Mosplan – 2018 2021 delivery program – adopted by council 5 june 2018 by Mosman Council

DELIVERING FOR MOSMAN.

2 MOSPLAN

DELIVERYPROGRAM 20182021 OPERATIONALPLAN 20182019 Adopted by Council 5 June 2018

2018-2021 Delivery Program and 2018-2019 Operational Plan Published June 2018 Availability The MOSPLAN 2018-2021 Delivery Program and 2018-2019 Operational Plan is available on Councilâ&#x20AC;&#x2122;s website www.mosman.nsw.gov.au Copyright 2018 All information, graphics and photographs are copyright of Mosman Council unless otherwise noted. The content is protected by Australian and International Copyright and Trademark laws.

For further information contact Mosman Council Civic Centre 573 Military Road Spit Junction NSW 2088 9978 4000 council@mosman.nsw.gov.au

Delivery Program 2018–2021 + Operational Plan 2018–2019

DELIVERING FOR MOSMAN.

CONTENTS

WELCOME

MOSMAN

FROM THE MAYOR FROM THE GENERAL MANAGER

6 8

OUR PLACE OUR COMMUNITY SNAPSHOT OF MOSMAN OUR ORGANISATION OUR FINANCES

12 14 16 18 22

Delivery Program 2018–2021 + Operational Plan 2018–2019

MOSPLAN

VISION

INTEGRATED PLANNING AND REPORTING MOSPLAN READING THIS REPORT

A VISION FOR MOSMAN STRATEGIC DIRECTIONS

38 40

PLANS

FINANCIAL MANAGEMENT 128

STRATEGIC DIRECTION 1 STRATEGIC DIRECTION 2 STRATEGIC DIRECTION 3 STRATEGIC DIRECTION 4 STRATEGIC DIRECTION 5 STRATEGIC DIRECTION 6 STRATEGIC DIRECTION 7

44 56 70 80 88 104 118

2018-2021 DELIVERY PROGRAM 3 YEAR CAPITAL WORKS PROGRAM 2018-2019 BUDGET

28 30

130 142 146

WELCOME FROM THE MAYOR FROM THE GENERAL MANAGER

Delivery Program 2018–2021 + Operational Plan 2018–2019

FROM THE MAYOR Welcome to Mosman Council’s 2018-2021 Delivery Program and 2018-2019 Operational Plan. In this document you will find the programs and activities Council will pursue over the three years commencing 1 July 2018. Our Delivery Program has been developed as part of Council’s MOSPLAN suite of documents and draws upon the Visions and Strategic Directions contained in the 20182028 Community Strategic Plan. We have listened to community views and prepared an ambitious but responsible program that responds to local priorities and expectations.

‘‘

I am proud that our Council has weathered a stormy few years and that we now have the opportunity to showcase our capacity to continue delivering great service to our residents.

You will see that we are continuing to provide a wide range of everyday services and facilities, as well as delivering some key projects for Mosman’s future. These projects include new facilities, increased service levels and innovative approaches to serving the Mosman community. I am very aware that our community has high expectations of Council and my fellow Councillors and I are committed to providing a level of service that consistently meets these expectations. This Delivery Program acknowledges differing needs that apply to various life stages and communities of interest and also aims to produce results through new and improved infrastructure for both targeted users and the community as a whole. In reading the Delivery Program you will see that children, young people, families and older residents are all top of mind and that we have focussed on maintaining and building upon the great quality of life Mosman residents currently enjoy. I am proud that our Council has weathered a stormy few years and that we now have the opportunity to showcase our capacity to continue delivering great service to our residents. We plan to do this in continued consultation with the community so that, as times and priorities change, we can respond accordingly. Our financial capacity, while sound, is not limitless and there will be an ongoing process by which we prioritise spending according to greatest need. This Delivery Program is subject to annual review and the Operational Plans and Budgets contained in the document are a product of this ongoing review process. We will also continue to work with partners within and beyond Mosman’s boundaries to ensure we deliver the best possible results for our community.

Carolyn Corrigan Mayor

Delivery Program 2018–2021 + Operational Plan 2018–2019

FROM THE GENERAL MANAGER This 2018-2021 MOSPLAN Delivery Program and 2018-2019 Operational Plan reflects work undertaken by Council over several months to capture and respond to the views and aspirations of the Mosman community. Council recognises that it cannot singularly deliver the community outcomes outlined in the 2018-2028 Community Strategic Plan. It is, however, ideally placed to make a significant contribution to providing the infrastructure, services and other resources essential to the daily lives of Mosman residents. The purpose of this document is to demonstrate how Council, as an organisation, intends to help Mosman maintain the special qualities that residents love, as well as provide high quality, contemporary services that respond to both current and future expectations.

‘‘

We are confident that the services and projects contained in this program are achievable and that Council will also be in a position to maintain a positive operating result in all future years.

We propose to fund this Delivery Program through a combination of revenue sources including rates, fees and charges, grants, loan borrowings and developer contributions. Although Council has established some ambitious targets for program delivery we are confident that the services and projects contained in this program are achievable and that Council will also be in a position to maintain a positive operating result in all future years. Through careful financial management we intend to deliver infrastructure projects that will, for instance, provide improved care facilities for children, special-purpose programs and spaces for young people, better sporting fields and facilities, and an enhanced public domain. We will also pursue increased service levels in areas such as community transport, events, gallery and library offerings. The continuation of a robust capital works program means that Council will have fully addressed its previously identified ‘infrastructure gap’ well in advance of the timeframe originally anticipated in 2015. The activities and projects included in this Delivery Program will be subject to regular review and progress will be tracked through quarterly and annual reports. I encourage community members to read these reports and to continue to communicate with Council about local issues and priorities. This document will be updated annually and further community input will be sought in April-May each year.

Dominic Johnson General Manager

MOSMAN OUR PLACE OUR COMMUNITY SNAPSHOT OF MOSMAN OUR ORGANISATION OUR FINANCES

Delivery Program 2018–2021 + Operational Plan 2018–2019

OUR PLACE

Mosman is a place of great history and beauty, located 8 kilometres north-east of the CBD on Sydney’s lower north shore. It is one of Australia’s premier suburbs, with an unmatched setting on Sydney Harbour. The area is characterised by beautiful localities such as Balmoral, Beauty Point, Clifton Gardens and Georges Heights. Occupying some 8.7 square kilometres, Mosman features numerous stunning bays and beaches punctuated by rugged headlands and sandstone cliffs. Natural bushland areas and foreshore parklands complement busy shopping strips and suburban neighbourhoods. The major thoroughfares of Military and Spit Roads both divide the area and connect residents of Mosman and those from further north to other parts of Sydney.

As a destination, Mosman today is a great place to sample some unique Sydney heritage.

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.

OUR COMMUNITY Mosman is home to just over 30,000 residents, having experienced only minimal population growth in recent years. This trend is expected 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 (and particularly those 70 years and over) continues to grow. We have more female residents than male (53.7% compared to 46.3%), and just over 33% of our residents have moved here from another country. In the five years to the 2016 census (the last census for which data is currently available), over 20% of Mosman residents moved here from interstate or elsewhere in NSW. Fewer residents in Mosman come from non-English speaking countries or identify as being of Aboriginal or Torres Strait Islander descent than other areas of Sydney. Between the 2011 and 2016 census the number of young working-age residents, parents and homebuilders (18â&#x20AC;&#x201C;49 years) in Mosman fell, while the greatest increase was experienced in persons aged 70â&#x20AC;&#x201C;84 years. During the same period, the number of school-aged children between 5 and 17 years increased, although the number of babies and pre-schoolers aged 0-4 years declined. In 2016 the median age of Mosman residents was 42 years, compared to 36 years across Greater Sydney.

We are a highly mobile community. Mosman residents are most typically heading outside the area to work (over 77%), with the Sydney CBD (almost 39%) being the most popular work location. Of jobs offered in Mosman, the largest percentage (33%) are filled by Mosman residents, with the next largest proportion of workers travelling from the northern beaches. Of almost 12,000 households in Mosman, the average household size in 2016 was 2.3 persons (compared to 2.7% in Greater Sydney), with Mosman also having a larger proportion of lone-person households than the Sydney average. Almost 30% of Mosman homes are occupied by only one person, with couples with children (at 30%) remaining the predominant household type. Mosman residents live in a variety of dwellings, with the number of separate houses falling alongside growth in medium and high density living. The proportion of separate houses (34%) is significantly lower than for Sydney as a whole (55%), while the proportion of medium and high density dwellings remains above the Sydney average. The qualifications of Mosman residents are higher than those for the average Sydney resident, and Mosman also has a significantly larger proportion of high income households than the Sydney average. There is a higher proportion pf managers and professionals living in the area, and unemployment is also low when compared to Sydney overall. Mosman is a connected community, with a significantly higher proportion of volunteers than the Sydney average. Our connections via the web are also above average.

Delivery Program 2018–2021 + Operational Plan 2018–2019

SNAPSHOT OF MOSMAN

Delivery Program 2018–2021 + Operational Plan 2018–2019

OUR ORGANISATION MOSMAN MAYOR AND COUNCILLORS Mosman is governed by an elected Council comprising seven Councillors including a popularly elected Mayor. The current term of Council commenced in September 2017 and will conclude with the next local government election, expected to be held in September 2020. Although Council terms are generally for four years, this current term has been shortened due to the local government reform process that resulted in the previous term extending for a five year period. Councillor Carolyn Corrigan was elected as Mosman’s second popularly elected Mayor and first popularly

elected female Mayor in September 2017 and will hold this office until September 2020. The position of Deputy Mayor is determined annually by the elected Council and Councillor Roy Bendall was most recently elected to this role in September 2017. The Mosman local government area is not divided into wards. The previous ward structure was abolished in September 2012 and all Councillors serve as representatives of the whole area. Details of Councillors elected for the 2017 -2020 Council term are provided below.

Carolyn CORRIGAN Mayor 2017–2020

Roy BENDALL Deputy Mayor 2017–2018

David COOK

Simon MENZIES

Libby MOLINE

Tom SHERLOCK

Jacqui WILLOUGHBY

Delivery Program 2018–2021 + Operational Plan 2018–2019

OUR ORGANISATION COUNCIL MANAGEMENT Leadership and management of Mosman Council is a collaborative effort between the Mayor, Councillors, the General Manager and staff. The General Manager, Dominic Johnson, is responsible for the effective and efficient delivery of Council’s day-to-day operations, and is assisted in this task by his Leadership Group and 176 (full time equivalent) members of staff. Council’s organisational structure is illustrated below:

Mayor and Council

General Manager Director Corporate Services

Director Environment & Planning

Director Community Development

Manager Information Technology Services

Manager Environment & Open Space

Manager Community Services

Manager Customer Service

Manager Engineering

Manager Finance/ CFO Manager Governance Manager Human Resources

Manager Urban Planning Manager Development Services Manager Compliance Manager Property & Works

Manager Library Services Manager Cultural Services Manager Communications

OUR ORGANISATION OUR VALUES Council has adopted six values that guide the way services are delivered and help ensure Council remains progressive, accountable and responsive to the community. In addition to these values Council supports and advocates the social justice principles of equity, access, participation and rights in both service planning and delivery. There principles are reflected in MOSPLANâ&#x20AC;&#x2122;s Strategic Directions and strategies.

Delivery Program 2018–2021 + Operational Plan 2018–2019

LEADERSHIP INTEGRITY TRANSPARENCY SERVICE INCLUSIVENESS RESPECT

OUR FINANCES 2018-19 INCOME BUDGET

2018-19 EXPENDITURE BUDGET

57+25+1116H 40+31+112211H

Income ($)

Rates & Annual Charges User Fees & Charges

2018/2019

Expenditure ($)

(26,822,923) 57.4%

Employee Costs

18,882,189 40.9%

Materials and Contracts

14,311,973

31%

(11,409,723) 24.4%

2018/2019

Interest & Investment Revenue

(475,406)

Legal Costs

488,470

1.1%

Other Revenue

(5,171,303)

11.1%

Consultants

148,969

0.3%

(2,872,273)

6.1%

Borrowing Costs

Grants & Contributions for Operating Purposes Total Income

(46,751,628)

100%

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

Depreciation & Amortisation State Government Levies

341,515

0.7%

5,448,893

11.8%

1,193,000

2.6%

Other Expenses

5,127,463

11.1%

Net Loss from Disposal of Assets

200,000

0.4%

46,142,472

100%

Total Expenditure

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

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

2018-19 EXPENDITURE BUDGET BY STRATEGIC DIRECTION

8+9+1322530H

Strategic Direction ($)

2018/2019

3,131,453

Culturally Rich & Vibrant Community

4,114,416

Attractive & Sustainable Environment

5,855,870

13%

Caring & Inclusive Community

911,300

Business Friendly Community with Sound Independent Civic Leadership

11,864,984

26%

Well Designed Liveable & Accessible Places

14,033,292

30%

6,231,157

13%

46,142,472

100%

Informed & Engaged Community

Healthy & Active Village Lifestyle Total Expenditure

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

MOSPLAN

INTEGRATED PLANNING AND REPORTING MOSPLAN READING THIS REPORT

Delivery Program 2018–2021 + Operational Plan 2018–2019

INTEGRATED PLANNING AND REPORTING Mosman Council, like all other councils in NSW, operates within an integrated Planning and Reporting Framework established by the State Government. This framework requires preparation and adoption of the following plans to assist councils in their ongoing delivery of services to residents and ratepayers:

MOSPLAN

COMMUNITY STRATEGICPLAN 20182028

A PLAN FOR MOSMAN’S FUTURE.

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

MOSPLAN

A PLAN FOR MOSMAN’S FUTURE.

COMMUNITYSTRATEGICPLAN 20182028 Adopted by Council 5 June 2018

MOSPLAN

DELIVERYPROGRAM 20182021 OPERATIONALPLAN 20182019

DELIVERING FOR MOSMAN.

2 MOSPLAN

DELIVERING FOR MOSMAN.

DELIVERYPROGRAM 20182021 OPERATIONALPLAN 20182019 Adopted by Council 5 June 2018

MOSPLAN

MAKING IT HAPPEN.

RESOURCING STRATEGY

MAKING IT HAPPEN. MAKING IT HAPPEN.

A three 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 Delivery Program and the long-term Vision identified in the Community Strategic Plan

A Resourcing Strategy, which details Council’s approach to long term financial planning, workforce planning and asset management. It provides a vital link between the Community Strategic Plan and Delivery Program

MOSPLAN

RESOURCING STRATEGY Adopted by Council 5 June 2018

These plans consider and respond to the views expressed by the community and are complemented by a series of reports at quarterly and annual intervals - as well as a report at the end of each Council term - that inform the community of Council’s progress in implementing its various plans.

Delivery Program 2018–2021 + Operational Plan 2018–2019

MOSPLAN

The suite of planning documents prepared by Mosman Council as part of its Integrated Planning and Reporting obligations (and more generally as a matter of good practice) is collectively known as MOSPLAN. The current suite of documents, prepared in 2018, is known as MOSPLAN 2018-2028 and includes: The 2018-2028 Community Strategic Plan A Resourcing Strategy supporting the 2018-2028 Community Strategic Plan encompassing longer term financial, infrastructure and workforce planning The 2018-2021 Delivery Program

Operational Plans for 2018-2019, 2019-2020 and 2020-2021 (this document contains the 2018-2021 Delivery Program and 2018-2019 Operational Plan) Together, these documents articulate a long-term Vision for Mosman’s future, and contain information about how Council intends to deliver on that Vision across 10, 3 and 1 year horizons. MOSPLAN 2018-2028 reflects the aspirations of the Mosman community and its elected Council and also takes into account an extensive range of other strategies and plans prepared by Council to address specific service areas or issues. It aims to ensure that Mosman Council can deliver services to the Mosman community in a manner that is effective, efficient and planned in a logical and financially sustainable way. The following diagram illustrates the integrated nature of MOSPLAN, and how engagement, planning, service delivery and reporting processes all contribute to its preparation, ongoing review and evolution.

READING THIS PLAN

This 2018-2021 Delivery Program, Operational Plan and Budget provide an overview of the services and facilities that Council plans to deliver over the next three years to bring the 2018-2028 Community Strategic Plan to life. This document draws on the Vision for Mosman adopted in the Community Strategic Plan and the seven Strategic Directions and supporting strategies that were informed by community input in 2017-2018. The Delivery Program has also been shaped by the forecasted financial, workforce and infrastructure resources expected to be available to Council over the three years commencing 1 July 2018. The 2018-2021 Delivery Program and supporting annual Operational Plans and Budgets include information on the activities that will be engaged in on a day-to-day basis (effectively â&#x20AC;&#x2DC;business as usualâ&#x20AC;&#x2122;), as well as special projects to be delivered over a three year period. This information is organised according to the seven Strategic Directions that will guide Councilâ&#x20AC;&#x2122;s efforts in delivering the best possible outcomes for the Mosman community. Further, this document identifies funds and staffing available to deliver these outcomes. This document also illustrates how Council will measure its progress against each Strategic Direction. Collectively as MOSPLAN 2018-2028, this document and the 2018-2028 Community Strategic Plan will be the subject of progress reports presented to Council and the community on a regular basis, including at the end of the current term of Council in August 2020.

Delivery Program 2018–2021 + Operational Plan 2018–2019

READING THIS PLAN 46

Delivery Program 2018–2021 + Operational Plan 2018–2019

STRATEGIC DIRECTION 1

A Caring and Inclusive Community

How we’ll deliver…

Our Strategies

1 2 3

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

Everyday Services and Facilities

Council delivers a wide range of services that support, connect and care for members of the Mosman community including children, families, young people, older residents and those with disability. On a day to day, basis staff care for children, school aged and younger, in child care, out-of-school care and vacation care centres and offer other services for families like playgroup, education seminars, and community events. Young people are catered for at Council’s Youth Centre, through regular drop-in sessions and a variety of targeted programs and activities. Youth Volunteering is a popular and successful program engaging young people, delivering new skills and experiences. Youth events are coordinated regularly in partnership with young people. Older residents are provided with many activities and programs to keep them active and engaged, or to support them when they need help. The range of services provided to older residents includes meals delivered to homes or served at the Community Restaurant, home visits and book deliveries, transport, healthy and active seniors programs, discussion and walking groups, social support and advice, newsletters, and special events and activities.

Council also watches out for those who care for others and those who otherwise volunteer in Mosman, providing services and respite for carers and coordinating volunteer programs across more than 20 Council services and programs. For people living with disability, Council provides activity and support programs for different age groups, respite services, transport and social support and advice. The community is supported more broadly through numerous community development programs and activities including support and capacity building for local community groups, an annual community grants program, training programs, language classes and computer classes. Our diverse community is celebrated through events marking International Women’s Day, International Day of People with a Disability, Harmony Day, and NAIDOC Week. Taking care of our community also involves providing a range of community facilities and recreational spaces for general community and programmed use, and the renewal, maintenance and cleansing of these facilities in line with community expectations.

Our Strategies

Everyday Services and Facilities

Further guidance to Council in achieving the Strategic Direction

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

Delivery Program 2018–2021 + Operational Plan 2018–2019

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

Delivery Program 2018–2021 + Operational Plan 2018–2019

STRATEGIC DIRECTION 1 Our Projects

A Caring and Inclusive Community

Project Name

A Caring and Inclusive Community

18 19

'Engage to Empower' Girls Inclusion Project Manager Community Services Mosman Before and After School Care Service Review Manager Community Services Pedestrian safety for children Manager Engineering Clifton Gardens Accessibility Ramp Manager Engineering Manager Environment and Open Space Balmoral Park Child Care Centre Director Environment and Planning Director Community Development Young Entrepreneurs Hub Manager Community Services

19 20

20 21

Resources Budget

Income ($) Aged and Disability Services Children's Services Youth Services Total Income

18 19

19 20

20 21

766,109

782,961

800,183

1,083,236

1,106,756

1,130,785

25,500

26,062

26,633

1,874,845

1,915,779

1,957,601

18 19

19 20

20 21

1,221,132

1,249,294

1,278,125

Children's Services

1,047,781

1,081,630

1,116,044

Community Servces

473,800

484,926

Youth Services

388,740

354,292

362,543

3,131,453

3,170,142

3,253,027

(1,256,608)

(1,254,363)

(1,295,426)

Expenditure ($) Aged and Disability Services

Total Expenditure Operating Surplus / Deficit

496,315

Aged and Disability Services Contract Capability Manager Community Services Expanded Community Transport Options Manager Community Services

Our Projects

Resources

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

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

Delivery Program 2018–2021 + Operational Plan 2018–2019

STRATEGIC DIRECTION 1

A Caring and Inclusive Community

How we’ll measure performance…

Resources Youth Services

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

Expenditure ($) Employee Costs Materials and Contracts

17 18

18 19

27,430

15,900

3,000

6,600 25,500

17 18

18 19

272,910

278,600

35,210

87,850

Consultants

Borrowing Costs

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

800

22,470

21,490

% Project Milestones achieved - Caring and Inclusive Community

No. of volunteers in Council services

No. of hours social support provided per annum

No. of meals delivered by Meals on Wheels per annum

3,000

30,430

Legal Costs

Depreciation & Amortisation

Key Performance Indicators

331,390

388,740

(300,960)

(363,240)

No. of meals served in the Community Restaurant per annum

No. of Community Transport trips per annum

No. of young people attending programs at Council’s Youth Centre

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

% Residents satisfied with overall range and quality of community facilities and activities

% Residents satisfied with access to Council information and Council support

% Residents satisfied with services and facilities for people from culturally and linguistically diverse backgrounds

% Residents satisfied with services and facilities for older people

% Residents satisfied with services and facilities for people with a disability

% Residents satisfied with services and facilities for children and families

% Residents satisfied with services for young people

Utilisation rate Mosman Square Senior Citizens Centre

Utilisation rate Mosman Occasional Care Centre

Utilisation rate Mosman Before and After School Care

Utilisation rate Mosman Vacation Care

Movement in waiting list - Mosman Before and After School Care Service

Resources

Key Performance Indicators

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

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

Delivery Program 2018–2021 + Operational Plan 2018–2019

VISION

A VISION FOR MOSMAN STRATEGIC DIRECTIONS

Delivery Program 2018–2021 + Operational Plan 2018–2019

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

A VIBRANT HARBOURSIDE VILLAGE WHERE COMMUNITY, LIFESTYLE AND HERITAGE ARE VALUED AND WHERE RESIDENTS FEEL SAFE AND CONNECTED.â&#x20AC;&#x192;

Delivery Program 2018–2021 + Operational Plan 2018–2019

STRATEGIC DIRECTIONS

WHAT WILL WE WORK TOWARDS OVER THE NEXT TEN YEARS TO MAKE THIS VISION A REALITY? Environmental

Social

A Healthy and Active Village Lifestyle

Civic Leadership

A Business-Friendly Community with Sound, Independent Civic Leadership

An Informed and Engaged Community

Well Designed, Liveable and Accessible Places

A Caring and Inclusive Community

An Attractive and Sustainable Environment

A Culturally Rich and Vibrant Community

Economic

Delivery Program 2018–2021 + Operational Plan 2018–2019

Our seven Strategic Directions are:

STRATEGIC DIRECTION 1

STRATEGIC DIRECTION 2

STRATEGIC DIRECTION 3

STRATEGIC DIRECTION 4

A Caring and Inclusive Community

A Culturally Rich and Vibrant Community

An Attractive and Sustainable Environment

An Informed and Engaged Community

STRATEGIC DIRECTION 5

STRATEGIC DIRECTION 6

STRATEGIC DIRECTION 7

A Business-Friendly Community with Sound, Independent Civic Leadership

Well Designed, Liveable and Accessible Places

A Healthy and Active Village Lifestyle

PLANS

DELIVERY PROGRAM & OPERATIONAL PLAN STRATEGIC DIRECTIONS 1â&#x20AC;&#x201C;7

Delivery Program 2018–2021 + Operational Plan 2018–2019

STRATEGIC DIRECTION 1

A Caring and Inclusive Community

STRATEGIC DIRECTION 1

A Caring and Inclusive Community

How weâ&#x20AC;&#x2122;ll deliverâ&#x20AC;Ś

Our Strategies

Assist residents to feel connected to their community and each other

Promote opportunities to acknowledge and embrace diversity

Ensure support is available for people in need

Delivery Program 2018–2021 + Operational Plan 2018–2019

A Caring and Inclusive Community

Everyday Services and Facilities

Council delivers a wide range of services that support, connect and care for members of the Mosman community including children, families, young people, older residents and those with disability. On a day to day basis staff care for children, school aged and younger, in child care, out-of-school care and vacation care centres and offer other services for families like playgroup, education seminars, and community events. Young people are catered for at Council’s Youth Centre, through regular drop-in sessions and a variety of targeted programs and activities. Youth Volunteering is a popular and successful program engaging young people, delivering new skills and experiences. Youth events are coordinated regularly in partnership with young people. Older residents are provided with many activities and programs to keep them active and engaged, or to support them when they need help. The range of services provided to older residents includes meals delivered to homes or served at the Community Restaurant, home visits and book deliveries, transport, healthy and active seniors programs, discussion and walking groups, social support and advice, newsletters, and special events and activities.

STRATEGIC DIRECTION 1 Our Projects

A Caring and Inclusive Community

Project Name 'Engage to Empower' Girls Inclusion Project Manager Community Services Mosman Before and After School Care Service Review Manager Community Services Pedestrian safety for children Manager Engineering Clifton Gardens Accessibility Ramp Manager Engineering Manager Environment and Open Space Balmoral Park Child Care Centre Director Environment and Planning Director Community Development Young Entrepreneurs Hub Manager Community Services Aged and Disability Services Contract Capability Manager Community Services Expanded Community Transport Options Manager Community Services

18 19

19 20

20 21

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Caring and Inclusive Community

Resources Budget

Income ($) Aged and Disability Services Children's Services Youth Services Total Income

Expenditure ($) Aged and Disability Services

18 19

19 20

20 21

766,109

782,961

800,183

1,083,236

1,106,756

1,130,785

25,500

26,062

26,633

1,874,845

1,915,779

1,957,601

18 19

19 20

20 21

1,221,132

1,249,294

1,278,125

Children's Services

1,047,781

1,081,630

1,116,044

Community Servces

473,800

484,926

496,315

Youth Services Total Expenditure Operating Surplus / Deficit

388,740

354,292

362,543

3,131,453

3,170,142

3,253,027

(1,256,608)

(1,254,363)

(1,295,426)

STRATEGIC DIRECTION 1 Resources Aged and Disability Services

A Caring and Inclusive Community

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

17 18

18 19

197,398

205,009

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

553,240

561,100

Total Income

750,638

766,109

17 18

18 19

Employee Costs

924,752

958,029

Materials and Contracts

Expenditure ($)

157,899

159,493

Legal Costs

Consultants

Borrowing Costs Depreciation & Amortisation State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

16,000

41,860

87,610

1,140,511

1,221,132

(389,873)

(455,023) 11.7

Delivery Program 2018–2021 + Operational Plan 2018–2019

STRATEGIC DIRECTION 1 Resources Childrenâ&#x20AC;&#x2122;s Services

A Caring and Inclusive Community

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

17 18

18 19

813,034

814,400

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

243,246

268,836

1,056,280

1,083,236

17 18

18 19

Employee Costs

835,977

835,239

Materials and Contracts

Total Income

Expenditure ($)

168,100

184,284

Legal Costs

Consultants

Borrowing Costs

Depreciation & Amortisation

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

27,970

28,258

1,032,047

1,047,781

24,233

35,455 8.6

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Caring and Inclusive Community

Resources Community Services

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

Total Income

17 18

18 19

234,300

248,100

Income ($)

Expenditure ($) Employee Costs

251,912

138,500

Legal Costs

Materials and Contracts

Consultants

2,000

Borrowing Costs

Depreciation & Amortisation

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

91,040

87,200

579,252

473,800

(579,252)

(473,800) 1.7

STRATEGIC DIRECTION 1 Resources Youth Services

A Caring and Inclusive Community

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

Expenditure ($) Employee Costs Materials and Contracts

17 18

18 19

27,430

15,900

3,000

6,600

30,430

25,500

17 18

18 19

272,910

278,600

35,210

87,850

Legal Costs

Consultants

Borrowing Costs Depreciation & Amortisation State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

800

22,470

21,490

331,390

388,740

(300,960)

(363,240) 3

Delivery Program 2018–2021 + Operational Plan 2018–2019

A Caring and Inclusive Community

How we’ll measure performance…

Key Performance Indicators

percent

% Project Milestones achieved - Caring and Inclusive Community

No. of volunteers in Council services

No. of hours social support provided per annum

No. of meals delivered by Meals on Wheels per annum

percent

No. of meals served in the Community Restaurant per annum

No. of Community Transport trips per annum

No. of young people attending programs at Council’s Youth Centre

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

% Residents satisfied with overall range and quality of community facilities and activities

% Residents satisfied with access to Council information and Council support

percent

% Residents satisfied with services and facilities for people from culturally and linguistically diverse backgrounds

% Residents satisfied with services and facilities for older people

% Residents satisfied with services and facilities for people with a disability

% Residents satisfied with services and facilities for children and families

% Residents satisfied with services for young people

Utilisation rate Mosman Square Senior Citizens Centre

Utilisation rate Mosman Occasional Care Centre

Utilisation rate Mosman Before and After School Care

Utilisation rate Mosman Vacation Care

Movement in waiting list - Mosman Before and After School Care Service

STRATEGIC DIRECTION 2

A Culturally Rich and Vibrant Community

STRATEGIC DIRECTION 2

A Culturally Rich and Vibrant Community

How we’ll deliver…

Our Strategies

Celebrate Mosman’s unique identity and heritage

Provide further opportunities to laugh, learn and play

Nurture cultural and creative endeavours

Delivery Program 2018–2021 + Operational Plan 2018–2019

A Culturally Rich and Vibrant Community

Everyday Services and Facilities

Mosman has a strong cultural and artistic heritage and Council is actively involved in promoting and facilitating the ongoing ‘cultural wellbeing’ of our community. The Mosman Library Service, operating from the Barry O’Keefe Library, has a significant role, providing services seven days a week. This multipurpose community hub not only offers an excellent library collection (including an expanding range of e-resources), it delivers a range of intellectual, cultural, recreational and information services, encompassing learning opportunities, resources and activities for all age groups. This programming covers everything from storytime for toddlers, to holiday activities, reading and writing competitions, book clubs, author and special interest talks, film and discussion groups and services supporting local schools and students. The area’s heritage is well-cared for and celebrated through the work of the Library’s Local Studies team. As part of a wider network known as Shorelink, the Library Service also provides members with ready access to the resources of libraries in North Sydney and Lane Cove.

Mosman’s artistic heritage and more contemporary artistic life is celebrated daily at Mosman Art Gallery. The Gallery, as the only regional art gallery in northern Sydney, delivers a high quality program of exhibitions yearround, providing residents and visitors opportunities to view the works of local, Australian and international artists. The Mosman Art Prize, conducted annually, has for many years been recognised as one of the most prestigious municipal art prizes in Australia. Public programming delivered in conjunction with these exhibitions, and other programming and events coordinated by the Gallery, extend the cultural experiences available to the community. Council also supports the cultural vitality of Mosman by coordinating monthly artisans markets in Mosman Square, and by delivering a regular program of events. These include the biennial Festival of Mosman and annual Pets Day Out, as well as outdoor concerts and movies, and other community get-togethers. Council maintains Friendship Agreements with several regional and international partners, providing opportunities to share cultural experiences and to learn from other communities.

STRATEGIC DIRECTION 2 Our Projects

A Culturally Rich and Vibrant Community

Project Name Nightlife in Mosman Manager Cultural Services Manager Communications Instagram Photo Competition Manager Communications Mosman Art Collection - Art Storage Facility Manager Property and Works Manager Cultural Services Mosman Art Collection Security Upgrade Manager Cultural Services eLibrary project Manager Library Services

18 19

19 20

20 21

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Culturally Rich and Vibrant Community

Resources Budget

18 19

19 20

20 21

Art Gallery and Community Centre

243,000

248,346

253,809

Arts Programming and Exhibitions

Income ($)

250,093

255,534

261,091

Community Events

49,796

58,227

51,800

Library Resources

11,000

Library Services

134,045

135,450

136,883

Total Income

687,934

708,557

714,583

18 19

19 20

20 21

Art Gallery and Community Centre

173,200

176,817

180,520

Arts Programming and Exhibitions

1,135,173

1,161,388

1,188,232

Community Events

354,515

393,477

353,349

Expenditure ($)

Heritage Management

95,000

97,090

99,226

992,300

1,010,547

1,029,236

Library Services

1,364,228

1,396,919

1,385,355

Total Expenditure

4,114,416

4,236,238

4,235,918

(3,426,482)

(3,527,681)

(3,521,335)

Library Resources

Operating Surplus / Deficit

STRATEGIC DIRECTION 2 Resources Art Gallery and Community Centre

A Culturally Rich and Vibrant Community

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

17 18

18 19

239,690

243,000

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

239,690

243,000

17 18

18 19

Employee Costs

78,365

80,300

Materials and Contracts

Total Income

Expenditure ($)

21,403

21,500

Legal Costs

Consultants

Borrowing Costs Depreciation & Amortisation State Government Levies

4,300

66,980

67,100

Total Expenditure

171,048

173,200

Operating Result Before Capital Grants & Contributions

68,642

69,800

Other Expenses Loss on Disposal of Assets

FTE Staff

1.8

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Culturally Rich and Vibrant Community

Resources Arts Programming and Exhibitions

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

Expenditure ($) Employee Costs Materials and Contracts

17 18

18 19

93,568

89,993

80,220

74,100

85,260

86,000

259,048

250,093

17 18

18 19

833,517

843,343

244,235

231,230

Legal Costs

Consultants

3,100

Borrowing Costs Depreciation & Amortisation State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff Capital Expenditure ($)

500

56,620

57,000

1,137,972

1,135,173

(878,924)

(885,080) 6.8 101,100

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Culturally Rich and Vibrant Community

Resources Community Events

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

17 18

18 19

71,961

49,796

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes Total Income

Expenditure ($) Employee Costs Materials and Contracts

71,961

49,796

17 18

18 19

147,890

154,969

128,512

191,056

Legal Costs

Consultants

Borrowing Costs

Depreciation & Amortisation

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

17,986

8,490

294,388

354,515

(222,427)

(304,719) 2.6

STRATEGIC DIRECTION 2 Resources Heritage Management

A Culturally Rich and Vibrant Community

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

Total Income

17 18

18 19

16,300

16,000

Income ($)

Expenditure ($) Employee Costs Materials and Contracts Legal Costs

Consultants

45,800

46,000

Borrowing Costs

Depreciation & Amortisation

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions

32,700

33,000

94,800

95,000

(94,800)

(95,000)

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Culturally Rich and Vibrant Community

Resources Library Resources

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

Expenditure ($) Employee Costs Materials and Contracts

17 18

18 19

21,000

5,000

6,000

27,000

11,000

17 18

18 19

549,300

558,900

72,860

87,700

Legal Costs

Consultants

236,700

100,740

109,000

959,600

992,300

(938,600)

(987,300) 6 287,460

STRATEGIC DIRECTION 2 Resources Library Services

A Culturally Rich and Vibrant Community

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

Expenditure ($) Employee Costs Materials and Contracts

17 18

18 19

35,220

35,742

41,070

41,803

56,500

132,790

134,045

17 18

18 19

1,108,930

1,130,865

69,742

120,263

Legal Costs

Consultants

64,200

73,990

48,900

1,316,862

1,364,228

(1,184,072)

(1,230,183) 14.01 5,900

Delivery Program 2018–2021 + Operational Plan 2018–2019

A Culturally Rich and Vibrant Community

How we’ll measure performance…

Key Performance Indicators

percent

% Project Milestones achieved - Culturally Rich and Vibrant Community

% Residents satisfied with Library services

No. of Library programs delivered for children and young people

No. of Library programs delivered for adults

percent

No. Library visits per capita per annum

No. Loans per capita per annum

% Library users satisfied with Library services and resources

Total visitation per annum - Mosman Art Gallery

% Residents satisfied with Mosman Art Gallery and Community Centre

Utilisation rate Community Centre, Mosman Art Gallery

percent

% Residents satisfied with overall range of facilities and activities relevant to culture and the arts

No. of Gallery Friends and Volunteers

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

No. of members of the Creative Circle philanthropy program

% users satisfied Mosman Market

No. of community events per annum

percent

No. of attendees at community events per annum

% Residents satisfied with local festivals and events

No. of events, projects and activities undertaken with Mosman’s Friendship Communities per annum

STRATEGIC DIRECTION 3

An Attractive and Sustainable Environment

STRATEGIC DIRECTION 3

An Attractive and Sustainable Environment

How we’ll deliver…

Our Strategies

Protect and enhance Mosman’s natural areas and local biodiversity

Use and encourage sustainable practices

Effectively manage parklands for community use

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

An Attractive and Sustainable Environment

Everyday Services and Facilities

Maintaining and enhancing the quality of Mosmanâ&#x20AC;&#x2122;s green spaces, and protecting the local environment requires continual effort by Council and the community. Council delivers a regular program of environmental education and engagement to increase local knowledge and foster sustainable community behaviours focussing on schools, young people as well as the general community. The coordination of volunteer Bushcare, Native Havens and HarbourCare programs actively engages the community in caring for our environment. As well as delivering programs locally, Council also participates in regional and national environmental networks and programs. We also manage a number of contractors responsible for tree management, bushland restoration, weed management and maintenance of marine structures. Feral animal programs are carried out to reduce the harm being done to our native landscapes and animals by introduced species. Responsible pet ownership education campaigns are also run.

Council monitors local water quality through data collation undertaken as part of the Harbourwatch program and maintains a network of stormwater quality improvement devices to restrict the amount of litter entering the harbour. Litter and illegal dumping education and control measures are also used to keep natural and other public spaces as clean as possible and contracts for street and gutter cleaning and beach and reserve cleaning are managed to further reduce waste and improve local amenity. One of the core services delivered by Council is its waste management service, which incorporates various recycling and disposal programs. These include drop-off points for e-waste, mattress collection, hazardous chemicals and other materials as well as regular kerb-side waste and recycling pick-ups. Council has an ongoing regulatory role regarding trees on private land and other private infrastructure such as cooling towers. Protection of the environment also extends to support for alternate transport options including public transport and car share initiatives and active/sustainable options including walking and cycling. Council also investigates and implements energy and water efficient options for its own service delivery and infrastructure provision in public spaces. It is also involved in preparing and reviewing environmental plans and strategies and reports on environmental performance through a State of the Environment Report.

STRATEGIC DIRECTION 3 Our Projects

An Attractive and Sustainable Environment

Project Name Public Amenities Upgrade Program Manager Property and Works New and Revised Plans of Management Manager Urban Planning SQID Upgrade Program Manager Engineering Balmoral Jetty Upgrade Manager Engineering Marine Works Program Manager Engineering Stormwater Works Program Manager Engineering Waste and Recycling Program Manager Environment and Open Space

18 19

19 20

20 21

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

An Attractive and Sustainable Environment

Resources Budget

18 19

19 20

20 21

103,800

106,040

108,329

Waste and Cleaning

6,795,300

6,808,978

6,945,867

Total Income

6,899,100

6,915,018

7,054,196

18 19

19 20

20 21

616,680

629,057

641,728

Income ($) Environmental Sustainability

Expenditure ($) Environmental Sustainability Stormwater

603,478

615,243

627,242

4,635,712

4,737,431

4,841,387

Total Expenditure

5,855,870

5,981,731

6,110,357

Operating Surplus / Deficit

1,043,229

933,287

943,839

Waste and Cleaning

STRATEGIC DIRECTION 3 Resources Environmental Sustainability

An Attractive and Sustainable Environment

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

17 18

18 19

45,780

36,500

5,800

6,300

Grants & Cont for Operating Purposes

60,000

61,000

Total Income

111,580

103,800

17 18

18 19

387,100

392,180

Materials and Contracts

111,900

112,000

Legal Costs

83,000

Consultants

19,700

19,000

Borrowing Costs

Depreciation & Amortisation

Expenditure ($) Employee Costs

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

9,000

10,500

610,700

616,680

(499,120)

(512,880) 3

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

Resources Stormwater

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

Total Income

17 18

18 19

Income ($)

Expenditure ($) Employee Costs Materials and Contracts

222,090

225,800

Legal Costs

Consultants

Borrowing Costs

371,000

377,678

State Government Levies

Other Expenses

Loss on Disposal of Assets

593,090

603,478

(593,090)

(603,478)

Depreciation & Amortisation

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

275,000

STRATEGIC DIRECTION 3 Resources Waste and Cleaning

An Attractive and Sustainable Environment

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

17 18

18 19

6,699,230

6,701,000

93,600

94,300

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

6,792,830

6,795,300

17 18

18 19

Employee Costs

428,400

Materials and Contracts

4,576,130

4,519,712

Total Income

Expenditure ($) Legal Costs

12,000

14,000

Consultants

10,000

Borrowing Costs Depreciation & Amortisation State Government Levies

86,500

90,000

29,288

2,000

Total Expenditure

5,142,318

4,635,712

Operating Result Before Capital Grants & Contributions

1,650,512

2,159,588

Other Expenses Loss on Disposal of Assets

Capital Expenditure ($)

150,000

Delivery Program 2018–2021 + Operational Plan 2018–2019

An Attractive and Sustainable Environment

How we’ll measure performance…

Key Performance Indicators

percent

% Project Milestones achieved - Attractive and Sustainable Environment

% Residents satisfied with provision and maintenance of parklands including bushland, harbour foreshores, local parks and bushland trails

% Residents satisfied with waste and recycling collection services

% Residents satisfied with overall cleanliness, appearance and management of public spaces

percent

% Residents satisfied with cleaning of streets

% Residents satisfied with litter control and rubbish dumping

% Residents satisfied with management and protection of the environment

% Residents satisfied with Council keeping food premises safe

STRATEGIC DIRECTION 4

An Informed and Engaged Community

STRATEGIC DIRECTION 4

An Informed and Engaged Community

How we’ll deliver…

Our Strategies

Actively involve the community in planning and delivering Mosman’s future

Deliver community information that is accurate and readily available

Ensure the community knows how and why decisions are made

Delivery Program 2018–2021 + Operational Plan 2018–2019

An Informed and Engaged Community

Everyday Services and Facilities

Council regularly uses a range of traditional and more contemporary tools to inform and engage the community, depending on specific issues, projects and communities of interest. These include community meetings and noticeboards, distribution of community updates, directories and resident guides, resident and user surveys, providing extensive information on Council’s online platforms and circulation of information through social media, regular advertising, and distribution of promotional materials.

To keep the community informed on a regular basis quarterly community newsletters are delivered to households and businesses and an e-newsletter is circulated quarterly to subscribers. Multiple other newsletters, most commonly now in e-format, are distributed to users of specific services such as Mosman Library Service and Aged Services.

Most recently there has been a focus on extending Council’s capability for online requests and reporting, particularly through mobile devices and app development.

Public involvement and participation in civic affairs includes opportunities to speak at Council meetings and to view Council meetings via live webcast or through Council’s webcast archive. Community members can also attend and speak at other significant meetings including those of the Local Traffic Committee and Mosman Local Planning Panel.

A major Community Survey is conducted every two years, generally in the middle and at the end of each Council term to ascertain community views about local issues, aspirations and how Council is performing. Every four years Council also prepares and implements a comprehensive community engagement strategy to assist in reviewing and updating it’s Community Strategic Plan.

Regular media liaison assists in providing as much information as possible to the community through local media outlets.

Community Consultative Committees relating to active transport, accessibility, the arts, visual amenity and friendship cities provide a further avenue for community involvement in Council activities. Committees meet regularly and are renewed after each Council election. Council cooperates with the NSW Electoral Commission in its administration of State, Federal and local government elections, providing voting booths and other advice as required.

STRATEGIC DIRECTION 4 Our Projects

An Informed and Engaged Community

Project Name Digital Application Upgrades Manager Communications Free Public Wifi Manager Information Technology Services Open Data and Digitisation Project Manager Governance Manager Information Technology Services Expanded Community Engagement Technology Platforms Manager Communications

18 19

19 20

20 21

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

An Informed and Engaged Community

Resources Budget

18 19

19 20

20 21

18 19

19 20

20 21

Communication and Engagement

911,300

932,875

954,962

Total Expenditure

911,300

932,875

954,962

(911,300)

(932,875)

(954,962)

Income ($) Total Income

Expenditure ($)

Operating Surplus / Deficit

STRATEGIC DIRECTION 4 Resources Communication and Engagement

An Informed and Engaged Community

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

Total Income

17 18

18 19

Employee Costs

517,300

548,600

Materials and Contracts

169,830

146,700

Income ($)

Expenditure ($) Legal Costs

Consultants

33,320

12,000

Borrowing Costs

Depreciation & Amortisation

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

149,940

204,000

870,390

911,300

(870,390)

(911,300) 4

Delivery Program 2018–2021 + Operational Plan 2018–2019

An Informed and Engaged Community

How we’ll measure performance…

Key Performance Indicators

percent

% Project Milestones achieved - Informed and Engaged Community

No. Website visits and page views per annum

% Residents satisfied with Council engaging (consulting) with the community

% Residents satisfied with access to Council information and support

percent

No. of people accessing Council meeting webcasts

% of Council meetings webcast

Total no. of downloads MyMosman app

Total no. of downloads - Park Mosman app

STRATEGIC DIRECTION 5

A BusinessFriendly Community with Sound, Independent Civic Leadership

STRATEGIC DIRECTION 5

A Business-Friendly Community with Sound, Independent Civic Leadership

How weâ&#x20AC;&#x2122;ll deliverâ&#x20AC;Ś

Our Strategies

Council delivers high quality, convenient service to customers

Utilise local and regional partnerships to benefit Mosman

Provide support for business precincts and the local economy

Delivery Program 2018–2021 + Operational Plan 2018–2019

A Business-Friendly Community with Sound, Independent Civic Leadership

Everyday Services and Facilities

As a regulated government organisation, there are many systems, policies and processes in place to ensure Council meets its formal obligations, as well as to provide effective stewardship of community resources and efficient service delivery in a financially sustainable way. The development, maintenance and review of policies, practices and systems is an ongoing responsibility, as is regular audit and compliance programming. Council has committed to meeting integrated planning and reporting requirements, including long term financial planning and strategic planning for assets and Council’s workforce. Reports on progress against adopted plans are made to Council and the community on a quarterly and annual basis, with a major report also provided to the community at the end of each Council term. Progressive improvements are made to customer service capability as expectations and preferred methods of customer contact change. Complaints are taken seriously and are subject to clear policies and procedures. Services and structure are regularly reviewed and multiple contracts are proactively managed to ensure best possible financial and service outcomes. There is significant and increasing use of online resources and platforms for service delivery across Council operations.

Council engages with other partners to deliver services and provide costeffective solutions. It is involved in numerous joint/regional procurement contracts and actively considers further opportunities for joint procurement, service delivery and resource sharing. Shared services with other local government organisations include internal audit and the Shorelink Library Network, with Council’s membership of the Northern Sydney Regional Organisation of Councils (NSROC) providing an ongoing opportunity for joint activity including advocacy on matters of regional importance. As a good corporate citizen Council is committed to providing a safe and supportive workplace, and to considering the impact of its operations on the environment. The risks associated with local government service delivery are actively managed to ensure business continuity. Together with prudent and transparent financial, property, information and infrastructure management, Council is able to actively protect the organisation’s longer term sustainability. Council also has a role within the wider business community of Mosman, partnering with the local Chamber of Commerce, listening to the views of business and providing support to the business community through both physical infrastructure and other business initiatives.

STRATEGIC DIRECTION 5 Our Projects

A Business-Friendly Community with Sound, Independent Civic Leadership

Project Name Civic Centre Refurbishment Manager Property and Works Digital Strategy Manager Information Technology Services Customer Experience Improvement Project Manager Customer Service Signage Digitisation Project Manager Governance Military Road Street Frontage Improvements Manager Engineering ePermits Manager Customer Service Information Technology Upgrade Program Manager Information Technology Services

18 19

19 20

20 21

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Business-Friendly Community with Sound, Independent Civic Leadership

Resources Budget

Income ($) Assets and Services Management Compliance

18 19

19 20

20 21

3,300

3,373

3,447

653,900

668,112

682,636

Finance

21,669,098

22,135,159

22,614,424

Total Income

22,326,298

22,806,644

23,300,507

18 19

19 20

20 21

398,000

405,208

412,591

Expenditure ($) Assets and Services Management Compliance

1,492,000

1,529,034

1,566,987

Customer Service

489,500

501,736

514,278

Finance

1,969,551

1,961,587

2,030,855

Governance Support and Risk

2,141,770

2,216,949

2,483,121

Human Resources

974,669

997,680

1,021,245

Information Technology

2,481,100

2,529,200

2,593,581

Leadership Group

1,918,394

1,965,704

2,014,189

Total Expenditure

11,864,984

12,107,098

12,636,847

Operating Surplus / Deficit

10,461,314

10,699,546

10,663,660

STRATEGIC DIRECTION 5 Resources Assets and Services Management

A Business-Friendly Community with Sound, Independent Civic Leadership

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

3,230

3,300

Income ($)

Other Revenue Grants & Cont for Operating Purposes

3,230

3,300

17 18

18 19

306,100

256,600

Materials and Contracts

31,980

32,000

Legal Costs

6,420

8,000

Consultants

Total Income

Expenditure ($) Employee Costs

Borrowing Costs

101,400

Depreciation & Amortisation

State Government Levies

Other Expenses

Loss on Disposal of Assets

445,900

398,000

(442,670)

(394,700)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Business-Friendly Community with Sound, Independent Civic Leadership

Resources Compliance

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

Expenditure ($) Employee Costs Materials and Contracts

17 18

18 19

535,400

646,900

100

4,400

7,000

539,900

653,900

17 18

18 19

1,371,680

1,463,000

28,400

28,000

Legal Costs

Consultants

Borrowing Costs

Depreciation & Amortisation

State Government Levies

1,000

Total Expenditure

1,401,080

1,492,000

Operating Result Before Capital Grants & Contributions

(861,180)

(838,100)

Other Expenses Loss on Disposal of Assets

FTE Staff

STRATEGIC DIRECTION 5 Resources Customer Service

A Business-Friendly Community with Sound, Independent Civic Leadership

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

Total Income

17 18

18 19

474,000

489,000

Materials and Contracts

Legal Costs

Consultants

Borrowing Costs

Depreciation & Amortisation

State Government Levies

Other Expenses

500

Loss on Disposal of Assets

474,000

489,500

(474,000)

(489,500)

Income ($)

Expenditure ($) Employee Costs

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Business-Friendly Community with Sound, Independent Civic Leadership

Resources Finance

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

17 18

18 19

19,675,560

20,121,923

231,675

235,153

467,000

475,406

16,700

14,900

827,536

821,716

21,218,471

21,669,098

17 18

18 19

Employee Costs

1,113,600

1,142,800

Materials and Contracts

Total Income

Expenditure ($)

173,040

165,226

Legal Costs

12,250

12,470

Consultants

Borrowing Costs Depreciation & Amortisation

403,143

341,515

37,600

State Government Levies

45,000

46,000

Other Expenses

218,000

223,940

Total Expenditure

2,002,633

1,969,551

Operating Result Before Capital Grants & Contributions

19,215,838

19,699,547

Loss on Disposal of Assets

FTE Staff Capital Expenditure ($)

8.5 1,384,592

STRATEGIC DIRECTION 5 Resources Governance Support and Risk

A Business-Friendly Community with Sound, Independent Civic Leadership

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

Total Income

17 18

18 19

883,800

803,400

Income ($)

Expenditure ($) Employee Costs Materials and Contracts

391,529

163,900

Legal Costs

Consultants

Borrowing Costs

Depreciation & Amortisation

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

1,181,684

1,174,470

2,457,013

2,141,770

(2,457,013)

(2,141,770) 10.9

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Business-Friendly Community with Sound, Independent Civic Leadership

Resources Human Resources

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

30,000

Income ($)

Other Revenue Grants & Cont for Operating Purposes Total Income

Expenditure ($) Employee Costs Materials and Contracts

30,000

17 18

18 19

897,210

868,600

Legal Costs

21,330

21,000

Consultants

55,670

53,569

Borrowing Costs

Depreciation & Amortisation

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

45,320

31,500

1,019,530

974,669

(989,530)

(974,669) 3

100

STRATEGIC DIRECTION 5 Resources Information Technology

A Business-Friendly Community with Sound, Independent Civic Leadership

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

Total Income

17 18

18 19

777,800

919,800

67,000

11,000

Income ($)

Expenditure ($) Employee Costs Materials and Contracts Legal Costs

Consultants

5,200

5,300

50,800

1,322,659

1,494,200

2,223,459

2,481,100

(2,223,459)

(2,481,100) 8 610,500

Delivery Program 2018–2021 + Operational Plan 2018–2019

101

102

STRATEGIC DIRECTION 5 Resources Leadership Group

A Business-Friendly Community with Sound, Independent Civic Leadership

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

Total Income

17 18

18 19

1,723,300

1,846,644

Income ($)

Expenditure ($) Employee Costs Materials and Contracts

14,400

14,500

Legal Costs

Consultants

Borrowing Costs

Depreciation & Amortisation

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

102,480

57,250

1,840,180

1,918,394

(1,840,180)

(1,918,394) 12.03

Delivery Program 2018–2021 + Operational Plan 2018–2019

A Business-Friendly Community with Sound, Independent Civic Leadership

How we’ll measure performance…

Key Performance Indicators

percent

clock

% Project Milestones achieved - BusinessFriendly Community with Sound, Independent Civic Leadership

% Project Milestones achieved overall

Days lost per Work Health and Safety incident

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

Annual water consumption for all Council operations per capita

Annual energy consumption for all Council operations per capita

Infrastructure Renewal ratio - Amount spent per annum renewing assets divided by depreciation or loss of value

No. of complaints received

No. of complaints resolved

No. of complaints regarding nonadherence to Council’s Customer Service Charter

percent

% of budgeted capital works achieved per annum

Budget performance - actual operating result compared to budget

Level of Staff Satisfaction and Wellbeing

% Residents satisfied with Council leadership on matters important to the community

% Residents satisfied with Council advocacy on matters impacting on Mosman and neighbouring areas

% Residents satisfied with overall delivery of Council services

percent

% Residents satisfied with Councillor performance

% Residents satisfied with staff performance

% statutory obligations not met

Total tonnage of waste generated by Council

% waste generated by Council diverted from landfill

% Residents satisfied with Council assisting economic development with the business community and visitors

103

STRATEGIC DIRECTION 6

Well Designed, Liveable and Accessible Places

106

STRATEGIC DIRECTION 6

Well Designed, Liveable and Accessible Places

How weâ&#x20AC;&#x2122;ll deliverâ&#x20AC;Ś

Our Strategies

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

Value and strengthen the special aesthetic qualities of Mosman

Improve access for everyone to, from and within Mosman

Delivery Program 2018–2021 + Operational Plan 2018–2019

Well Designed, Liveable and Accessible Places

Everyday Services and Facilities

Council is engaged in the construction, maintenance and renewal of community infrastructure on a daily basis, including roads, footpaths, bike paths, building facilities, marine structures, retaining walls and public places. The works are primarily undertaken by contractors under the management of Council staff and are carried out according to priorities established through Council’s Asset Management Strategy and Plans. The accessibility of public space and infrastructure is a key consideration and Council is guided by accessibility audits and strategy, and by other plans including the Disability Inclusion Action Plan and Pedestrian Access Mobility Plan. Parking, traffic and transport are key community priorities and Council is actively involved in both delivering local improvements and advocating on Mosman’s behalf to other government agencies. Ongoing attention is being given to providing new solutions and to improving and regulating local parking and traffic flows. Education programs and capital improvements are undertaken to improve road safety and active transport opportunities are pursued.

Planning, including the assessment of development applications, is a core service of Council. Planning strategies, controls and assessment practices are regularly reviewed to ensure the best possible planning outcomes. Heritage conservation and management strategies are in place to protect Mosman’s indigenous and built heritage. A local planning panel determines development applications not dealt with by Council staff. Planning information and advice is provided daily to members of the public. Regular representations are made to the State Government regarding planning policies, controls and legislation affecting the quality of development and amenity in Mosman. A continuing signage improvement plan is delivering benefits for the visual amenity of public spaces. A graffiti management contract is in place to deal quickly with reported incidences of graffiti and there is a regular program to clean and maintain public buildings and amenities. Large and small scale improvements to the public domain and local streetscapes are undertaken having regard to community views, usage and opportunities identified to improve the attractiveness, vitality and usability of these spaces.

107

108

STRATEGIC DIRECTION 6 Our Projects

Well Designed, Liveable and Accessible Places

Project Name Raglan Street West Carpark Manager Governance Bradleys Head Road to the Zoo Footpath extension Manager Engineering Mosman Junction Pedestrian Plaza Manager Engineering Manager Communications Expanded decorative lighting in retail/civic precincts Manager Engineering Public Domain Strategy Manager Engineering Signage Program Implementation Environment and Open Space Rangers and Park Avenue Roundabout Manager Engineering Environment and Open Space Building Works Program Manager Engineering Footpath Works Program Manager Engineering Roadworks Program Manager Engineering Retaining Wall Program Manager Engineering Car Parking Program Manager Engineering

18 19

19 20

20 21

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

Well Designed, Liveable and Accessible Places

Resources Budget

Income ($) Car Parks Development Services

18 19

19 20

20 21

7,420,000

7,583,240

7,750,075

892,100

911,702

931,734

5,106,030

5,218,322

5,333,083

Roads Footpaths

1,150,521

1,174,878

1,199,752

Street Lighting

121,000

123,640

126,338

Urban Planning and Advocacy

151,500

154,822

158,217

14,841,151

15,166,604

15,499,199

18 19

19 20

20 21 1,472,306

Property and Works

Total Income

Expenditure ($) Car Parks

1,411,994

1,445,813

Development Services

1,563,301

1,600,276

1,638,140

Property and Works

3,943,269

4,019,073

4,096,588

Roads Footpaths

5,809,128

5,934,581

6,046,399

Street Lighting

682,000

697,004

712,338

Urban Planning and Advocacy Total Expenditure Operating Surplus / Deficit

623,600

638,577

653,916

14,033,292

14,335,324

14,619,687

807,859

831,280

879,512

109

110

STRATEGIC DIRECTION 6 Resources Car Parks

Well Designed, Liveable and Accessible Places

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

17 18

18 19

4,011,300

4,420,000

2,900,000

3,000,000

6,911,300

7,420,000

17 18

18 19

Employee Costs

400,138

326,400

Materials and Contracts

Total Income

Expenditure ($)

573,640

647,500

Legal Costs

2,000

Consultants

Borrowing Costs Depreciation & Amortisation State Government Levies

110,500

111,094

312,900

325,000

Total Expenditure

1,399,178

1,411,994

Operating Result Before Capital Grants & Contributions

5,512,122

6,008,006

Other Expenses Loss on Disposal of Assets

FTE Staff Capital Expenditure ($)

4 15,000

Delivery Program 2018–2021 + Operational Plan 2018–2019

111

112

STRATEGIC DIRECTION 6 Resources Development Services

Well Designed, Liveable and Accessible Places

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

17 18

18 19

917,700

892,100

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

917,700

892,100

17 18

18 19

Employee Costs

990,850

1,053,971

Materials and Contracts

190,090

195,630

Legal Costs

347,560

300,000

Consultants

Total Income

Expenditure ($)

Borrowing Costs Depreciation & Amortisation State Government Levies

12,700

1,000

Total Expenditure

1,542,200

1,563,301

Operating Result Before Capital Grants & Contributions

(624,500)

(671,201)

Other Expenses Loss on Disposal of Assets

FTE Staff

9.4

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

113

Well Designed, Liveable and Accessible Places

Resources Property and Works

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

17 18

18 19

2,922,391

2,620,630

1,934,920

2,011,400

474,000

4,857,311

5,106,030

17 18

18 19

Employee Costs

485,790

1,119,249

Materials and Contracts

Total Income

Expenditure ($)

1,186,364

1,396,734

Legal Costs

23,310

28,000

Consultants

Borrowing Costs Depreciation & Amortisation State Government Levies

695,410

697,231

534,143

702,055

Total Expenditure

2,925,017

3,943,269

Operating Result Before Capital Grants & Contributions

1,932,294

1,162,761

Other Expenses Loss on Disposal of Assets

FTE Staff Capital Expenditure ($)

8 6,651,500

114

STRATEGIC DIRECTION 6 Resources Roads Footpaths

Well Designed, Liveable and Accessible Places

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

17 18

18 19

564,000

731,000

10,000

Grants & Cont for Operating Purposes

408,550

409,521

Total Income

982,550

1,150,521

17 18

18 19

Employee Costs

1,032,400

1,243,500

Materials and Contracts

Expenditure ($)

1,634,250

1,718,928

Legal Costs

Consultants

Borrowing Costs

2,613,180

2,646,700

State Government Levies

Other Expenses

400,000

200,000

5,679,830

5,809,128

(4,697,280)

(4,658,607)

Depreciation & Amortisation

Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff Capital Expenditure ($)

12.6 2,340,000

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

115

Well Designed, Liveable and Accessible Places

Resources Street Lighting

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Income ($)

Grants & Cont for Operating Purposes

90,000

120,000

Total Income

90,000

120,000

17 18

18 19

Expenditure ($) Employee Costs Materials and Contracts

376,000

382,000

Legal Costs

Consultants

Borrowing Costs

Depreciation & Amortisation

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions

140,000

300,000

516,000

682,000

(426,000)

(562,000)

116

STRATEGIC DIRECTION 6 Resources Urban Planning and Advocacy

Well Designed, Liveable and Accessible Places

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

17 18

18 19

150,000

151,000

500

150,500

151,500

17 18

18 19

Employee Costs

447,100

452,600

Materials and Contracts

Total Income

Expenditure ($)

52,000

2,000

Legal Costs

Consultants

Borrowing Costs

Depreciation & Amortisation

163,900

167,000

2,000

665,000

623,600

(514,500)

(472,100)

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

3.6

Delivery Program 2018–2021 + Operational Plan 2018–2019

Well Designed, Liveable and Accessible Places

How we’ll measure performance…

Key Performance Indicators

percent

% Project Milestones achieved - Well designed, liveable and accessible places

No. metres of stormwater pipes renewed per annum

% programmed seawall renewal works completed per annum

% programmed road renewal works completed per annum

percent

No. metres of marked bike paths in Mosman

No. of (off street) public car parking spaces

No. of traffic accidents reported on local roads per annum

% Residents satisfied with providing and maintaining local roads

% Residents satisfied with providing and maintaining footpaths

% Residents satisfied with providing and maintaining bike paths

percent

% Residents satisfied with overall cleanliness, appearance and management of public spaces

% Residents satisfied with condition of public toilets

% Residents satisfied with enforcement of parking restrictions

% Residents satisfied with provision of car parking

% Residents satisfied with traffic management

% Residents satisfied with managing development - land use planning

percent

clock

% Residents satisfied with development approvals process

% Residents satisfied with protection of heritage values and buildings

Mean gross time for DA determinations

No. of DAs determined

No. of DAs over 90 days

No. of DA related legal appeals

percent

clock

Value of DAs lodged (construction)

Utilisation rates Council car parks

% overstays in Council car parks

Average duration of stay - Council car parks

Metres of roadway constructed or renewed

Metre of footpaths constructed or renewed

# Total no. of unnecessary signs removed under Council’s signage program

117

STRATEGIC DIRECTION 7

A Healthy and Active Village Lifestyle

120

STRATEGIC DIRECTION 7

A Healthy and Active Village Lifestyle

How we’ll deliver…

Our Strategies

Protect and enhance Mosman’s village atmosphere

Support active, healthy lifestyles

Facilitate safe environments for everyday living

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Healthy and Active Village Lifestyle

Everyday Services and Facilities

Council regularly plans for, manages and maintains sporting and recreational spaces in Mosman. Day to day maintenance is undertaken through a range of service contracts applying to indoor sport facilities, parks, sporting fields and turf management and allocation of space is administered directly by Council. Recreation opportunities are provided at both indoor and outdoor facilities, including parklands, sporting fields and courts for a variety of codes, bike paths and walking tracks, Mosman Swim Centre (managed by an independent contractor), and Marie Bashir Mosman Sports Centre. Facilities are available for both casual, unstructured use and for regular bookings by organised groups. As much of the natural and recreational lands within Mosman are owned by the Sydney Harbour Federation Trust and NSW National Parks and Wildlife Service, Council works with these organisations to deliver the best possible outcomes for recreational spaces at Georges Heights, Middle Head and Bradleys Head.

Within the various recreational spaces under Council ownership or management, Council also constructs and maintains appropriate facilities to support community use including playgrounds, outdoor fitness equipment, BBQâ&#x20AC;&#x2122;s, kayak and dinghy storage, picnic shelters and swimming areas (such as those provided at Balmoral and Clifton Gardens). Active and healthy living programs are delivered for older residents. Council regularly engages with the community during the planning and development phases for new or upgraded facilities, as well as with local sporting groups to discuss priorities and opportunities for collaboration. The health and safety of the community is protected through inspection programs for food premises, beauty salons, hairdressers and skin penetration businesses, as well as cooling towers, swimming pools and pool fencing. Safety awareness programs are provided for businesses. Council also conducts water pollution, sewer leak and noise investigations and looks after the safety of public places through CCTV and other community safety projects in collaboration with the Police Area Command. Regular contact is made with the State Emergency Service and other emergency services involved in planning for and responding to emergency situations in the local area.

121

122

STRATEGIC DIRECTION 7 Our Projects

A Healthy and Active Village Lifestyle

Project Name Allan Border Oval Pavilion and Landscape Project Manager Engineering Lighting of Netball Courts at Drill Hall Common Manager Environment and Open Space Middle Head Turf Improvement Project Manager Environment and Open Space Mosman Swim Centre Refurbishment Manager Engineering Open Space Works Program Manager Environment and Open Space Active Transport Cycle Works Manager Engineering

18 19

19 20

20 21

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

A Healthy and Active Village Lifestyle

Resources Budget

18 19

19 20

20 21

Open Space Foreshore and Sporting Fields

122,300

124,969

127,697

Total Income

122,300

124,969

127,697

Expenditure ($)

18 19

19 20

20 21

Emergency and Depot

1,163,667

1,190,321

1,217,592

5,067,490

5,142,602

5,319,752

6,231,157

6,332,923

6,537,344

(6,108,857)

(6,207,954)

(6,409,647)

Income ($)

Open Space Foreshore and Sporting Fields Total Expenditure Operating Surplus / Deficit

123

124

STRATEGIC DIRECTION 7 Resources Emergency and Depot

A Healthy and Active Village Lifestyle

17 18

18 19

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes

Total Income

17 18

18 19

Income ($)

Expenditure ($) Employee Costs Materials and Contracts

170,881

175,667

Legal Costs

Consultants

Borrowing Costs

Depreciation & Amortisation

1,000,000

980,000

7,900

8,000

1,178,781

1,163,667

(1,178,781)

(1,163,667)

State Government Levies Other Expenses Loss on Disposal of Assets Total Expenditure Operating Result Before Capital Grants & Contributions

Delivery Program 2018–2021 + Operational Plan 2018–2019

125

126

STRATEGIC DIRECTION 7 Resources Open Space Foreshore and Sporting Fields

A Healthy and Active Village Lifestyle

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

17 18

18 19

245,580

122,300

Interest & Investment Revenue

Other Revenue

Grants & Cont for Operating Purposes Total Income

Expenditure ($) Employee Costs Materials and Contracts

245,580

122,300

17 18

18 19

1,014,200

867,500

3,003,535

3,136,800

Legal Costs

20,000

Consultants

1,001,190

29,870

42,000

5,068,795

5,067,490

(4,823,215)

(4,945,190) 7 865,000

Delivery Program 2018–2021 + Operational Plan 2018–2019

A Healthy and Active Village Lifestyle

How we’ll measure performance…

Key Performance Indicators

percent

% Project Milestones achieved - Healthy and Active Village Lifestyle

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

No. users per annum - Mosman Swim Centre

Average no. ovals bookings per week

percent

% users satisfied Sporting fields

% Residents satisfied with sport and recreational facilities

% Residents who feel safe in their local community

Utilisation rate Council ovals

127

128

FINANCIAL MANAGEMENT 2018-2021 DELIVERY PROGRAM 3 YEAR CAPITAL WORKS PROGRAM 2018-2019 BUDGET

Delivery Program 2018–2021 + Operational Plan 2018–2019

129

130

2018-2021 DELIVERY PROGRAM Council’s budget forecast across the three year Delivery Program from 2018–2021 reflects the financial planning principles and assumptions that have also informed the 10 year Long Term Financial Plan. The assumptions incorporated in Council’s 2018/19 Budget, being the first annual budget for the current Delivery Program, and longer term financial forecasts are detailed on the following pages.

Delivery Program 2018–2021 + Operational Plan 2018–2019

KEY REVENUE ASSUMPTIONS Rates and Annual Charges

Total revenue raised from the levying of land rates is capped by the State Government with the Independent Pricing and Regulatory Tribunal (IPART) developing a Local Government Cost Index (LGCI) for use in setting the maximum allowable increase in general income (i.e. the ‘rate peg’) for local government. The 2018/19 Budget allows for an increase of 2.3% representing the approved rate peg for the next financial year. Further, a Stormwater Levy is included in the Budget and is estimated to raise $240,625 in 2018/19 for allocation to important stormwater capital infrastructure initiatives. Rates and Annual Charges also include revenue associated with the Domestic Waste Service. No increase has been applied in 2018/19 based on a full cost recovery determination.

User Charges and Fees Council’s user charges are diverse and include items such as planning and regulatory revenues, community services functions, property rentals, parking fees and engineering services. The Pricing Policy sets out specific fee structures. It is important that Council remains competitive in the marketplace and the current inflation rate is the mechanism which drives the pricing structure. Fees other than coin operated machines have been increased by 2% in the 2018/19 Budget and rounded to the nearest 50c/$.

Interest and Investment Revenue The return on Council’s short term investments has been heavily influenced by market interest rates in recent times. The 2018/19 Budget is based on a rate of return of 2.6%.

Other Revenues This item largely contains revenue from the leasing of Investment Properties which include sites such as the Mosman Square Shops, Library Walk Shops and Flats, Balmoral Bathers Pavilion, Boronia House and regulatory fines. The rental on Investment Properties has been indexed at 2.2%.

Grants and Contributions for Operating Purposes Operating grants play a significant role in shoring up Council’s contribution to the many services it provides. The largest single component is the general component of the Financial Assistance Grant which it receives via the Commonwealth and is $635,000 in 2018/19. Community services such as Aged and Children’s Services also receive grant funding.

Grants and Contributions for Capital Purposes The 2018/19 Budget provides for capital funding particularly that sourced from Roads and Maritime Services. However, as capital grants are very much project based they are not relied upon as a recurrent source within the Delivery Program. The Delivery Program provides for Developer Contributions of $1.3 million in 2018/19, with indexed Roads to Recovery funding sourced from the Commonwealth.

131

132

Delivery Program 2018–2021 + Operational Plan 2018–2019

KEY EXPENSES ASSUMPTIONS Employee Benefits and On-Costs

In accordance with the Local Government State Award effective from 1 July 2017 an increase of 2.5% has been provided in the Budget for salaries in 2018/19 together with an allowance for step increases. To help Australians be more self-sufficient in retirement, the Federal Government in its 2010/2011 Budget announced a staged increase in the Superannuation Guarantee (SG) effective from 2013/14. The latest revision to the superannuation timetable means that the SG will remain at 9.5% until 30 June 2021, and then increase to 12% by 1 July 2025. The associated costs have been included in Council’s 2018/19 budget.

Borrowing Costs All costs associated with Council’s existing and proposed borrowing requirements have been included within the 2018/19 Budget. A new loan of $2,400,000 to assist in funding major capital works at an interest rate of 4.0% has been included in the 2018/19 Budget.

Materials and Contracts Mosman is a ‘contracting Council’ in that all of its key service contracts such as Waste, Street and Gutter Cleaning, Beach and Reserve Cleaning, Amenity and Building Cleaning and Engineering/Open Space contracts are provided at market rates by external contractors. These contracts are indexed by the annual movement in the Sydney All Groups CPI as all are schedule of rate contracts and for 2018/19 are indexed at 2.2%.

Depreciation and Amortisation The depreciation expense has been increased in line with the reported 2016/17 Financial Statements. As Council invests more funds on assets, depreciation increases. All asset classes are booked in the Balance Sheet at fair value.

Other Expenses This item contains significant expenditure such as advertising, bank charges, computer software, contributions to other levels of government, Councillor fees, electricity, insurance, leases, street lighting, postage and telecommunications. The 2018/19 Budget provides for an incremental increase of 2.2%.

OUTCOMES Income Statements, Balance Sheets, Cash Flow Statements and Equity Statements for the years 2018-19 to 2020-21 are included on the following pages. The infrastructure outcomes proposed for the three years commencing 2018/19 are also included on pp 142-145.

133

134

Income Statement Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

26,374,790

26,822,923

27,293,928

27,898,675

User Fees & Charges

11,217,727

11,409,723

11,666,755

11,914,377

Interest & Investment Revenue

467,000

475,406

483,963

492,675

Income Rates & Annual Charges

Other Revenue

5,032,140

5,171,303

5,284,690

5,400,565

Grants & Contributions for Operating Purposes

2,328,732

2,872,273

2,908,235

2,947,491

45,420,389

46,751,628

47,637,571

48,653,783

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

18,236,709

18,882,189

19,348,967

19,827,290

Total Income

Expenditure Employee Costs

14,139,232

14,311,973

14,620,625

15,153,994

Legal Costs

Materials and Contracts

527,870

488,470

497,253

506,228

Consultants

174,790

148,969

152,045

155,187

403,143

341,515

296,786

328,424

Depreciation & Amortisation

Borrowing Costs

5,402,780

5,448,893

5,514,039

5,580,511

State Government Levies

1,208,900

1,193,000

1,219,246

1,246,069

Other Expenses

4,619,540

5,127,463

5,243,370

5,341,542

Net Loss from Disposal of Assets

400,000

200,000

204,000

208,897

45,112,964

46,142,472

47,096,331

48,348,142

Total Expenditure

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

135

Income Statement by Strategic Direction Income Caring & Inclusive Community

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

1,837,348

1,874,845

1,915,779

1,957,601

Culturally Rich & Vibrant Community

731,089

687,934

708,557

714,583

Attractive & Sustainable Environment

6,904,410

6,899,100

6,915,018

7,054,196

1,791,601

22,326,298

22,806,644

23,300,507

13,910,361

14,841,151

15,166,604

15,499,199

245,580

122,300

124,969

127,697

45,420,389

46,751,628

47,637,571

48,653,783

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

Informed & Engaged Community Business Friendly Community with Sound Independent Civic Leadership Well Designed Liveable & Accessible Places Healthy & Active Village Lifestyle Total Income

Expenditure Caring & Inclusive Community

3,083,200

3,131,453

3,170,142

3,253,027

Culturally Rich & Vibrant Community

3,974,670

4,114,416

4,236,238

4,235,918

Attractive & Sustainable Environment

6,346,108

5,855,870

5,981,731

6,110,357

870,390

911,300

932,875

954,962

Business Friendly Community with Sound Independant Civic Leadership

Informed & Engaged Community

11,863,795

11,864,984

12,107,098

12,636,847

Well Designed Liveable & Accessible Places

12,727,225

14,033,292

14,335,324

14,619,687

Healthy & Active Village Lifestyle

6,247,576

6,231,157

6,332,923

6,537,344

Total Expenditure

45,112,964

46,142,472

47,096,331

48,348,142

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

1.72%

1.96%

1.46%

1.21%

89.60%

88.70%

88.80%

1.29

1.22

1.2

2.14%

2.15%

Building and Infrastructure Renewal Ratio

247.3%

202.3%

149.3%

123.2%

Infrastructure Backlog Ratio

0.02%

0.01%

100.0%

3.55

3.82

3.32

3.78

Financial Ratios Ratio Operating Performance Ratio Own Source Revenue Ratio Unrestricted Current Ratio Rates Annual Charges, Interest & Extra Charges Outstanding

Assety Maintenance Ratio Debt Service Cover Ratio

136

Balance Sheet Assets

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

Current Assets 14,002,599

10,273,419

11,220,285

11,334,716

Investments

Cash & Cash Equivalents

Receivables

4,123,238

3,847,403

3,955,130

4,039,890

Inventories

174,243

175,505

179,268

185,672

Other

166,608

171,117

174,839

180,233

Non-current assets classified as "held for sale" Total Current Assets

18,190,853

14,575,172

15,614,282

15,823,859

Non-Current Assets Investments

Receivables

94,783

96,393

98,086

100,259

Inventories Infrastructure, Property, Plant & Equipment Investments Accounted for using the equity method Investment Property Intangible Assets

444,536,200

449,865,587

452,237,599

453,880,643

816,000

46,695,000

267,000

Non-current assets classified as "held for sale"

Other

492,408,983

497,739,980

500,113,685

501,758,902

510,599,835

512,315,152

515,727,967

517,582,761

Total Non-Current Assets TOTAL ASSETS

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

137

Balance Sheet Liabilities

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

Current Liabilities Bank Overdraft Payables Income received in advance

13,022,908

12,586,145

11,895,023

11,776,231

349,328

356,009

363,963

371,767

Borrowings

1,384,592

1,420,813

1,371,334

1,295,867

Provisions

5,168,983

5,649,608

6,142,103

6,646,758

Liabilities associated with assets classified as "held for sale" Total Current Liabilities

19,925,810

20,012,576

19,772,423

20,090,624

Payables

Income received in advance

5,809,142

4,788,330

5,816,995

4,921,128

306,017

334,472

363,629

393,506

Borrowings Provisions Investments Accounted for using the equity method Liabilities associated with assets classified as "held for sale"

6,115,160

5,122,802

6,180,624

5,314,634

26,040,970

25,135,377

25,953,047

25,405,258

Net Assets

484,558,865

487,179,774

489,774,919

492,177,504

Equity

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

Total Non-Current Liabilities TOTAL LIABILITIES

Retained Earnings

263,877,865

266,498,774

269,093,919

271,496,504

Revaluation Reserves

220,681,000

Council Equity Interest

484,558,865

487,179,774

489,774,919

492,177,504

Minority Equity Interest

484,558,865

487,179,774

489,774,919

492,177,504

Total Equity

138

Cash Flow Statement Cash Flows from Operating Activities

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

26,465,993

26,813,462

27,283,985

27,885,908

11,148,396

11,389,213

11,639,298

11,887,925

Receipts: Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Received

510,979

487,194

480,467

491,764

4,507,171

4,833,519

4,954,247

5,036,119

4,583,433

5,137,337

5,254,980

5,371,293

Employee Benefits & On-Costs

(17,605,715)

(18,365,082)

(18,821,167)

(19,286,458)

Materials & Contracts

(15,043,015)

(14,915,886)

(15,244,990)

(15,780,327)

(404,994)

(346,325)

(292,002)

(333,170)

Grants & Contributions Bonds & Deposits Received Other Payments:

Borrowing Costs Bonds & Deposits Refunded Other Net Cash provided (or used in) Operating Activities

Cash Flows from Investing Activities

(5,867,440)

(6,320,463)

(6,462,616)

(6,587,611)

8,294,808

8,712,968

8,792,202

8,685,444

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

Receipts: Sale of Investment Securities Sale of Investment Property

10,000,000

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

Other Investing Activity Receipts

Payments: Purchase of Investment Securities Purchase of Investment Property Purchase of Infrastructure, Property, Plant & Equipment Purchase of Real Estate Assets

(10,906,942)

(11,457,557)

(8,824,524)

(7,599,678)

Purchase of Intangible Assets

Deferred Debtors & Advances Made

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

139

Cash Flow Statement Cash Flows from Investing Activities Purchase of Interests in Joint Ventures & Associates

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

Contributions Paid to Joint Ventures & Associates

Other Investing Activity Payments

(906,942)

(11,457,557)

(8,824,524)

(7,599,678)

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

Net Cash provided (or used in) Investing Activities

Cash Flows from Financing Activities Receipts:

400,000

2,400,000

400,000

Proceeds from Finance Leases

Proceeds from Borrowings & Advances

Other Financing Activity Receipts

(1,425,266)

(1,384,592)

(1,420,813)

(1,371,334)

Payments: Repayment of Borrowings & Advances Repayment of Finance Lease Liabilities

Distributions to Minority Interests

Other Financing Activity Payments Net Cash Flow provided (used in) Financing Activities

(1,025,266)

(984,592)

979,187

(971,334)

Net Increase/(Decrease) in Cash & Cash Equivalents

6,362,599

(3,729,180)

946,866

114,431

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

7,640,000

14,002,599

10,273,419

11,220,285

Cash & Cash Equivalents - end of the year

14,002,599

10,273,419

11,220,285

11,334,716

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

Representing

14,002,599

10,273,419

11,220,285

11,334,716

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

- External Restrictions

4,549,000

2,315,826

3,623,004

3,855,468

- Internal Restricitons

8,286,000

5,922,370

5,954,740

5,187,110

- Unrestricted

1,167,599

2,035,223

1,642,541

2,292,138

14,002,599

10,273,419

11,220,285

11,334,716

140

Equity Statement Opening Balance a. Current Year Income & Expenses Recognised direct to Equity

Revised 17/18 Budget ($)

18/19 Budget ($)

Draft 19/20 Budget ($)

Draft 20/21 Budget ($)

482,215,000

484,558,865

487,179,774

489,774,919

- Transfers to/(from) Asset Revaluation Reserve

- Transfers to/(from) Other Reserves

- Other Income/Expenses recognised

- Other Adjustments

Net Income Recognised Directly in Equity

b. Net Operating Result for the Year

2,343,865

2,620,909

2,595,145

2,402,584

Total Recognised Income & Expenses (c&d)

2,343,865

2,620,909

2,595,145

2,402,584

c. Distributions to/(Contributions from) Minority Interests

d. Transfers between Equity

484,558,865

487,179,774

489,774,919

492,177,504

Equity - Balance at end of the reporting period

Delivery Program 2018–2021 + Operational Plan 2018–2019

141

142

3 YEAR CAPITAL WORKS PROGRAM Work programs have been developed for each asset class managed by Council. These work programs have been prepared with the best information currently available and are an indication only. The overall Capital Works Program is funded from general revenue, grants, loan funding and further funds sourced through Councilâ&#x20AC;&#x2122;s Developer Contributions Plan. Current work schedules are based on Asset Management Plans and Council priorities, with funding based on the Long Term Financial Plan and Councilâ&#x20AC;&#x2122;s annual budget. Programs are subject to change depending on new priorities, emerging works, emergency works, Council priorities and new funding sources such as grants. The table on page 143 details the Capital Works Program for the three years 2018-2019 to 2020-2021. Further details of the 2018-2019 Capital Works Program are provided on pages 144-145.

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

143

Capital Works Program 2018-19 to 2020-21 Asset Class Roads

Stormwater

Marine Structures

Open Space

Buildings

Asset Category

Year

2018/19

1,955,000

Footpaths, Road Pavements, Kerb and Gutter, Retaining Walls

2019/20

2,752,000

2021/21

2,979,000

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

2018/19

275,000

2019/20

505,000

2021/21

475,000

2018/19

75,000

Wharfs, Decking, Piles, Seawalls

2019/20

390,000

2021/21

199,000

2018/19

790,000

2019/20

960,000

2021/21

661,000

2018/19

6,866,500

2019/20

2,256,700

2021/21

1,837,000

Parks and Reserves, Sporting Fields, Bushland, Playgrounds

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

144

2018/19 Capital Works Program Asset Class Roads

Detail

450,000

Active Transport Plan

100,000

Road Renewal: Ballantyne Street

100,000

Road Renewal: Milner Street - Raglan street to Prince Albert Street

75,000

Asset Management

65,000

Signage Program Implementation

50,000

Misc Works, Designs, Surveying and Emergency Works Total Footpaths

125,000

Military Road Pavement Streetscape Improvement Program

50,000

Footpath Renewal: Wolseley Road - Beaconsfield Road to Eastern End

85,000

Footpath Renewal: Lennox Street - Allocation to accompany restoration

75,000

Footpath Renewal: Earl Street

65,000

Footpath Renewal: Countess Street - Ourimbah Road to Earl Street

55,000

Steps Renewal: Balmoral Oval - Plunkett Road Steps

50,000

Kerb and Gutter Renewal: Want Street

65,000

Misc Works, Designs, Surveying and Emergency Works

190,000 115,000

Total

875,000

Alexander Avenue - New Stormwater Pipe and Pits

100,000

CCTV investgations and jetting

65,000

Pits and Lintels Renewals

30,000

SQID Upgrade Program

30,000

Misc Works, Designs, Surveying and Emergency Works Total Marine Structures

130,000 970,000

Fencing Renewals

Road Opening Reinstatements

Stormwater

Rangers and Park Avenue Roundabout and Associated Works

Sharknet Renewal Works

50,000 275,000 20,000

Misc Works, Designs, Surveying and Emergency Works

55,000

Total

75,000

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

145

2018/19 Capital Works Program Asset Class Retaining Walls

Open Space

Detail Retaining Wall Renewals Misc Works, Designs, Surveying and Emergency Works

20,000

Total

95,000

Middle Head Turf Redevelopment Annual Playing Surface Restoration

400,000 140,000

BBQ Install Rosherville and Sirius

80,000

Don Goodsir Steps

65,000

New Street Tree Planting

65,000

Rawson Park Bushland including additional outdoor fitness equipment

Buildings

$ 75,000

40,000

Total

790,000

Civic Centre Refurbishment

3,150,000

Balmoral Park Child Care Centre

1,500,000

Allan Border Oval Pavilion and Landscape Project

1,000,000

Depot: General Building and Service Upgrades

110,000

Mosman Art Collection - Art Storage Facility

190,000

Customer Experience Improvement Project

300,000

Wireless - As Primary Network - Secure Internal Network

85,000

Bathers Pavilion: Wheel Chair Lift

50,000

Library: Staff Kitchen + Bathroom

65,000

Library: First Floor Carpet

60,000

Digital Collaboration Screens (Microsoft Surface Hub) Projector Replacement

60,000

Upgrade Council Chambers Voting System Misc Works, Designs, Surveying and Emergency Works Total

60,000 236,500 6,866,500

146

2018-2019 BUDGET The General Fund budget result for 2018/19 is a projected operating surplus, before capital grants and contributions, of $609,155. Funding has been maintained across all service levels with expenditure being forecast to increase at 2.2% in line with the current Consumer Price Index (CPI) findings. Revenue sources have been generally increased by 2% or by a higher percentage where, for instance, market reviews have demonstrated that this is appropriate. Investment income has been estimated at 2.9%. Rate income is forecast to increase by the IPART rate peg of 2.3%. For the Domestic Waste Service, costs have been reviewed to ensure that they disclose the full cost of service provision as required by the Local Government Act 1993. Differential charging is maintained with no increase proposed in 2018/19. A Stormwater Levy is to be continued and will provide $240,625 in income to address stormwater works identified within the Stormwater Asset Management Plan.

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

BUDGETED OPERATING RESULT The forecast 2018/19 Operating Result is as follows:

Income from Continuing Operations Rates & Annual Charges User Fees & Charges Interest & Investment Revenue

Revised 17/18 Budget ($)

18/19 Budget ($)

26,374,790

26,822,923

11,217,727

11,409,723

467,000

475,406

Other Revenue

5,032,140

5,171,303

Grants & Contributions for Operating Purposes

2,328,732

2,872,273

45,420,389

46,751,628

Revised 17/18 Budget ($)

18/19 Budget ($)

18,236,709

18,882,189

14,139,232

14,311,973

Legal Costs

527,870

488,470

Consultants

174,790

148,969

Borrowing Costs

403,143

341,515

Depreciation & Amortisation

5,402,780

5,448,893

State Government Levies

1,208,900

1,193,000

Other Expenses

4,619,540

5,127,463

Net Loss from Disposal of Assets

400,000

200,000

45,112,964

46,142,472

307,425

609,155

Total Income

Expenditure from Continuing Operations Employee Costs Materials and Contracts

Total Expenditure Operating Result before Capital Grants & Contributions Grants & Contributions for Capital Purposes

2,055,440

2,011,754

Operating Result after Capital Grants & Contributions

2,362,865

2,620,909

147

148

KEY INCOME SOURCES Rates and Annual Charges form the most significant revenue source in Councilâ&#x20AC;&#x2122;s 2018/19. The following information is provided to assist in clarifying other key income sources:

Other Revenues

User Fees and Charges

This allocation includes:

Significant components of this allocation include: $ On Street Parking The Esplanade Bus Shelter Advertising

1,760,000 800,000

Development Application

721,000

Restorations

651,000

$ Fines Commercial Property Leases Fines Other

3,000,000 1,971,400 47,753

Foreshore Car Parking - Balmoral

530,000

Foreshore Car Parking - Spit West

460,000

Grants & Contributions - Operating

Before and After School Care

384,500

The following sources will provide funding in 2018/19:

Mosman Swim Centre

320,000

MOCC Child Care Fees

315,000

$ Finance Management

821,716 561,100

Bridgepoint Bridge

308,000

Aged & Disability Services

Foreshore Car Parking Stickers - Other

285,000

Property Administration VPA

Foreshore Car Parking - Clifton Gardens

270,000

Roads

409,521

On Street Parking Bradleys Head Rd

268,000

Children's Services

268,836

Rental

243,000

Street Lighting

120,000

240,000

Arts Programming and Exhibitions

86,000

Environmental Sustainability

61,000

Library Services

56,500

Work Zones Section 125 Leases Other Crown Land Leases

213,000 200,000

Stand Plant on Roadway Permits

150,000

Ranger Operations

On Street Parking Botanic Road

148,000

Youth Services

On Street Parking Parriwi Rd/Spit Rd

142,000

Bank Charges

132,340

Balmoral Reserve

128,000

Indoor Sports Complex

128,000

Library Walk - Flats

125,000

Section 10.7 (149) Certificates

120,000

Meals on Wheels Debtor Income Control

116,000

Foreshore Car Parking - Spit East

107,000

Work on Council Property

107,000

On Street Parking Hunter Rd

93,000

474,000

7,000 6,600

Grants & Contributions - Capital The following sources will provide funding in 2018/19: $ S94 Developer Contributions Roads Footpaths

1,300,000 401,630 310,124

Delivery Program 2018â&#x20AC;&#x201C;2021 + Operational Plan 2018â&#x20AC;&#x201C;2019

KEY EXPENDITURE ALLOCATIONS Employee Benefits and On Costs The Budget provides for a 2.5% State Award increase from the first full pay in July 2018.

Materials & Contracts Significant allocations include: $ Domestic Waste

4,521,600

Open Space

2,566,645

Roads

1,483,750

Building Management

917,034

Car Park Management

505,500

Sporting Fields

387,860

Street Lighting

376,000

Governance Support

300,995

Stormwater Drainage

271,120

Property Administration

259,630

Community Services Management

251,912

Arts Programming and Exhibitions

224,235

Children's Service

203,100

Development Assessment

190,090

Works Depot

170,881

Aged & Disability Services

157,899

Communication Management

157,600

Footpaths

150,500

Events Finance Management Risk Management Environmental Sustainability

128,512 127,040 111,234 107,400

149

150

CAPITAL EXPENDITURE Capital expenditure in 2018/19 includes:

Culturally Rich & Vibrant Community Arts Programming and Exhibitions Library Resources Library Services Total Culturally Rich & Vibrant Community

101,100 287,460 5,900 394,460

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

275,000 150,000 425,000

Business Friendly Community with Sound Independent Civic Leadership Finance (Loan Principal)

1,384,592

Information Technology

610,500

Total Business Friendly Community with Sound Independent Civic Leadership

1,995,092

Well Designed Liveable & Accessible Places Building and Property Car Parks

6,651,500 15,000

Roads Footpaths

2,340,000

Total Well Designed Liveable & Accessible Places

9,006,500

Healthy & Active Village Lifestyle Open Space Foreshore and Sporting Fields

865,000

Total Healthy & Active Village Lifestyle

865,000

Total

12,686,052

Delivery Program 2018–2021 + Operational Plan 2018–2019

OTHER EXPENDITURE Core elements include: IT-Maintenance & Licence Agreements Utilities - Electricity

REVENUE POLICY $ 1,148,400 791,000

Insurance Premiums

729,194

Utilities - Water

169,092

Contributions - Department of Planning

154,500

Rating Structure

Total revenue raised from the levying of land rates continues to be capped by the State Government through the Independent Pricing and Regulatory Tribunal (IPART). IPART has approved a rate increase to a maximum of 2.3% in 2018/19 and Council’s budget is based on adopting the full 2.3% increase.

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

Rateable Valuations Number of Properties Rate in $

Residential

Business

14,116,341,601

644,209,426

12,809

598

0.000644

0.001725

Base amount

710

1,238

Total income

18,185,364

1,851,499

1,420

3,096

Average Rate

151

152

Special Variations

Pension Subsidy

Included in the rate revenue for Council’s budget detailed above is a special rate variation of 10.6% which was built permanently into the rate base from 1 July 2015.

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

A full description of the works undertaken with income from this special variation will be published in Council’s Annual Report.

Domestic Waste Management Service The Domestic Waste Management Service is provided on a full cost recovery basis. No increase in this charge is proposed for 2018/19. Residents have a choice of the following size bins/fee structure in 2018/19:

1 × 80 litre mobile garbage bin

$356

1 × 120 litre mobile garbage bin

$581

1 × 240 litre mobile garbage bin*

$1,216

*Available only to existing customers

Council also offers a voluntary rebate to Australian Service Veterans who do not qualify for a pensioner rate rebate up to a maximum of $125 per annum. This is applied against the Domestic Waste Charge.

Interest Charges In 2018/19 the interest charges on unpaid rates and charges will accrue on a daily basis at the rate of 7.5% per annum.

Stormwater Levy The Stormwater Levy will be continued with the following parameters: Residential Property: $25 per annum

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

Residential Strata Property: $12.50 per annum Business Property: $25 per annum Business Strata Property: $5 per annum

Delivery Program 2018–2021 + Operational Plan 2018–2019

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

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

Supply of a product, service or commodity

Financial objectives

Provision of information

Customer objectives

Provision of a service in connection with the exercise of the Council’s regulatory functions, including receiving an application for approval, granting an approval, making an inspection and issuing a certificate

Resource use objectives

Admission to any building or enclosure

Cross subsidisation objectives

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

In cases where a fee and/or charge is determined by legislation or other regulatory bodies, Council’s policy is not to determine an amount that is inconsistent with any fee or charge so determined.

Impact of Taxation e.g. GST Market Prices

All Council’s fees and charges not subject to statutory control are reviewed on an annual basis prior to finalisation of Council’s Budget. However, in special circumstances, fees and charges can be reviewed and approved by Council at other times, subject to any relevant legislative requirements. As per Australian Taxation Office guidelines, all fees and charges continue to be reviewed to assess for the impact of the GST.

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MOSPLAN

DELIVERYPROGRAM 20182021 OPERATIONALPLAN 20182019

DELIVERING FOR MOSMAN.