and activities for all age groups, including children, young people, active people over 55 years and frail older people.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Promote active recreation, fitness and healthy lifestyle programs and activities for all age groups, including children, young people, active people over 55 years and frail older people.
Recurrent Programs and Projects Short term and ongoing healthy lifestyle and fitness programs including the Active After School Communities Program, health and wellbeing workshops for young men and women, and healthy ageing programs including table tennis, tai chi, Stepping On, Upright and Active, Old Time Dance and gentle exercise Responsibility: Manager Community Services
Netball at Drill Hall Common
PAGE 232 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Recreational opportunities and programming - Marie Bashir Mosman Sports Centre Responsibility: Manager Governance
PROGRAM8
Keeping fit
PAGE 233
SUB-PROGRAM8.09
Aboriginal Culture, Heritage and Reconciliation Coordinator: Manager Community Services
Performance Measures No. activities per annum promoting, raising awareness or celebrating Aboriginal culture and heritage
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(31)
(32)
(33)
(35)
4 Year Objectives 1 Promote community awareness and appreciation regarding the significance of Aboriginal heritage in the municipality and the importance of its preservation. 2 Support collaborative regional strategies to improve service provision for Aboriginal and Torres Strait Islander people. 3 An understanding by Council’s elected members, managers, staff and the community of the issues surrounding reconciliation.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Promote community awareness and appreciation regarding the significance of Aboriginal heritage in the municipality and the importance of its preservation.
Recurrent Programs and Projects Celebrations of Aboriginal culture, heritage and reconciliation with programs and events, including the annual Guringai Festival and NAIDOC Week Responsibility: Manager Community Services Events and Marketing Coordinator
Key Initiatives
12/13
13/14
14/15
1a Investigate further partnership opportunities with the National Parks and Wildlife Service (NPWS), Sydney Harbour Federation Trust (SHFT), Metropolitan Land Council and other key stakeholders to deliver community education/awareness programs focussing on Mosman’s Aboriginal heritage. Responsibility: Manager Community Services Manager Cultural Services
Objective 2 2 Support collaborative regional strategies to improve service provision for Aboriginal and Torres Strait Islander people.
PAGE 234 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM8 Recurrent Programs and Projects Collaborative strategies arising out of the outcomes of the Northern Sydney Aboriginal Social Plan evaluation. Responsibility: Social Planner
Objective 3 3 An understanding by Council’s elected members, managers, staff and the community of the issues surrounding reconciliation.
Recurrent Programs and Projects Promotion and support of issues and initiatives relevant to Aboriginal reconciliation Support the Mosman Reconciliation Group Responsibility: Manager Community Services
Key Initiatives
12/13
13/14
14/15
15/16
3a Investigate delivery of appropriate cultural awareness training for staff and Councillors. Responsibility: Manager Organisation Development
2012-13 Budget Activity Sub-Program 08.09
04
Ledger Descriptor
Income
Expenditure
Net
Aboriginal Culture, Heritage and Reconciliation - Programs
0
31,408
(31,408)
Guringai Festival
PAGE 235
SUB-PROGRAM8.10
Culturally and Linguistically Diverse People Coordinator: Manager Community Services
Performance Measures % Residents satisfied – Services and facilities for people from culturally and linguistically diverse backgrounds
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(14)
(15)
(15)
(16)
4 Year Objectives 1 Promote community awareness and appreciation of cultural diversity in Council and community programs and events. 2 Enhance information and access to services to residents of culturally and linguistically diverse backgrounds. 3 Support collaborative regional strategies to improve service provision for residents of culturally and linguistically diverse backgrounds.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Promote community awareness and appreciation of cultural diversity in Council and community programs and events.
Recurrent Programs and Projects Harmony Week celebrations Responsibility: Manager Community Services Events and Marketing Coordinator
Themed events and projects – Children’s, Youth and Aged Services Responsibility: Community Projects Officer, Events
Friendship community projects and events Responsibility: Manager Cultural Services
Key Initiatives
12/13
13/14
14/15
15/16
1a Deliver events as part of the Mosman Festival that draw upon and celebrate Australia’s cultural diversity. Responsibility: Manager Cultural Services
Objective 2 2 Enhance information and access to services to residents of culturally and linguistically diverse backgrounds.
PAGE 236 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM8 Recurrent Programs and Projects Promotion of Council and other local services to people of culturally, spiritually and linguistically diverse backgrounds Responsibility: Community Projects Officer, Events Social Planner
Key Initiatives
12/13
13/14
14/15
15/16
2a Investigate delivery of appropriate cultural awareness training to staff and Councillors. Responsibility: Manager Organisation Development
2b Review Mosman demographics following release of 2011 ABS Census data, with particular reference to cultural, linguistic and spiritual diversity, and consider implications for future service delivery. Responsibility: Social Planner
Objective 3 3 Support collaborative regional strategies to improve service provision for residents of culturally and linguistically diverse backgrounds.
Recurrent Programs and Projects Collaboration and partnerships – Northern Sydney service providers Participation in Northern Sydney Multicultural Network Responsibility: Social Planner
Key Initiatives
12/13
13/14
14/15
15/16
3a Participate in development of the SHOROC Regional Liveability Strategy. Responsibility: Manager Community Services
2012-13 Budget Activity Sub-Program 08.10
02
Ledger Descriptor
Income
Expenditure
Net
CALD -Information, Referral
0
14,282
(14,282)
PAGE 237
PROGRAM9
Library and Information Convenor: Director Community Development
The Library provides a range of services for the residents of Mosman. These include lending services, reference and information services, home library service, local studies service, community information, Internet access and training, children’s services, young adult services, and outreach and promotional activities. This Program also focuses on the lifelong learning and information literacy needs of the community. Mosman has been a member of the Shorelink Library Network since its inception in 1983 and has a range of obligations under the Shorelink Deed of Agreement relating to this membership. This program incorporates the management and development of Council’s online presence. Council recognises that the Internet is a key platform in the delivery of information and services, and our Community Engagement Strategy demonstrates Council’s commitment to the innovative use of web technologies for communication and collaboration. It is supported by a growing number of satellite sites for specific-focus projects and through online channels such as email newsletters, news feeds, blogs and community sites, and a presence on ‘social network’ sites. The objectives in this program are further developed in Council’s Community Engagement Strategy and in SHOREPLAN, the Shorelink Library Network’s Strategic Management Plan.
10 Year Objectives
Program 9 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: To have the Library recognised as a community hub and a ‘place of connectedness’. To have a library building that is a functional, multi-purpose space accommodating intellectual, cultural, recreational and information services, lifelong learning opportunities, resources and activities for all age groups. To have library services that are free, accessible and which anticipate and fulfil community expectations. To have resources including books, audio-visual material and material published in electronic format, which cater for the information, lifelong learning and leisure needs of all ages. To have information technology resources which support the Library’s services and to maintain external partnerships such as the Shorelink Library Network in order to provide the community with access to resources held in the Library and beyond. To have a Local Studies Collection that celebrates Mosman’s heritage, reflects all eras of Mosman’s history and is appropriately housed, exhibited and preserved for future generations. To have information on Council services, facilities and events effectively disseminated in a range of media so that residents are aware of opportunities to participate in and contribute to a vibrant community life. To have a web presence that provides the best possible means of interacting with our community.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 9: 255,000 visits to Library 407,000 items borrowed Installed two Self Checkout Kiosks Implemented Online Booking System for Library events and programs Mosman Library was joint winner with Mosman Art Gallery of a MAGNA Award for the exhibition: Australian Accent: the Designs of Annan Fabrics and Vande Pottery in the 40s and 50s Downloadable eBooks and eAudioBooks service launched The Reference Library layout was improved to increase reading and study space National Year of Reading programs were launched in February 2012
PAGE 238 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 9 over the next 4 years include: Introduce a program of workshops for older residents to develop their digital literacy skills Improve customer service and collection management through implementation of RFID technology Develop plans for the redesign of Level 2 Entrance Foyer including the Customer Service Desk Investigate upgrade or replacement of the Shorelink library management system Improve Internet and wireless services Redesign Mosman Council website
PROGRAM9 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 9. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years:
9.01 9 9.02 9.03
Policy and Administration and Customer Focus Coordinator: Manager Library Services Coordinator: Manager Library Resources Library Resources Coordinator: Manager Library Resources Library Services Coordinator: Manager Library Services
9.04
Library Information Technology
9.05
9.06 Education Coordinator: Manager Library Services 9.07 Local Studies Coordinator: Local Studies Librarian 9.08 Community Information Coordinator: Manager Library Resources 9.09 Internet Services Coordinator: Internet Coordinator
Coordinator: Manager Library Resources Library Building Coordinator: Manager Library Services
4 Year Budget
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(2,098)
(2,154)
(2,198)
(2,276)
% Residents satisfied with: àà Library services àà Council engaging (consulting) with the community àà Access to Council information and Council support No. Library visits per capita per annum No. Loans per capita per annum Library user satisfaction No. Website visits and page views
Program Expenditure by Funding Source 2012-13 $2,284,923
Rates Other
92% 8%
Expenditure by Sub-Program 2012-13 $2,284,923
8%
1% 2% 20%
41%
12%
9.01 8% 9.02 20% 9.03 41% 9.04 12% 9.05 6%
9.06 1% 9.07 6% 9.08 2% 9.09 4%
6% 6% 4%
PAGE 239
SUB-PROGRAM9.01
Policy and Administration and Customer Focus Coordinator: Manager Library Resources and Manager Library Services
Performance Measures % Residents satisfied - Library services Library visits per capita per annum
4 Year Budget 2012/2013 $ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(135)
(140)
(145)
(151)
4 Year Objectives 1 Ensure that services and programs anticipate and respond to changing needs in the community. 2 Continue to provide core Library services and resources that are free and readily accessible to the community. 3 Ensure that the community is aware of Library resources, services and facilities.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure that services and programs anticipate and respond to changing needs in the community.
Recurrent Programs and Projects Feedback through Library Annual User Survey, social networking tools and face to face customer contact Review and evaluation of services Responsibility: Manager Library Services Manager Library Resources
Objective 2 2 Continue to provide core Library services and resources that are free and readily accessible to the community.
Recurrent Programs and Projects Participate in a nation-wide network of Library and information services Seek grant funding Lobby State and Federal Governments to increase public library funding Responsibility: Manager Library Services Manager Library Resources
Objective 3 3 Ensure that the community is aware of Library resources, services and facilities. PAGE 240 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM9 Recurrent Programs and Projects Market and promote the Library using a range of media Provide programs and activities for all age groups Responsibility: Manager Library Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
09.01
01
Lead, Manage, Review, Report
0
45,094
(45,094)
09.01
03
Meetings- Management, Staff, Team
0
46,184
(46,184)
09.01
04
Consultation and Communication
0
20,872
(20,872)
09.01
05
Administration
0
73,960
(73,960)
09.01
08
Grants, External Funding, Income Opportunities
54,000
3,375
50,625
PAGE 241
SUB-PROGRAM9.02
Library Resources
Coordinator: Manager Library Resources
Performance Measures % of customers satisfied with the Library collection % of the collection acquired in the last 5 years Acquisitions per capita per annum Loans per capita per annum
4 Year Budget 2012/2013 $ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(456)
(470)
(476)
(492)
4 Year Objectives 1 Provide a collection of materials in various formats which is up to date, attractive and well maintained. 2 Provide resources which cater for all sections of the community, including those with special needs. 3 Provide fast, efficient access to material not held in the collection, including material published in electronic format.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Provide a collection of materials in various formats which is up to date, attractive and well maintained.
Recurrent Programs and Projects Maintain, develop and evaluate the collection Review Resources Selection Guidelines Responsibility: Manager Library Resources
Key Initiatives
12/13
13/14
14/15
1a Develop downloadable digital resources (eAudio books and eBooks) Responsibility: Manager Library Resources
Objective 2 2 Provide resources which cater for all sections of the community, including those with special needs.
Recurrent Programs and Projects Provide print, audiovisual and electronic resources Analyse customer feedback to ensure that resources meet community needs Responsibility: Manager Library Resources
PAGE 242 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM9 Key Initiatives
12/13
13/14
14/15
15/16
2a Improve the Literacy Collection. Responsibility: Manager Library Resources
Objective 3 3 Provide fast, efficient access to material not held in the collection, including material published in electronic format.
Recurrent Programs and Projects Access to document delivery services and online resources Awareness of developments in electronic publishing and document delivery Responsibility: Manager Library Resources
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
09.02
01
Collection Development
12,610
341,830
(329,220)
09.02
02
Acquisitions
0
28,049
(28,049)
09.02
03
Cataloguing/Indexing
0
66,191
(66,191)
09.02
04
Processing
0
31,178
(31,178)
09.02
05
Binding, Repair
0
972
(972)
PAGE 243
SUB-PROGRAM9.03
Library Services
Coordinator: Manager Library Services
Performance Measures % Residents satisfied – Library services % of customers satisfied with Library services % of population who are Library members % of reference enquiries completed successfully
4 Year Budget 2012/2013 $ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(829)
(860)
(889)
(921)
4 Year Objectives 1 Provide efficient, relevant and responsive lending services which meet the information and leisure needs of the community. 2 Provide quality information services which support lifelong learning within the Library and externally via the Library webpage. 3 Improve and expand services to all age groups, people with special needs, students, the business community, Council’s elected representatives and staff. 4 Provide excellent outreach and promotional activities and programs. 5 Ensure that the community is proficient in accessing and using the Library’s resources.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Provide quality information services which support lifelong learning within the Library and externally via the Library webpage.
Recurrent Programs and Projects Home Library Service, Inter Library Loan Service Excellent customer service Staff training Responsibility: Manager Library Services
Objective 2 2 Provide quality information services which support lifelong learning within the Library and externally via the Library webpage.
Recurrent Programs and Projects Reader Education to develop information literacy skills Information accessible to Library customers in-house and electronically Provide lifelong learning programs such as ‘Monday Matters’ Responsibility: Manager Library Services
PAGE 244 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM9 Key Initiatives
12/13
13/14
14/15
15/16
2a Implement a program of workshops for older residents to develop their digital literacy skills Responsibility: Manager Library Services
Objective 3 3 Improve and expand services to all age groups, people with special needs, students, the business community, Council’s elected representatives and staff.
Recurrent Programs and Projects Services for children and teens Library visits by school classes Services to high school students including HSC Lock-Ins Home Library Service Responsibility: Manager Library Services
Objective 4 4 Provide excellent outreach and promotional activities and programs.
Recurrent Programs and Projects Coordinate the Annual Mosman Youth Awards in Literature Competition Provide a program of regular author events Regular visits to schools Home Library Service
Continue to develop outreach and promotional activities such as Library Lovers Day, Seniors Week and Australian Information and Library Week Responsibility: Manager Library Services
Objective 5 5 Ensure that the community is proficient in accessing and using the Library’s resources.
Recurrent Programs and Projects Reader education Reader Advisory Services including Book Clubs, Mosman Readers and Reading Lounge Responsibility: Manager Library Services
PAGE 245
SUB-PROGRAM9.03
Library Services
Coordinator: Manager Library Services
Key Initiatives
12/13
13/14
14/15
15/16
5a Deliver programs and activities to celebrate Australian National Year of Reading 2012. Responsibility: Manager Library Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
09.03
01
Lending Services
77,037
325,371
(248,334)
09.03
02
Information Services
8,500
313,772
(305,272)
09.03
03
Home Library Services
0
25,211
(25,211)
09.03
04
Mosman Youth Literature Awards
0
7,986
(7,986)
09.03
05
Reader Education
0
78,381
(78,381)
09.03
07
Outreach Programs
0
16,678
(16,678)
09.03
08
Promotions/Activities
16,000
97,627
(81,627)
09.03
09
Children's/Youth Services
0
65,797
(65,979)
PAGE 246 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM9
Mosman Library
PAGE 247
SUB-PROGRAM9.04
Library Information Technology Coordinator: Manager Library Resources
Performance Measures % of customers satisfied with public access Internet and online catalogue % of Inter-Library Loan requests satisfied within the Shorelink Network
4 Year Budget 2012/2013 $ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(257)
(249)
(240)
(248)
4 Year Objectives 1 Ensure that the Library management system enables efficient and effective Library operations and delivers acceptable response times. 2 Maintain the Shorelink Library Network alliance and explore additional cooperative ventures with member libraries. 3 Maintain and improve information technology resources that provide a gateway to local, state, national and international information, and ensure that our community is proficient in their use. 4 Continue to develop the Library’s home page as a valued source of information on Library services and activities.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure that the Library management system enables efficient and effective Library operations and delivers acceptable response times.
Recurrent Programs and Projects Obtain best value from SirsiDynix library management system Monitor and review system Implement new user services as they become available Responsibility: Manager Library Resources
Key Initiatives 1a Improve the content, appearance and functionality of the Shorelink online catalogue. Responsibility: Manager Library Resources
1b Seek tenders for a new library management system Responsibility: Manager Library Resources
1c Improve customer service and collection management through implementation of RFID technology àà Stage 1: tag collection, upgrade self-checkout kiosks and security gates àà Stage 2: install RFID enabled returns chute Responsibility: Manager Library Resources
PAGE 248 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM9 Objective 2 2 Maintain the Shorelink Library Network alliance and explore additional cooperative ventures with member libraries.
Recurrent Programs and Projects Seek grant funding for cooperative projects Shared knowledge and expertise Cooperative purchasing initiatives Responsibility: Manager Library Resources
Key Initiatives
12/13
13/14
14/15
15/16
2a Upgrade or replace the Shorelink communications network to provide improved Internet and wireless services Responsibility: Manager Library Resources
Objective 3 3 Maintain and improve information technology resources that provide a gateway to local, state, national and international information, and ensure that our community is proficient in their use.
Recurrent Programs and Projects Train staff and customers in the use of the Library’s IT resources Maintain staff awareness of ICT research and development Responsibility: Manager Library Resources
Key Initiatives
12/13
13/14
14/15
15/16
3a Further develop the Cumulus digital image management system and provide web access to images. Responsibility: Manager Library Resources
Objective 4 4 Continue to develop the Library’s home page as a valued source of information on Library services and activities.
PAGE 249
SUB-PROGRAM9.04
Library Information Technology Coordinator: Manager Library Resources
Recurrent Programs and Projects A dynamic and interactive home page Opportunities for customer participation such as Mosman Readers and Wired 4 Teens Blog Responsibility: Manager Library Resources
Key Initiatives
12/13
13/14
14/15
4a Improve Children’s Library webpage. Responsibility: Manager Library Resources
4b Review and refresh Library home page. Responsibility: Manager Library Resources
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
09.04
01
Shorelink
0
170,756
(170,756)
09.04
02
Internet/Information Technology
16,390
102,905
(86,515)
PAGE 250 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM9
Mosman Library
PAGE 251
SUB-PROGRAM9.05
Library Building
Coordinator: Manager Library Services
Performance Measures % of customers satisfied with Library building and facilities
4 Year Budget 2012/2013 $ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(143)
(148)
(152)
(157)
4 Year Objectives 1 Ensure that the best use is made of the current building to accommodate Library services and resources. 2 Progress plans to extend the Library building based on outcomes and recommendations from the Feasibilty Study for Civic Centre Precint 3 Provide a comfortable, clean, safe and attractive Library building for the community and a functional, safe and efficient work environment for Library staff.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure that the best use is made of the current building to accommodate Library services and resources.
Recurrent Programs and Projects Review the layout and location of collections and service areas Responsibility: Manager Library Services
Key Initiatives
12/13
13/14
14/15
15/16
1a Develop plans for the redesign of Level 2 Entrance Foyer including the Customer Service Desk to accommodate the introduction of RFID technology Implement new design for Level 2 Entrance Foyer and install RFID. Responsibility: Manager Library Services Manager Assets and Services
Objective 2 2 Progress plans to redevelop the Library building based on outcomes and recommendations from the Mosman Civic Centre Feasibility Study.
PAGE 252 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM9 Key Initiatives
12/13
13/14
14/15
15/16
2a Investigate options for redeveloping the Library building in conjunction with the Spit Junction Master Plan. Responsibility: Manager Library Services
Objective 3 3 Provide a comfortable, clean, safe and attractive Library building for the community and a functional, safe and efficient work environment for Library staff.
Recurrent Programs and Projects Monitor staff and public areas for cleanliness and safety Responsibility: Manager Library Services
Carry out asset replacement in accordance with Council’s Asset Management Plan Responsibility: Manager Assets and Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
09.05
01
Occupational Health and Safety
0
2,250
(2,250)
09.05
02
Library M and R
0
141,167
(141,167)
Activities at the Library
PAGE 253
SUB-PROGRAM9.06
Education
Coordinator: Manager Library Services
Performance Measures No. of School Principals Liaison Group meetings held per annum
4 Year Budget 2012/2013 $ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(10)
(10)
(10)
(11)
4 Year Objectives 1 Maintain the strategic alliance between Council and local and regional educational institutions facilitating the provision of a range of services. 2 Provide services and resources that support school curricula and local students. 3 Maintain awareness of the range of services offered by Council to educational institutions.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Maintain the strategic alliance between Council and local and regional educational institutions facilitating the provision of a range of services.
Recurrent Programs and Projects Host and service the School Principals’ Liaison Group. Responsibility: Manager Library Services
Objective 2 2 Provide services and resources that support school curricula and local students.
Recurrent Programs and Projects Coordinate and promote the range of services to the schools and their students including HSC programs Responsibility: Manager Library Services
Objective 3 3 Maintain awareness of the range of services offered by Council to educational institutions.
PAGE 254 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM9 Recurrent Programs and Projects School Principals’ Liaison Group Responsibility: Manager Library Services
Arrange visits by school classes to Council departments and facilities Responsibility: Manager Governance
2011-12 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
09.06
01
Schools and Colleges Liaison Consultation
0
9,023
(9,023)
09.06
03
School Principals
0
758
(758)
The Zoo comes to the Library
PAGE 255
SUB-PROGRAM9.07
Local Studies
Coordinator: Local Studies Librarian
Performance Measures % of customers satisfied with Local Studies service % of Local Studies enquiries completed successfully
4 Year Budget 2012/2013 $ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(140)
(145)
(149)
(154)
4 Year Objectives 1 Develop, conserve and index the Local Studies Collection as a community resource and as a source of information for future generations. 2 Provide a comprehensive Local Studies Service to all sections of the community including students, researchers, elected representatives and Council staff. 3 Encourage community support of Mosman’s unique heritage.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Develop, conserve and index the Local Studies Collection as a community resource and as a source of information for future generations.
Recurrent Programs and Projects Develop, manage and evaluate the collection Ensure conservation and preservation of fragile material Responsibility: Local Studies Librarian
Key Initiatives
12/13
13/14
14/15
1a Migrate digital images from external host to in-house system. Responsibility: Local Studies Librarian
1b Investigate options of digitally preserving the BA/DA architectural plans for the period 1935-1967. Responsibility: Local Studies Librarian
Objective 2 2 Provide a comprehensive Local Studies Service to all sections of the community including students, researchers, elected representatives and Council staff.
PAGE 256 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM9 Recurrent Programs and Projects Conduct workshops and training for individuals, groups and Council staff. Responsibility: Local Studies Librarian
Objective 3 3 Encourage community support of Mosman’s unique heritage.
Recurrent Programs and Projects Curate displays and exhibitions Support the Mosman Historical Society Support and develop the Local Studies volunteers team Develop and maintain online projects including ‘Mosman Memories of Your Street’, ‘Mosman Voices’ and ‘Mosman Faces’ Responsibility: Local Studies Librarian
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
09.07
01
Indexing/Cataloguing
0
28,546
(28,546)
09.07
02
Conservation
0
21,294
(21,294)
09.07
03
Collection Development
0
30,341
(30,341)
09.07
04
Reference and Research
0
25,220
(25,220)
09.07
06
Promotions and Activities
1,400
16,878
(15,478)
09.07
08
Volunteers
0
1,989
(1,989)
09.07
09
Exhibitions
0
17,329
(17,329)
PAGE 257
SUB-PROGRAM9.08
Community Information Coordinator: Manager Library Resources
Performance Measures % of customers satisfied with the community information service (annual survey) % of community information enquiries completed successfully
4 Year Budget 2012/2013 $ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(38)
(39)
(41)
(42)
4 Year Objectives 1 Ensure that information on community services, resources and facilities is widely accessible. 2 Inform residents and other stakeholders about Council, community and cultural events. 3 Ensure that new residents have the information they require to familiarise themselves with their community.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure that information on community services, resources and facilities is widely accessible.
Recurrent Programs and Projects Regularly update the LINCS database Produce printed directories, lists of services and facilities, brochures etc. Responsibility: Manager Library Resources
Ensure that the mailing-list database of local organisations is updated annually and accessible on Council’s network Responsibility: Administration Team Leader, Community Development
Key Initiatives
12/13
13/14
1a Investigate new ways to inform the community of services and facilities e.g. using augmented reality, QR codes, information pushed out to mobile devices. Responsibility: Internet Coordinator
Objective 2 2 Inform residents and other stakeholders about Council, community and cultural events.
Recurrent Programs and Projects Ensure that information is current and widely accessible via a range of media (press, Council website, social media, noticeboards, brochures etc.) Produce a printed and online events calendar. Responsibility: Manager Library Resources
PAGE 258 | MOSPLAN 2012-2022 ADOPTED 5|6|12
14/15
15/16
PROGRAM9 Objective 3 3 Ensure that new residents have the information they require to familiarise themselves with their community.
Recurrent Programs and Projects Coordinate events to welcome new residents Produce New Residents’ Information Guide Responsibility: Manager Library Resources
2012-13 Budget Activity Sub-Program 09.08
01
Ledger Descriptor
Income
Expenditure
Net
Collection, maintenance, information services, directories
0
38,014
(38,014)
Concert in the Park, Mosman Festival
PAGE 259
SUB-PROGRAM9.09
Internet Services
Coordinator: Internet Coordinator
Performance Measures % Residents satisfied – Council engaging (consulting) with the community % Residents satisfied – Access to Council information and Council support % of residents who nominate Council websites and social media spaces as their main source of information on Council services and activities Requests for pages (average per month)
4 Year Budget 2012/2013 $ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(90)
(93)
(96)
(100)
4 Year Objectives 1 Have the Council’s web presence recognised as being representative of Council’s Vision – Proud to be Mosman, Protecting our Heritage, Planning our Future, Involving our Community. 2 Develop the website as an integral part of Council’s communication and engagement strategies for staff and the community.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Have the Council’s web presence recognised as being representative of Council’s Vision – Proud to be Mosman, Protecting our Heritage, Planning our Future, Involving our Community.
Recurrent Programs and Projects Maintain and improve website functionality and efficiency Ensure that content is accurate, timely, meets user requirements and corporate standards Responsibility: Internet Coordinator
Key Initiatives 1a Redesign Mosman Council’s website to be task-focused and mobilefriendly, and improve online consultation opportunities. Responsibility: Internet Coordinator
1b Develop Mosman Council DATAstore to publish information in open, machine-readable formats for Council and third-party web services. Responsibility: Internet Coordinator
1c Extend opportunities for customer requests and reports online, including reporting tools for mobile devices. Responsibility: Internet Coordinator
1d Provide a single sign-on for integrated online Council services. Responsibility: Internet Coordinator
PAGE 260 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM9 Objective 2 2 Develop the website as an integral part of Council’s communication and engagement strategies for staff and the community.
Recurrent Programs and Projects Council business papers, policies, forms, etc available online. Improve facilities for community consultation and feedback online Implement online strategies identified in Council’s Community Engagement Strategy Raise profile and ownership of website and online spaces with community and staff
Assist staff and customers in use of Internet resources and online technologies Investigate internet-based initiatives by governments around the world and successful models of ‘community’ online Responsibility: Internet Coordinator
Key Initiatives
12/13
13/14
14/15
15/16
2a Host a public session along the lines of IBM’s Innovation Jam and the Guardian’s Hack Day to promote availability of Council data and encourage innovative reuse. Responsibility: Internet Coordinator
2b Work with Council staff to extend the range and quality of information published online in open, machine-readable formats. Responsibility: Internet Coordinator
2c Coordinate digital culture talks and workshops for constituents and staff to give practical support for community participation and collaboration online. Responsibility: Internet Coordinator
2012-13 Budget Activity Sub-Program 09.09
01
Ledger Descriptor
Income
Expenditure
Net
Website content, communication, design
0
89,924
(89,924)
PAGE 261
PROGRAM10
Cultural Development & Services Convenor: Director Community Development
This program reflects the Mosman community’s ongoing commitment to providing a home for cultural development and the arts. Successful delivery of this program relies on continued innovation, engagement and the management of cultural assets including the Mosman Art Gallery. The program also aims to support and build capacity for the arts, and to create new opportunities for participation, audience development, shared cultural experiences and partnerships.
10 Year Objectives
Program 10 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: To have strong community spirit through people of all ages, backgrounds and beliefs respecting and caring for each other, involving themselves in planning and enjoying the Mosman Festival and other cultural activities and entertainments both community-wide and at neighbourhood/street level, and celebrating individual and community achievements. To have a local performing arts theatre and a vital performing arts scene in Mosman where musicians, singers, actors and dancers of all ages can develop their skills and present their work for the benefit and enjoyment of the local community. To have highly regarded public art which engages residents and visitors alike. To have optimum income from the Mosman Art Gallery and Community Centre as a comfortable, high quality venue for hire, whilst being sensitive to community needs and aspirations. To have a vital visual art scene in Mosman where the Mosman Art Gallery and Community Centre is highly regarded and recognised as one which celebrates our artistic heritage and fosters art for all ages with an enthusiasm for contemporary visual arts and crafts and design, and the processes associated with their production. To have the Mosman Art Gallery enlarged to accommodate the expansion of the range of programs and workshops. To have a broad range of cultural programs and civic, community and commercial events which maximise community involvement and are widely promoted. To have Friendship Agreements which foster friendship, goodwill and cooperation between our communities.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 10: Reestablishment of the Festival of Mosman Establishment of Philanthropy Officer position in partnership with Balnaves Foundation Expansion of Gallery collection following $1 million donation of Artworks from Neil Balnaves Mosman Art Gallery & Community Centre improvement program completed. Receipt of program, project and capital grant monies from Arts NSW for $200,000 Receipt of $49,000 grant monies from other sources including Visions of Australia, Cultural Heritage and Destination NSW Strengthened relationships with key stakeholders and funding bodies. Delivery of 16 formal exhibitions 130 public programs delivered with 3,850 students and public members attending Total attendance at Gallery exhibitions and events – 34,200 Total attendance at all events held at Mosman Art Gallery & Community Centre including bookings – 67,500
PAGE 262 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 10 over the next 4 years include: Consolidation of Mosman Festival as a biennial event Development of Business Plan for Mosman Art Gallery Delivery of expanded performance program Major arts projects including national tour of Bungaree the First Australian, technology based projects and Sirius Cove Artist Camp project. Continued development of philanthropy program Enhanced recognition reputation of the Mosman Art Gallery amd its programs Addressing the longer term storage and conservation of the Mosman Art Collection.
PROGRAM10 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 10. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 10.01 10.05 10.06 10.07
10.08 10.09 10.10
Policy and Administration and Customer Focus Coordinator: Manager Cultural Services Cultural Development Coordinator: Manager Cultural Services Gallery Exhibitions and Activities Coordinator: Manager Cultural Services Community Arts, Crafts and Village Markets Coordinator: Manager Cultural Services Civic Events organised by Council Coordinator: Events & Marketing Coordinator Commercial Community Events approved/facilitated by Council Coordinator: Events & Marketing Coordinator Friendship Agreements Coordinator: Manager Cultural Services
4 Year Budget
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(953)
(1,021)
(1,010)
(1,082)
% Residents satisfied with: àà Mosman Art Gallery and Community Centre àà Local festivals and events àà Overall range of facilities and activities relevant to culture and the arts Total Gallery visitation per annum Customer satisfaction – civic events
Program Expenditure by Funding Source 2012-13 $1,483,314
Rates Other
64%
36%
Expenditure by Sub-Program 2012-13 $1,483,314
1% 18%
31%
34%
8% 5%
10.01 18% 10.05 31% 10.06 34% 10.07 5% 10.08 8%
10.09 3% 10.10 1%
3% PAGE 263
SUB-PROGRAM10.01
Policy and Administration and Customer Focus Coordinator: Manager Cultural Services
Performance Measures % Residents satisfied – Overall range of facilities and activities relevant to culture and the arts
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(266)
(275)
(284)
(294)
4 Year Objectives 1 Encourage community spirit through consulting and involving residents in the development of a range of cultural and recreational activities and services for the enjoyment of residents and visitors of all ages.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Encourage community spirit through consulting and involving residents in the development of a range of cultural and recreational activities and services for the enjoyment of residents and visitors of all ages.
Recurrent Programs and Projects Promotion of community events and recreational and cultural services and facilities Resident engagement in the cultural life and development of Mosman Responsibility: Manager Cultural Services
Key Initiatives
12/13
13/14
14/15
1a Finalise the development of a business plan for Council’s Cultural Services, including the Mosman Art Gallery. Responsibility: Manager Cultural Services
2012-13 Budget Activity Sub-Program
08
Ledger Descriptor
Income
Expenditure
Net
10.01
01
Lead, Manage, Review, Report
0
27,579
(27,579)
10.01
03
Meetings-Management, Staff, Team
0
22,575
(22,575)
10.01
04
Consultation and Communication
0
21,494
(21,494)
10.01
05
Administration
0
127,722
(127,722)
10.01
08
Grants, External Funding, Income Opportunities
0
66,981
(66,981)
PAGE 264 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM10
Mosman Art Gallery
PAGE 265
SUB-PROGRAM10.05
Cultural Development
Coordinator: Manager Cultural Services
Performance Measures % Residents satisfied – Overall range of facilities and activities relevant to culture and the arts Occupancy rate – Mosman Art Gallery and Community Centre No. public art installations
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(299)
(308)
(317)
(327)
4 Year Objectives 1 Facilitate and provide cultural events that are entertaining, informative, innovative and accessible, and responsive to the varied needs, interests and aspirations of Mosman residents and encourage neighbourhood/ street level community celebrations. 2 Work with the Mosman Public Art Trust to encourage Public Art in Mosman’s parks, gardens, foreshores and civic spaces. 3 Promote and encourage consistently strong venue hire and community use of the Mosman Art Gallery and Community Centre. 4 Complete plans and funding arrangements for a well equipped performing arts venue in the Civic Centre environs depending on outcomes of the 2011 Civic Centre site feasibility study.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Facilitate and provide cultural events that are entertaining, informative, innovative and accessible, and responsive to the varied needs, interests and aspirations of Mosman residents and encourage neighbourhood/ street level community celebrations.
Recurrent Programs and Projects Annual program of cultural events – Mosman Art Gallery Festival of Mosman (biennial) Engage residents, volunteers and community organisations in the planning and provision of cultural activities for education, recreation and enjoyment Stimulate the Mosman music scene by presenting, facilitating and encouraging music festivals, concerts and eisteddfods Responsibility: Manager Cultural Services
Celebration of Harmony Day, International Womens Day Participation in annual Guringai Festival Responsibility: Manager Cultural Services Manager Community Services
Key Initiatives 1a Conduct a limited season of musical performances at the Mosman Art Gallery. Responsibility: Manager Cultural Services
1b Introduce regular seasons of musical performances at Mosman Art Gallery. Responsibility: Manager Cultural Services
PAGE 266 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM10 1c Expand the variety of cultural events presented in the Mosman Art Gallery and Community Centre (subject to building and equipment limitations and competing demands). Responsibility: Manager Cultural Services
Objective 2 2 Work with the Mosman Public Art Trust to encourage Public Art in Mosman’s parks, gardens, foreshores and civic spaces.
Recurrent Programs and Projects Commissioning of public art works in partnership with the Mosman Public Art Trust Annual Mosman Address Maintenance of Public Art works Responsibility: Manager Cultural Services Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Commission additional art panels for the Mosman Sporting Wall of Fame. Responsibility: Manager Cultural Services
2b Create online database of Public Art in Mosman. Responsibility: Manager Cultural Services
Objective 3 3 Promote and encourage consistently strong venue hire and community use of the Mosman Art Gallery and Community Centre.
Recurrent Programs and Projects Promotion and marketing of Mosman Art Gallery and Community Centre programs, activities and opportunities for venue hire Responsibility: Manager Cultural Services
Objective 4 4 Complete plans and funding arrangements for a well equipped performing arts venue in the Civic Centre environs depending on outcomes of the 2011 Civic Centre site feasibility study.
PAGE 267
SUB-PROGRAM10.05
Cultural Development
Coordinator: Manager Cultural Services
Key Initiatives
12/13
13/14
14/15
4a Ensure that opportunities for a well equipped arts venue are considered as part of the Mosman Civic Centre site feasibility study. Responsibility: Manager Cultural Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
10.05
02
Performing Arts
0
15,370
(15,370)
10.05
03
Publications and Youth Literature Awards
2,050
0
2,050
10.05
06
MAG and CC Maintenance and Repairs
0
160,456
(160,456)
10.05
07
MAG and CC Venue Hire
116,000
149,446
(33,446)
10.05
08
Volunteers-Recruit, Support, Acknowledge
0
4,273
(4,273)
10.05
09
Public Relations/Marketing
20,000
99,860
(79,860)
10.05
10
Public Art
30,000
37,230
(7,230)
PAGE 268 | MOSPLAN 2012-2022 ADOPTED 5|6|12
15/16
PROGRAM10
The White Flower, Hunter Park
PAGE 269
SUB-PROGRAM10.06
Gallery Exhibitions and Activities Coordinator: Manager Cultural Services
Performance Measures % Residents satisfied – Mosman Art Gallery and Community Centre No. of exhibitions, educational activities and special Gallery events per annum Total Gallery visitation per annum Customer satisfaction – Gallery exhibitions and special events No. of Gallery Friends and volunteers
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(312)
(321)
(330)
(340)
4 Year Objectives 1 Continue to provide a functional, accessible and well promoted public gallery offering an educational and recreational resource associated with the visual arts and crafts, design and cultural heritage. 2 Ensure a broad, responsive and regularly changing program of exhibitions, educational activities and special events that explore a variety of styles, media and technologies in contemporary and historical practice. 3 Display, store, maintain, document and develop the Mosman Art Collection so that it is both accessible and well preserved. 4 Acknowledge and celebrate achievements of local artists, craft practitioners and designers, past and present. 5 Extend the Mosman Art Gallery and improve the range of programs and accommodate workshops in suitable spaces dependent on the outcomes of the 2011 feasibility study and/or capacity to relocate children’s services.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Continue to provide a functional, accessible and well promoted public gallery offering an educational and recreational resource associated with the visual arts and crafts, design and cultural heritage.
Recurrent Programs and Projects Promotion of the Art Gallery’s location and services Responsibility: Manager Cultural Services
Key Initiatives 1a Investigate the provision of RTA directional tourist signage to the Mosman Art Gallery. Responsibility: Manager Cultural Services
1b Provide improved façade treatment/external signage for the Mosman Art Gallery. Responsibility: Manager Cultural Services
1c Rebrand the Mosman Art Gallery, including update of logo. Responsibility: Manager Cultural Services
PAGE 270 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM10 Objective 2 2 Ensure a broad, responsive and regularly changing program of exhibitions, educational activities and special events that explore a variety of styles, media and technologies in contemporary and historical practice.
Recurrent Programs and Projects High quality, income generating public/education programs and special events Annual acquisitive Mosman Art Prize and Allan Gamble Memorial Art Prize Recruitment, support, training and acknowledgement of Gallery volunteers
Activities program for Friends of the Gallery and Volunteers linked with other Galleries and Arts Centres Regular customer surveys and opportunities for feedback Community involvement in Gallery programming Responsibility: Manager Cultural Services
Key Initiatives
12/13
13/14
14/15
15/16
2a Consolidate the operations and activities of the newly established philanthropy officer position. Responsibility: Manager Cultural Services
2b Review Mosman Art Gallery Friends and Volunteer programs. Responsibility: Manager Cultural Services
Objective 3 3 Display, store, maintain, document and develop the Mosman Art Collection so that it is both accessible and well preserved.
Recurrent Programs and Projects Maintain, conserve and properly document and catalogue the Mosman Art Collection Exhibitions, public programs and online resources Responsibility: Manager Cultural Services
Key Initiatives
12/13
13/14
14/15
15/16
3a Establish Balnaves Room within the Mosman Art Gallery. Responsibility: Manager Cultural Services
3b Complete online database of Council’s Art Collection. Responsibility: Manager Cultural Services
3c Review storage needs for Mosman Council’s Art Collection. Responsibility: Manager Cultural Services
PAGE 271
SUB-PROGRAM10.06
Gallery Exhibitions and Activities Coordinator: Manager Cultural Services
Objective 4 4 Acknowledge and celebrate achievements of local artists, craft practitioners and designers, past and present.
Recurrent Programs and Projects Promotion of Mosman’s artistic heritage Facilitation, advocacy and promotion on behalf of local artists, craft practitioners and designers Responsibility: Manager Cultural Services
Key Initiatives
12/13
13/14
14/15
15/16
4a Establish a small retail presence for local artists and craft practitioners in the Gallery foyer area. Responsibility: Manager Cultural Services
4b Develop a program of artisan works on display and for sale in the Gallery. Responsibility: Manager Cultural Services
Objective 5 5 Extend the Mosman Art Gallery and improve the range of programs and accommodate workshops in suitable spaces dependent on the outcomes of the 2011 feasibility study and/or capacity to relocate children’s services. .
Key Initiatives 5a Develop planning and costings for the conversion of the Grand Hall into a flexible space suitable for concerts and exhibitions and possible conversion of the outside area of the Art Gallery & Community Centre for more effective community use. Responsibility: Manager Cultural Services
PAGE 272 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM10 2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
10.06
01
Mosman Art Prize
50,800
77,229
(26,429)
10.06
02
Mosman Youth Art Prize
6,300
28,550
(22,250)
10.06
04
Exhibition Programs
65,000
224,899
(159,899)
10.06
05
Public and Education Programs
21,000
73,075
(52,075)
10.06
06
Visual Arts Special Events
0
2,000
(2,000)
10.06
07
Sponsorship and fundraising
43,500
10,099
33,401
10.06
08
Volunteers and Friends, Membership
0
31,883
(31,883)
10.06
09
Public Relations/Marketing/Bookings
0
33,784
(33,784)
10.06
10
Mosman Art Collection
0
16,654
(16,654)
PAGE 273
SUB-PROGRAM10.07
Community Arts, Crafts and Village Markets Coordinator: Manager Cultural Services
Performance Measures No. of stalls per market and per annum Customer satisfaction – Mosman Village Markets
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
35
36
37
37
4 Year Objectives 1 Encourage, facilitate, develop and exhibit community arts and crafts. 2 Maintain and enhance Mosman Village Arts and Crafts Market.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Encourage, facilitate, develop and exhibit community arts and crafts.
Recurrent Programs and Projects Liaise with and assist community organisations in the planning and provision of arts and craft activities and events Link market activities to the Mosman Art Gallery and Community Centre precinct/activities Responsibility: Manager Cultural Services
Objective 2 2 Maintain and enhance Mosman Village Arts and Crafts Market.
Recurrent Programs and Projects Planning and administration of monthly Mosman Village Market Responsibility: Manager Cultural Services
Key Initiatives 2a Redesign branding/logo for the Mosman Village Arts and Craft Market. Responsibility: Manager Cultural Services
2b Create new signage/banners for the Mosman Village Arts and Craft Market. Responsibility: Manager Cultural Services
PAGE 274 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM10 2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
10.07
01
Arts and Crafts, Activities and Exhibitions
0
3,207
(3,207)
10.07
02
Mosman Village Markets
113,500
68,506
44,994
10.07
03
Sponsorship/Patrons
0
5,580
(5,580)
10.07
09
Public Relations/Marketing/Bookings
0
1,247
(1,247)
Mosman Markets
PAGE 275
SUB-PROGRAM10.08
Civic Events Organised by Council Coordinator: Events and Marketing Coordinator
Performance Measures % Residents satisfied – Local festivals and events Customer satisfaction – civic events No. events delivered per annum No. attendees at civic events per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(113)
(155)
(118)
(160)
4 Year Objectives 1 Ensure good levels of community involvement and participation in well promoted events and celebrations. 2 FFacilitate and provide a range of civic and community events that maximise public enjoyment and safety, minimise adverse impacts on the social and physical environment, and fulfil Council’s regulatory and legal responsibilities including as required by the Special Event Management Policy and Sustainable Event Management Policy.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure good levels of community involvement and participation in well promoted events and celebrations.
Recurrent Programs and Projects Delivery and facilitation of community celebrations and entertainment Responsibility: Manager Cultural Services
Promotion of civic events through various methods, media and the web Stakeholder involvement in planning, organisation and improvement of events Responsibility: Events and Marketing Coordinator
Key Initiatives 1a Consolidate the process of re-invigorating the Festival of Mosman in collaboration with the local community, businesses, and other key stakeholders. Responsibility: Manager Cultural Services
1b Apply to Tourism NSW and other bodies for Festival funding. Responsibility: Manager Cultural Services
1c Position the Festival of Mosman as a regional tourism event. Responsibility: Manager Cultural Services
PAGE 276 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM10 Objective 2 2 Facilitate and provide a range of civic and community events that maximise public enjoyment and safety, minimise adverse impacts on the social and physical environment, and fulfil Council’s regulatory and legal responsibilities including as required by the Special Event Management Policy and Sustainable Event Management Policy.
Recurrent Programs and Projects Organisation of civic and community events in accordance with Special Event Management Policy and Sustainable Event Management Policy. Planning and delivery of the biennial Festival of Mosman Responsibility: Manager Cultural Services Events and Marketing Coordinator
Coordination of annual Mosman Day and Hunter Day events. Responsibility: General Manager
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
10.08
01
Plan and promote
0
10,330
(10,330)
10.08
02
Mosman Address
0
2,515
(2,515)
10.08
03
Mosman Day
0
2,000
(2,000)
10.08
04
Hunter Day
0
758
(758)
10.08
06
Mosman Festival
12,500
108,465
(95,965)
10.08
10
Remembrance Events - Anzac Day, Remembrance
0
758
(758)
10.08
11
National and State Events-Australia Day, New Years Eve, Boxing Day
0
758
(758)
Street Parade, Mosman Festival
PAGE 277
SUB-PROGRAM10.09
Commercial Community Events approved/facilitated by Council Coordinator: Events and Marketing Coordinator
Performance Measures Customer feedback – major commercial events and celebrations
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
10
11
11
11
4 Year Objectives 1 Encourage effective promotion of commercial events and celebrations to ensure high levels of community participation. 2 Require commercial event organisers to maximise public safety and enjoyment, minimise adverse impacts on the social and physical environment, and fulfil Council’s regulatory and legal responsibilities as required by the Special Event Management Policy and Sustainable Event Management Policy.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Encourage effective promotion of commercial events and celebrations to ensure high levels of community participation.
Recurrent Programs and Projects Promotion of local events through Council’s events calendar, web marketing and local media Responsibility: Events and Marketing Coordinator
Objective 2 2 Require commercial event organisers to maximise public safety and enjoyment, minimise adverse impacts on the social and physical environment, and fulfil Council’s regulatory and legal responsibilities as required by the Special Event Management Policy and Sustainable Event Management Policy.
Recurrent Programs and Projects Assistance and advice to organisers/promoters of events in accordance with Council’s Special Event Management Policy Regulation of commercial events in accordance with planning and environmental controls and Council’s Special Event Management Policy and Sustainable Event Management Policy Responsibility: Events and Marketing Coordinator
PAGE 278 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM10 2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
10.09
01
Issues Management-Local
6,650
22,043
(15,393)
10.09
04
Balmoral Swim
1,400
880
520
10.09
05
Mini Mosmarathon
1,882
880
1,002
10.09
06
Sirius Cup Regatta
1,714
55
1,659
10.09
08
Balmoral Burn
19,273
10,153
9,120
10.09
09
Bard on the Beach
627
0
627
10.09
11
Hunter Valley Uncorked
8,750
2,844
5,906
10.09
12
Mudgee Wine and Food Fair
9,941
2,935
7,006
Hunter Uncorked, Balmoral
PAGE 279
SUB-PROGRAM10.10
Friendship Agreements Coordinator: Manager Cultural Services
Performance Measures No. events, projects and activities undertaken with Mosman’s Friendship Communities per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(8)
(9)
(9)
(9)
4 Year Objectives 1 Develop and enhance the relationships between Mosman and its friendship communities, which currently comprise: Glen Innes, Norfolk Island, Isle of Wight, Paciano (Italy), Mudanjiang (People’s Republic of China), Maubara (East Timor) and initiate new relationships when appropriate with Otsu, Japan with no negative effect on Council’s budget.. 2 Facilitate friendship community projects that encourage creative learning for the community, working and solving problems together through reciprocal cultural, educational, municipal, environmental and professional exchange projects.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Develop and enhance the relationships between Mosman and its friendship communities, which currently comprise: Glen Innes, Norfolk Island, Isle of Wight, Paciano (Italy), Mudanjiang (People’s Republic of China), Maubara (East Timor) and initiate new relationships when appropriate with Otsu, Japan with no negative effect on Council’s budget.
Recurrent Programs and Projects Council participation/representation at the annual Glen Innes Celtic Festival Responsibility: General Manager
Provision of information and assistance to Mosman’s Friendship communities Support for the Glen Innes Aboriginal Art Education Project and Mosman/Glen Innes Friendship Group Facilitation of friendship community exchanges, partnerships and collaborations Responsibility: Manager Cultural Services
Objective 2 2 Facilitate friendship community projects that encourage creative learning for the community, working and solving problems together through reciprocal cultural, educational, municipal, environmental and professional exchange projects.
PAGE 280 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM10 Recurrent Programs and Projects Promotion of community involvement in friendship community initiatives Exploration of opportunities for residents, elected members and staff, to expand and explore other cultures and communities through long-term relationships Celebration of cultural achievements in Mosman and its friendship communities Responsibility: Manager Cultural Services
Further development of Mosman’s Friendship Agreements with Otsu, Japan and Mudanjiang, China Responsibility: General Manager
2012-13 Budget Activity Sub-Program 10.10
01
Ledger Descriptor
Income
Expenditure
Net
Plan and Promote
0
8,240
(8,240)
Girls from Mudanjiang visit Sydney
PAGE 281
Economic Programs
Local & Regional Economy
Related Strategies & Plans Mosman Local Environmental Plan Mosman Development Control Plans SHOROC ‘Shaping our Future’
Key Partners
Federal government –various agencies & authorities State government – various agencies & authorities including NSW Industry & Investment; Arts NSW, NPWS and Tourism NSW SHOROC Mosman Chamber of Commerce Sydney Harbour Federation Trust Businesses and tourism operators
PAGE 282 | DRAFT MOSPLAN 2012-2021
Community Sustainability Indicators Unemployment rate Gross local product Employment containment Average weekly earnings
5 PAGE 283
PROGRAM12
Local and Regional Economy Convenor: Director Community Development
This program focuses on the strength and sustainability of the local and regional economy, with particular emphasis on local businesses including hospitality, retail and restaurants, as well as appropriate management of tourism and marketing opportunities. The program is strongly linked to projects, initiatives and strategic objectives for the wider region, and relies on partnerships with the private and public sector, particularly through the Shore Regional Organisation of Councils (SHOROC). Council’s role in economic development can be as catalyst, planner, advocate and facilitator – all with the purpose of recognising, balancing and addressing the needs of residents, businesses and visitors in an equitable and effective way. The vibrancy and diversity of retail areas, the protection of their heritage and business operations, and support for local businesses as part of liveable, sustainable communities are key aims of the program.
10 Year Objectives
Program 12 aims to achieve the following 10 Year Objectives in Mosman’s Community Strategic Plan: Keeping the unique character and heritage of all Mosman’s business centres enhanced by appealing, high-amenity public spaces. Reinforcing roles of small and large business centres with diverse local outlets catering for the community, especially the elderly. Business activities including home businesses and clusters meeting emerging work patterns and expectations. Having shops and services easily accessible by walking, riding, driving or community/public transport. A range of suitable accommodation options for visitors including B&B and small residential hotels. To have Mosman recognised as a tourism destination, building on its artistic heritage, marketed effectively and appropriately and to welcome visitors in a manner which is sustainable, which enhances the lifestyle of residents and the economic opportunities for local business, and which reduces any adverse effects. To have the SHOROC region recognised for its economic wellbeing, quality of life, efficient transport systems, service orientation, shared resources and practices, community spirit and natural and clean environment.
Achievements 2011-2012
In 2011–2012 Council delivered the following results under Program 12: Review of Mosman Rider service In its second year of service, the Mosman Rider carried 50,000 passengers Establishment and activation of key partnerships with DestinationNSW and Sydney Ferries; strengthening Mosman’s position for future tourism initiatives Strengthening of local business linkages in conjunction with the Festival of Mosman Facilitation of Christmas decorations and lighting displays in retail areas Completion of SHOROC Sustainability Strategy & Regional Indicators
PAGE 284 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Key Deliverables 2012-2016
Key Deliverables for Program 12 over the next 4 years include: Contracted provision of local transport service – Mosman Rider Ongoing development and consolidation of partnerships with businesses and key government agencies Contribution to Regional Lineability Strategy Military Road Streetscape Improvement Project Spit Junction Masterplan
PROGRAM12 Sub-Programs
The following Sub-Programs are in place to deliver the 10 Year Objectives for Program 12. Each Sub-Program contains a Delivery Program and Operational Plan including objectives, recurrent programs and activities, budget and key initiatives for the next 4 years: 12.01 12.02 12.03 12.04
Policy and Administration and Customer Focus Coordinator: Director Community Development Business Support and Local Employment Coordinator: Director Community Development Marketing Mosman Coordinator: Manager Cultural Services Regional Development Coordinator: General Manager
4 Year Budget
Key Performance Indicators
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(189)
(195)
(202)
(207)
% Residents satisfied with: àà Council assisting economic development with the business community and visitors àà Overall cleanliness, appearance and management of public spaces
Program Expenditure by Funding Source 2012-13 $189,281
Rates
100%
Expenditure by Sub-Program 2012-13 $189,281
10% 9%
15%
66%
12.01 10% 12.02 9% 12.03 15% 12.04 66%
PAGE 285
SUB-PROGRAM12.01
Policy and Administration and Customer Focus Coordinator: Director Community Development
Performance Measures
4 Year Budget
% Residents satisfied – Council assisting economic development with the business community and visitors
2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(18)
(18)
(19)
(19)
4 Year Objectives 1 Underpin all economic and wider community endeavours with a strong sense of Mosman the place, and the village-style community.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Underpin all economic and wider community endeavours with a strong sense of Mosman the place, and the village-style community.
Recurrent Programs and Projects Community engagement, education and information on economic development issues Responsibility: Director Community Development
Mosman Business Centres Development Control Plan (DCP) Responsibility: Manager Urban Planning
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
12.01
01
Lead, Manage, Review, Report
0
4,467
(4,467)
12.01
04
Consultation and Communication
0
2,234
(2,234)
12.01
05
Administration
0
10,808
(10,808)
PAGE 286 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM12
Georges Heights, Mosman
PAGE 287
SUB-PROGRAM12.02
Business Support and Local Employment Coordinator: Director Community Development
Performance Measures No. of businesses and business people assisted through Council facilitated workshops and advisory services No. of passengers per annum – Mosman Rider
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(17)
(17)
(18)
(18)
4 Year Objectives 1 Work with the business community to fulfil the provisions of the new planning instruments including employment and housing targets under the Metropolitan Strategy. 2 Liaise with the business community to strive for diversity, vibrancy and safety in large and small centres. 3 Support the business community as appropriate in their economic development initiatives such as the In Situ: Mosman Festival of Scupture and Installation and involve them in the Festival of Mosman. 4 Assist the business community by promoting car park facilities and facilities promoting walking, cycling and public/community transport. 5 Contribute to strong, sustainable local business through economic development programs and initiatives.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Work with the business community to fulfil the provisions of the new planning instruments including employment and housing targets under the Metropolitan Strategy.
Recurrent Programs and Projects Business community consultation and education – planning instruments and development applications Responsibility: Manager Urban Planning Manager Development Services
Mosman Business Centres Development DCP Responsibility: Manager Urban Planning
Objective 2 2 Liaise with the business community to strive for diversity, vibrancy and safety in large and small centres.
Recurrent Programs and Projects Engagement, participation and support of local business community including Mosman Chamber of Commerce Responsibility: Director Community Development
PAGE 288 | MOSPLAN 2012-2022 ADOPTED 5|6|12
Business community partnerships – themes and decorations in retail/commercial areas Responsibility: Manager Cultural Services Director Community Development
PROGRAM12 Key Initiatives
12/13
13/14
14/15
15/16
2a Deliver the Military Road Streetscape Upgrade Project. Responsibility: Manager Assets and Services
2b Prepare the Spit Junction Masterplan. Responsibility: Manager Urban Planning
Objective 3 3 Support the business community as appropriate in their economic development initiatives such as the In Situ: Mosman Festival of Scupture and Installation and involve them in the Festival of Mosman.
Recurrent Programs and Projects Partnerships with the local business community to support community, cultural and economic development Responsibility: Director Community Development Manager Cultural Services
Biennial Festival of Mosman Biennial InSitu Festival of Sculpture & Installation Responsibility: Cultural Services Manager
Key Initiatives
12/13
13/14
14/15
15/16
3a Further develop the biennial Festival of Mosman Festival as a key element of Mosman tourism and marketing. Responsibility: Manager Cultural Services
Objective 4 4 Assist the business community by promoting car park facilities and facilities promoting walking, cycling and public/community transport.
Recurrent Programs and Projects Preparation and distribution of commercial area parking maps Responsibility: Manager Assets and Services Mosman Rider bus service Responsibility: Manager Community Services
Community information, education and promotion – sustainable transport options Responsibility: Manager Environment andServices Cycling and pedestrian accessibility works Responsibility: Manager Assets and Services
Key Initiatives
12/13
13/14
14/15
15/16
4a Implement the results of the 2011/12 Mosman Rider review. Responsibility: Manager Community Services
PAGE 289
SUB-PROGRAM12.02
Business Support and Local Employment Coordinator: Director Community Development
Objective 5 5 Contribute to strong, sustainable local business through economic development programs and initiatives.
Recurrent Programs and Projects Promotion and support for business workshops, training and other resources offered locally by external providers including State and Federal government Responsibility: Director Community Development
Facilitation of workshops, specialised programs and free business advisory service for current and potential businesses through the Business Enterprise Centre network Responsibility: Director Community Development
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
12.02
01
Business and Retail Liaison
0
13,761
(13,761)
12.02
02
Awards & Grants including Sculpture Festival
0
758
(758)
12.02
03
Business Enterprise Centre
0
2,000
(2,000)
PAGE 290 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM12
Reflections in a commerical building in Mosman
PAGE 291
SUB-PROGRAM12.03
Marketing Mosman
Co-ordinator: Manager Cultural Services
Performance Measures No. of tourist promotions delivered and/or supported Level of external funding assistance sought and achieved for tourism-related initiatives
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(28)
(29)
(30)
(31)
4 Year Objectives 1 Ensure that information concerning local visitors, recreational and cultural activities and business is available to residents and visitors. 2 Focus the marketing of Mosman and re-design or replace the promotional campaign ‘Mosman Is’ to ensure that it is consistent, compelling and coherent and do this in cooperation with a range of stakeholders including the business community, community services and tourist attractions. 3 Ensure strong relationships with local businesses, neighbouring Councils and the broader tourism industry ensuring mutual support and understanding and an agreed approach to tourism and marketing. 4 Liaise with tourism operators including Sydney Harbour Federation Trust (SHFT), Tourism NSW, National Parks & Wildlife Service (NPWS) and Taronga Zoo to ensure refocus of appropriate visitation to Mosman is managed sustainably so as to protect the natural and built environment. 5 Encourage visitors to stay by facilitating B&B and small residential accommodation and investigate any opportunities for a youth hostel or similar.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure that information concerning local visitors, recreational and cultural activities and business is available to residents and visitors.
Recurrent Programs and Projects Provision of information to residents and visitors directly through Council’s website, publications and media promotions Dissemination of information through partnerships with other local publications and tourism promotions across the wider metropolitan area Responsibility: Director Community Development
Key Initiatives 1a Pursue further partnership opportunities with Tourism NSW, Destination NSW and other services/agencies including Sydney Ferries to promote Mosman to domestic and international audiences. Responsibility: Director Community Development Manager Cultural Services
PAGE 292 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM12 Objective 2 2 Focus the marketing of Mosman and re-design or replace the promotional campaign ‘Mosman Is’ to ensure that it is consistent, compelling and coherent and do this in cooperation with a range of stakeholders including the business community, community services and tourist attractions.
Key Initiatives
12/13
13/14
14/15
15/16
2a Subject to available funding, review Mosman branding to ensure it is a relevant, contemporary reflection of Mosman and its community. Responsibility: Director Community Development
Objective 3 3 Ensure strong relationships with local businesses, neighbouring Councils and the broader tourism industry ensuring mutual support and understanding and an agreed approach to tourism and marketing.
Recurrent Programs and Projects Ongoing collaboration and support – Mosman Chamber of Commerce Responsibility: Director Community Development
Key Initiatives
12/13
13/14
14/15
15/16
3a Participate in SHOROC regional tourism initiatives. Responsibility: Director Community Development
3b Development of stronger links with Tourism NSW and other relevant agencies through funding and partnership arrangements that help market and promote Mosman. Responsibility: Director Community Development Manager Cultural Services
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SUB-PROGRAM12.03
Marketing Mosman
Co-ordinator: Manager Cultural Services
Objective 4 4 Liaise with tourism operators including SHFT, Tourism NSW, NPWS and Taronga Zoo to ensure refocus of appropriate visitation to Mosman is managed sustainably so as to protect the natural and built environment.
Key Initiatives
12/13
13/14
14/15
15/16
4a Coordinate local working group involving key agencies including SHFT, NPWS, Taronga Zoo and other local stakeholders to serve as an ongoing forum for development of ideas and initiatives supporting sustainability, cultural and community development, as well as future tourism opportunities. Responsibility: Manager Cultural Services Manager Community Services
Objective 5 5 Encourage visitors to stay by facilitating B&B and small residential accommodation and investigate any opportunities for a youth hostel or similar.
Recurrent Programs and Projects Â&#x192;Â&#x192; Assessment/processing of Complying Development Certificates/Development Applications for B&B accommodation Responsibility: Manager Development Services
2012-13 Budget Activity Sub-Program
Ledger Descriptor
Income
Expenditure
Net
12.03
02
Liaison With Relevant Agencies
0
8,213
(8,213)
12.03
03
Visitor Information
0
19,579
(19,579)
PAGE 294 | MOSPLAN 2012-2022 ADOPTED 5|6|12
PROGRAM12
Taronga Park Zoo entrance
PAGE 295
SUB-PROGRAM12.04
Regional Development Coordinator: General Manager
Performance Measures No. of SHOROC regional projects supported/participated in per annum
4 Year Budget 2012/2013 [$ ‘000]
2013/2014 [$ ‘000]
2014/2015 [$ ‘000]
2015/2016 [$ ‘000]
(126)
(131)
(135)
(139)
4 Year Objectives 1 Ensure strong relationships with SHOROC – Manly, Warringah and Pittwater Councils to plan together for regional well-being, liveability and sustainability and to achieve the best Federal and State government responses to regional needs especially health and transport issues. 2 Share innovations, information and resources with neighbouring Councils.
Delivery Program and Operational Plan 2012-2016 Objective 1 1 Ensure strong relationships with SHOROC – Manly, Warringah and Pittwater Councils to plan together for regional well-being, liveability and sustainability and to achieve the best Federal and State government responses to regional needs especially health and transport issues.
Recurrent Programs and Projects Political, strategic and professional support of SHOROC Monitoring of Kimbriki Environmental Partnership Ltd to ensure access is maintained and waste management needs of the Mosman community are effectively and economically met Implementation of ‘Shaping our Future’ and ‘Shaping Our Sustainable Future’ – SHOROC’s regional strategy and substrategy, with focus on housing, jobs, health, transport and sustainability Responsibility: General Manager All Directors
Key Initiatives 1a Participate in SHOROC lobbying efforts and associated feasibility studies regarding regional transport solutions – particularly in relation to the east/ west and north/south transport corridors. Responsibility: General Manager Director Environment and Planning
Objective 2 2 Share innovations, information and resources with neighbouring Councils.
PAGE 296 | MOSPLAN 2012-2022 ADOPTED 5|6|12
12/13
13/14
14/15
15/16
PROGRAM12 Recurrent Programs and Projects Participation in SHOROC network groups, workshops and forums Responsibility: General Manager All Directors
Key Initiatives
12/13
13/14
14/15
15/16
2a Contribute to the development of the SHOROC Regional Liveability Strategy. Responsibility: General Manager All Directors
2012-13 Budget Activity Sub-Program 12.04
01
Ledger Descriptor
Income
Expenditure
Net
SHOROC
0
126,461
(126,461)
Boutique shopping
PAGE 297