Revised 2018-2022 Delivery Program and 2021-2022 Operational Plan and Budget by Mosman Council

DELIVERING FOR MOSMAN.

2 MOSPLAN

REVISEDDELIVERYPROGRAM 20182022 OPERATIONALPLAN 20212022 Adopted by Council 1 June 2021

MOSPLAN 2018-2022 Revised Delivery Program and 2021-2022 Operational Plan Availability The MOSPLAN 2018-2022 Revised Delivery Program and 2021-2022 Operational Plan is available on Council’s website www.mosman.nsw.gov.au Copyright 2021 All information, graphics and photographs are copyright of Mosman Council unless otherwise noted. The content is protected by Australian and International Copyright and Trademark laws.

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

DELIVERING FOR MOSMAN.

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

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

MOSPLAN

VISION

INTEGRATED PLANNING AND REPORTING MOSPLAN READING THIS REPORT

A VISION FOR MOSMAN STRATEGIC DIRECTIONS

38 40

PLANS

FINANCIAL MANAGEMENT 130

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 88 106 120

BUDGET AND DELIVERY PROGRAM CAPITAL WORKS PROGRAM

28 30

132 146

WELCOME FROM THE MAYOR FROM THE GENERAL MANAGER

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

FROM THE MAYOR Welcome to Mosman Council’s revised 2018-2022 Delivery Program and 2021-2022 Operational Plan and Budget. This document contains the projects and programs Council has undertaken to deliver over the four year period commencing 1 July 2018, and focusses particularly on deliverables for the 2021-2022 financial year. It provides a practical account of how Council will put into action the Vision and Strategic Directions contained in the 2018-2028 Community Strategic Plan adopted in June 2018. A new Community Strategic Plan and Delivery Program will be in place from July 2022. I think it is reasonable to say that the past year has been like no other. The Mosman community, like so many communities around Australia and the world, has weathered an extraordinary period in history. Together we have demonstrated amazing resilience, harnessed new levels of innovation and helped support one another through a very difficult time. As we look forward to some brighter times, the work of Council does not stop. Our latest Delivery Program, extended by one year due to COVID impacts, contains further works and initiatives that will help keep Mosman the kind of place we love to call home. Council’s ongoing efforts have been buoyed by betterthan-forecast financial performance, as we emerge from the extreme difficulties of 2020 reaping the benefits of strong budgetary control. As a small Council we also have the advantage of being extremely agile and responsive when circumstances dictate, and these qualities have stood us in good stead as we have pivoted time and again to adjust our service deliverables to best meet community need.

In the year ahead we plan to keep maintaining a surplus operating budget while delivering significant infrastructure projects and high quality services for residents. A major project now underway is the redevelopment of the pavilion at Allan Border Oval; we hope to see an amazing new facility in place by the latter half of next year. We have also made provision for new and exciting facilities for children, young people and adults in our Library, solar installations on Council buildings, a fabulous new playground in Hunter Park, toilet facilities at Memory Park and some major footpath and marine works. Funding has also been included in the 2021-2022 budget to bring various elements Council’s recently adopted Climate Action Strategy to life and to undertake infrastructure upgrades at Mosman Square and along the Balmoral Promenade. Meanwhile, Council will deliver, and continue to enhance, its extensive range of community programs that support and celebrate living in Mosman. In October our wonderful Festival of Mosman will return, providing plenty of opportunities to connect and have fun. A new Council term will begin later this year, with Council elections scheduled for 4 September. I am proud that the current Council has been able to maintain a strong financial base for the next term and a solid record of service on which to build the next Community Strategic Plan. As always, Council welcomes ideas and feedback and I hope that residents will be happy to share their views over coming months as preparations for our new Plan commence.

Carolyn Corrigan Mayor

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

FROM THE GENERAL MANAGER The revised MOSPLAN 2018-2022 Delivery Program and 2020-2021 Operational Plan and Budget have been prepared as part of the final suite of planning documents for the current Council term. The next Delivery Program will be developed in conjunction with a new 10 year Community Strategic Plan in 2022.

The austerity measures put in place in 2020-2021 have meant that we are able to proceed with some major capital upgrades in the year ahead. We continue to stay well ahead of the curve in terms of infrastructure renewals, thanks to the accelerated renewal program commenced in 2015.

This Delivery Program, originally scheduled to conclude in 2021, has been extended by 12 months to account for the rescheduling of local Council elections to September 2021. It builds upon the projects and initiatives of previous years as well as heralding new capital and operational projects for the year ahead.

Our service delivery also continues to adapt to changing circumstances and expectations. The drive to innovate and seek new technological solutions is ongoing, with more and more information, services and transactions available online. That said, the protection of Mosman’s history, its beautiful public spaces, village atmosphere and natural assets remains a priority, supported by strong governance and financial management.

Good progress has been recorded against the Delivery Program to date, notwithstanding the challenges of recent times. Council’s commitment to providing excellent customer service remains at the forefront of what we do, and we have successfully navigated the past year with this firmly in mind. You can keep an eye on our progress through quarterly reviews submitted to Council in November, February and May, as well as our annual report which is prepared prior to November 30 each year. This year you will also have the opportunity to review Council’s progress since 2017 in our End of Term Report, the MOSPLAN Review, due to be submitted to the August 2021 Council Meeting. In 2021-2022 we are again forecasting a surplus budget, a remarkable achievement following a difficult year in which we have also been able to turn around a projected budget deficit despite the significant impacts of the COVID-19 pandemic. We will be keeping our fees and charges largely at 2020-21 levels to assist the community recover.

Of course, if there are things we can do better, please let us know. Over the course of the coming year, as Council crafts its new Community Strategic Plan and establishes strategies and targets for the years ahead, we need to know what’s important to you, how we can improve, and the kind of action we can take to address the issues important to our community.

Dominic Johnson General Manager

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

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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 (18–49 years) in Mosman fell, while the greatest increase was experienced in persons aged 70–84 years. During the same period, the number of school-aged children between 5 and 17 years increased, although the number of babies and pre-schoolers aged 0-4 years declined. In 2016 the median age of Mosman residents was 42 years, compared to 36 years across Greater Sydney.

We are a highly mobile community. Mosman residents are most typically heading outside the area to work (over 77%), with the Sydney CBD (almost 39%) being the most popular work location. Of jobs offered in Mosman, the largest percentage (33%) are filled by Mosman residents, with the next largest proportion of workers travelling from the northern beaches. Of almost 12,000 households in Mosman, the average household size in 2016 was 2.3 persons (compared to 2.7% in Greater Sydney), with Mosman also having a larger proportion of lone-person households than the Sydney average. Almost 30% of Mosman homes are occupied by only one person, with couples with children (at 30%) remaining the predominant household type. Mosman residents live in a variety of dwellings, with the number of separate houses falling 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.

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

SNAPSHOT OF MOSMAN

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

Australian Bureau of Statistics, Census of Population and Housing 2016

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 in September 2021. 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 2021.

The position of Deputy Mayor is determined annually by the elected Council and Councillor Libby Moline has held this role since September 2019. 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 2017-2021 Council term are provided below.

Carolyn CORRIGAN Mayor 2017–2021

Roy BENDALL

David COOK

Simon MENZIES

Libby MOLINE Deputy Mayor 2019–2021

Tom SHERLOCK

Jacqui WILLOUGHBY

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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 162 (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 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 MOSPLAN’s Strategic Directions and strategies.

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

LEADERSHIP INTEGRITY TRANSPARENCY SERVICE INCLUSIVENESS RESPECT

OUR FINANCES 2021-22 INCOME BUDGET

2021-22 EXPENDITURE BUDGET

60+16+7611H 40+39+21241H

Income ($)

Expenditure ($)

Rates & Annual Charges

28,823,100 59.9%

Employee Costs

User Fees & Charges

7,663,300

15.9%

Materials & Services

Other Income

3,214,700

6.7%

Grants & Contributions for Operating Purposes

2,866,700

6.0%

86,000

0.2%

5,402,700

11.2%

51,000

0.1%

48,107,500

100%

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

2021-22

19,186,500 40.1%

18,662,800

39.1%

Legal Costs

520,000

1.1%

Consultants

188,100

0.4%

Borrowing Costs

198,000

0.4%

5,630,400

11.8%

741,400

1.6%

State Government Levies

2,167,000

4.5%

Net Loss from Disposal of Assets

500,000

1.0%

47,794,200

100%

Depreciation & Amortisation Other Expenses

Total Expenditure

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

2021-22

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.

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

2021-22 EXPENDITURE BUDGET BY STRATEGIC DIRECTION

5+10+162262813H

Strategic Direction ($)

Caring & Inclusive Community

2021-22

2,304,400

4.8%

Culturally Rich & Vibrant Community

4,541,700

9.5%

Attractive & Sustainable Environment

7,671,400

16.1%

969,100

2.0%

Informed & Engaged Community Business Friendly Community with Sound Independent Civic Leadership

12,611,300 26.4%

Well Designed Liveable & Accessible Places

13,433,900

28.1%

Healthy & Active Village Lifestyle

6,262,400

13.1%

47,794,200

100%

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

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

INTEGRATED PLANNING AND REPORTING Mosman Council, like all other councils in NSW, operates within an Integrated Planning and Reporting Framework established by the NSW 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

REVISEDDELIVERYPROGRAM 20182022 OPERATIONALPLAN 20212022

DELIVERING FOR MOSMAN.

MOSPLAN

MAKING IT HAPPEN.

RESOURCING STRATEGY

MAKING IT HAPPEN. MAKING IT HAPPEN.

REVISEDDELIVERYPROGRAM 20182022 OPERATIONALPLAN 20212022

A four year Delivery Program – detailing the principal activities that Council will undertake to achieve the long term Vision contained in the Community Strategic Plan A one year Operational Plan and Budget – outlining the actions Council will carry out in the coming financial year to achieve the 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.

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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, originally prepared in 2018, is known as MOSPLAN 20182028 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 2018-2022 Delivery Program (extended by one year following rescheduling of local government elections from 2020 to 2021)

Operational Plans for 2018-2019, 2019-2020, 2020-2021 and 20212022 (this document contains the 2018-2022 Revised Delivery Program and 2021-2022 Operational Plan) Together, these documents articulate a long-term Vision for Mosman’s future, and contain information about how Council intends to deliver on that Vision across 10, 4 and 1 year horizons. MOSPLAN 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 revised 2018-2022 Delivery Program, Operational Plan and Budget provide an overview of the services and facilities that Council has undertaken to deliver over the four years commencing 1 July 2018 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. It has also been shaped by the forecasted financial, workforce and infrastructure resources expected to be available to Council over the year commencing 1 July 2021. The revised 2018-2022 Delivery Program includes information on the activities that will be engaged in on a day-to-day basis (effectively ‘business as usual’), as well as special projects to be delivered. This information is organised according to the seven Strategic Directions that guide Council’s efforts in delivering the best possible outcomes for the Mosman community. Further, this document identifies funds and staffing available to deliver these outcomes. This document also illustrates how Council will measure its progress against each Strategic Direction. Collectively as MOSPLAN 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.

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

READING THIS PLAN 46

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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 offer services for children and 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.

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 and service providers, 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 and maintenance of these facilities in line with community expectations.

Council also watches out for those who care for others and those who otherwise volunteer in Mosman,

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

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

STRATEGIC DIRECTION 1 Our Projects

A Caring and Inclusive Community

Project Name

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 Children’s Centre Director Environment and Planning Director Community Development Young Entrepreneurs Hub Manager Community Services

A Caring and Inclusive Community

19 20

20 21

21 22

Resources Budget

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

19 20

20 21

21 22

764,576

29,500

28,500

823,199

734,400

763,700

3,428

8,900

2,600

1,591,203

772,800

794,800

19 20

20 21

21 22

Children's Services

999,544

162,250

168,100

Community Care

1,198,542

1,259,600

1,264,800

Expenditure ($) Community Servces Youth Services Total Expenditure Operating Surplus / (Deficit)

425,127

404,900

342,026

371,400

389,400

2,965,239

2,198,150

2,304,400

482,100

(1,374,037)

(1,425,350)

(1,509,600)

Aged and Disability Services Contract Capability Manager Community Services Expanded Community Transport Options Manager Community Services Disability Inclusion Action Plan Review 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

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

STRATEGIC DIRECTION 1

A Caring and Inclusive Community

How we’ll measure performance…

Resources Youth Services

Income ($) Rates & Annual Charges

20 21

21 22

4,100

(200)

1,800

Other Income

3,000

1,000

Rental Income

User Fees & Charges Interest & Investment Revenue Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures Total Income

8,900

2,600

20 21

21 22

Employee Costs

307,600

333,300

Borrowing Costs

Expenditure ($) Materials and Contracts

53,000

44,600

Legal Costs

Consultants

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

800

10,000

10,700

371,400

389,400

(362,500)

(386,800) 2.6

KPIs Key Performance Indicators and Targets

% Project Milestones achieved - Caring and Inclusive Community Target 2019-20 2020-21 90% 90%

No. of meals delivered by Meals on Wheels per annum Target 2019-20 2020-21 14,950 15,000

2021-22 17,000

2021-22 90%

No. of meals served in the Community Restaurant per annum Target 2019-20 2020-21 3,740 3,750

2021-22 2,000

No. of volunteers in Council services

No. of hours social support provided per annum

Target 2019-20 2020-21 345 345

Target 2019-20 2020-21 3,450 3,450

2021-22 345

No. of Community Transport trips per annum Target 2019-20 2020-21 5,340 5,350

2021-22 5,350

% 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

Target 2019-20 2020-21 80% 83%

Target 2019-20 2020-21 7.25* 7.25*

Target 2019-20 2020-21 6.90* 6.90*

2021-22 85%

2021-22 7.25*

2021-22 6.90*

2021-22 3,450

No. of young people attending programs at Council’s Youth Centre Target 2019-20 2020-21 13,000 13,100

2021-22 14,000

% Residents satisfied with services and facilities for people from culturally and linguistically diverse backgrounds Target 2019-20 2020-21 6.05* 6.05*

2021-22 6.05*

*Mosman Community Survey mean score out of 10

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

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

VISION

A VISION FOR MOSMAN STRATEGIC DIRECTIONS

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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.

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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 1–7

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

STRATEGIC DIRECTION 1

A Caring and Inclusive Community

STRATEGIC DIRECTION 1

A Caring and Inclusive Community

How we’ll deliver…

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

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Caring and Inclusive Community

Everyday Services and Facilities

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 Children’s 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 Disability Inclusion Action Plan Review Manager Community Services

18 19

19 20

20 21

21 22

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Caring and Inclusive Community

Resources Budget

19 20

20 21

21 22

Children's Services

764,576

29,500

28,500

Community Care

823,199

734,400

763,700

3,428

8,900

2,600

1,591,203

772,800

794,800

19 20

20 21

21 22

Income ($) Youth Services Total Income

Expenditure ($) Children's Services

999,544

162,250

168,100

Community Care

1,198,542

1,259,600

1,264,800

425,127

404,900

482,100

Community Servces Youth Services Total Expenditure Operating Surplus / (Deficit)

342,026

371,400

389,400

2,965,239

2,198,150

2,304,400

(1,374,037)

(1,425,350)

(1,509,600)

STRATEGIC DIRECTION 1 Resources Children’s Services

A Caring and Inclusive Community

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

20 21

21 22

29,500

28,500

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

29,500

28,500

20 21

21 22

Employee Costs

144,150

140,000

Borrowing Costs

Total Income

Expenditure ($) Materials and Contracts

18,100

28,100

Legal Costs

Consultants

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

162,250

168,100

(132,750)

(139,600)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

0.8

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Caring and Inclusive Community

Resources Community Care

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

20 21

21 22

202,100

205,200

523,100

553,500

Other Income

Rental Income

9,200

5,000

Net Share of Interest in Joint Ventures

734,400

763,700

20 21

21 22

Employee Costs

1,008,700

999,500

Borrowing Costs

214,300

230,300

Total Income

Expenditure ($) Materials and Contracts Legal Costs Consultants

Depreciation & Amortisation

22,700

23,100

Other Expenses

13,900

11,900

State Government Levies

Net Loss from Disposal of Assets

Total Expenditure

1,259,600

1,264,800

Operating Result Before Capital Grants & Contributions

(525,200)

(501,100)

FTE Staff

11.3

STRATEGIC DIRECTION 1 Resources Community Services

A Caring and Inclusive Community

20 21

21 22

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

20 21

21 22

Employee Costs

255,900

328,800

Borrowing Costs

Income ($)

Expenditure ($) Materials and Contracts

57,600

59,300

Legal Costs

Consultants

Depreciation & Amortisation

91,400

94,000

State Government Levies

Net Loss from Disposal of Assets

404,900

482,100

(404,900)

(482,100)

Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

2.4

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Caring and Inclusive Community

Resources Youth Services

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

20 21

21 22

4,100

1,800

1,600

Other Income

3,000

1,000

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

8,900

2,600

20 21

21 22

Employee Costs

307,600

333,300

Borrowing Costs

53,000

44,600

Total Income

Expenditure ($) Materials and Contracts Legal Costs Consultants

800

10,000

10,700

State Government Levies

Net Loss from Disposal of Assets

371,400

389,400

(362,500)

(386,800)

Depreciation & Amortisation Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

2.6

STRATEGIC DIRECTION 1

A Caring and Inclusive Community

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved - Caring and Inclusive Community Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 90% 79%

No. of volunteers in Council services Target 2019-20 2020-21 2021-22 345 345 345 Result 2018-19 2019-20 394 399

No. of hours social support provided per annum Target 2019-20 2020-21 2021-22 3,450 3,450 3,450 Result 2018-19 2019-20 5,378 5,250

No. of meals delivered by Meals on Wheels per annum Target 2019-20 2020-21 2021-22 14,950 15,000 17,000 Result 2018-19 2019-20 13,979 19,326

No. of meals served in the Community Restaurant per annum Target 2019-20 2020-21 2021-22 3,740 3,750 2,000 Result 2018-19 2019-20 3,303 2,797

No. of Community Transport trips per annum

No. of young people attending programs at Council’s Youth Centre Target 2019-20 2020-21 2021-22 13,000 13,100 14,000 Result 2018-19 2019-20 13,233 14,781

% Young people satisfied with programs and events coordinated by Youth Services Target 2019-20 2020-21 2021-22 80% 83% 85% Result 2018-19 2019-20 80.20% 91.81%

% Residents satisfied with overall range and quality of community facilities and activities Target 2019-20 2020-21 2021-22 7.25* 7.25* 7.25* Result 2018-19 2019-20 7.24* 7.24*

% Residents satisfied with access to Council information and Council support Target 2019-20 2020-21 2021-22 6.90* 6.90* 6.90* Result 2018-19 2019-20 6.88* 6.88*

*Mosman Community Survey mean score out of 10

Target 2019-20 5,340 Result 2018-19 5,007

2020-21 5,350

2021-22 5,350

2019-20 4,124

% Residents satisfied with services and facilities for people from culturally and linguistically diverse backgrounds Target 2019-20 2020-21 2021-22 6.05* 6.05* 6.05* Result 2018-19 2019-20 6.04* 6.04*

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Caring and Inclusive Community

% Residents satisfied with services and facilities for older people Target 2019-20 2020-21 2021-22 7.25* 7.25* 7.25* Result 2018-19 7.22*

2019-20 7.22*

Utilisation rate - Mosman Square Senior Citizens Centre Target 2019-20 2020-21 2021-22 25,000 26,000 20,000 Result 2018-19 2019-20 24,252 16,033

% Residents satisfied with services and facilities for people with a disability Target 2019-20 2020-21 2021-22 6.85* 6.85* 6.85* Result 2018-19 2019-20 6.83* 6.83*

% Residents satisfied with services and facilities for children and families Target 2019-20 2020-21 2021-22 7.55* 7.55* 7.55* Result 2018-19 2019-20 7.56* 7.56*

% Residents satisfied with services for young people Target 2019-20 2020-21 2021-22 6.70* 6.70* 6.70* Result 2018-19 2019-20 6.67* 6.67*

Utilisation rate - Mosman Occasional Care Centre Target 2019-20 2020-21 2021-22 80% 85% N/A Result 2018-19 2019-20 73.5% 70%†

Utilisation rate - Mosman Before School Care Target 2019-20 2020-21 2021-22 45% 45% N/A Result 2018-19 2019-20 73.2%# 39%‡

Utilisation rate - Mosman After School Care Target 2019-20 2020-21 2021-22 92% 92% N/A Result 2018-19 2019-20 73.2%# 81.6%‡

Utilisation rate - Mosman Vacation Care Target 2019-20 2020-21 2021-22 98% 98% N/A Result 2018-19 2019-20 96% 79.6%‡

*Mosman Community Survey mean score out of 10 †Averaged over two quarters ‡Averaged over three quarters # Combined result of Before School Care and After School Care

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

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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 Library Self Check Out Kiosks Upgrade Manager Library Services Feasibility Study – Grand Hall Air Conditioning Manager Engineering Creation Space Project Manager Library Services

18 19

19 20

20 21

21 22

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Culturally Rich and Vibrant Community

Resources Budget

19 20

20 21

21 22

Art Gallery and Community Centre

168,526

190,800

259,500

Arts Programming and Exhibitions

272,300

Income ($)

207,255

401,655

Community Events

22,067

70,800

Library

151,212

241,135

193,500

549,061

904,390

796,100

19 20

20 21

21 22

Art Gallery and Community Centre

400,978

390,800

390,600

Arts Programming and Exhibitions

1,132,085

1,431,955

1,246,900

331,842

293,100

362,400

41,616

21,300

Total Income

Expenditure ($) Community Events Heritage Management Library Total Expenditure Operating Surplus / (Deficit)

2,223,914

2,248,685

2,520,500

4,130,435

4,385,840

4,541,700

(3,581,374)

(3,481,450)

(3,745,600)

STRATEGIC DIRECTION 2 Resources Art Gallery and Community Centre

A Culturally Rich and Vibrant Community

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

20 21

21 22

1,500

2,000

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

189,300

257,500

Net Share of Interest in Joint Ventures

190,800

259,500

20 21

21 22

Employee Costs

82,200

83,800

Borrowing Costs

190,000

193,400

Total Income

Expenditure ($) Materials and Contracts Legal Costs Consultants

115,700

110,500

2,900

State Government Levies

Net Loss from Disposal of Assets

390,800

390,600

(200,000)

(131,100)

Depreciation & Amortisation Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

1.8

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Culturally Rich and Vibrant Community

Resources Arts Programming and Exhibitions

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

20 21

21 22

85,100

86,500

Grants & Cont for Operating Purposes

223,155

86,700

Other Income

93,400

99,100

Rental Income

Net Share of Interest in Joint Ventures

401,655

272,300

20 21

21 22

Employee Costs

840,600

889,200

Borrowing Costs

Total Income

Expenditure ($) Materials and Contracts

575,255

341,400

Legal Costs

Consultants

3,100

Depreciation & Amortisation

500

12,500

12,700

State Government Levies

Net Loss from Disposal of Assets

1,431,955

1,246,900

(1,030,300)

(974,600)

Other Expenses

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

6.7 101,700

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Culturally Rich and Vibrant Community

Resources Community Events

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

20 21

21 22

70,800

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

70,800

20 21

21 22

Employee Costs

160,600

174,700

Borrowing Costs

Total Income

Expenditure ($) Materials and Contracts

123,300

168,300

Legal Costs

Consultants

Depreciation & Amortisation

9,200

19,400

State Government Levies

Net Loss from Disposal of Assets

293,100

362,400

(222,300)

(291,600)

Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

1.6

STRATEGIC DIRECTION 2 Resources Heritage Management

A Culturally Rich and Vibrant Community

20 21

21 22

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

20 21

21 22

Employee Costs

Borrowing Costs

Materials and Contracts

Legal Costs

Consultants

16,300

Income ($)

Expenditure ($)

Depreciation & Amortisation

5,000

State Government Levies

Net Loss from Disposal of Assets

21,300

(21,300)

Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Culturally Rich and Vibrant Community

Resources Library Services

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

20 21

21 22

36,400

36,100

Grants & Cont for Operating Purposes

169,335

132,000

Other Income

35,400

25,400

Rental Income

Net Share of Interest in Joint Ventures

241,135

193,500

20 21

21 22

Employee Costs

1,473,050

1,751,000

Borrowing Costs

308,235

271,600

Total Income

Expenditure ($) Materials and Contracts Legal Costs Consultants

365,800

396,300

101,600

State Government Levies

Net Loss from Disposal of Assets

2,248,685

2,520,500

(2,007,550)

(2,327,000)

Depreciation & Amortisation Other Expenses

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

18.6 288,700

STRATEGIC DIRECTION 2

A Culturally Rich and Vibrant Community

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved - Culturally Rich and Vibrant Community Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 79% 88%

% Residents satisfied with Library services Target 2019-20 2020-21 2021-22 7.80* 7.80* 7.80* Result 2018-19 2019-20 7.77* 7.77*

No. of Library programs delivered for children and young people Target 2019-20 2020-21 2021-22 250 250 250 Result 2018-19 2019-20 254 194

No. of Library programs delivered for adults Target 2019-20 2020-21 2021-22 80 80 100 Result 2018-19 2019-20 110 117

No. Library visits per capita per annum Target 2019-20 2020-21 2021-22 9.7 9.7 9.7 Result 2018-19 2019-20 9.51 7.88

No. Loans per capita per annum Target 2019-20 2020-21 2021-22 9.5 9.5 9.5 Result 2018-19 2019-20 9.81 8.31

% Library users satisfied with Library services and resources Target 2019-20 2020-21 2021-22 95% 95% 95% Result 2018-19 2019-20 95.75% 96.53%

Total visitation per annum Mosman Art Gallery Target 2019-20 2020-21 2021-22 85,000 86,700 85,000 Result 2018-19 2019-20 91,570 71,185

% Residents satisfied with Mosman Art Gallery and Community Centre Target 2019-20 2020-21 2021-22 7.50* 7.50* 7.50* Result 2018-19 2019-20 7.47* 7.47*

Utilisation rate - Community Centre, Mosman Art Gallery Target 2019-20 2020-21 2021-22 85% 85% 85% Result 2018-19 2019-20 85% 60.5%

% Residents satisfied with overall range of facilities and activities relevant to culture and the arts Target 2019-20 2020-21 2021-22 6.85* 6.85* 6.85* Result 2018-19 2019-20 6.82* 6.82*

*Mosman Community Survey mean score out of 10

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Culturally Rich and Vibrant Community

No. of Gallery Friends and Volunteers Target 2019-20 2020-21 2021-22 500 510 480 Result 2018-19 2019-20 494 476

No. of exhibitions, educational activities and special events held per annum at Mosman Art Gallery Target 2019-20 2020-21 2021-22 150 150 150 Result 2018-19 2019-20 139 122

No. of members of the Creative Circle philanthropy program Target 2019-20 2020-21 2021-22 35 38 45 Result 2018-19 2019-20 34 40

% users satisfied - Mosman Market Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 92% N/A

No. of community events per annum Target 2019-20 2020-21 2021-22 12 8 12 Result 2018-19 2019-20 8 5

No. of attendees at community events per annum Target 2019-20 2020-21 2021-22 25,000 9,500 25,000 Result 2018-19 2019-20 13,480 38,120

% Residents satisfied with local festivals and events Target 2019-20 2020-21 2021-22 7.00* 7.00* 7.00* Result 2018-19 2019-20 6.98* 6.98*

No. of events, projects and activities undertaken with Mosman’s Friendship Communities per annum Target 2019-20 2020-21 2021-22 2 2 2 Result 2018-19 2019-20 2 2

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

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

An Attractive and Sustainable Environment

Everyday Services and Facilities

Maintaining and enhancing the quality of Mosman’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. A Climate Action Plan – Mitigation Strategy has recently been adopted by Council and a complementary document, the Climate Action Plan – Resilience and Adaption Plan is due to be completed by July 2021.

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 Director Environment and 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 Inkerman Street Seawall and Jetty Refurbishment Manager Engineering Solar Installations – Council Facilities Manager Environment and Open Space Climate Change Program Manager Environment and Open Space

18 19

19 20

20 21

21 22

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

An Attractive and Sustainable Environment

Resources Budget

Income ($) Environmental Sustainability

19 20

20 21

21 22

170,800

180,200

188,200

Waste and Cleaning

6,802,265

7,110,900

7,239,400

Total Income

6,973,065

7,291,100

7,427,600

19 20

20 21

21 22

439,690

723,000

751,000

Expenditure ($) Environmental Sustainability Stormwater

805,845

722,700

Waste and Cleaning

6,577,105

6,192,600

6,197,700

Total Expenditure

7,822,640

7,638,300

7,671,400

Operating Surplus / (Deficit)

(849,575)

(347,200)

(243,800)

STRATEGIC DIRECTION 3 Resources Environmental Sustainability

An Attractive and Sustainable Environment

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

20 21

21 22

104,000

112,000

64,000

Other Income

12,200

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

180,200

188,200

20 21

21 22

Employee Costs

518,600

546,600

Borrowing Costs

Total Income

Expenditure ($) Materials and Contracts

131,800

Legal Costs

50,500

Consultants

22,100

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

723,000

751,000

(542,800)

(562,800)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

Resources Stormwater

20 21

21 22

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

20 21

21 22

Employee Costs

Borrowing Costs

230,700

Income ($)

Expenditure ($) Materials and Contracts Legal Costs

492,000

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

722,700

(722,700)

Consultants Depreciation & Amortisation

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

507,000

STRATEGIC DIRECTION 3 Resources Waste and Cleaning

An Attractive and Sustainable Environment

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

20 21

21 22

6,987,900

7,125,400

123,000

114,000

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

7,110,900

7,239,400

20 21

21 22

Employee Costs

107,800

109,800

Borrowing Costs

5,073,600

14,300

Total Income

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

96,900

100,000

900,000

6,192,600

6,197,700

918,300

1,041,700 1 174,400

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

An Attractive and Sustainable Environment

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Residents satisfied with overall cleanliness, appearance and management of public spaces Target 2019-20 2020-21 2021-22 7.90* 7.90* 7.90* Result 2018-19 2019-20 7.85* 7.85*

% Project Milestones achieved - Attractive and Sustainable Environment Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 75% 84%

% Residents satisfied with provision and maintenance of parklands including bushland, harbour foreshores, local parks and bushland trails Target 2019-20 2020-21 2021-22 7.90* 7.90* 7.90* Result 2018-19 2019-20 7.90* 7.90*

% Residents satisfied with waste and recycling collection services Target 2019-20 2020-21 2021-22 7.50* 7.50* 7.50* Result 2018-19 2019-20 7.20* 7.20*

% Residents satisfied with cleaning of streets Target 2019-20 2020-21 2021-22 7.55* 7.55* 7.55* Result 2018-19 2019-20 7.54* 7.54*

% Residents satisfied with litter control and rubbish dumping Target 2019-20 2020-21 2021-22 7.50* 7.50* 7.50* Result 2018-19 2019-20 7.47* 7.47*

% Residents satisfied with management and protection of the environment Target 2019-20 2020-21 2021-22 7.55* 7.55* 7.55* Result 2018-19 2019-20 7.56* 7.56*

% Residents satisfied with Council keeping food premises safe Target 2019-20 2020-21 2021-22 7.80* 7.80* 7.80* Result 2018-19 2019-20 8.01* 8.01*

*Mosman Community Survey mean score out of 10

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

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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 twice a month to subscribers. Multiple other newsletters, most commonly now in e-format, are distributed to users of specific services such as Mosman Library Service and Community Care.

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. In 2021 this survey will be conducted in June. 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, climate change and visual amenity 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

21 22

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

An Informed and Engaged Community

Resources Budget

19 20

20 21

21 22

Communication and Engagement

Total Income

19 20

20 21

21 22

Income ($)

Expenditure ($) Communication and Engagement

850,160

1,011,900

969,100

Total Expenditure

850,160

1,011,900

969,100

(850,160)

(1,011,900)

(969,100)

Operating Surplus / (Deficit)

STRATEGIC DIRECTION 4 Resources Communication and Engagement

An Informed and Engaged Community

20 21

21 22

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

20 21

21 22

614,600

586,400

349,800

360,900

37,500

12,800

10,000

9,000

1,011,900

969,100

(1,011,900)

(969,100)

Income ($)

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

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

An Informed and Engaged Community

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved - Informed and Engaged Community Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 73% 88%

No. Website visits per annum Target 2019-20 2020-21 2021-22 450,000 500,000 450,000 Result 2018-19 2019-20 390,156 437,188

No. Website page views per annum Target 2019-20 2020-21 2021-22 800,000 850,000 800,000 Result 2018-19 2019-20 712,901 789,407

% Residents satisfied with Council engaging (consulting) with the community Target 2019-20 2020-21 2021-22 6.40* 6.40* 6.40* Result 2018-19 2019-20 6.32* 6.32*

% Residents satisfied with access to Council information and support Target 2019-20 2020-21 2021-22 6.90* 6.90* 6.90* Result 2018-19 2019-20 6.88* 6.88*

No. of people accessing live Council meeting webcasts Target 2019-20 2020-21 2021-22 600 600 600 Result 2018-19 2019-20 89 513

No. of people accessing archive Council meeting webcasts Target 2019-20 2020-21 2021-22 1,000 1,000 1,000 Result 2018-19 2019-20 321 930

% of Council meetings webcast Target 2019-20 2020-21 2021-22 100% 100% 100% Result 2018-19 2019-20 82% 100%

Total no. of downloads MyMosman app Target 2019-20 2020-21 2021-22 1,000 1,000 1,000 Result 2018-19 2019-20 1,395 1,725

Total no. of downloads - Park Mosman app Target 2019-20 2020-21 2021-22 400 400 400 Result 2018-19 2019-20 669 759

*Mosman Community Survey mean score out of 10

STRATEGIC DIRECTION 5

A BusinessFriendly Community with Sound, Independent Civic Leadership

STRATEGIC DIRECTION 5

A Business-Friendly Community with Sound, Independent Civic Leadership

How we’ll deliver…

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

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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 Parking Meter Renewal Project Manager Engineering

18 19

19 20

20 21

21 22

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Business-Friendly Community with Sound, Independent Civic Leadership

Resources Budget

Income ($) Assets and Services Management Compliance Finance Governance Support & Risk Human Resources Information Technology Total Income

Expenditure ($) Assets and Services Management Compliance Customer Service

19 20

20 21

21 22

3,270

2,500

3,200

515,833

572,400

626,900

22,090,895

22,360,700

22,682,700

825

1,000

101,895

88,500

1,568

22,714,286

23,025,100

23,313,800

19 20

20 21

21 22

434,164

296,000

308,000

1,514,088

1,530,300

1,627,900

588,551

502,300

552,300

Finance

1,685,378

1,831,200

1,790,500

Governance Support and Risk

1,795,937

1,909,700

1,795,700

Human Resources

996,628

986,200

1,189,700

Information Technology

2,483,876

2,616,800

3,268,000

Leadership Group

1,962,207

1,872,900

2,079,200

Total Expenditure

11,460,830

11,545,400

12,611,300

Operating Surplus / (Deficit)

11,253,456

11,479,700

10,702,500

STRATEGIC DIRECTION 5 Resources Assets and Services Management

A Business-Friendly Community with Sound, Independent Civic Leadership

20 21

21 22

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Income ($)

Other Income

Rental Income

2,500

3,200

Net Share of Interest in Joint Ventures

2,500

3,200

20 21

21 22

Employee Costs

257,800

269,800

Borrowing Costs

Total Income

Expenditure ($)

30,000

Legal Costs

Materials and Contracts

8,200

Consultants

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

296,000

308,000

(293,500)

(304,800)

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Business-Friendly Community with Sound, Independent Civic Leadership

Resources Compliance

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

20 21

21 22

546,400

586,900

26,000

40,000

Other Income

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

572,400

626,900

20 21

21 22

Employee Costs

1,488,800

1,586,400

Borrowing Costs

Total Income

Expenditure ($) Materials and Contracts

40,500

Legal Costs

Consultants

Depreciation & Amortisation

1,000

State Government Levies

Net Loss from Disposal of Assets

Total Expenditure

1,530,300

1,627,900

Operating Result Before Capital Grants & Contributions

(957,900)

(1,001,000)

Other Expenses

FTE Staff

STRATEGIC DIRECTION 5 Resources Customer Service

A Business-Friendly Community with Sound, Independent Civic Leadership

20 21

21 22

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

20 21

21 22

Employee Costs

441,800

541,800

Borrowing Costs

Income ($)

Expenditure ($) Materials and Contracts

59,000

9,000

Legal Costs

Consultants

Depreciation & Amortisation

1,500

State Government Levies

Net Loss from Disposal of Assets

502,300

552,300

(502,300)

(552,300)

Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Business-Friendly Community with Sound, Independent Civic Leadership

Resources Finance

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

20 21

21 22

21,322,100

21,697,700

181,100

183,000

Interest & Investment Revenue

103,000

86,000

Grants & Cont for Operating Purposes

713,500

690,000

Other Income

32,000

17,000

Rental Income

9,000

Net Share of Interest in Joint Ventures

22,360,700

22,682,700

20 21

21 22

Employee Costs

1,009,600

1,121,800

Borrowing Costs

294,000

198,000

Materials and Contracts

372,500

365,700

15,000

12,000

Total Income

Expenditure ($)

Legal Costs Consultants

Depreciation & Amortisation

56,100

29,000

Other Expenses

4,000

80,000

60,000

1,831,200

1,790,500

20,529,500

20,892,200

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

7.5 1,248,000

STRATEGIC DIRECTION 5 Resources Governance Support and Risk

A Business-Friendly Community with Sound, Independent Civic Leadership

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

20 21

21 22

1,000

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

1,000

20 21

21 22

Employee Costs

697,400

281,400

Borrowing Costs

Total Income

Expenditure ($) Materials and Contracts

1,170,300

1,472,300

Legal Costs

Consultants

Depreciation & Amortisation

42,000

State Government Levies

Net Loss from Disposal of Assets

1,909,700

1,795,700

(1,908,700)

(1,794,700)

Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

2.7

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

100

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

101

A Business-Friendly Community with Sound, Independent Civic Leadership

Resources Human Resources

20 21

21 22

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

88,500

Rental Income

Income ($)

Net Share of Interest in Joint Ventures

88,500

20 21

21 22

Employee Costs

707,000

844,000

Borrowing Costs

Total Income

Expenditure ($) Materials and Contracts

192,800

259,300

Legal Costs

21,000

Consultants

53,400

Depreciation & Amortisation

12,000

State Government Levies

Net Loss from Disposal of Assets

986,200

1,189,700

(897,700)

(1,189,700)

Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

102

STRATEGIC DIRECTION 5 Resources Information Technology

A Business-Friendly Community with Sound, Independent Civic Leadership

20 21

21 22

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

20 21

21 22

Employee Costs

850,000

1,415,000

Borrowing Costs

Income ($)

Expenditure ($) Materials and Contracts

1,695,600

1,755,600

Legal Costs

Consultants

20,400

Depreciation & Amortisation

50,800

77,000

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

2,616,800

3,268,000

(2,616,800)

(3,268,000)

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

13.6 320,000

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

103

A Business-Friendly Community with Sound, Independent Civic Leadership

Resources Leadership Group

20 21

21 22

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

20 21

21 22

Employee Costs

1,783,500

1,983,500

Borrowing Costs

Income ($)

Expenditure ($) Materials and Contracts

20,200

Legal Costs

Consultants

Depreciation & Amortisation

69,200

75,500

State Government Levies

Net Loss from Disposal of Assets

1,872,900

2,079,200

(1,872,900)

(2,079,200)

Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

104

STRATEGIC DIRECTION 5

A Business-Friendly Community with Sound, Independent Civic Leadership

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved - Business-Friendly Community with Sound, Independent Civic Leadership Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 96% 96%

% Project Milestones achieved overall Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 84% 80%

Days lost per Work Health and Safety incident Target 2019-20 2020-21 2021-22 0 0 0 Result 2018-19 2019-20 9 14

Total no. days lost due to Work Health and Safety incidents Target 2019-20 2020-21 2021-22 0 0 0 Result 2018-19 2019-20 27 114

Annual water consumption for all Council operations per capita Target 2019-20 2020-21 2021-22 21,000L 20,800L 20,500L Result 2018-19 2019-20 23,500L 21,905L

Annual energy consumption for all Council operations per capita Target 2019-20 2020-21 2021-22 51.6Kw 51Kw 45Kw Result 2018-19 2019-20 65.3kWh 45.6kWh

Infrastructure Renewal ratio Target 2019-20 2020-21 2021-22 208% 130% 170% Result 2018-19 2019-20 184.88% 126.7%

No. of complaints received Target 2019-20 2020-21 2021-22 <50 <50 <50 Result 2018-19 2019-20 44 36

No. of complaints regarding non-adherence to Council’s Customer Service Charter Target 2019-20 2020-21 2021-22 <20 <20 <20 Result 2018-19 2019-20 6 5

No. of complaints resolved Target 2019-20 2020-21 2021-22 100% 100% 100% Result 2018-19 2019-20 40 29

% of budgeted capital works achieved per annum Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 98.6% 98.5%

*Mosman Community Survey mean score out of 10

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Business-Friendly Community with Sound, Independent Civic Leadership

Budget performance - actual operating result compared to budget Target 2019-20 2020-21 2021-22 Maintain Maintain Maintain surplus surplus surplus Result 2018-19 2019-20 Surplus Surplus achieved achieved

Level of Staff Satisfaction and Wellbeing Target 2019-20 2020-21 2021-22 87% 87% 87% Result 2018-19 2019-20 85% 85%

% Residents satisfied with Council leadership on matters important to the community Target 2019-20 2020-21 2021-22 6.45* 6.45* 6.45* Result 2018-19 2019-20 6.42* 6.42*

% Residents satisfied with Council advocacy on matters impacting on Mosman and neighbouring areas Target 2019-20 2020-21 2021-22 6.70* 6.70* 6.70* Result 2018-19 2019-20 6.70* 6.70*

% Residents satisfied with overall delivery of Council services Target 2019-20 2020-21 2021-22 7.10* 7.10* 7.10* Result 2018-19 2019-20 7.10* 7.10*

% Residents satisfied with Councillor performance Result 2018-19 2019-20 6.70* 6.70*

% Residents satisfied with staff performance Target 2019-20 2020-21 2021-22 7.75* 7.75* 7.75* Result 2018-19 2019-20 7.73* 7.73*

No. of statutory obligations not met Target 2019-20 2020-21 2021-22 0 0 0 Result 2018-19 2019-20 0 0

Total tonnage of waste generated from Council’s open space areas and street sweeping activities Target 2019-20 2020-21 2021-22 530 480 600 Result 2018-19 2019-20 602 888.4

% waste generated from Council’s open space areas and street sweeping activities diverted from landfill Target 2019-20 2020-21 2021-22 20% 30% 60% Result 2018-19 2019-20 33.3% 56.7%

% Residents satisfied with Council assisting economic development with the business community and visitors Target 2019-20 2020-21 2021-22 6.30* 6.30* 6.30* Result 2018-19 2019-20 6.27* 6.27*

105

STRATEGIC DIRECTION 6

Well Designed, Liveable and Accessible Places

108

STRATEGIC DIRECTION 6

Well Designed, Liveable and Accessible Places

How we’ll deliver…

Our Strategies

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

Value and strengthen the special aesthetic qualities of Mosman

Improve access for everyone to, from and within Mosman

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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.

109

110

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 Environment and Open Space Signage Program Implementation Manager Environment and Open Space Rangers and Park Avenue Roundabout Manager Engineering Manager 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 Ventilation Works – Vista Street Carpark Manager Engineering Building Works – Balmoral Bathers Pavilion Manager Engineering Floral Displays Military Road Manager Environment and Open Space Mosman Square and Village Green Renewal Manager Engineering Balmoral Promenade Lighting Improvements Manager Engineering

18 19

19 20

20 21

21 22

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

Well Designed, Liveable and Accessible Places

Resources Budget

Income ($) Car Parking

19 20

20 21

21 22

6,228,748

7,201,300

7,596,000

Development Services

846,302

770,400

793,100

Property Management

6,282,696

5,028,300

5,857,000

1,941,800

1,212,400

1,227,000

107,068

111,000

101,000

87,338

90,000

15,493,953

14,413,400

15,664,100

19 20

20 21

21 22 1,403,700

Roads Footpaths Street Lighting Urban Planning and Advocacy Total Income

Expenditure ($) Car Parking

1,345,311

1,390,000

Development Services

1,442,061

1,846,700

1,677,400

Property Management

4,314,706

3,910,800

3,966,800

Roads Footpaths

4,698,534

4,934,100

5,156,500

419,654

570,000

Street Lighting Urban Planning and Advocacy

563,845

635,500

659,500

Total Expenditure

12,784,111

13,287,100

13,433,900

Operating Surplus / (Deficit)

2,709,841

1,126,300

2,230,200

111

112

STRATEGIC DIRECTION 6 Resources Car Parking

Well Designed, Liveable and Accessible Places

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

20 21

21 22

4,352,100

4,536,000

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

2,849,200

3,060,000

Rental Income

Net Share of Interest in Joint Ventures

7,201,300

7,596,000

20 21

21 22

Employee Costs

353,900

364,100

Borrowing Costs

620,300

630,000

2,000

Total Income

Expenditure ($) Materials and Contracts Legal Costs Consultants

153,800

142,400

260,000

265,200

State Government Levies

Net Loss from Disposal of Assets

1,390,000

1,403,700

5,811,300

6,192,300

Depreciation & Amortisation Other Expenses

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

4 406,000

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

113

Well Designed, Liveable and Accessible Places

Resources Development Services

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

20 21

21 22

770,400

793,100

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

770,400

793,100

20 21

21 22

Employee Costs

942,600

1,063,700

Borrowing Costs

Total Income

Expenditure ($) Materials and Contracts

447,100

249,100

Legal Costs

456,000

363,600

Consultants

Depreciation & Amortisation

1,000

State Government Levies

Net Loss from Disposal of Assets

1,846,700

1,677,400

(1,076,300)

(884,300)

Other Expenses

Total Expenditure Operating Result Before Capital Grants & Contributions FTE Staff

8.9

114

STRATEGIC DIRECTION 6 Resources Property Management

Well Designed, Liveable and Accessible Places

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

20 21

21 22

51,600

70,100

569,000

650,000

Other Income

Rental Income

4,357,700

5,085,900

Net Share of Interest in Joint Ventures

50,000

51,000

5,028,300

5,857,000

20 21

21 22

Employee Costs

1,046,600

1,043,700

Borrowing Costs

2,023,700

2,118,300

28,000

Total Income

Expenditure ($) Materials and Contracts Legal Costs Consultants

60,000

676,500

650,800

76,000

66,000

State Government Levies

Net Loss from Disposal of Assets

3,910,800

3,966,800

1,117,500

1,890,200

Depreciation & Amortisation Other Expenses

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

8 5,860,000

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

115

Well Designed, Liveable and Accessible Places

Resources Roads Footpaths

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

20 21

21 22

665,100

678,300

547,300

548,700

Other Income

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

1,212,400

1,227,000

20 21

21 22

Employee Costs

1,358,400

1,407,400

Borrowing Costs

700,100

635,100

Total Income

2,675,600

2,614,000

200,000

500,000

4,934,100

5,156,500

(3,721,700)

(3,929,500) 12.1 3,604,000

116

STRATEGIC DIRECTION 6 Resources Street Lighting

Well Designed, Liveable and Accessible Places

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

20 21

21 22

1,000

110,000

100,000

Other Income

Rental Income

Grants & Cont for Operating Purposes

Net Share of Interest in Joint Ventures

111,000

101,000

20 21

21 22

Employee Costs

Borrowing Costs

Total Income

Expenditure ($) Materials and Contracts

570,000

Legal Costs

Consultants

Depreciation & Amortisation

Other Expenses

State Government Levies

Net Loss from Disposal of Assets

570,000

(459,000)

(469,000)

Total Expenditure Operating Result Before Capital Grants & Contributions

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

117

Well Designed, Liveable and Accessible Places

Resources Urban Planning and Advocacy

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

20 21

21 22

90,000

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

90,000

20 21

21 22

Employee Costs

452,000

475,000

Borrowing Costs

Total Income

Expenditure ($) Materials and Contracts

2,500

Legal Costs

Consultants

Depreciation & Amortisation

2,000

179,000

180,000

635,500

659,500

(545,500)

(569,500)

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

3.6

118

STRATEGIC DIRECTION 6

Well Designed, Liveable and Accessible Places

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved - Well designed, liveable and accessible places Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 85% 70%

Metres of stormwater pipes renewed per annum Target 2019-20 2020-21 2021-22 80 70 120 Result 2018-19 2019-20 140 70

% programmed seawall renewal works completed per annum Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 N/A N/A

% programmed road renewal works completed per annum Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 80% 120%

Metres of new marked bike paths in Mosman Target 2019-20 2020-21 2021-22 250 150 100 Result 2018-19 2019-20 500 80

No. of (off street) public car parking spaces Target 2019-20 2020-21 2021-22 1,359 1,359 1,359 Result 2018-19 2019-20 1,359 1,359

No. of traffic accidents reported on local roads per annum Target 2019-20 2020-21 2021-22 <70 <70 <65 Result 2018-19 2019-20 66 53

% Residents satisfied with providing and maintaining local roads Target 2019-20 2020-21 2021-22 6.70* 6.70* 6.70* Result 2018-19 2019-20 6.68* 6.68*

% Residents satisfied with providing and maintaining footpaths Target 2019-20 2020-21 2021-22 6.40* 6.40* 6.40* Result 2018-19 2019-20 6.35* 6.35*

% Residents satisfied with providing and maintaining bike paths Target 2019-20 2020-21 2021-22 5.55* 5.55* 5.55* Result 2018-19 2019-20 5.54* 5.54*

% Residents satisfied with overall cleanliness, appearance and management of public spaces Target 2019-20 2020-21 2021-22 7.90* 7.90* 7.90* Result 2018-19 2019-20 7.85* 7.85*

% Residents satisfied with condition of public toilets Target 2019-20 2020-21 2021-22 6.65* 6.65* 6.65* Result 2018-19 2019-20 6.66* 6.66*

% Residents satisfied with enforcement of parking restrictions Target 2019-20 2020-21 2021-22 5.95* 5.95* 5.95* Result 2018-19 2019-20 5.97* 5.97*

% Residents satisfied with provision of car parking Target 2019-20 2020-21 2021-22 6.10* 6.10* 6.10* Result 2018-19 2019-20 6.11* 6.11*

% Residents satisfied with traffic management Target 2019-20 2020-21 2021-22 6.00* 6.00* 6.00* Result 2018-19 2019-20 5.99* 5.99*

*Mosman Community Survey mean score out of 10

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

Well Designed, Liveable and Accessible Places

% Residents satisfied with managing development - land use planning Target 2019-20 2020-21 2021-22 6.30* 6.30* 6.30* Result 2018-19 2019-20 6.31* 6.31*

% Residents satisfied with development approvals process Target 2019-20 2020-21 2021-22 5.70* 5.70* 5.70* Result 2018-19 2019-20 5.71* 5.71*

% Residents satisfied with protection of heritage values and buildings Target 2019-20 2020-21 2021-22 7.15* 7.15* 7.15* Result 2018-19 2019-20 7.17* 7.17*

Mean gross time for DA determination Target 2019-20 2020-21 2021-22 80 days† 80 days† 82 days‡ Result 2018-19 2019-20 102 days 103 days

No. of DAs determined Target 2019-20 2020-21 2021-22 230 230 200 Result 2018-19 2019-20 366 172

No. of DAs over 90 days Target 2019-20 2020-21 2021-22 30% 30% 30% Result 2018-19 2019-20 54% 56%

No. of DA related legal appeals Target 2019-20 2020-21 2021-22 18 18 16 Result 2018-19 2019-20 8 16

Value of DAs lodged (construction) Target 2019-20 2020-21 2021-22 $188m $188m $190m Result 2018-19 2019-20 $365m $180m

Utilisation rates - Council car parks Target 2019-20 2020-21 2021-22 82% 85% 80% Result 2018-19 2019-20 82% 62%

% overstays in Council car parks Target 2019-20 2020-21 2021-22 10% 8% 6% Result 2018-19 2019-20 8% 5.65%

Average duration of stay Council car parks Target 2019-20 2020-21 2021-22 130 min 130 min 70 min Result 2018-19 2019-20 99 min 65 min

Metres of roadway constructed or renewed Target 2019-20 2020-21 2021-22 700 1,100 800 Result 2018-19 2019-20 1,790 2,000

Metres of footpaths constructed or renewed Target 2019-20 2020-21 2021-22 1,500 1,200 1,000 Result 2018-19 2019-20 520 967

Total no. of signs removed under Council’s signage program Target 2019-20 2020-21 2021-22 50 60 20 Result 2018-19 2019-20 147 35

*Mosman Community Survey mean score out of 10 †Based on the Average of Group 2 Councils and including North Sydney - 2015-2016 data ‡As proposed under Public Legacy Program submission

119

STRATEGIC DIRECTION 7

A Healthy and Active Village Lifestyle

122

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

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Healthy and Active Village Lifestyle

Everyday Services and Facilities

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

123

124

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 Clifton Gardens Basketball Upgrade Manager Environment and Open Space Hunter Park Playground Manager Environment and Open Space Sirius Cove Walking Track Manager Environment and Open Space Memory Park Amenities Building Manager Engineering

18 19

19 20

20 21

21 22

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Healthy and Active Village Lifestyle

Resources Budget

19 20

20 21

21 22

Open Space Foreshore and Sporting Fields

118,834

109,000

111,100

Total Income

118,834

109,000

111,100

Expenditure ($)

19 20

20 21

21 22

Emergency and Depot

1,063,964

1,029,700

1,176,000

4,916,163

5,109,600

5,086,400

5,980,127

6,139,300

6,262,400

(5,861,293)

(6,030,300)

(6,151,300)

Income ($)

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

125

126

STRATEGIC DIRECTION 7 Resources Emergency and Depot

A Healthy and Active Village Lifestyle

20 21

21 22

Rates & Annual Charges

User Fees & Charges

Interest & Investment Revenue

Grants & Cont for Operating Purposes

Other Income

Rental Income

Net Share of Interest in Joint Ventures

Total Income

20 21

21 22

Employee Costs

Borrowing Costs

Income ($)

Expenditure ($) Materials and Contracts

145,000

Legal Costs

Consultants

Depreciation & Amortisation

4,000

880,700

1,027,000

1,029,700

1,176,000

(1,029,700)

(1,176,000)

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

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

127

128

STRATEGIC DIRECTION 7 Resources Open Space Foreshore and Sporting Fields

A Healthy and Active Village Lifestyle

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

20 21

21 22

69,000

40,000

42,100

109,000

111,100

20 21

21 22

809,000

845,800

3,286,200

3,226,200

20,400

994,000

5,109,600

5,086,400

(5,000,600)

(4,975,300)

Interest & Investment Revenue Grants & Cont for Operating Purposes Other Income Rental Income Net Share of Interest in Joint Ventures Total Income

7 2,839,000

DRAFT Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

A Healthy and Active Village Lifestyle

How we’ll measure performance…

KPIs Key Performance Indicators and Targets

% Project Milestones achieved - Healthy and Active Village Lifestyle Target 2019-20 2020-21 2021-22 90% 90% 90% Result 2018-19 2019-20 86% 71%

No. of users (organisations) per annum - Marie Bashir Mosman Sports Centre Target 2019-20 2020-21 2021-22 22 22 22 Result 2018-19 2019-20 22.5 21

No. of hours booked per annum - Marie Bashir Mosman Sports Centre Target 2019-20 2020-21 2021-22 2,600 2,600 2,600 Result 2018-19 2019-20 2,719 1,744

No. users per annum - Mosman Swim Centre Target 2019-20 2020-21 2021-22 150,000 155,000 160,000 Result 2018-19 2019-20 157,457 100,178

Average no. ovals bookings per week Target 2019-20 2020-21 2021-22 50 50 50 Result 2018-19 2019-20 62 42

% users satisfied - Sporting fields Target 2019-20 2020-21 2021-22 75% 75% 75% Result 2018-19 2019-20 80% 70%

% Residents satisfied with sport and recreational facilities Target 2019-20 2020-21 2021-22 7.28* 7.28* 7.28* Result 2018-19 2019-20 7.28* 7.28*

% Residents who feel safe in their local community Target 2019-20 2020-21 2021-22 9.0* 9.0* 9.0* Result 2018-19 2019-20 9.0* 9.0*

Utilisation rate - Council ovals Target 2019-20 2020-21 2021-22 50% 50% 50% Result 2018-19 2019-20 47.4% 40%

*Mosman Community Survey mean score out of 10

129

130

FINANCIAL MANAGEMENT 2018-2022 DELIVERY PROGRAM CAPITAL WORKS PROGRAM 2021-2022 BUDGET

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

131

132

BUDGET AND DELIVERY PROGRAM Council’s budget forecast across the four year Delivery Program for 2018–2022 reflects the financial planning principles and assumptions that have also informed the 10 year Long Term Financial Plan. The assumptions incorporated in Council’s 2021-22 Budget and longer term financial forecasts are detailed on the following pages. The General Fund budget result for 2021-22 is a projected operating Surplus, before capital grants and contributions of $313,300. In regard to the budget generally, there is no forecast increase to Materials and Services (apart from the Waste Services contract) or Other Expenditure in expectation of a low inflation environment and efficiency dividends. Investment income has been estimated based on a return on investment rate of 0.3%. The draft 2021-22 budget has been compiled taking into account an improving level of economic stability. However, the draft 2021-22 Budget incorporates a continued focus on COVID-19 cleaning methods and includes a $50,000 allowance for any unexpected COVID-19 circumstances. Rate income is forecast to increase by the IPART rate peg of 2.0%. Domestic Waste Service costs have been increased by 2.0%. Differential charging is maintained in 2021-22. The Stormwater Levy remains at the financial amount set by the Government in 2013. It continues to provide $240,000 in income to address stormwater works identified within the Stormwater Asset Management Plan.

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

KEY REVENUE ASSUMPTIONS AND SOURCES Rates and Annual Charges

Total revenue raised from the levying of land rates is capped by the State Government with the Independent Pricing and Regulatory Tribunal (IPART) developing a Local Government Cost Index (LGCI) for use in setting the maximum allowable increase in general income (i.e. the ‘rate peg’) for local government. The 2021-22 Budget allows for an increase of 2.0% incorporating a 0.2% allowance to cover Council election costs, representing the approved rate peg for the next financial year. Further, a Stormwater Levy is included in the Budget and is estimated to raise $240,000 in 2021-22 for allocation to important stormwater capital infrastructure initiatives. Rates and Annual Charges also include revenue associated with the Domestic Waste Service. A 2.0% increase has been applied for 2021-22 to cover increased contractor and recycling costs based on a full cost recovery determination.

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.

Ratable Valuations Number of Properties Rate in $ Base Amount Total Income Average Rate

Residential

Business

17,144,084,594

776,782,466

12,840

602

0.0005699

0.0015265

762

1,313

19,554,550

1,976,093

1,522

3,282

133

134

Domestic Waste Management Service

Pension Subsidy

The Domestic Waste Management Service is provided on a full cost recovery basis. A 2.0% increase is proposed for 2021-22. Residents have a choice of the following size bins/fee structure in 2021-22:

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

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

$379 $620 $1,298

*Available only to existing customers

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

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

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

Weekly waste collection

Residential Property: $25 per annum

Fortnightly glass and containers

Residential Strata Property: $12.50 per annum

Fortnightly paper and cardboard

Business Property: $25 per annum

Monthly green waste

Business Strata Property: $5 per annum

Special Variations

Interest Charges

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

In 2021-22 interest charges on unpaid rates and charges will accrue on a daily basis at the rate of 6.0% per annum subject to ministerial direction.

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

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 2021-22 these are included in the document entitled ‘2021-22 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.

135

136

User Charges and Fees

On Street Parking Parriwi Rd/Spit Rd

130,000

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.

Bank Charges

110,000

Foreshore Car Parking - Spit East

109,000

Additional Household Cleanups

102,000

On Street Parking Hunter Rd

102,000

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.

Mosman Meals

94,900

Section 10.7 Certificates

80,000

On Street Parking McLean Crescent

76,000

Fees have generally been maintained at 2020-21 levels in the 2021-22 Budget. A small number of fees have been reduced, and some hire and activity fees rationalised. A minor increase in fees has been applied to cover specific cost increases faced by the Community Care service, with small increases also applied to waste collection and to certain notices under the Protection of the Environment Operations Act 1997. There have been two new user fees introduced in 2021-22:

The return on Council’s short term investments has been heavily influenced by market interest rates in recent times. The 2021-22 Budget is based on a rate of return of 0.3%.

Other Revenues This item largely contains fines revenue. This allocation includes: $ Fines - Car Parking Fines - Other

Annual Inspection Fee – Sex Services $195 Application Fee – Extension of time to submit Annual Fire Safety Statement $33

3,060,000 32,200

Rental Income

Significant income from user charges and fees includes: $ On Street Parking The Esplanade

Interest and Investment Revenue

1,660,000

The leasing of Investment Properties which include sites such as the Mosman Square Shops, Library Walk Shops and Flats, Balmoral Bathers Pavilion and Boronia House. The following sources will provide funding in 2021-22: $

Restorations

673,200

Foreshore Car Parking - Balmoral

620,000

Commercial Property Leases

Development Application

607,000

Venue Hire, Equipment and Other

Foreshore Car Parking - Spit West

475,000

Foreshore Car Parking - Annual Permits

380,000

Foreshore Car Parking - Clifton Gardens

306,000

Work Zone

200,000

On Street Parking Bradleys Head Rd

200,000

Default

168,600

On Street Parking Botanic Road

163,000

Stand Plant on Roadway Permits

150,000

3,450,400 1,952,300

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

Grants and Contributions for Operating Purposes

137

Grants and Contributions for Capital Purposes

Operating grants play a significant role in shoring up Council’s contribution to the many services it provides. The largest single component is the general component of the Financial Assistance Grant which it receives via the Commonwealth and is $660,000 in 2021-22 Community services such as Aged Services also receive grant funding. The following sources will provide funding in 2021-22: $ Finance Management

690,000

Property Administration

650,000

Community Care

553,500

Roads

548,700

Library Services

132,000

Street Lighting

100,000

Arts Programming and Exhibitions

86,700

Environmental Sustainability

64,000

Ranger Operations

40,000

The 2021-22 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 $1,200,000 in 2021-22, with indexed Roads to Recovery funding sourced from the Commonwealth. The following sources will provide funding in 2021-22: $ Open Space

1,424,000

Footpaths

1,259,000

Property Administration

1,200,000

Roads

78,000

Stormwater Drainage

50,000

Loan Borrowing Council proposes to borrow $3m to part fund the Capital Works Program.

138

KEY EXPENSES ASSUMPTIONS AND ALLOCATIONS Employee Benefits and On-Costs

In accordance with the Local Government State Award, effective from 1 July 2021 an increase of 2.0% has been provided in the Budget for salaries in 2021-22 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 be 10% for 2021-22, and increase to 12% by 1 July 2025. The associated costs have been included in Council’s 2021-22 budget.

Borrowing Costs All costs associated with Council’s existing borrowing requirements have been included within the 2021-22 Budget.

Materials and Services Mosman is a ‘contracting Council’ in that all of its key service contracts such as Waste, Street and Gutter Cleaning, Beach and Reserve Cleaning, Amenity and Building Cleaning and Engineering/Open Space contracts are provided at market rates by external contractors. These contracts are indexed by the annual movement in the Sydney All Groups CPI as all are schedule of rate contracts and for 2021-22 budgets however, are not indexed in anticipation of a low CPI environment and efficiency dividends. Significant allocations include: $ Contractors - Operational

4,726,400

Contractors - Waste Management

3,586,000

Contractors - Maintenance & Repair

1,840,500

IT-Maintenance & Licence Agreements Contractors - Cleansing Insurance Premiums Utilities - Electricity Large Sites

1,375,100 1,044,000 668,800 448,100

Contractors - Maintenance

426,000

State Debt Recovery Office Charges

402,800

Contractors - Other

377,700

Election Expenses

306,000

Operating Leases - Photocopiers

280,500

Contractors-Other Professional

259,300

Utilities - Water

206,500

Subscriptions

203,200

Bank Charges - Merchant Fees

180,000

Annual Management Fee

178,000

Equipment Maintenance - Other

158,900

Training & Development

157,200

Publicity & Promotion

142,700

Members Fees

137,200

Utilities - Electricity

134,000

Printing & Stationery Materials - Other Advertising

121,100 118,600 100,900

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

Depreciation and Amortisation

OUTCOMES

The depreciation expense has been aligned with the reported 2019-20 Financial Statements. As Council invests more funds on assets, depreciation increases.

Income Statements, Balance Sheets and Cash Flow Statements for the years 2018-19 to 2021-22 are included on the following pages

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

The infrastructure outcomes for the years 2020-21 and 2021–22 are also included on pp 146-150.

Other Expenses This item contains significant expenditure such as contributions to other organisations (Shorelink, NSROC) and provision for bad debts. The 2021-22 budget allocations are not indexed in anticipation of a low CPI environment and efficiency dividends. Core elements include: $ Bad & Doubtful Debts

265,200

Contributions & Levies - Other Organisat

176,100

Sundry Expenses

148,000

State Government Levies Council contributes significant funds to the State Government including: $ Fire and Emergency Services Levy

1,027,000

S88 Waste Levy

900,000

Contribution - Department of Planning

180,000

Valuation Fees - Valuer General

60,000

139

140

Income Statement Income ($) Rates & Annual Charges

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

27,458,446

28,310,000

28,823,100

User Fees & Charges

7,978,750

7,384,200

7,663,300

Other Income

2,553,899

3,113,700

3,214,700

Grants & Contributions for Operating Purposes

3,177,138

2,947,190

2,866,700

Interest & Investment Revenue

286,250

103,000

86,000

Fair Value Increment Rental Income Net Share of Interest in Joint Ventures Total Income

Expenditure ($)

1,577,587

4,300,824

4,607,700

5,402,700

107,507

50,000

51,000

47,440,401

46,515,790

48,107,500

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

Employee Costs

18,535,984

17,712,200

19,186,500

Materials & Services

16,703,037

18,701,490

18,662,800

499,760

615,400

520,000

Legal Costs Consultants

110,368

212,800

188,100

401,289

294,000

198,000

Depreciation & Amortisation

5,734,980

5,701,200

5,630,400

Other Expenses

2,401,654

729,200

741,400

State Government Levies

1,106,188

2,039,700

2,167,000

Net Loss from Disposal of Assets

500,387

200,000

500,000

45,993,646

46,205,990

47,794,200

1,446,755

309,800

313,300

Borrowing Costs

Total Expenditure Operating Result before Capital Grants & Contributions

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

141

Income Statement by Strategic Direction Income ($) Caring & Inclusive Community

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget 794,800

1,591,203

772,800

Culturally Rich & Vibrant Community

549,061

904,390

796,100

Attractive & Sustainable Environment

6,973,065

7,291,100

7,427,600

Informed & Engaged Community

Business Friendly Community with Sound Independent Civic Leadership

22,714,286

23,025,100

23,313,800

Well Designed Liveable & Accessible Places

15,493,953

14,413,400

15,664,100

118,834

109,000

111,100

47,440,401

46,515,790

48,107,500

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

2,965,239

2,198,150

2,304,400

Culturally Rich & Vibrant Community

4,130,435

4,385,840

4,541,700

Attractive & Sustainable Environment

7,822,640

7,638,300

7,671,400

850,160

1,011,900

969,100

Healthy & Active Village Lifestyle Total Income

Expenditure ($) Caring & Inclusive Community

Informed & Engaged Community Business Friendly Community with Sound Independant Civic Leadership

11,460,934

11,545,400

12,611,300

Well Designed Liveable & Accessible Places

12,784,111

13,287,100

13,433,900

Healthy & Active Village Lifestyle

5,980,127

6,139,300

6,262,400

45,993,646

46,205,990

47,794,200

1,446,755

309,800

313,300

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

0.57%

0.99%

1.59%

89.53%

91.18%

86.22%

Total Expenditure Operating Result before Capital Grants & Contributions

Financial Ratios Ratio Operating Performance Ratio Own Source Operating Revenue Ratio Unrestricted Current Ratio

1.38

1.37

1.29

Debt Service Cover Ratio

2.94

3.40

4.56

3.90%

4.05%

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

3.55

2.99

2.89

126.70%

101.93%

170.21%

0.52%

0.00%

120%

100%

142

Balance Sheet Assets ($)

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

Current Assets Cash & Cash Equivalents

12,626,000

9,478,563

9,219,535

Investments

1,000,000

Receivables

2,627,000

4,396,449

4,438,943

Inventories Contract assets

225,000

151,657

144,441

39,000

Contract cost assets

Other

77,794

77,493

Non-current assets classified as "held for sale"

16,517,000

15,143,464

14,919,413

Total Current Assets Non-Current Assets Receivables

258,000

261,087

266,932

Inventories

Contract assets

Contract cost assets

Infrastructure, Property, Plant & Equipment

492,631,000

494,272,656

502,243,056

Investment Property

50,520,000

219,000

Right of use assets

1,065,000

Investments Accounted for using the equity method

1,206,000

1,256,000

1,307,000

Intangible Assets

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

Total Non-Current Assets

545,899,000

547,593,743

555,620,988

TOTAL ASSETS

562,416,000

562,737,207

570,540,401

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

143

Balance Sheet Liabilities ($)

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

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

11,531,000

11,694,651

12,478,798

779,000

825,999

1,046,947

95,000

1,518,000

1,248,000

1,302,000

4,595,000

4,832,850

5,293,140

18,518,000

18,601,501

20,120,884

Payables

Income received in advance

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

Contract liabilities

Lease liabilities

983,000

1,078,000

Borrowings

5,131,000

3,797,000

5,495,000

Provisions

273,000

278,350

304,860

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

6,387,000

5,153,350

6,877,860

TOTAL LIABILITIES

24,905,000

23,754,851

26,998,744

Net Assets

537,511,000

538,982,356

543,541,657

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

Total Non-Current Liabilities

Equity ($) Retained Earnings Revaluation Reserves Other Reserves Council Equity Interest Non-controlling equity interests Total Equity

273,467,000

274,938,356

279,497,657

264,044,000

537,511,000

538,982,356

543,541,657

537,511,000

538,982,356

543,541,657

144

Cash Flow Statement Cash Flows from Operating Activities ($)

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

27,485,000

28,470,884

28,718,533

9,658,000

9,716,894

10,971,262

288,000

88,578

90,124

4,566,000

4,177,624

7,102,258

2,187,000

8,342,000

3,799,354

5,602,889

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

(18,476,000)

(17,741,539)

(18,950,192)

Materials & Contracts

(15,407,000)

(15,349,226)

(14,361,007)

(377,000)

(323,913)

(187,204)

Borrowing Costs Bonds & Deposits Refunded

(2,187,000)

Other

(7,897,000)

(7,041,962)

(7,658,267)

8,182,000

5,796,693

11,328,395

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

Net Cash provided (or used in) Operating Activities

Cash Flows from Investing Activities ($) Receipts: Sale of Investment Securities

31,000,000

Sale of Investment Property

Sale of Real Estate Assets

Sale of Infrastructure, Property, Plant & Equipment

Sale of non-current assets classified as "held for sale"

Sale of Intangible Assets

Sale of Interests in Joint Ventures & Associates

Sale of Disposal Groups

Deferred Debtors Receipts

Distributions Received from Joint Ventures & Associates

Other Investing Activity Receipts

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

145

Cash Flow Statement Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

(29,000,000)

(97,000)

(7,542,000)

(7,340,130)

(13,339,422)

Purchase of Real Estate Assets

Purchase of Intangible Assets

Purchase of Interests in Joint Ventures & Associates

Deferred Debtors & Advances Made

Contributions Paid to Joint Ventures & Associates

Other Investing Activity Payments

(5,639,000)

(7,340,130)

(13,339,422)

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

Proceeds from Borrowings & Advances

3,000,000

Proceeds from Finance Leases

Other Financing Activity Receipts

(1,705,000)

(1,604,000)

(1,248,000)

Cash Flows from Investing Activities ($) Payments: Purchase of Investment Securities Purchase of Investment Property Purchase of Infrastructure, Property, Plant & Equipment

Net Cash provided (or used in) Investing Activities

Cash Flows from Financing Activities ($) Receipts:

Payments: Repayment of Borrowings & Advances Repayment of lease liabilities (principal repayments)

(73,000)

Distributions to non-controlling interests

Other Financing Activity Payments

(1,778,000)

(1,604,000)

1,752,000

765,000

(3,147,437)

(259,028)

11,861,000

12,626,000

9,478,563

12,626,000

9,478,563

9,219,535

Net Cash Flow provided (used in) Financing Activities Net Increase/(Decrease) in Cash & Cash Equivalents plus: Cash & Cash Equivalents - beginning of year Cash & Cash Equivalents - end of the year Investments - end of the year

1,000,000

13,626,000

10,478,563

10,219,535

Actual 19-20

Revised 20-21 Budget

Draft 21-22 Budget

- External Restrictions

4,296,000

3,229,000

1,948,600

- Internal Restricitons*

6,290,000

5,265,900

6,421,800

Cash, Cash Equivalents & Investments - end of the year

Representing ($) - Unrestricted

*Includes Mosman Library Precinct Reserve.

3,040,000

1,983,663

1,849,135

13,626,000

10,478,563

10,219,535

146

CAPITAL WORKS PROGRAM Work programs have been developed for each asset class managed by Council. These work programs have been prepared with the best information currently available and are an indication only. The overall Capital Works Program is funded from general revenue, grants, loan funding and further funds sourced through Council’s Developer Contributions Plan. Council has also made an initial provision for future capital works of $500,000 for the Mosman Library Precinct Reserve. Current work schedules are based on Asset Management Plans and Council priorities, with funding based on the Long Term Financial Plan and Council’s annual budget. Programs are subject to change depending on new priorities, emerging works, emergency works, Council priorities and new funding sources such as grants. The table on page 147 details the Capital Works Program for the periods 2020-21 and 2021-22. Further details of the 2021-22 Capital Works Program are provided on pages 148-150.

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

147

Capital Works Program 2020-21 and 2021-22 Asset Class

Asset Category

Roads and Traffic

Footpaths, Road Pavements, Kerb and Gutter, Retaining Walls

Stormwater

Marine Structures

Open Space

Buildings

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

Wharfs, Decking, Piles, Seawalls

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

Year

2020-21

1,000,000

2021-22

3,720,000

2020-21

185,000

2021-22

507,000

2020-21

40,000

2021-22

465,000

2020-21

555,000

2021-22

1,464,000

2020-21

3,710,000

2021-22

7,060,000

148

2021-22 Capital Works Program Asset Class Roads and Traffic

Detail

100,000

Asphalt: McLeod Street

160,000

Asphalt: Milton Ave

110,000

Concrete: Iluka Road

120,000

Lines and Signs: Renewal Other Miscellaneous Works, Minor Upgrades, Emergency and Design Works Pedestrian Safety for Children Traffic Facilities: Renewal Total Footpaths

Bradleys Head Road Footpath Link Fencing Renewals

50,000 95,000 1,690,000 920,000 125,000 220,000

Footpath: Spencer Road - Decorative Permeable Stone Paving

150,000 300,000

Road Opening Reinstatements

190,000

Steps Renewals

125,000

Total

2,030,000

Parriwi Road - Pipe Relining

70,000

CCTV Investigations and Jetting

70,000

Milner Lane - Pipe Relining

70,000

Other Miscellaneous Works, Minor Upgrades, Emergency and Design Works

212,000

SQID Renewals Total Marine Structures

95,000 960,000

Footpath: Raglan Street (Military Rd to Calypso Rd) Other Miscellaneous Works, Minor Upgrades, Emergency and Design Works

Stormwater

Active Transport Plan

85,000 507,000

Balmoral Seawall - Toe Protection Review and Renewal

120,000

Inkerman Seawall and Jetty Upgrade

225,000

Other Miscellaneous Works, Minor Upgrades, Emergency and Design Works

120,000

Total

465,000

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

149

2021-22 Capital Works Program Asset Class Open Space

Detail

80,000

Climate Change Projects

150,000

Flora and Fauna Renewal

60,000

Hunter Park Playground

240,000

Mosman Square & Village Green Improvements

124,000

New Park Edging

80,000

Other Miscellaneous Works, Minor Upgrades, Emergency and Design Works

320,000

Sirius Cove Walking Track

100,000

Sport Fields Irrigation Upgrade

160,000

Sport Fields Playing Surface Renewal

Buildings

150,000

Total

1,464,000

Allan Border Oval Pavilion and Landscaping Project

4,665,000

Art Gallery Works

400,000

Boronia House

650,000

Expanded Program of Decorative Lighting in Retail/Civic Precincts

40,000

Library Creation Space

70,000

Marie Bashir and Drill Hall Key System Upgrade

75,000

Memory park Amenities

300,000

New Solar Installation

200,000

Other Miscellaneous Works, Minor Upgrades, Emergency and Design Works Total IT Works Program

Balmoral Promenade Lighting including Seating

660,000 7,060,000

Cloud Disaster Recovery

60,000

Community Portal + OneView Customer

55,000

Enhance Infrastructure/Network Hardware Redundancy

50,000

Other Miscellaneous Works

65,000

Replacement of Mobile Devices

40,000

Revision of Digital/Cloud Strategy and Roadmap Total

50,000 320,000

150

CAPITAL EXPENDITURE Capital expenditure summary by Strategic Direction in 2021-22 includes:

Draft 21-22 Budget

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

101,700 288,700 390,400

Attractive & Sustainable Environment Stormwater

507,000

Waste and Cleaning

174,400

Total Attractive & Sustainable Environment

681,400

Business Friendly Community with Sound Independent Civic Leadership Finance Information Technology Total Business Friendly Community with Sound Independent Civic Leadership

1,248,000 320,000 1,568,000

Well Designed Liveable & Accessible Places Car Parking

406,000

Property Management

5,860,000

Roads Footpaths

3,604,000

Total Well Designed Liveable & Accessible Places

9,870,000

Healthy & Active Village Lifestyle Open Space Foreshore and Sporting Fields

2,839,000

Total Healthy & Active Village Lifestyle

2,839,000

Total

15,348,800

Revised Delivery Program 2018–2022 + Operational Plan 2021–2022

151

DELIVERING FOR MOSMAN.

MOSPLAN

REVISEDDELIVERYPROGRAM 20182022 OPERATIONALPLAN 20212022

DELIVERING FOR MOSMAN.