Warringah Council Draft SCP 2012 by Warringah Council

WARRINGAH COUNCIL WARRINGAH COUNCIL

Draft Strategic Community Plan

NYE, 2011

DRAFT BUDGET 2012-2013

warringah.nsw.gov.au

Strategic Community Plan 2012

Welcome to our Strategic Community Plan 2012 The Plan contains our Budget 2012-2013 and outlines how we will, over the next decade, work toward a brighter future for Warringah.

Navigating the Plan The contents listing on pages 4 to 5 will help point you to where you want to go. We have also included some icons throughout to help you find what you’re looking for. Some icons point toward further information within the Plan, while others direct you to additional information online. We hope you find them useful.



Read more on page 16

Overview

OUR SERVICES - COMMUNITY SERVICES

Certification Services

Children’s Services

Key activities and programs

• Issue certificates and approvals (including Construction Certificates, Occupation Certificates, Strata Certificates, Compliance Certificates and Building Certificates)

• Long day care, occasional care, family day care and vacation programs and events for children and their families

• Conduct principal certifying authority functions • Building certification

• Provide information and referral service for children and their families • Provide family and community education • Provide opportunities for increased service participation for families from culturally and linguistically diverse communities and Aboriginal and Torres Strait Islander communities • Promote service integration and support services to vulnerable families

 read more on page 202

 read more on page 204 11

Strategic Community Plan 2012

OUR SERVICES - COMMUNITY SERVICES

Community and Safety Compliance Services Services

Cultural Services

Key activities and programs

• Build community capacity of individuals, groups and services for young people, seniors, and people with a disability, amongst others, to optimise health and wellbeing, social inclusion and independence • Participate in local and regional planning for community service provision, with other government and community sector organisations • Provide a professional beach management service across Warringah’s nine beaches, seven days per week during the beach season, including the Beach Awareness and Safety Education (BASE) community program • Manage and promote Council’s network of community centres to meet the diverse needs of the community • Manage the community development grants program to fund evidence based community initiatives which build community capacity, community connectedness and a sense of place • Promote service integration and support services to vulnerable families

• Investigate and enforce compliance relating to unlawful building works, unlawful land uses, fire safety and breach of consent

• Coordinate civic events eg citizenship ceremonies

 read more on page 206

 read more on page 208

• Implement public safety and health projects, programs, education and complaints investigation (food safety, skin penetration, Legionella prevention, on-site sewage management systems) • Environmental health education, protection and investigations • Fire safety compliance for class two to nine buildings

• Coordinate landmark events eg Australia Day, Brookvale Show • Community festivals eg Festival of Children’s Literature • Exhibitions eg Warringah Art Exhibition • Encourage community involvement and ownership of cultural programs through the cultural development grants program

• Development control investigations • Deployment of rangers to enforce compliance with legislation and investigate complaints within Warringah • Issue penalties and commence legal proceedings (when necessary) • Management and registration of companion animals and education of dog and cat owners • Regulation and enforcement of restricted dog breeds and declared dangerous dogs • Management of abandoned vehicles • Promote private pool safety barriers and respond to pool safety complaints

 read more on page 210

Overview

Development Assessment

Glen Street Theatre

Information and Library Services

Key activities and programs

• Assess development and subdivision applications

• Annual subscription season of professional performing arts

• Provide technical advice on development issues

• KidsPlay program

• A communal space for study recreation, research and the exchange of ideas • Free access to recreation, information and educational resources • Collections and resources in a range of formats, including books, journals, discs and online facilities • Professional assistance in the use of library services and resources • A range of programs to market library services and resources, and contribute to the development of literacy within the community • Services for specific target groups including patrons requiring a home library service, people with a disability, community language readers, children, senior school students, and local and family historians • A national responsibility for the acquisition and conservation of the documentary evidence of the local area

• Civil engineering services and advice • Approve applications and manage the Warringah Development Assessment Panel • Represent Warringah Council in the Land and Environment Court • Coordinate mediation service

 read more on page 212

• Present literary lunches • Management of a venue for use by professional performing art presenters, community groups, schools and corporate users • Operation of dining, bar and catering services to patrons and users of the theatre

 read more on page 214

 read more on page 216 13

Strategic Community Plan 2012

OUR SERVICES - COMMUNITY SERVICES

Kimbriki Environmental Natural Environment Enterprises Pty Ltd Services

Parks, Reserves and Foreshores

Key activities and programs

• Operate landfill and recycling site areas

• Provide advice on natural areas and environmental issues • Strategic planning and research to protect and enhance biodiversity, bushland, threatened species, waterways and lagoons • Education for sustainability initiatives, including the Hilltop to Headland series • Water quality and water cycle strategic planning and implementation • Coastal zone, estuary and floodplain management and planning • Environmental research partnerships and community engagement • Provide and manage natural area recreational trails • Bushland protection, restoration and maintenance and creek stabilisation works • Bushfire asset protection zone management and risk assessments • Friends of the Bush program • Pest and feral animal control programs and noxious weed management • Management of stormwater infrastructure assets and construction of drainage systems

• Provide tactical planning and advice on management of parks, reserves and foreshore assets including street trees

 read more on page 220

 read more on page 224

• Receive and process dry waste from commercial and domestic customers and sell recycled material

 read more on page 218 14

• Provide asset management and maintenance services for parks, reserves and foreshore assets including sportsgrounds, playgrounds, rockpools and gardens • Manage regional recreational facilities including Brookvale Oval, Cromer Park, Manly Dam and Stony Range Botanic Garden • Manage and replace street trees and trees on parks, reserves and foreshores • Manage bookings of parks, reserves and foreshores including filming and photography requests • Manage Plans of Management relating to parks, reserves and foreshores • Manage relationships with sporting organisations and sports’ stakeholders

Overview

Roads, Traffic and Waste

Strategic Planning

Warringah Aquatic Centre

Key activities and programs

• Maintain Council’s stormwater drainage system

• Strategic advice on land use planning, including the urban environment and controlling the use and development of land

• Provide learn to swim and elite coaching programs

• Manage street lighting through AusGrid • Collect domestic and commercial waste and recycling • Public place cleaning and litter picking at shopping centres, roads, beaches and reserves • Graffiti removal

• Develop strategic land use planning policy position to guide development in Warringah • Communicate, analyse and respond to State Government planning initiatives affecting Warringah

• Provide water safety programs • Provide water and land based fitness programs • Asset management of Warringah Aquatic Centre

• Planning and delivery of road related capital works projects (construction of footpaths, road resurfacing, traffic facilities) • Maintenance and renewal of road network assets (pavements, kerbs, traffic facilities, bridges, signage, bus shelters, cycleways and footpaths) • Traffic management on local roads and installation of traffic facilities

 read more on page 228

 read more on page 232

 read more on page 236 15

Strategic Community Plan 2012

OUR SERVICES - INTERNAL SERVICES

Corporate Support

Good Governance

Key activities and programs

• Inhouse legal advice and management of legal costs

• Strategic advice and support concerning environmental, economic, social and recreational planning

• Information management and technology • Records management and information access service

• Corporate planning and reporting • Policy development and review

• Customer service

• Elected Council support

• Procurement

• Community engagement

• Media liaison and communication

• Advice, policy and systems that support good governance

• Management of Council’s property portfolio, including buildings • Human resources • Occupational health, safety and welfare

• Manage complaints service • Implement corruption prevention strategies

• Financial management, business support and levying and collection of rates and charges • Internal auditing • Facilitation and management of Business Excellence across Council • Enterprise risk and business continuity management

 read more on page 238 16

 read more on page 244

Overview

‘South Dee Why’ Digital art on aquarelle rag Cam Lavac

Strategic Community Plan 2012

Setting the Scene

Sets the scene, including opening messages from your Mayor and General Manager.

Setting the Scene Mayor’s message General Manager’s message What is a Strategic Community Plan? Annual and Quarterly Reporting Requirements Our approach to planning and reporting Governance Community engagement Delivering value

20 24 28 29 30 32 38 40

‘Storm Ahead’ Acrylic Afra Beukers

Strategic Community Plan 2012

MAYORâ&#x20AC;&#x2122;S MESSAGE

As the first elected Council following a period of administration we have set a new direction in partnership with our community. Together we have embraced the challenges. We look to the issues ahead and will continue to provide leadership for the futureâ&#x20AC;Ś

Mayor Michael Regan

Setting the Scene

Welcome to Warringah’s Strategic Community Plan 2012. This is the last Budget my fellow Councillors and I will adopt leading up to the elections in September 2012. Before looking towards 2012-2013 it is worth reflecting on our journey over the past four years. Some highlights are featured. We have continued to negotiate with other levels of government, balancing competing needs to provide the level of service and quality of life our community expects. Strategically we have invested for the future and completed over $121 million1 in high priority infrastructure works enhancing the quality of life for residents and visitors to the area now and in the future. There is more work to be done and 2012-2013 will see the continuation of these programs.

Snapshot of achievements of the last four years: Connecting with our community Providing 24-hour seven day access to customers through online services such as Request a Service, E-Planning, Your Say Warringah. Free WiFi at libraries and The Strand Dee Why. Better community hubs Improved streetscape with $6 million for The Strand Dee Why, Freshwater Village and new work at Collaroy. Over $9.3 million supported new parks at Brookvale, upgrades to many playgrounds, parks and amenities, and our first community garden. Another $6 million improved our community buildings, surf clubs and Glen Street Theatre.

Our budget 2012-2013 forecasts a total expenditure of $142.6 million. It supports the continuation of high quality services to the community, while providing additional resources where needed.

More for families New community events on our calendar - the Brookvale Show and New Years Eve fire works. We also extended the beach patrol season and improved amateur sports fields, facilities and Warringah Aquatic Centre ($11.7 million). Brookvale Oval received a $10 million injection of funds and Cromer will get an additional sportsfield.

We forecast to spend $28.6 million on capital works with nearly $20 million for improving existing assets and some of the high priority works are listed below.

Narrabeen Lagoon Multi-use Trail Completed Stage 1of this award-winning trail around one of our region’s gems ($4 million).

Our parks and gardens will benefit. The high rainfall over the last year has seen an enormous growth of vegetation in our parks and gardens and so our service levels will be increased by:

Better transport and accessibility $16 million of improved roads and carparks; $3.8 million for better footpaths and bus facilities. Over $2 million for better tracks and trails to walk and bike throughout Warringah including 8km of new cycleways.

• Renovating and mulching 900 gardens,

Leadership in Sustainability Reduced Council’s greenhouse gas emissions and won awards for our water and energy savings. Improved the Narrabeen Lagoon catchment sustainability over three years and partnered with our community through education programs.

The year ahead

• Spraying three times a year for weeds in high profile areas • Increasing mowing from eight to nine times a year across Warringah • A new street tree planting program will also commence in 2012-2013 with 450 new street trees providing shade for pedestrians and habitat for local wildlife.

Looking at the big picture Progressing plans for a world class waste facility at Kimbriki; secured State Government commitment to a new Northern Beaches Hospital; studying the feasibility of a regional Bus Rapid Transit System. In summary, over $121 million has been spent on capital works for our local area.

Expenditure over 4 years includes revised budget forecast for the December 2011 Quarterly Budget Review Statement

Strategic Community Plan 2012

MAYORâ&#x20AC;&#x2122;S MESSAGE

Better sporting facilities Warringah provides the bulk of the sportsfields for the northern Beaches. Our playing fields are under pressure as participation rates in organised sport continues to grow. To spread the load we will see significant improvements at Cromer Park, starting with upgrading a field to a synthetic surface by June 2012. A further $1.5 million in the year ahead will fund Cromer Parkâ&#x20AC;&#x2122;s floodlighting improvements, resurfacing and reconfiguring of two fields, then creating an additional grass field. Around $400,000 will be spent improving the public amenities facility for players and spectators at St Matthews Farm Reserve. Extended play and training at Millers Reserve, Manly Vale will also be aided by upgrading the floodlighting ($425,000) to bring it up to Australian Standards for competition sports. The capital grants program for sporting clubs has been increased from 2013 onwards to $410,000 and will be sustained at this level. The grants program was originally due to end in 2013 but in recognition of the benefits to sporting clubs as well as the community it will be continued and expanded. We will also be improving our swimming facilities. Concept plans will be prepared for the redevelopment of the Warringah Aquatic Centre ($300,000) and $1.1 million of works will be undertaken on our rockpools. Queenscliff rockpool will get a new pump, and the pool deck and sides at Freshwater will be resurfaced to improve safety for recreational swimmers and families.

Improving our centres We will continue to deliver the Collaroy all-abilities precinct ($2.85 million). Work this year includes improving access to the public amenities, new kerb crossing and pavement and upgrades to the playground. Freshwater Village will also benefit from new shade structures ($119,000). Planning for the Dee Why Town Centre is well underway and a new master plan for the Town Centre will be finalised by Christmas. Work will also start on a concept plan for a community and parking

Census 2006

facility ($530,000) in Dee Why - meeting space for the community to come together and interact is in high demand and if agreement can be reached on the location and design of this facility, it will unlock some $20 million Council holds for improvements to Dee Why. There will also be minor works to improve traffic flow through Dee Why with road widening and signal adjustment at Pittwater Road ($390,000) as well as revised flood mitigation works ($390,000).

Living better Some $2.67 million will be spent on community buildings. This includes accessibility improvements at the Tramshed, Narrabeen and the construction of a new occasional childcare centre at Brookvale, giving parents and guardians more choice in their child care arrangements. Kids will have more playground fun with $294,000 of playground improvements including a new playground at Undula Reserve Belrose. We will also look strategically at how we support different groups in our community now and in the future, through the development of a Youth Strategy and Healthy Ageing Strategy. When you consider 19%2 of the population is over 60 years of age and this percentage is growing, we need to plan now and establish how we will assist our ageing community. Concept plans for improvements to Glen Street Theatre ($150,000) will be developed and there will be a greater focus on arts and culture from 2012 with the appointment of an Arts Cultural Officer. Our calendar of annual community events is expanding. We look forward to continuing to deliver Australia Day, Music in March, the Guringai Festival and many other successful events that bring the community together to celebrate our history, culture and environs. This year will see the Brookvale Show and New Yearâ&#x20AC;&#x2122;s Eve family fireworks celebration become a permanent fixture in the program after the community embraced these events in 2011.

Setting the Scene

A better future We will keep breaking new ground in sustainability exploring practical solutions for energy efficiency - such as high-efficiency heating and cooling at the Warringah Aquatic Centre ($300,000) and finalising a Sustainable Transport Strategy. Our community will have the opportunity to participate through community forums such as the Hilltop to Headland program, forums on local energy production or starting a community garden. Work will continue on our award-winning Narrabeen Lagoon multi-use trail with $2.6 million allocated in 2012-2013. We will be encouraging our community to get fit and use their own personal energy as we fund priorities in our Bike Plan and Pedestrian Access and Mobility Plan. We will continue to increase our expenditure to footpath improvements ($577,000) and cycleways ($330,000) in locations that are heavily used.

Longer term directions After the elections in September the newly elected Council, in partnership with the community, will set the strategic direction for the next four years. There will be a number of ways to share your views both online and in person, including public forums. I encourage you to continue your interest and contribution towards our great community. On behalf of our Councillors, I thank you for the responsibility you have entrusted with us over the last four years. We will continue to improve our services and facilities and hope to continue hearing what you have to say. Together we can continue to bring about positive change and plan for the future.

â&#x20AC;&#x2DC;Temperamental Impressions IIIâ&#x20AC;&#x2122; Oil on canvas Amanda Tye

Strategic Community Plan 2012

GENERAL MANAGERâ&#x20AC;&#x2122;S MESSAGE

We are committed to excellence and continuous improvement with sound policies that provide us with the necessary platform and framework to

deliver our commitments

Rik Hart, General Manager

Setting the Scene

Budget 2012-2013

Longer term outlook

Our budget in 2012-2013 proposes expenditure of $170 million with a projected operational surplus before grants and contributions of $4.29 million. It maintains existing high quality services for our community and provides new additional resources to improve parks. The surplus funds will also in part fund new infrastructure and wheelie bins for residents in coming years.

Our ability to maintain the budget in surplus over the longer term is dependent on factors beyond our control. Costs are rising faster than our income and with rates capped it is more difficult to maintain the same standard of services to the community.

Rates will increase by 3.6%, the maximum allowed by the Independent Pricing and Regulatory Tribunal (IPART) under the State Government rate cap. The increase reflects growth in construction, material and wage costs over the last 12 months less a 0.2% productivity saving. It also includes an increase of 0.4% for the impact of the carbon tax. Our initial calculations suggest that the real cost to Council will be higher. In developing the budget we have tightened our belt, and projected expenditure on employee costs is down in real terms by 2% or $1.3 million compared to 2011-2012. This has been achieved in part by a reduction in senior staff (going from three to two Deputy General Managers) and productivity gains including those achieved by investing in technology. With assets valued at $3.3 billion, asset management remains a focus in the budget. We need to spend on average approximately $17 million each year on renewing existing assets to avoid leaving future generations to shoulder an unreasonable share of the renewal burden. We are meeting this challenge with nearly $20 million of the capital works program set aside for improving existing assets in 2012-2013.

The pressure on Warringahâ&#x20AC;&#x2122;s budget is being felt by councils across NSW. Last financial year 19 councils were granted a special rate increase above the State Governmentâ&#x20AC;&#x2122;s rate cap, including Pittwater who received a 12% increase above the rate cap. This year a further 17 councils have notified the State Government of their intention to seek a special rate increase in 2012-2013. Additional revenue will be required in 2015-2016 to balance our budget in the long term. This equates to a rate rise of 6.5% above the rate cap. We will continue to have our budget reviewed by external auditors. This is in line with better practice and benefits our stakeholders. We are the only Council in NSW taking this step and believe it creates a greater level of transparency and confidence that our organisation is well resourced to get the job done.

Foundations for Best Practice

Strategic Community Plan 2012

GENERAL MANAGERâ&#x20AC;&#x2122;S MESSAGE

Council staff continue to deliver efficient and effective services to our community. As an organisation we have adopted Corporate Values of Responsibility, Integrity, Excellence, Teamwork and Respect and employ and reward our staff for demonstrating these values. In dealing with the community we start by listening. Our comprehensive Community Engagement Framework uses a suite of tools and approaches tailoring consultation to each project. Our approach has been modelled by other councils. We involve you earlier in planning, engage a wider cross section of the community, and back it up with different tools for you to provide feedback such as yoursaywarringah. The community response has been great with thousands more residents participating. Warringah is investing wisely in information technology with a focus on integrating information systems and streamlining business processes to benefit our customers. We are the lead council in the development of the Technology One business systems and a number of other applications. Improvements in our systems and business processes are being recognised by the industry. In 2010-2011 our average development application determination time was the second fastest in Sydney, with our staff averaging 84 development applications per officer per year (in the top eight councils in Sydney for number of applications per staff member). We have adopted the Australian Business Excellence Framework and are committed to continuous improvement focusing on the needs of the customer. This works by developing our staff, empowering our people to continuously improve processes, and to keep looking at all opportunities no matter how big or small.

The future of local government

Business Excellence highlights A reduction in our fleet by 11 cars, saving $400,000 in vehicle replacement and reducing greenhouse gas emissions by 77 tonnes/year, as a result of reviewing our selection, use and allocation of vehicles. Ongoing savings of over $300,000 per year in computer equipment, lease payments and electricity costs as well as a reduction of 0.2 tonnes of carbon, by moving from 47 physical to six virtual servers. Improved transparency in tendering and quoting by publishing the offer to work with Council on a tender website. This has also reduced the number of enquiries and improved our ability to demonstrate we are obtaining value for money through our procurement. Online access at times convenient to customers to pay rates, request a service (for example tell us about a missed garbage collection) or obtain information on cleaning of amenities, rockpools and public spaces.

Setting the Scene

The State Government recently released its draft Destination 2036 Action Plan to look at changes to sustain local government over the next 25 years. This is an exciting time to discuss and make fundamental changes to the way local government operates. We are keeping our finger on the pulse for ideas and proven solutions within Australia and overseas and look forward to working with the newly appointed Local Government Review Panel, our neighbouring councils and you our community to improve services. I look forward to delivering the Strategic Community Plan 2012 and working with the new Council from September onwards.

Industry Recognition: 2009 Urban Environment Project Award Winner - Dee Why Wetland Restoration project. 2009 Environment Education Award Winner - Green with Env-E training program with TAFE. 2009 Water Conservation Award Finalist - for 47% reduction in water use at Warringah Aquatic Centre (WAC). 2009 Biodiversity Conservation Award Finalist - Manly Lagoon Riparian Rehabilitation. 2008 Local Government Energy and Water Management Award Finalist - for energy and water conservation across our operations. 2010 Excellence in the Environment Waste Avoidance Award Highly commended- SHOROC e-waste ban and campaign. 2010 Community engagement 3 awards for ‘Talk of the Town: Warringah’s Housing Future’ Planning Excellence Award Winner International Association for Public Participation award Winner Local Government Managers Australia Highly commended 2011 Public Libraries Marketing Award Highly commended - Warringah Festival of Children’s Literature. 2011 Sydney Greenspace Award Winner - Stage 1 Narrabeen Lagoon Multi-use Trail. 2011 Sustainable Procurement Award Winner - Soy Diesel initiative for Council’s diesel fleet, reducing greenhouse gas emissions by 64 tonnes per year.

Strategic Community Plan 2012

WHAT IS A STRATEGIC COMMUNITY PLAN?

What is a Strategic Community Plan?

We believe having knowledge of what Council has done and what it plans to do helps empower our community within the decision making process and helps encourage participatory

democracy.

Far from being a mere legislative requirement, the purpose of the Strategic Community Plan (SCP) is to plan ahead for our community. Essentially the SCP is our primary planning document and aligns our community’s vision with a clear strategic direction for Warringah’s long term future. So what’s in it? • A ten-year strategic direction for Warringah • A resourcing strategy (including financial planning, asset management planning, workforce planning and risk management) • Four-year delivery program and one-year operational plans for each service, including budgets • Performance indicators to measure our achievements Produced annually, the SCP brings our strategic and tactical planning documents together. Significant social, economic, environmental and governance factors (also known as the quadruple bottom-line) are considered. Regional, state and federal plans and policies are also considered. This helps position our planning within a much broader context, considers current and emerging community needs, and identifies key stakeholders and interdependencies which may affect delivery of appropriate services to our community. Importantly, the SCP negotiates a range of internal and external factors unique to local government. This helps us plan for the long term by prioritising and determining actions and funding for each of our key services, which ultimately helps us achieve our Strategic Community Outcomes under the themes of; Living Environment, Living Communities, Living Spaces, Living Enterprises and Living Organisation.

Setting the Scene

ANNUAL AND QUARTERLY REPORTING REQUIREMENTS

What is an Annual Report? While the purpose of the SCP is to plan ahead for Warringah’s future, the Annual Report tells the story in retrospect. The Annual Report is an opportunity for us to communicate our story and is a snapshot of how we have performed over the financial year. It allows us to tell our community how we performed against what we said we’d do. In this way, the Annual Report is the chief reference document for our community, stakeholders, Councillors and employees – it’s not a mere statutory obligation. Warringah’s Annual Report helps build greater community capacity by informing our community through increased transparency, accountability and disclosure. We believe having knowledge of what Council has done and what it plans to do helps empower our community within the decision making process and encourages participatory democracy.

What’s a Quarterly Business Review Statement? We produce a Quarterly Business Review Statement (QBRS) for the first three quarters of the year September, December and March. These reports provide detailed analysis and commentary of our performance each quarter against what we said we’d do in the Strategic Community Plan. This helps to ensure we are meeting key milestones throughout the year and managing our organisation accordingly.

Internationally better practice standards have evolved. Private and public organisations exhibiting better practice are using more transparent, accountable and meaningful approaches to build a more comprehensive picture of their annual performance – both financial and non-financial. Put simply, the SCP outlines what we plan to do while the Annual Report discusses our progress against this at the end of each financial year.

Strategic Community Plan 2012

Our approach to planning and reporting

A new era In June 2009 the Department for Local Government introduced the Local Government Amendment (Planning and Reporting) Bill 2009 to State Parliament. This Bill was assented to on 1 October 2009.

What does this mean?

We were one of the first councils in NSW to embrace a more integrated and holistic approach to planning and reporting.

The new integrated planning and reporting framework aims to: • Improve integration of various statutory planning and reporting processes undertaken by councils • Strengthen councils’ strategic focus • Streamline reporting processes Significantly the new framework recognises that neither communities nor council plans exist in isolation – social, cultural, economic, political and environmental issues define communities and councils need to negotiate complex interdependencies using integrated and holistic approaches to planning and reporting.

What are the new requirements? As a result of the new legislation, council plans now need to consist of: • A community strategic plan – a 10-year plus strategic direction for each council, including a resourcing strategy (financial planning, workforce planning and asset management planning) • A four-year delivery program (detailing principal activities councils will undertake to achieve what they said they would in the community strategic plan) • An annual operational plan and budget (outlining actions councils intend to undertake each year to achieve the four-year delivery program and 10-year community strategic plan) Ultimately the new framework requires greater accountability and transparency – councils are required to outline a clear strategic direction for their community through their community strategic plan and then report their performance to their community against what they said they would do and also against pre-defined measures. 30

Setting the Scene

Whatâ&#x20AC;&#x2122;s our approach?

gic

ate

str

ate

-D

ear

n al Pla

Str

nt me

-1

v ir ns Pla

and

la n s lP

Community

gic te

Ta c

St ra

ic a

mm -R un d ity eso ire eliv c Pla urc tio e n i n: Op ry ng for Str era Pro W ate tio gra arr gy nal m ing * ( Pla ah 4 n ( yea ann rs) ual plu s )* *

The diagram below illustrates our approach to planning and reporting.

ongoing engagement

Reporting Performance: Annual Report, Quarterly Business Review Statements and State of the Environment Report

* Includes Financial Planning, Workforce Planning, Asset Management Planning and Risk Management ** Shows how each of our 16 services will contribute towards achieving our Strategic Community Outcomes, Goals and Strategies. Includes: Key Activities and Programs, Key Initiatives, Budget, Capital Works and Key Performance Measures.

Strategic Plans, eg: Recreation Strategy, Social Plan, Bike Plan, Cultural Plan and other key strategies. Tactical Plans, eg: Asset Management Plans, Capital Works Program, Plans of Management, Estuary and Flood Plain Management Plans, and other key tactical plans.

Strategic Community Plan 2012

Governance

Strong governance and sound leadership is at the heart of everyday success. Internationally, mounting evidence indicates what we already believe; there is a direct link between effective governance and an organisationâ&#x20AC;&#x2122;s ability to deliver its strategy as promised. At Warringah, we are determined to continually exhibit superior leadership to ensure everyday activities run smoothly and we meet the needs of our community.

How are Councillors elected? Elections are held every four years to determine who will represent the interests of Warringah, its residents and ratepayers. In 2004 a referendum was held to determine a preferred voting system. This decided a popularly elected Mayor and three Councillors for each of the three wards (see map on page 10) would be the new election method for Warringah. On 13 September 2008 Councillor Michael Regan was voted Warringahâ&#x20AC;&#x2122;s first popularly elected Mayor.

Who stands for Council? Anyone who lives in Warringah or is a non-resident land owner can stand for Council. As in state government elections, a local government councillor can identify either as a candidate of a registered political party or as an independent.

When is the next election? The next local government elections will be held on Saturday 8 September 2012 and will be administered by the NSW Electoral Commission. Persons registered to vote will go to the poll to elect a Mayor and nine Councillors, ie three Councillors for each ward. Candidate seminars will start for prospective candidates in May 2012.

Setting the Scene

Your Mayor

What happens at Council meetings and who can attend? Meetings are chaired by the Mayor and allow members of the public to see their Council in action. Councillors debate and vote on a variety of issues affecting Warringah and our local community.

Mayor Michael Regan Phone 9942 2422 Fax 9942 2604 Email mayor@warringah.nsw.gov.au

Your Councillors Julie Sutton - Deputy Mayor Phone 0418 962 519 9451 5769 Fax 9451 5769 Email julie.sutton@warringah.nsw.gov.au

Members of the public also have an opportunity to address Council during the public forum session.

W a Anyone may submit a question, comment or statement r to the public forum of ordinary Council meetings, d provided a written request is submitted before 3pm

Dr Conny Harris Phone 0432 643 295 9451 3231 Fax 9453 1240 Email conny.harris@warringah.nsw.gov.au

on the day prior to the meeting. If the day before is a public holiday, the request can be submitted on the day of the meeting. Questions may relate to general policy matters before Council or any other issue relevant to Warringah. For more information call 9942 2111.

Virginia Laugesen Phone 0437 499 959 9400 3299 Fax 9400 3299 Email virginia.laugesen@warringah.nsw.gov.au

Vincent De Luca OAM Phone 0408 650 651 Fax 9939 0443 Email vincent.deluca@warringah.nsw.gov.au

When are Council meetings held? Ordinary meetings of Council are held at the Civic Centre, Dee Why on the fourth Tuesday of each month commencing at 6pm, with the exception of: • January • February, where a meeting will be held on the second and fourth Tuesday of the month • December, where the meeting will be held on the second Tuesday of the month

W a r d A

Where can I find out more? Council’s business papers, including all agenda items, can be viewed at warringah.nsw.gov.au. Hard copies of the agenda are also available at our libraries and Customer Service Centre at the Civic Centre in Dee Why on the Thursday prior to the meeting. Limited copies of the agenda and agenda items are available at Council meetings. Council meetings are also screened live via webcast at warringah.nsw.gov.au. The webcasts are also archived online.

Jason Falinski Phone 0409 040 762 Fax 9942 2604 Email jfalinski@warringah.nsw.gov.au Michelle Ray Phone 0418 298 463 Fax 9942 2604 Email michelle.ray@warringah.nsw.gov.au Bob Giltinan Phone 0418 471 459 9938 6319 Fax 9905 6169 Email bob.giltinan@warringah.nsw.gov.au

W a r d B

Dr Christina Kirsch Phone 0437 032 185 9982 1535 Fax 9942 2604 Email christina.kirsch@warringah.nsw.gov.au Dr Helen Wilkins Phone 0400 337 571 9907 6083 Fax 9942 2604 Email helen.wilkins@warringah.nsw.gov.au

Strategic Community Plan 2012

Governance

As General Manager I am responsible for ensuring day-to-day operations are efficient and effective. I am committed to ensuring we have the right people for the right job. It is my duty to ensure the organisation delivers on the goals, responsibilities and targets set out in the Strategic Community Plan. I ensure the Councillorsâ&#x20AC;&#x2122; decisions are implemented without undue delay and will continue to lead Council employees toward our Corporate Mission: A better and exciting Warringah through innovative leadership, partnerships and outstanding service.

Rik Hart, General Manager

Setting the Scene

As the elected Council our primary responsibilities are to represent the interests of the community, provide leadership and good governance for Warringah and facilitate communication between the community and Council. It is our responsibility to set the strategic direction for Warringah Council and deliver a clear vision: a vibrant community, improving our quality of life by living and working in balance with our special bush and beach environment. It is our job to review Warringah Councilâ&#x20AC;&#x2122;s performance, delivery of services, Strategic Community Plan and financial planning policies to ensure funding, strategies and the allocation of resources best meet the needs of our local community. We also play a key role in the development and review of public policy.

Mayor Michael Regan 35

Strategic Community Plan 2012

Governance

Executive leadership Warringah Council is led and managed through the combined efforts of Councillors, the General Manager and staff. The organisational structure is periodically reviewed to ensure efficient service delivery and accountability to the elected Council and our community. Our current organisational structure is shown below.

Executive Management Team: roles and responsibilities The Executive Management Team (EMT) comprises the General Manager and the two Deputy General Managers. This is a forum to discuss strategic and operational issues material to good governance. The General Managerâ&#x20AC;&#x2122;s role is supported and underpinned by the EMT which helps direct the implementation of Council decisions and drive organisational wellbeing.

Our Organisational Chart GENERAL MANAGER Rik Hart

Deputy General Manager Environment Malcolm Ryan

Legal Vivienne Ingram

Finance David Walsh

Human Resources Melodie Whiting

Office of the Internal Ombudsman Andrew Patterson

Strategic Planning David Kerr

Roads Traffic Waste Boris Bolgoff

Information Technology Richard McManus

Procurement Paul Trigg

Development & Compliance Services Peter Robinson

Parks Reserves Foreshores Michael Keelan

Buildings Property Don McQueen (Acting)

Marketing & Communications Graham Middleton

Natural Environment Todd Dickinson

Childrenâ&#x20AC;&#x2122;s Services Melissa Messina

Community Services Ruth Robins

Customer Support Peter Bell

Glen Street Theatre Margot Woodward

Business & Enterprise Risk Adam Vine

Business Development & Review Gareth Franklin

Business Excellence Melanie Gurney

Deputy General Manager Community John Warburton

Setting the Scene

Office of the Internal Ombudsman The Office of the Internal Ombudsman was established in 2003 to improve Warringah Council’s accountability. Warringah is one of nine Councils in NSW which has instituted an Internal Ombudsman function, although exact titles and responsibilities vary. The Internal Ombudsman reports directly to the General Manager and operates independently of the rest of Warringah Council. The Office of the Internal Ombudsman’s main purpose is to ensure Council’s dealings with the community are fair, transparent and accountable. It seeks to ensure Council acts in the public interest and carries out all of its business in an ethical and accountable manner.

The Internal Ombudsman gives guidance and advice to the General Manager and staff about how to improve probity and reduce the likelihood of maladministration or misconduct. This is done by both addressing requests for advice and by proactively educating Council in relation to ethical standards and probity. Specific education initiatives are mandatory across Council, including Code of Conduct workshops and ‘A Bully-Free Warringah’ program. Public interest disclosures, fraud prevention and workplace investigations are covered in sessions aimed at specific management levels and/or functional areas.

The mission of the Office of the Internal Ombudsman is to: Champion excellence in probity and accountability through independent and professional complaint handling, investigations and audit. The Office deals with complaints about alleged serious misconduct or maladministration by Council or Council officers. Complaints may come from members of the community or Council staff. Where appropriate, the Office conducts enquiries, investigations and/ or reviews in response to complaints or to other identified issues of concern. Council’s systems and processes are reviewed during enquiries and investigations and provide opportunities for systemic improvement. Council’s internal audit function is also contained within the Office.

Strategic Community Plan 2012

COMMUNITY Engagement

Establishing the Strategic Directions

The future is shared – community and stakeholder engagement helps make sure we

are heading in the right direction. We use a variety of ways to better understand the specific needs and aspirations of our local community and key stakeholders.

The Strategic Directions – the outcomes, goals and strategies in this document, reflect directions originally formulated by the community in Living Warringah, the Strategic Plan adopted by Council in November 2005. In developing the Strategic Community Plan 2010 these directions were tested to ensure they continued to reflect the community’s aspirations for Warringah’s future. The consultation included: • Focus group discussions with randomly selected groups

• Focus group discussions with selected groups, such as young people, older people, and ethnic groups • Meetings with key stakeholders High level planning documents that operate at a local, regional and state level were also referred to in order to ensure our plan is in harmony with the ‘bigger picture’. The Strategic Directions were reaffirmed by Council in December 2010, and form the long-term directions for Council until 2013.

Strategic Community Plan 2012 The Strategic Directions for the 2012 Plan will not change from the 2010 or 2011 plans as they represent Council’s commitment to the community during its whole term of office. These directions will be reviewed when a new Council is elected in September 2012. However, Council does welcome public comment and feedback in relation to its delivery program and operational plans.

Consultation and engagement in 2012 This Draft Strategic Community Plan 2012 (which includes the Draft Budget 2012) was developed out of the previous Strategic Community Plan, with further input coming from workshop discussions with Councillors and Strategic Reference Groups, advice from officers working in the field and desktop research.

Setting the Scene

During April and May 2012 Council will: • Publicly exhibit the Draft Budget 2012-2013 at various locations to generate public comment • Hold a community meeting to enable the public to ask questions about Council’s spending plans • Post a draft budget summary brochure to every household in Warringah • Provide a website-based exhibition and an online discussion forum • Promote the exhibition via The Manly Daily, social media and direct email to registered community members The information gathered from this consultation and engagement exercise will help Council finalise the Strategic Community Plan 2012. It is anticipated that this will be approved and adopted by Council at the Council meeting on 26 June 2012.

Stay tuned for 2013… As previously noted, after every four years, and in line with the election of a new Council, there will be a major review of the Strategic Community Plan. In late 2012 we will be testing the existing Strategic Community Outcomes, Goals and Strategies to make sure they continue to reflect the community’s priorities and aspirations for the future of Warringah over the next 10 years or so. The newly elected Council will also guide the development of a new delivery program which will outline priorities and how Council intends to move towards the community’s aspirations over their term of office. This consultation will continue into 2013 and will represent your best chance to make sure the direction we set ourselves for the next four years is the right one.

Strategic Community Plan 2012

Delivering Value

Business Excellence is a way of leading and managing an organisation to achieve sustainable organisational results. At Warringah we subscribe to the Australian Business Excellence Framework (ABEF).

This is Australiaâ&#x20AC;&#x2122;s framework for innovation, improvement and long term success and is internationally recognised for improving organisational performance in order to deliver better value to customers.

Why are we a Business Excellence Council? We adopted the ABEF because it is about delivering greater value across all of our services. Our organisational values and the Business Excellence framework underpin our Strategic Community Outcomes, Goals and Strategies, and provides an integrated model to continuously improve. Business Excellence is about understanding how to improve the services we provide as better services lead to greater efficiencies and better outcomes for our community. Over 30 councils across Australia are currently using the ABEF, including the City of Hobart in Tasmania, Wodonga in Victoria, and Marion in South Australia. Closer to home in NSW, Port Stephens, Port Macquarie, Newcastle, Rockdale and Holroyd are using the ABEF.

Setting the Scene

How do our community and stakeholders benefit from Business Excellence? Our commitment to excellence provides many benefits for our community and stakeholders, such as: • A foundation to further develop ourselves as a high performing organisation delivering real value to our community and stakeholders • Focusing on the interdependencies and interrelationships which help us achieve our organisational goals

Outlook for 2012 – 2013 This year we will continue building on our commitment to excellence by aligning our culture, strategies and work practices to the ABEF. We will continue to deliver further sustainable improvements by being outward looking, by responding to the needs and demands of our community, and by working collaboratively both internally and externally with stakeholders. Put simply, we want to be viewed by all of our community and stakeholders as delivering better value for money in all our services and functions.

• A basis for performance benchmarking, which allows us to regularly assess ourselves against other public and private organisations

A values driven approach Our values enable us to deliver on what we said we would do with greater effectiveness and efficiency. Our values develop supporting behaviours and a culture of continuous improvement, innovation and learning. Our values are: • Respect • Integrity • Teamwork • Excellence • Responsibility

‘Recalled Dream #1’ Inkjet print on water colour paper Bronnie Barnett

Strategic Community Plan 2012

The Broader Context

A closer look at the broader context we operate in.

The Broader Context State and regional priorities State and local government responsibilities A More Sustainable Warringah Social Justice Principles Our Community and Housing Needs Local Environmental Plan (LEP) Transport Dee Why Town Centre

45 46 50 52 54 55 56 58

â&#x20AC;&#x2DC;Beyond Tomorrowâ&#x20AC;&#x2122; Oil on canvas Violeta Dineva

Strategic Community Plan 2012

Planning collaboratively for the future

As a local government organisation we operate within a much broader social,

cultural, political and economic environment. We

need to negotiate a range of factors to successfully plan for our future. On the following pages we discuss our regulatory and operating environment and some of the issues unique to local government and Warringah.

When it comes to planning, we need to be mindful of the broader context and impact. Our planning is subject to regional, state and federal priorities and we plan accordingly, taking account of these and our local community’s needs.

State Plan: NSW 2021 The State Government was elected in March 2011 and released its State Plan ‘NSW 2021’ in September 2011. It defines the overarching goals that will shape state policy over a ten-year period, driving the actions of government agencies in areas such as health, education, transport and economic development. Priorities in NSW 2021 include: • Improving the economy and cost of living • Jobs and skill development • Investing in critical infrastructure • Improving local environments, community life and transport The State Government has commenced working with local councils, regional organisations of councils (ROCs) and communities to develop short term regional action plans in relation to each priority area. These are scheduled to be published by mid 2012.

Metropolitan Plan for Sydney 2036 The Metropolitan Plan for Sydney 2036, which was developed by the previous State Government, is an integrated plan that contains a number of strategic directions for making Sydney a more sustainable, affordable, liveable, equitable and networked city. The plan divides Sydney into 11 regional areas and includes growth targets for each region. Our region has targets of 29,000 new homes and 23,000 new jobs by 2036, but as yet, there is no clarity on how these targets will be split out between the three local government areas of Many, Pittwater and Warringah. Furthermore, the current State Government may revise the regional targets.

The Broader Context

State and Regional Priorities

Regional directions The Shore Regional Organisation of Councils (SHOROC) includes Warringah, Pittwater, Manly and Mosman. They undertake collaborative planning and service delivery for the mutual benefit of the councils and their communities. Warringah provides a contribution of $138,000 per year to the resourcing of SHOROC. Benefits include savings from joint tendering and contracting, as well as planning and advocacy to state and federal government for our region’s needs.

constructed on the north-west corner of Warringah Road and Wakehurst Parkway. We will continue to monitor the progress of the Northern Beaches Hospital and seek a genuine whole-of-government approach to planning and project delivery. This includes improvements to the Warringah Road – Wakehurst Parkway intersection.

All four councils have developed and endorsed a SHOROC regional strategy entitled ‘Shaping our Future’. This contains directions and priorities on transport, roads, health services, housing and jobs. An accompanying sustainability plan addresses the natural environment, waste, energy, transport, development and climate change.

The State Government is working with NSW councils to shape the future of local government over the next 25 years. During 2011 the State Government released the discussion paper ‘Destination 2036’ and conducted a forum with all NSW Councils, which led to the development of an action plan. The Destination 2036 Action Plan focuses on service delivery, governance, financial sustainability, structures and relationships with the State Government. It will help drive major reviews of the Local Government Act and planning legislation.

A number of initiatives have arisen from this, including work towards a common waste service by 2014. The strategy also assists in gaining state and federal government support for regional projects - for instance, the recent feasibility study into a rapid bus transit system for the northern beaches.

Local infrastructure The State Government will prepare a 20-year State Infrastructure Strategy. This will include a review of the local infrastructure backlog for each local government area to determine where investment is needed.

Destination 2036 – local government reform

Most of the tasks under the Action Plan will be undertaken by the NSW Division of Local Government and local government peak bodies, although councils and ROCS will be involved in reviewing shared services, local and regional plans, and grant funding. Warringah continues to be active in the reform process and has a strong interest in initiatives that will improve the efficiency and functionality of local government.

The new Metropolitan Plan will also link with plans for transport, roads, health, employment and other infrastructure. The State will establish a Local Infrastructure Renewal Scheme to subsidise local councils for upgrading infrastructure such as roads, community halls, libraries, parks and sportsgrounds. In March 2011 the State Government reconfirmed its commitment to developing a major hospital at Frenchs Forest, though it will discontinue any plans under the previous government to make this a specialised centre. The Northern Beaches Hospital is proposed to be

Strategic Community Plan 2012

State and Local Government responsibilities

Key responsibilities Our operating environment can be quite complex, including our partnership with the State Government. Some of our services are delivered jointly with, or are partly funded by, the State Government. There are also clear lines of responsibility with separate roles and tasks in many of our services. The tables below list key government functions and roles.

Traffic and transport

State

Strategic transport planning to accommodate projected housing and population growth on the peninsula eg designated bus lanes.



Plan for and improve the efficiency of the state road network eg Spit Bridge improvements.



Advocate for efficiency of the state road network.



Maintenance of state roads eg Warringah Road, Mona Vale Road, Pittwater Road, Forest Way, Condamine Road and planning to reduce congestion.



Maintenance of local roads and planning to reduce congestion.

 

Construct traffic calming devices on regional and local roads to reduce speed and improve safety for pedestrians and other road users as approved by the Traffic Committee. Road safety education.

 



Liaise with the transport, roads and maritime services, police, and other key agencies to improve road safety and the efficiency of the road network. Operate Sydney Buses and manage regional bus contracts.



Provide grant funding for local roads.

Provision and maintenance of traffic lights and road regulatory signage.

Local

 



Liaise with state government and bus operators about service gaps in public transport.



Provide and maintain infrastructure that supports the efficiency of the bus network such as bus shelters and seats.



Promote public transport as a way of reducing congestion and impact on the environment.



Enforcement of road rules.



Enforcement of load limits in local streets.



Enforcement of on and off-street parking restrictions.



Provision and maintenance of Council carparks.



The Broader Context

Cycle ways and Footpaths

State

Local

Provide grant funding for bike paths, cycleways and footpaths



Promote and plan for cycleways, bike paths and footpaths as alternate modes of transport.



Plan for interconnected networks of cycleways, bike paths and footpaths across Warringah and the region such as Bike Plan and Pedestrian Access and Mobility Plan.



Maintain and build new cycleways, bike paths and footpaths associated with state roads.



Maintain existing pavements and bike infrastructure.



Build new sections of bike paths, footpaths, cycleways and associated bike infrastructure.



Utilities – Energy (Electricity and Gas), Water and Sewerage Plan and deliver new energy, water, and sewerage infrastructure to meet service gaps and/or increased loads from business, housing and population growth.

State

Local 

Plan for improvements to the stormwater network in response to local flooding or development.



Maintain and renew the stormwater network eg sweeping of streets and clearing of pits and pipes.



Operation of public corporations that provide energy, water, and sewerage.



Education programs and incentives to reduce consumption of energy and water.



Information and education programs for households to reduce energy and water consumption that complement the state’s program.



Water and energy savings initiatives to reduce our overall usage.



Determine needs and pay for lighting in streets, public places and major arterial roads.



Install and maintain street lighting and lighting in public places.



Lopping of street trees under power lines ie trimming.



Removal and trimming of trees on public land.

Health services



State

Local

Develop public health policy.



Provision and planning for statewide public health services and infrastructure (eg public hospitals, ambulance service, the new Northern Beaches Hospital).



Work with the community to identify gaps in health service/emerging health needs within Warringah and advocate for solutions on behalf of our community.



Ensure land use plans provide appropriate locations for health services. Health promotion and education. Provide an information and referral service on health issues to target groups in the community (eg youth and aged).

  

Strategic Community Plan 2012

State and Local Government responsibilities

Law enforcement Provide and manage NSW police as primary law enforcement to: • Prevent, detect and investigate crime • Monitor and promote road safety • Maintain social order eg noisy parties, drunk and disorderly conduct • Perform and coordinate emergency and rescue operations

State

Local



Provide Council rangers, building surveyors, environmental health officers and development control officers who enforce compliance and issue infringement notices, eg illegal parking, abandoned vehicles on public streets, dog attacks, illegal building work, unauthorised land uses, environmental, public health and safety breaches. Issue and revoke licences for restaurants, clubs and pubs to serve alcohol.



Working with relevant agencies to develop and implement crime prevention initiatives.



Environment

State



Local

Natural resource management (policies, plans and education) eg biodiversity, climate change, adaptation and mitigation, coastal zone, floodplains, waterways, water cycle and heritage.



Protecting native animals and plants, including threatened species, tree preservation orders and development conditions of consent.



Managing national parks, aquatic reserves, intertidal protected zones and crown land.



Managing local reserves and lagoons eg water quality, biodiversity, bush regeneration, weeds and pests, fire, recreation and access. Pollution (water, air, noise and land) by a licensed industry and premises, vehicles, dangerous goods, boats and ships; algal blooms and fish kills.

 

Pollution (water, air, noise and land) on all unlicensed premises including residences, small business and development sites. Drinking water quality and supply and sewer overflows.

 

Waste collection, recycling and cleaning of streets and facilities. Waste – illegal dumping.

 



* Long Reef Aquatic Reserve is jointly managed with the National Parks and Wildlife Service, to protect wildlife from dogs, illegal harvesting of fish and shellfish and other activities.

The Broader Context

Residential and commercial development

State

Local

Development of state, regional and sub-regional planning strategies.



Provide growth targets for residential and commercial developments eg Metropolitan Strategy.



Establish State Environmental Planning Policies (SEPP) to address significant issues of the state and for the people of NSW. SEPPs override council local environmental plans.



Provide a standard framework for councils to develop local land use plans eg Local Environmental Plan and Development Control Plan. Approve local land use Plans.



Develop local land use plans for Warringah eg Local Environmental Plan and Development Control Plan that define activities eg residential, commercial uses and the structures that can be built on the land; and accommodate growth targets for business, housing and population growth set by the State Government.



Adopt Development Control Plans.



Assess and determine development applications in accordance with the Local Environmental Plan, Development Control Plan and SEPPs.



Approve development applications that are significant to the state of NSW and its residents.



Hear appeals against Council decisions on development applications (Land and Environment Court).



Accredit private certifiers to oversee compliance with development conditions and construction certificates (Building Professionals Board). Investigate non-compliance with approvals that they have been appointed to oversee.



Ensure compliance with development consent conditions when Council is appointed the principal certifying authority. Where a private certifier is appointed principal certifying authority Council reports any breaches of approval to the Building Professionals Board – State Government.



Strategic Community Plan 2012

A MORE SUSTAINABLE WARRINGAH

Climate Change

Sustainable Access to Natural Areas

Sustainable Living and Working Shared Vision Lead our community Protect our envrionment Create our future Bushland and Biodiversaity

Natural Hazards

Catchments, Creek and Lagoons

Council has set eight strategic directions in our new Environmental Sustainability Strategy to inspire change and guide our progress in the long term. These directions have a foundation in what we see as the key areas for a more sustainable Warringah.

• Maintain and enhance waterway function in Warringah

Commitments – these targets relate to Council

• Minimise the risk to life, property and the environment from natural hazards through partnerships with other levels of government and the community

• 40% reduction in Council’s corporate carbon emissions by 2020 (using a 2000 baseline)

• Protect the natural and cultural values of Council- managed lands while ensuring that visitor access and use is sustainable

• Support a 40% minimum reduction of carbon emissions Warringah wide by 2020 (2000 baseline)

Environmental education is a key tool to help our community achieve these aspirations.

• 50% increase in neighbourhood food production and distribution by 2020 (using 2010 baseline)

These directions will be reviewed in line with our annual and four-yearly business planning cycles to ensure progress is measured and reported. Some of the targets are also supported by the NSW Government’s Waste and Sustainability Improvement Payments scheme (WaSIP). We anticipate that around $450,000 will be devoted to sustainability projects in 2012-2013.

We distinguish between two types of strategic directions: operations and are within our sphere of control eg:

• 40% less food waste in the general waste stream by 2020 (using a 2000 baseline)

Aspirations – these targets relate to areas where

Council has only partial ability to influence outcomes and where partnerships with the community and other levels of government are critical to our success:

• Maintain and enhance locally indigenous biodiversity in Warringah

The Broader Context

We have already made progress with a number of these directions. For example, our investment in energy efficiency measures means our facilities use the same amount of energy in 2010-2011 as we did in 2005-2006, despite servicing a community that has grown by nearly 7,000 people in that time. Since 2008-2009, greenhouse gas emissions have declined by around 2% per year due to investment in renewable energy technology and energy efficiency measures, and the purchase of GreenPower for our largest sites. While this reduction is a good outcome, we still have much work to do to achieve our goal of a 40% reduction in emissions by 2020. Our use of water has also declined by nearly 20% since 2004-2005, again due to investment in water efficiency technology and better water management of our facilities. The implementation of a new four-year Energy and Water Savings Action Plan will drive further savings in energy and water. Adapting to climate change impacts is a challenge that goes hand in hand with reducing our greenhouse gas emissions. Accordingly, we are building capacity for adapting to climate change in a range of planning and operational contexts, including flood studies, coastline hazard mapping, management plans and education.

â&#x20AC;&#x2DC;Red Tableâ&#x20AC;&#x2122; Oil painting Winifred Giles

Strategic Community Plan 2012

Social justice principles

What are social justice principles? To meet the diverse needs, wants and aspirations of our community we ensure social justice principles inform our planning. The NSW Government’s social justice strategy identifies these principles as follows: Equity – there should be fairness in decision making, prioritising and allocation of resources, particularly for those in need. Everyone should have a fair opportunity to participate in the future of the community. The planning process should take particular care to involve and protect the interests of people in vulnerable circumstances.

- Community connectedness and community capacity building - Community and safety - Health and wellbeing - Transport - Community information provision - Housing

Access – all people should have fair access to services, resources and opportunities to improve their quality of life.

- Recreation and cultural provision and development

Participation – everyone should have the maximum opportunity to genuinely participate in decisions which affect their lives.

For the purposes of our Strategic Community Plan, we have summarised some of the key findings of our Social Plan below:

Rights – equal rights should be established and promoted, with opportunities provided for people from diverse linguistic, cultural and religious backgrounds to participate in community life.

Young people – There are more issues identified in the Social Plan for young people than for any other target group. These include accessibility of entertainment, limited recreational venues and transport options, behaviours jeopardising health, declining enrolment in tertiary education, alcohol use, improved social needs, and decreasing youth population.

How do they inform our planning? To help us understand and plan for the diverse needs, wants and aspirations of our community we produced our Social Plan 2010. The Social Plan provides valuable demographic information and analyses key issues relevant to the following target groups: - Children and families - Women and men - Young people - Older people - People with disabilities, including those with chronic illness - Aboriginal and Torres Strait Islander people - People from culturally and linguistically diverse backgrounds

General subject areas relevant to Warringah are also analysed, including:

Continuing and emerging needs

Carers – There are many people in Warringah caring for children, older people and people with a disability, however there is limited recognition of carers (particularly of informal carers, ie non-regulated and home-based care). There needs to be improved service information and provision in collaboration with state and federal departments and community sectors to enhance the lives of carers and those being cared for.

The Broader Context

Older people – Warringah’s population is ageing at a higher rate than the national average and residents are generally living longer. It is important to ensure services and infrastructure support our ageing population, eg catering for those with additional needs such as homebased or residential care. Cultural and linguistically diverse communities – Although Warringah has a smaller proportion of people born overseas or from a non-English speaking background than the Sydney average, it is becoming increasingly diverse with growing numbers of people from different cultural and linguistic backgrounds residing in the area. There are a range of languages spoken, different cultural perspectives and multiple needs that inform the way we plan for our future and build partnerships with other government and community agencies. Children and families – The number of children in Warringah has increased and it is important to ensure that the needs of children and their families are considered. Significant changes in government policy approaches to children and families present opportunities for us to further enhance services for children of all ages and their families. There are also opportunities to improve social outcomes for Indigenous children and families in Warringah. Addressing the needs of children and families can also assist in further improving the social outcomes of our young people now and in the future.

- Strengthening our community’s capacity to meet its own needs - Improving the ability of our community to enhance their quality of life - Assisting disadvantaged groups to participate in community life and to obtain a fair share of the benefits We need to continue to ensure our approach to planning and reporting is integrated, holistic and streamlined. This helps align our services with the diverse and changing needs of our community.

What’s the next step? Our Social Plan provides a wealth of information which can help inform future decision making. It defines how we propose to improve social outcomes for Warringah and therefore helps guide what we are going to do in the future. It also forms part of our broader integrated and holistic approach to planning and reporting, helping us to negotiate often complex interdependencies for the benefit of our community. Take a look at the Social Plan on our website for a comprehensive account of local community needs and the kinds of strategies we have in mind to address these.



warringah.nsw.gov.au

Community connectedness, capacity building and the importance of place – Our community is changing and this has significant implications for how we plan for our future. Identifying with a community, feeling connected and having a sense of belonging is fundamental. Community capacity building is also essential – individuals, organisations and communities need to manage their own affairs and work collectively to foster and sustain positive change. Community capacity building is about:

Strategic Community Plan 2012

OUR COMMUNITY AND HOUSING NEEDS

What are the current trends?* Australia’s population is ageing – people are living longer due to improved health care. Since the late 1960s, families on average have had fewer children. The proportion of Australians aged over 65 years has grown from 8% in 1970-1971 to 13% in 2001-2002 and is expected to double to around 25% by 2042.

of Sydney. The 2006 Census also found that 64.5% of low-to-moderate income households in the SHOROC area who had a mortgage were considered to be in housing stress.

In Warringah, the proportion of residents aged 65 years and older is 2% more than the national average, and those over 85 years is significantly above the state average. On the flip side, our younger adult population is declining – census data shows that our young working age population has progressively decreased in the last decade.

Since Warringah’s demographics are changing, so too are the needs of our residents – the type of housing people want for themselves and their families is also changing. Throughout people’s lives their lifestyles and housing needs change and we need to accommodate this through appropriate planning. We need to respond to our changing demographics and facilitate housing types to meet the different household needs associated with an ageing population, single parent families and families with fewer (or no) children. For example, attractive, medium density dwellings (such as courtyard homes, villas and row dwellings) may be a suitable option for smaller household types.

While the two parent family remains the most significant in Warringah, the emerging trend is for smaller households – since 2001 there have been increases in one person, two person and four person households while other household sizes have either stabilised or decreased. There has also been an increased preference for people to live alone or as a couple without children as reflected in Warringah’s occupancy rate, which is 2.58 people per dwelling. Although detached separate houses remain the preferred housing type (57% of households in 2006), ABS Census data reveals that medium and high density households have also increased (13.4% medium density and 22.1% high density households in 2006 compared to 12.7% and 20.8% respectively in 2001). Housing affordability is another consideration when planning for Warringah’s future and our changing population. Housing affordability is commonly measured in relation to the proportion of income spent on housing costs. When a low-to-moderate income household is spending more than 35% of their net income on housing costs, they are likely to be in housing stress. According to the 2006 Census, 64% of total renters in Warringah were in housing stress. This compares to 56% across the wider metropolitan area

What does this mean for Warringah?

The Metropolitan Plan for Sydney 2036, prepared by the previous State Government, contains targets of 29,000 new homes and 23,000 new jobs by 2036 for our region. However, there is no clarity on how these targets will be split between the three local government areas of Manly, Pittwater and Warringah. Furthermore, the current State Government may revise the regional targets. Work had commenced on a new Housing Strategy for Warringah. In June 2011 Council resolved to withdraw the Draft Housing Strategy and undertake no further work on it until the State Government confirms Warringah’s dwelling target and provides a commitment to funding additional infrastructure to support the new development.

* Note - The discussion on demographics is based on the 2006 Census data. At the time of printing, data from the 2011 Census was not available.

The Broader Context

Local Environmental Plan (LEP)

What is an LEP?

What is e-planning?

The Local Environmental Plan (LEP) is the principal legal document for guiding and controlling development at the local government level. The zoning or locality provisions establish the land uses and standards that regulate the form and extent of development throughout Warringah. LEPs are prepared by councils and approved by the Minister for Planning. The process to prepare a LEP is governed by the Environmental Planning and Assessment Act 1979 (EP&A Act). Warringah has recently updated from LEP 2000 to LEP 2011.

We have developed new e-planning software that allows people to access more services and information online. Our e-planning software includes a range of innovative features. For example, it contains our land use planning instruments. These documents are mapped against each property across Warringah. Each resident is able to search their property and find relevant sections of documents that apply to them, omitting the irrelevant sections. Residents are able to select a particular type of development and find out what rules apply to that specific development on their land.

Why is the LEP changing? All councils in NSW were directed by the NSW Government in March 2006 to prepare a new LEP for their respective local government areas. All LEPs must be prepared in accordance with a standard format provided by the State Government – the Standard Instrument (Local Environmental Plans) Order 2006. After public exhibition, Council reviewed submissions and adopted the final LEP, which was approved by the Minister on 9 December 2011. This also brought into force a new Warringah Development Control Plan (DCP), the detailed planning controls that support the new LEP.

E-planning also allows our community to access mapping overlays. This function shows planning attributes that affect each piece of land throughout Warringah, including land use zoning, flooding, building setbacks and protected species. Registered users of the system are also able to use our ‘MyCouncil’ webpage to save planning queries and follow development applications of interest. We are committed to providing an open and transparent development assessment process. As part of this commitment the system provides up to date tracking (including internal and external processes) of development applications online.

The new LEP and DCP apply to almost all land located within Warringah. In approving LEP 2011, the Minister for Planning and Infrastructure deferred certain land from the new LEP. These ‘deferred lands’ are currently within the B2 Oxford Falls Valley and C8 Belrose North localities under LEP 2000, and will remain under the provisions of LEP 2000. The new DCP controls also do not apply to the deferred land as LEP 2000 incorporates the relevant DCP-like controls. This means Council is running two Local Environmental Plans, LEP 2000 and LEP 2011, until the State Government resolves the issues involved in the deferral of land.

Strategic Community Plan 2012

Transport

What’s the challenge? Traffic congestion and poor public transport links remain a major local issue. In the past four Annual Community Surveys, residents overwhelmingly singled this out as a major challenge for Warringah over the next five to ten years. The congestion on our roads reflects our heavy reliance on motor vehicles. The Bureau of Transport’s 2007 Household Travel Survey indicates that 75% of travel trips made by Warringah residents were by private car. At present our road network struggles to accommodate this level of private vehicle use. While there is a range of contributing factors, people choose to commute by private vehicle in part because there are a lack of alternative forms of transportation. Improvements have been made to increase the efficiency of the public transport system on major arterial roads, including works at busy intersections and bus priority lanes. However, the current system does not adequately service all of Warringah nor operate at times convenient to commuters. Another important factor is our geography. With only three entry and exit points by road to the northern beaches peninsula (Mona Vale Road, Warringah Road and the Spit Bridge), appropriate and regionallysupported approaches to long-term traffic and transport management are essential. If Warringah’s increase in dwelling and employment targets is maintained in the Metropolitan Plan (currently under review) this will add a new dimension and pressure to our already existing transport challenges.

Meeting the challenge The NSW Government is developing a new NSW Transport Master Plan, including a 12-month consultation process, that when released in late 2012 will detail how they will tackle the transport priorities for NSW. The NSW Long Term Transport Master Plan will be a comprehensive strategy for all modes of transport across NSW. The Plan will identify a clear

direction for transport over the next 20 years, building on current commitments which are underpinned by $13.1 billion investment in roads and transport in the 2011-2012 budget. The Plan will address key challenges that face the state around the areas of population growth, job creation and the need for a freight and public transport network that maximises the benefits to the economy and aligns with land use strategy. The four SHOROC councils have agreed that the construction priorities are a bus rapid transit system and targeted road upgrades for our major arteries. The new Masterplan needs to commit funds for immediate construction of these critical infrastructure needs. Transport and traffic priorities agreed in the SHOROC regional strategy Shaping Our Future includes: • A bus rapid transit system to link Dee Why to Chatswood, Ryde and Sydney CBD • A bus rapid transit system to Sydney CBD from Mona Vale with a dedicated peak hour median bus lane and a new underground interchange at Neutral Bay to service buses from Sydney’s North West and the SHOROC region generally. • Road upgrades for Mona Vale Road, Wakehurst Parkway and the Warringah Road intersections with Wakehurst Parkway and Forest Way. Council is also preparing a Sustainable Transport Strategy. This will complement the SHOROC Regional Strategy and will seek to increase the proportion of travel trips in Warringah that are undertaken by foot, bicycle or public transport. There are six main imperatives which need to be addressed if transport is to play its role in delivering on a more sustainable Warringah: • A need to reduce our ecological footprint and greenhouse gas emissions (to which transport is a major contributor) and to mitigate and adapt to the effects of climate change

The Broader Context

• The projected arrival of peak oil, which is likely to lead to significant increases in fuel costs and the cost of living • Addressing the transport infrastructure needs of a growing population which could approach 170,000 by 2031, by encouraging a major shift in travel mode choice • A need to encourage self containment of jobs, goods and services and local economic prosperity and provide affordable living opportunities through integrated land use and transport planning • The passion and commitment of the Warringah community to protect the attractive lifestyle values of the region • Council taking a leadership role in relation to promoting and encouraging staff to utilise more sustainable commuting and business travel modes

Clearly a quantum change is required if Warringah is to take a more sustainable transport path. Such a path must achieve greater use of public transport, walking or cycling and wider ranging, more frequent, more reliable and efficient public transport services which are efficiently integrated with improved walking and cycling networks and activity centres and nodes. In this respect, priority actions outlined in the Warringah Bike Plan (2010) and Warringah Pedestrian Access and Mobility Plan (2011) will also continue to be implemented by the 2012-2013 budget. Better transport services also need to be coupled with promotion, marketing and education of the issues associated with future transport planning and the benefits of shifting personal travel choices towards more sustainable transport forms.

‘Outback Still Life #3’ Acrylic on canvas Linda Joyce

Strategic Community Plan 2012

dee why town centre

Dee Why has great potential given its spectacular coastal, bush and lagoon environments. The community has clearly expressed its desire for improvements to the town centre and future developments need to be sustainable and in line with best practice urban design. We are committed to delivering Dee Why as a highly liveable town centre and the focus for civic and cultural activities. Many of the sites within the town centre are currently under-used and may be redeveloped in the shortmedium term, so an overall plan for the area is needed for a strongly coordinated approach to land use planning and development issues. Without this, consideration of separate development proposals as they arise is likely to result in lost opportunities, protracted negotiations between landowners and approving authorities, ongoing community concern, and conflicting or inconsistent outcomes for the town centre.

What is a masterplan? This is a document designed to provide a coordinated approach to future development. A masterplan contains a series of illustrations and explanatory text to establish the planning principles and controls within an area as a whole. Its intent is to guide landowners, government and the community on how and where development should occur. It establishes the broad parameters within which future detailed studies and planning outcomes for specific developments at a sitespecific level should be undertaken. The masterplan for Dee Why Town Centre will cover about 36 hectares around Pittwater Road from Stony Range Flora Reserve in the south, to Dee Why RSL and Hawkesbury Avenue in the north. The study area consists of primarily mixed use ie retail, commercial and residential, or open space and public land. Refer to map on next page:

How will it be developed? In 2004, Council adopted a Dee Why Town Centre Masterplan prepared by the NSW Government Architect. This initial masterplan focused on some limited initiatives in a smaller area, with less consideration of improvements across the whole town centre. The plan underwent some changes with the Brookfield Multiplex redevelopment proposal for the town square area. For Brookfield Multiplex to proceed with their plan, it must submit a further detailed development application for approval before construction works can commence. In recent years Council has undertaken further studies and initiatives in Dee Why Town Centre on traffic, drainage, urban forms, specific Council site concepts, economic development and community needs assessment. We worked closely with the community and all stakeholders to collate issues, ideas and visions, including consultations and an online forum during 2011. Further workshops and consultations will be held in 2012 with a range of stakeholder groups including community, transport authorities, institutions, schools, community groups, business owners and key landowners.

What happens next? The masterplan will be developed in line with stakeholder and community input for infrastructure to support Dee Why as a major centre, promoting its positive growth and creation of a sense of ‘place’. The revised masterplan will address the need to: • Provide a well-connected and consolidated town centre • Foster a sense of community pride and place • Enhance open space to make a safe and enjoyable area • Reconnect with natural areas and provide for good movement and access • Improve the built form and ensure an attractive and vibrant destination

The Broader Context

Several concept plan options will be developed for review and feedback as part of the community engagement process. The options will be placed on public exhibition in 2012 to collate the community and stakeholders responses to the various design ideas and possible solutions. The concept plan will undergo many changes before becoming an adopted masterplan. The adopted masterplan will identify short, medium and long term projects. Revitalisation work can start when the appropriate funding is identified and acquired. During community engagement on the Draft Strategic Community Plan 2011, residents told us which funding ideas they preferred and also suggested some alternative funding models. All this information will feed into Councilâ&#x20AC;&#x2122;s decision making process as we identify a way forward for the revitalisation of Dee Why.

Strategic Community Plan 2012

Community Outcomes

Our Goals and Strategies for the years ahead and how we track the quality of life in our local area, community and organisation. Also includes actions we will undertake in 2012-2013.

Community Outcomes Living Environment Living Communities Living Spaces Living Enterprises Living Organisation

64 78 94 112 124

â&#x20AC;&#x2DC;Early Dawn, Mona Vale Poolâ&#x20AC;&#x2122; Oil on canvas Bevan Stelzer

Strategic Community Plan 2012

community outcomes

We have identified five Strategic Community Outcome areas to meet our communityâ&#x20AC;&#x2122;s Vision for Warringah. They are:

Each Strategic Community Outcome area is supported by a series of Goals and Strategies. We have also mapped the contributing elements of the Operational Plan 2012-2013 at the Goal level. 62

Community Outcomes

INDICATORS AND MEASURES

Community Sustainability Indicators The quality of life in our local area over time is tracked through Community Sustainability Indicators for each of the first four Strategic Community Outcomes: Living Environment, Living Communities, Living Spaces and Living Enterprises. The indicators show the important trends over the past few years and provide for a desired direction in order to achieve our Goals. However, our degree of influence over these trends varies because in most cases a number of factors outside of our control affect the outcomes. They should therefore be viewed more as barometers of whole-of-community performance, rather than of Councilâ&#x20AC;&#x2122;s performance alone.

Strategic Performance Measures The Strategic Community Outcome entitled Living Organisation is assessed through Strategic Performance Measures which demonstrate how we, as an efficient and progressive local government body, will deliver on the first four outcome areas. Since these measures are not subject to the same level of external influence as the trends noted above, they can confidently be viewed as true performance indicators of the Council.

Strategic Community Plan 2012

A community that values the natural environment, protecting its health and diversity.

Community Outcomes

Key Contributors Warringah Council

Advocate

Funder

Service Provider

Regulator

Partner

•

Office of Environment and Heritage Environmental groups Other government agencies and departments Community groups including volunteers

•

• •

• • 65

Strategic Community Plan 2012

goal and strategies

The Goal

1.1 Protecting the natural environment so it is healthy and diverse. The Strategies 1.1.1 Maintain the diversity of natural environments at their current levels or better. 1.1.2 Manage Warringahâ&#x20AC;&#x2122;s catchments, waterways and marine environments in a sustainable way. 1.1.3 Ensure Council is recognised as a leader in corporate sustainability.

Measuring progress against this Goal is challenging as there are a range of scientific options on what to monitor to best assess overall progress and the cost of extensive monitoring is high. For bushland areas, we could monitor flora, fauna or a combination of both. Aquatic environments are generally very costly to monitor. We have decided upon two indicators: â&#x20AC;˘ Environmental friendliness â&#x20AC;˘ Health of bushland The first measure is derived from the Annual Community Survey, an extensive survey of our bushland was undertaken in 2010-2011, and water quality is measured annually at a number of beaches and other locations.behind Manly Dam.

Community Outcomes

COMMUNITY SUSTAINABILITY INDICATORS

Environmental friendliness What do we measure? The mean satisfaction score recorded by residents when asked if Council operates in an environmentally friendly way. Source: Annual Community Survey Councilâ&#x20AC;&#x2122;s Environmental Friendliness

Mean score out of 10

Despite a blip in 2010, the overall trend for this indicator is for a slight year on year increase in satisfaction. Desired direction: General increase in satisfaction over time.

7.5 7 6.5 6 5.5 5

2007

2008

2009

2010

2011

Health of bushland What do we measure? Annual number of hectares that can potentially be lost from each of the bushland conservation significance categories. This will be based on the amount of bushland included in approved development applications with this year as the baseline. Source: Warringah Council 7%

31% 59%

Very High Conservation Significance High Conservation Significance Moderate Conservation Significance

Warringah has over 3,058 hectares of bushland outside of National Parks. The draft Warringah Biodiversity Conservation Study (prepared in 2011) indicates that 59.2% of this habitat has very high conservation significance, whilst only 3% fits into the lowest category (of local conservation significance only). Councilâ&#x20AC;&#x2122;s planning controls seek to direct loss away from areas of higher conservation significance. Long term bushland regeneration seeks to maintain current vegetation condition and habitat in good areas and in some cases enhance the habitat value of bushland of moderate conservation significance. Desired direction: Minimise overall loss of bushland and direct losses to areas of lower conservation significance.

Local Conservation Significance

Strategic Community Plan 2012

Community Sustainability Indicators

Water quality What do we measure? We currently measure two things: (a) The annual grading of Warringahâ&#x20AC;&#x2122;s beaches and other locations for susceptibility to faecal pollution following inspection and water quality measurements. Beaches are graded very good (green), good (green), fair (amber), poor (red) or very poor (red). Source: NSW Office of Environment and Heritage: Beachwatch Program (b) The percentage of time each year that the lake behind Manly Dam is suitable for swimming based on weekly testing for blue-green algae. Source: Warringah Council Suitability for swimming at Manly Dam Beach

Grade 2009-10

Grade 2010-11

Year

Percentage of days

Collaroy

Good

2005 - 2006

100

Dee Why

Good

2006 - 2007

100

Freshwater

Good

2007 - 2008

100

Long Reef

Good

2008 - 2009

100

North Curl Curl

Good

2009 - 2010

100

North Narrabeen

Good

2010 - 2011

100

South Curl Curl

Good

Very Good

Other Locations Davidson Reserve

Poor

Narrabeen Lagoon

Poor

Water quality is high. All seven beaches maintained good levels of cleanliness with South Curl Curl being upgraded to very good. Narrabeen Lagoon is still rated as poor meaning it is unsuitable for swimming for most of the time. Restoration works and education programs are being developed to improve matters. No data has been collected for Davidson Reserve. The lake at Manly Dam was suitable for swimming 100% of the time in 2010-2011. This result has now been consistent over several years and education programs, stormwater controls imposed on new development, and minimal rainfall in the catchment has contributed to the success. Desired direction: Maintain the current high level of water quality.

Community Outcomes

OPERATIONAL PLAN: 2012-2013

Key Initiatives 2012-2013 Natural Environment

• Narrabeen Lagoon Flood Study • Ecological Assessment of Warringah Estuaries • Dee Why South Catchment Flood Study • Coastal Zone Management Plan • Stormwater Asset Management Plan • Manly Lagoon Flood Study • Natural Areas Asset Management Plan

Ongoing Programs Natural Environment

• 136 sites of active bush regeneration works covering some 300 hectares (ha) of bushland, plus another 100ha in the Narrabeen Lagoon Catchment project • Over 330 active ‘Friends of the Bush’ volunteers at 28 supervised sites, regenerating over 17ha of bushland • 1,000 trees planted by over 150 people on National Tree Day • 270% increase in the Warringah population of Microtis angusii (an endangered small orchid) following management of its habitat • Five broad scale ecological/hazard burns in 13.5ha of bushland, despite a very poor burning season • Over 11,800 cubic metres of sand added to Collaroy-Narrabeen beach from nearby development sites, to help protect properties from storm damage

Capital Works 2012-2013 Natural Environment

Emergency stormwater works

$600,000

Parks, Reserves and Foreshores

Manly Dam - trail renewal

$148,811

Warringah Aquatic Centre

North Narrabeen - landscape masterplan development and implementation

$60,000

Dee Why beach - foreshore renewal

$47,953

Sportsfields - water supply irrigation program

$125,886

Tri-generation project

$300,000

Strategic Community Plan 2012

goal and strategies

The Goal

1.2 Living in harmony with our environment. The Strategies 1.2.1 Ensure Warringah’s community is a recognised leader in sustainable living practices 1.2.2 Build capacity to reduce carbon emissions, increase renewable energy production, increase water saving and catchment management devices, reduce the impacts of climate change, and enhance sustainability practices.

We have identified four indicators to measure our progress towards this goal: • Electricity consumption • Water consumption • Waste and recycling volumes • Air quality complaints The first three indicators are measured annually for the community as a whole and per person. We cannot measure actual air quality owing to a lack of measuring stations within the Warringah local government area, so we have used the annual number of air quality complaints received by Council as a substitute.

Community Outcomes

Community Sustainability Indicators

Electricity consumption What do we measure? The total amount and per capita amount of electricity consumed within the Warringah local government area. Source: AusGrid

GigaJoules (millions)

Annual Electricity Consumption

GigaJoules

Per Capita Energy Use (Residential and Business)

Although total energy consumption has remained fairly stable over the last few years, per capita consumption continues to decline. This is likely to be the result of more efficient use of electricity, more reliance on gas and other technologies for space heating and hot water, and a population more aware of the need for energy saving in response to rising prices for electricity. There has been a significant increase in solar generation which can partly be attributed to incentive programs for small-scale rooftop solar introduced by state and federal governments. Desired direction: Decreasing electricity consumption.

Strategic Community Plan 2012

Community Sustainability Indicators

Water consumption What do we measure? Total annual amount of water consumed in Warringah local government area and per capita amount of water consumed in Warringah local government area. Source: Sydney Water

Kilolitres (millions)

Warringah Annual Water Consumption

Warringah Annual Water Consumption - Kilolitres per Capita

Per capita water consumption has stabilised despite increasing population and the easing of water restrictions. In 2010-2011 both the residential and commercial/industrial sectors recorded drops in water consumption. Desired direction: Decreasing water consumption over time.

Community Outcomes

‘Homeward Bound’ Oil Robert Neill

Strategic Community Plan 2012

Community Sustainability Indicators

Waste and recycling volumes What do we measure? The total volume and per capita volume of domestic material collected through Warringah Councilâ&#x20AC;&#x2122;s kerbside waste and recycling collection service, including the proportion of recycled waste. Source: Warringah Council

Tonnes

Annual Domestic Waste Collection

Total Waste Collection per Capita and Percentage Recycled

While our total waste production has been increasing over the years, 2010-2011 showed a slight decrease which is promising. The proportion of waste recycled (ie diverted from landfill) continues to increase year on year and now stands at 55% of all waste. Desired direction: Decrease in total and per capita waste produced and increase percentage of total waste recycled.

Community Outcomes

Community Sustainability Indicators

Air quality complaints What do we measure? Number of air quality complaints received by Council. Source: Warringah Council Air Quality Complaints

Air quality complaints continue to rise year on year. Whilst this may be a result of increased pollutants in the local atmosphere, it could also reflect greater community knowledge of, and willingness to report breaches. Desired direction: Decreasing number of complaints.

Strategic Community Plan 2012

OPERATIONAL PLAN: 2012–2013

Key Initiatives 2012-2013 Natural Environment

• Oxford Falls Constraints Study

Roads, Traffic and Waste

• Review domestic waste and recycling service in preparation for new waste processing facilities at Kimbriki in 2014

Ongoing Programs Corporate Support

• 3.63 tons of carbon emissions per month abated due to the transition to soy diesel • 84% of all paper consumed by Council was recycled paper

Natural Environment

• Inspected 2,500 metres of stormwater pipe using CCTV and replaced 340 metres of stormwater drainage and 19 stormwater pits

Parks, Reserves and Foreshores

• Managed 14km of beach and shoreline assets

Roads, Traffic and Waste

• About 600 street litter bins emptied daily

• Five ocean rockpools cleaned and maintained on a weekly basis in summer and fortnightly in winter • Approximately 54,000 weekly garbage and recycling collections • Approximately 100,000 monthly green waste collections • About 6.5 million litres of sewerage collected and disposed from private and Council properties • 199 gross pollutant traps cleaned and 1,077 tonnes of sediment removed • 106 drop holes repaired • 916 stormwater inlet pits cleaned and 14 repaired

Community Outcomes

Capital Works 2012-2013 Natural Environment

Dee Why CBD - stage 2A construction

$386,055

Parks, Reserves and Foreshores

Sportsfields - water supply irrigation program

$125,886

North Narrabeen - landscape masterplan development and implementation

$60,000

Dee Why beach - foreshore renewal

$47,953

Roads, Traffic and Waste

Bike plan implementation

$330,000

Warringah Aquatic Centre

Tri-generation project

$300,000

Strategic Community Plan 2012

A vibrant and diverse community supported by innovative services and effective communication with Council. 78

Community Outcomes

Key Contributors Warringah Council

Advocate

Funder

Service Provider

Regulator

Partner

•

Department Community Services Other government agencies and departments Police Local Area Command

• •

Department of Attorney General and Justice

•

Not for profit organisations

•

Community groups

•

• 79

Strategic Community Plan 2012

goal and strategies

The Goal

1.1 Promoting a supportive, caring community The Strategies 2.1.1 Build a community that works in partnership with government, community based and private organisations to achieve real and lasting improvement for all residents. 2.1.2 Build an informed and empowered community. 2.1.3 Build a resourceful community that draws on the diversity, skills and expertise of its residents. 2.1.4 Actively encourage and support the community to use open space and participate in recreation. 2.1.5 Build a healthy community that is free of public health risks. 2.1.6 Build a vibrant community that reflects the culture, heritage and lifestyle of the people in Warringah. 2.1.7 Build a community that shows pride in its sense of identity where people are comfortable meeting and interacting in public spaces.

Measuring progress against this Goal is challenging because of its many elements. We have identified seven indicators for this goal to capture trends. They are: • Community connectedness • Community safety • Age diversity • Educational qualifications • Average weekly earnings • Unemployment rate • Housing affordability The first two indicators are drawn from the Annual Community Survey. The other five indicators are drawn from external sources and Council has less influence over the trends that this data reveals.

Community Outcomes

Community Sustainability Indicators

Community connectedness What do we measure? The mean satisfaction scores recorded by residents in response to four questions about community connectedness. Source: Annual Community Survey

Mean score (out of 10)

Community Connectedness

My neighbourhood is a friendly place to live

I feel I belong to the community I live in

I make a contribution to the community I live in

I mainly socialise in my local area

There is still a strong and increasing sense of community connectedness among residents as expressed in the Annual Community Survey. Desired direction: Increase community connectedness.

Strategic Community Plan 2012

Community Sustainability Indicators

Community safety What do we measure? We currently measure two things: Violent crimes - the total number of crimes recorded in the assault and robbery categories (seven categories altogether). Source: NSW Bureau of Crime Statistics and Research (BOCSAR)

Mean score (out of 10)

Perception of safety - residentsâ&#x20AC;&#x2122; perceptions of safety as expressed by participants in response to three questions in the Annual Community Survey. Source: Warringah Council Perception of Safety 10 2008

9 8

8.64

8.83

8.75

8.97 8.44

8.53

8.67

8.86 7.81

7 6

8.47

I feel safe in my home

I can call on a neighbour or local relative if I need assistance

8.06

7.96

2009 2010 2011

I feel safe walking around my neighbourhood

Annual Number of Violent Crimes in Warringah 1000 800 600

668

811

826

2009

2010

706

400 200 0 2007

2008

Warringah has low crime rates compared to other local government areas in Sydney, but has experienced year on year increases in violent crimes over the last three years. There are seven categories of violent crime, including assaults, sexual assaults and robberies. However, the increase is almost wholly attributable to just one category: non-domestic violent assaults, which has increased from 288 offences in 2007 to 431 offences in 2010. Remarkably, these figures are not reflected in peopleâ&#x20AC;&#x2122;s perceptions of safety which have seen steadily improving scores over a similar period. Desired direction: Decreasing crime rates and increasing perceptions of safety.

Community Outcomes

Community Sustainability Indicators

Age diversity What do we measure? The age structure of the population over time and compared to metropolitan Sydney. Source: ABS Census Data 1996, 2001 and 2006 Age Distribution in Warringah

Age Distribution Warringah and Sydney 2006

As of 2006, Warringahâ&#x20AC;&#x2122;s population is ageing with 26% of residents aged 55 years or older, compared to 24% in 1996. Similarly, the median age of people living in Warringah has increased slightly from 36 to 37 in the same period. This difference in age distribution is fairly constant and follows the national trend. This is an indicator over which we have limited influence. It shows the demographic reality of our community and provides us with direction for various service areas. Desired direction: Maintain a healthy age distribution that supports our local economy and reflects an area that is attractive to all age groups.

Strategic Community Plan 2012

Community Sustainability Indicators

Educational qualifications What do we measure? The percentage of persons aged 15 years or over with tertiary qualifications. Source: ABS Census, 1996, 2001, 2006 Educational Qualifications: Warringah Compared with Sydney

Between 1996 and 2006 the percentage of Warringah residents aged 15 years or older holding a bachelor degree or higher increased from 13% to 21%. This trend towards a higher educated population was also seen across Sydney, but the overall level of education remains higher in Warringah. Desired direction: Maintain a balanced mix of educational qualifications that matches and supports our local economy.

Average weekly earnings What do we measure? Weekly gross household income. Source: ABS Census, 1996, 2001, 2006 Average Weekly Earnings by Household

Warringah households earn well above the average for metropolitan Sydney, with 36% earning $2,000 or more as compared to 27% for Sydney. This gap is also widening over time. Desired direction: Maintain Warringahâ&#x20AC;&#x2122;s household income position relative to Sydney metropolitan.

Community Outcomes

Community Sustainability Indicators

Housing affordability What do we measure? Housing affordability is generally measured in relation to the proportion of income spent on housing costs. When a low to moderate income household is spending more than 35% of their gross income on housing costs, they are likely to be in â&#x20AC;&#x2DC;housing stressâ&#x20AC;&#x2122;. Source: ABS Census There is a trend for increasing housing stress. According to the 2006 Census, 64% of renters in Warringah were in housing stress which compares to 56% across the greater metropolitan area of Sydney. It is clear from many other indicators that housing affordability is an increasing problem for a growing proportion of low to moderate income renters and home owners in Warringah and the greater Sydney area in general. This is an issue that Council cannot tackle alone. The federal, state and local government sectors will all have to come together with the private sector to develop a solution. Desired direction: Increasing housing affordability/lower housing stress.

Unemployment rate What do we measure? Percentage of Warringah residents unemployed compared to metropolitan Sydney and NSW Source: Australian Government Labour Market Information Portal Unemployment Rates March 2007 to September 2011

NSW Sydney Warringah

Warringah residents have traditionally enjoyed lower rates of unemployment than their counterparts in metropolitan Sydney and NSW in general. Unemployment has come down from the high levels associated with the onset of the Global Financial Crisis (GFC) in 2009, but has not totally recovered to the very low rates that were enjoyed pre-GFC. Desired direction: Hold low percentage relative to metropolitan Sydney and NSW. 85

Strategic Community Plan 2012

OPERATIONAL PLAN: 2012-2013

Key Initiatives 2012-2013 Corporate Support

• Implement an external customer satisfaction survey

Cultural Services

• Deliver a program of events

Glen Street Theatre

• Develop design and concept plans for Glen Street Theatre

Information and Libraries

• Introduction of e-books to the collection • National Year of Reading program of author talks and literary events • Festival of Children's Literature

Good Governance

• Respond to the Local Government Reform Agenda • Review the long term Community Strategic Plan • Establish the delivery program for the 2013-2017 • Develop the annual operational plan and budget • Publish the Annual Report • Conduct the Annual Community Survey • Prepare the Internal Ombudsman’s Annual Report • Council elections • Develop a Healthy Ageing Strategy • Develop a Youth Strategy

Ongoing Programs Children's Services

• 416 children per week (on average) cared for in four long day care centres and up to 20 children per day cared for in mobile occasional care • 777 separate families (on average) used vacation care each holiday period, catering for an average of 820 children per holiday program • 9,749 bookings in total taken by the five vacation care centres over the year

Community and Safety

• 153,763 pre-emptive actions, 825 rescues, and 5,680 first aid treatments were performed by Beach Services • 15 schools participated in the Beach Awareness Safety Education Program • 60% reduction in crime among Pacific and Maori youth following the introduction of the Pacific and Maori Work on the Street Team • $35,000 distributed under Community Development Grants Program (2010-2011)

Community Outcomes

Ongoing Programs (continued) Compliance

• 1,196 food inspections conducted in Warringah in accordance with our partnership agreement with the NSW Food Authority • 60% of food premises were satisfactory in terms of hygiene after initial inspection and 96% after our follow up inspections • 650 food shops, 40 cooling towers, 21 public swimming pools and 100 hairdressers/skin penetration premises inspected on a risk-based basis to ensure public health standards in the community are maintained • 182 buildings added to the fire safety register

Cultural Services

• 800 new citizens from 84 countries welcomed in citizenship ceremonies held throughout 2010–2011 • $20,000 distributed under the Cultural Grants Program (2010-2011) • Delivery of events, including 12 Citizenship Ceremonies; four Australia Day breakfast venues with entertainment at Beacon Hill, Dee Why, Forestville and Narrabeen; four Music In March concerts on Dee Why Beach • Delivery of the three-day community festival, the Beachley Classic Weekend featuring outdoor cinema, surf and lifestyle markets and the classic food and wine fair.

Glen Street Theatre

• Over 6,000 young people performed on the Glen Street stage • Nine professional productions (119 performances) • Over 4,000 subscribers • Eight concerts programmed as part of the Music in the Glen series

Information and Libraries • 743,786 customer visits during the year • 1,237,290 loans • 205,308 visits to the library website • Over 200,000 print resources held by the library and available for loan • 295 current print journal titles available for loan including 13 newspapers, five of which are in languages other than English • Access to 30,000 journals, over 500 newspapers, encyclopaedias and e-books and audio books online through the free data bases • 17 local high schools involved in the Youth Research Excellence Award

Natural Environment

• Over 5,000 people attending community education events

Strategic Community Plan 2012

Capital Works 2012-2013 Community and Safety

Replacement of Beach Services equipment

Corporate Support

Dee Why Town Centre parking and community facility - design and construction

$530,038

Fishermans beach surf club building - renewal and upgrade

$106,008

Collaroy Accessibility Precinct - public amenities upgrades

$1,119,961

Cromer Soccer Club, St Matthews Farm - public amenities renewals

$400,000

Amenities buildings program - renewal works

$197,477

Community buildings - Disability Discrimination Act upgrades

$159,011

Community buildings - renewal works

$526,606

Tramshed toilet and kitchen - Building Code of Australia and Disability Discrimination Act renewals

$265,988

New Brookvale Occasional Care Centre

Glen Street Theatre

$1,552,161

Brookvale Childrenâ&#x20AC;&#x2122;s Centre - renewal and expansion

$106,008

Beach and surf club buildings - renewal works

$131,652

Sporting club buildings - renewal works

$197,477

Network wiring

$79,000

Minor asset renewal

$70,000

Concept plans - design

$150,000

Information and Libraries

Library bookvote - renew book stock

$524,400

Natural Environment

Rhoker Reserve - trail upgrade

$110,000

Parks, Reserves and Foreshores

Playground improvement program

$294,462

St Matthews Farm, Cromer - new skate facility Collaroy Accessibility Precinct - playground and reserve improvements

Roads, Traffic and Waste

$55,000

Collaroy Accessibility Precinct - streetscape improvements

$26,226 $560,475 $1,167,933

Community Outcomes

‘Boardslide’ Acrylic Julie Malouf

Strategic Community Plan 2012

goal and strategies

The Goal

2.2 A transparent, open and trusting relationship between Council and the Community The Strategies 2.2.1 Increase community understanding of demographics and population change and their effect on community needs and trends. 2.2.2 Provide consistent and effective policies that are understood and supported by the community. 2.2.3 Have a stronger voice for local people in regional, metropolitan, state and federal affairs. 2.2.4 Achieve effective communication between the community and Council that recognises and balances needs and expectations with constraints. 2.2.5 Show effective Council leadership by communicating with people and organisations. 2.2.6 Manage funding and resources effectively and efficiently so we achieve better outcomes for the community.

Measuring progress against this Goal is predominantly done with our Strategic Performance Measures in the Living Organisation section on pages 124 to 137. From the community perspective, we use overall satisfaction with Council performance as expressed in the Annual Community Survey as the indicator.

Community Outcomes

Community Sustainability Indicators

Satisfaction with Council’s performance What do we measure? The proportion of residents satisfied with Council’s overall performance as expressed in the Annual Community Survey. Source: Annual Community Survey Proportion of Residents Satisfied with Council’s Overall Perfermance

The proportion of residents satisfied with Council’s overall performance as expressed in the Annual Community Survey was 67% in 2011. This is generally in line with historic levels of satisfaction prior to the blip in 2010. Desired direction: Increase resident satisfaction.

Strategic Community Plan 2012

OPERATIONAL PLAN: 2012-2013

Key Initiatives 2012-2013 Corporate Support

• Increase the range of self-help services available online to customers

Corporate Support

• Increase the range of self-help services available online • Redesign Council's website • Implement an external customer satisfaction survey

Good Governance

Ongoing Programs Children's Services

• Approximately 3,300 families received regular information on children’s and family services

Community and Safety

• $35,000 distributed under Community Development Grants Program (2010-2011)

Compliance

• Approximately 1,200 service requests responded to about land, noise, air, water pollution and unauthorised land uses

Corporate Support

• 128,021 calls answered, 51,393 enquiries handled over the counter and responded to 30,319 letters and emails • 271,595 documents registered in Council’s document management system

Cultural Services

• $20,000 distributed under the Cultural Grants Program (2010-2011)

Good Governance

• 1,304 submissions made to our Draft Strategic Community Plan 2011 • 367 Council Resolutions • 199 Ordinary Council Reports and 41 Confidential Reports (not including Notices of Motion, Questions on Notice and Rescission Motions) • 93 requests to address Council • 17 Council meetings held and webcast, including five extraordinary Council meetings

Community Outcomes

Ongoing Programs Information and Libraries • Provision of 47 free public access computers • 209 opening hours each week across the four branches

Natural Environment

• Over 5,000 people attending community education events

Parks, Reserves and Foreshores

• 1,309 customer requests attended to for sportsfields, reserves and rockpools • 2,769 customer requests attended to for street and reserve trees

Roads, Traffic and Waste

• 656 street name signs replaced

Capital Works 2012 - 2013 Parks, Reserves and Foreshores

Sports clubs capital assistance grants

$333,578

‘Skiff and Colour Discord’ Acrylic on canvas Ben Cooper

Strategic Community Plan 2012

Safe outdoor spaces that are well maintained, accessible, sympathetic to the environment, and meet the needs of the community. 94

Community Outcomes

Key Contributors Warringah Council

Advocate

Funder

Service Provider

Regulator

Partner

•

Transport NSW

•

Private bus companies Department of Planning and Infrastructure Other government agencies and departments Community groups

•

• 95

Strategic Community Plan 2012

goal and strategies

The Goal

3.1 Safe and well maintained public spaces that reflect community needs. The Strategies 3.1.1 Provide a diverse range of high quality open space and recreation facilities to meet the needs of the community. 3.1.2 Provide recreational access to natural areas while ensuring the sustainability of the natural environment.

We have identified three indicators to measure progress against this goal: • Community pride • Satisfaction with parks and recreations areas • Level of graffiti vandalism The first two indicators are measured through the Annual Community Survey. The level of graffiti vandalism is the number of removals and the total area cleaned through Council’s graffiti cleaning program.

Community Outcomes

Community Sustainability Indicators

Community pride What do we measure? The proportion of residents satisfied with Council’s overall performance as expressed in the Annual Residents’ ratings for how proud they are of their local area. All residents’ ratings averaged out of 10. Data collected via the Annual Community Survey. Source: Annual Community Survey Residents Ratings for Pride in their Local Area

The past three years have seen a steady increase in residents’ level of community pride. Desired direction: Steady increase in residents’ level of community pride over time.

Satisfaction with parks and recreation areas What do we measure? Mean satisfaction score (out of 10) recorded by residents in the Annual Community Survey when asked about Council’s parks and recreation areas. Source: Annual Community Survey Satisfaction with Parks and Recreation Areas

Apart from the blip in 2010, the trend has been for slight year on year increases in satisfaction levels. Desired direction: General increase in satisfaction over time.

Strategic Community Plan 2012

Community Sustainability Indicators

Level of graffiti vandalism What do we measure? Total number of graffiti removals and the total area cleansed from public open space or private property fronting open space. Source: Warringah Council

The number of graffiti incidents has increased, however the total area cleaned has decreased. This seems to indicate that the majority of jobs are for simple tags with a reduction in large graffiti such as illegal murals and larger paintings. This may indicate that recent acts of graffiti are more opportunistic and the more dedicated graffiti vandals are not operating as much in Warringah. Desired direction: Decrease the incidence of graffiti vandalism.

Community Outcomes

OPERATIONAL PLAN: 2012-2013

Key Initiatives 2012-2013 Natural Environment

• Coastal Zone Management Plan

Parks, Reserves and Foreshores

• Review the Coastal Lands Plan of Management • Maintenance of new Narrabeen Lagoon Trail

Ongoing Programs Community and Safety

• Over 2.4 million people visited our nine beaches in 2010-2011 • 20,735 infringements of beach reserve regulations acted upon to ensure our beaches remain a safe, appealing and welcoming destination; hazards included water regulations, dogs on beaches, littering and anti-social behaviour

Parks, Reserves and Foreshores

• 19,243 bookings processed for sportsfields and courts, reserves, rockpools and beaches • 169 playgrounds maintained with 254 playground maintenance tasks • 2,276,349 square metres of grass maintained • 14km of beach and shoreline assets managed • Five ocean rockpools cleaned and maintained on a weekly basis in summer and fortnightly in winter

Roads, Traffic and Waste

• About 8,500km of streets swept and about 29,000 square metres of footpath pavers scrubbed • 27 shopping centres hand cleaned or swept on a daily or weekly basis • 68 reserves, sportsfields and playgrounds cleaned between one and seven days every week • 8,603 graffiti removal jobs totalling 17,114 square metres of graffiti removed

Strategic Community Plan 2012

OPERATIONAL PLAN: 2012-2013

Capital Works 2012-2013 Community and Safety

Replacement of beach services equipment

$55,000

Corporate Support

17B Crown Road, Freshwater - demolition and remediation

$223,998

Administration buildings - minor renewal works

$65,725

Community buildings - minor renewal works

$65,725

Beach and surf club buildings - renewal works

$131,652

Sporting club buildings - renewal works

$197,477

Collaroy Access Tourism Precinct - public amenities upgrades

$1,119,961

Cromer Soccer Club, St Matthews Farm - public amenities renewals

$400,000

Amenities buildings program - renewal works

$197,477

Community buildings - Disability Discrimination Act upgrades

$159,011

Community buildings - renewal works

$526,606

Tramshed toilet and kitchen - Building Code of Australia and Disability Discrimination Act renewals

$265,988

New Brookvale Occasional Care Centre

$1,552,161

Brookvale Childrenâ&#x20AC;&#x2122;s Centre - renewal and expansion

$106,008

Network wiring

$79,000

Minor asset renewal

$70,000

Concept plans - design

$150,000

Allenby Park - design of track and trail upgrades

$30,000

Narrabeen Lagoon - multi-use trail

$2,604,795

Rhoker Reserve - trail upgrade

$110,000

Sportsfields - minor rectification works

$300,000

Cromer Park, Cromer â&#x20AC;&#x201C; creating a new field (field 5) and rectification of fields 3 and 4

$1,537,828

Melwood Oval, Forestville - sportsfield rectification program

$197,374

Parks - minor renewal works

$64,831

Millers Reserve, Manly Vale - floodlighting improvement

$424,698

Sportsfields - water supply irrigation program

$125,886

Sports clubs capital assistance grants

$333,578

St Matthews Farm, Cromer - new skate facility

$26,226

Manly Dam - trail renewal

$148,811

Stony Range Flora Reserve, Dee Why - renewal

$104,905

Glen Street Theatre

Natural Environment

Parks, Reserves and Foreshores

100

Community Outcomes

Capital Works 2012-2013 (continued) Parks, Reserves and Foreshores

Roads, Traffic and Waste

Warringah Aquatic Centre

Collaroy Accessibility Precinct - playground and reserve improvements

$560,475

Playground improvement program

$294,462

Manly Dam - carpark and turning area

$52,453

Manly Dam - renewals

$75,637

Freshwater rockpool - upgrade

$815,556

Blackbutts Road, Belrose - upgrade refuge island east of Athol Street

$39,000

Pittwater Road, Dee Why - widening and signal adjustments

$387,975

Crown Road, Queenscliff - median island and landscape kerb blisters

$59,000

Dalley Street, Queenscliff - partial closure

$29,000

Tramore Place, Melwood Avenue and Starkey Street, Killarney Heights - kerb blister islands

$34,000

Bike plan implementation

$330,000

Queenscliff rockpool - upgrade

$295,227

Tri-generation project

$300,000

Conceptual design for revitalising Warringah Aquatic Centre

$300,000

101

Strategic Community Plan 2012

goal and strategies

The Goal

3.2 Socially and environmentally responsible urban development. The Strategies 3.2.1 Plan appropriately for future housing in Warringah, balancing State Government growth targets, the changing demographic profile of the community, local needs and expectations, and the need to reduce carbon emissions and resource consumption and the challenges of infrastructure limitations. 3.2.2 Ensure housing development is sensitive to the natural and built environments. 3.2.3 Ensure buildings and landscaping are suitable for their immediate environment and reflect community values. 3.2.4 Create living streets that give priority to neighbourhood amenity, safety and improved urban design. 3.2.5 Plan appropriately for future developments in Warringah with a focus on working towards the reduction of emissions and resource consumption, including water, in our suburbs. 3.2.6 Ensure Ecologically Sustainable Development principles are incorporated and prioritised in planning strategy and policies.

It is difficult to quantify achievement against this goal because what counts as â&#x20AC;&#x2DC;responsible developmentâ&#x20AC;&#x2122; is largely subjective and also such changes only occur over a long period of time. However, Councilâ&#x20AC;&#x2122;s planning and development strategies and its policies are designed to guide development in Warringah towards greater social and environmental sustainability.

102

Community Outcomes

OPERATIONAL PLAN: 2012-2013

Ongoing Programs Certification Services

• 194 building certificate applications processed • 120 construction certificates processed

Compliance

• 734 inspections and investigations conducted in relation to alleged unauthorised development • 182 buildings added to the fire safety register

Development Assessment • Development applications determined

Capital Works 2012-2013 Roads, Traffic and Waste

Freshwater Village shade structure

$119,000

Collaroy Accessibility Precinct - streetscape improvements

$1,167,933

Bike plan implementation

$330,000

Blackbutts Road, Belrose - upgrade refuge island east of Athol Street

$39,000

Pittwater Road, Dee Why - widening and signal adjustments

$387,975

Crown Road, Queenscliff - median island and landscape kerb blisters

$59,000

Dalley Street, Queenscliff - partial closure

$29,000

Tramore Place, Melwood Avenue and Starkey Street, Killarney Heights - kerb blister islands

$34,000

103

Strategic Community Plan 2012

goal and strategies

The Goal

3.3 Safe, convenient and accessible transport options. The Strategies 3.3.1 Create efficient movement networks where streets and paths support and encourage walking and cycling, integrated with adequate green spaces. 3.3.2 Integrated land use and transport planning to provide convenient transport services and efficient movement around Warringah resulting in reduced demand for travel in private cars. 3.3.3 Provide a public transport network that is more accessible to a greater number of people. 3.3.4 Reduce congestion on roads, improve the capacities for road networks and improve safety of movement for all users.

We have identified two indicators to measure our performance against this Goal. They are: â&#x20AC;˘ Mode of transport to work, including a breakdown of numbers for cycling and walking â&#x20AC;˘ Road safety, including a breakdown of numbers for deaths and injuries These indicators have straightforward measures, showing the trends over the past years.

104

Community Outcomes

Community Sustainability Indicators

Mode of transport to work What do we measure? We measure two things: mode of transport to work expressed as a percentage of all workers and a breakdown of the ‘other’ category to show the number of people cycling or walking to work. Source: ABS Census Data Mode of Transport to Work

Breakdown of ‘Other’ Category

More people were using public transport for travelling to work in 2006 than in 2001 with buses being the predominant mode of public transport at roughly 90%. Reliance on private motor vehicles remains high at nearly 74% with 68% being drivers and 6% passengers. The number of people cycling or walking to work has increased over the period, but even when these figures are combined, they still represent a very small percentage of the total number of journeys at less than 5%. Desired direction: Continue the trends towards more public transport usage and more cycling and walking.

105

Strategic Community Plan 2012

Community Sustainability Indicators

Road safety What do we measure? The total number of road accidents and total number of casualties in Warringah Local Government Area, including deaths. Source: Transport, Roads and Maritime Services Crash Statistics Annual Number of Road Crashes and Injuries in Warringah

Annual Number of Road Deaths in Warringah

The trend from 2003 onwards shows a gradual decrease in total accidents and injuries on Warringah roads. Given the total number of registered vehicles has increased year on year over the same period, this can be viewed as a good result. The total number of people killed on Warringah Roads has remained in single figures so is statistically too small to see any patterns or draw conclusions. Desired direction: Decline in both total accidents and in number of people killed or injured.

106

Community Outcomes

OPERATIONAL PLAN: 2012-2013

Ongoing Programs Roads, Traffic and Waste

• 14.17km (or 122,340 square metres) of road resurfaced • 2,080 potholes repaired • 529m of kerb and gutter repaired • 8km of new bike routes built consisting of 1.9km of shared path and 6.1km of on road routes

Capital Works 2012-2013 Corporate Support

Dee Why Town Centre parking and community facility - design and construction

$530,038

Parks, Reserves and Foreshores

Manly Dam - carpark and turning area

$52,453

Roads, Traffic and Waste

Carpark renewal program

$135,000

Kerb and gutter renewal program

$110,000

Road resheeting program

$2,766,308

Footpaths new

$227,974

Footpath renewals

$350,000

Bus stop renewals

$50,000

Retaining wall renewals

$105,991

Collaroy Accessibility Precinct - streetscape improvements

$1,167,933

Bike plan implementation

$330,000

Blackbutts Road, Belrose - upgrade refuge island east of Athol Street

$39,000

Pittwater Road, Dee Why - widening and signal adjustments

$387,975

Crown Road, Queenscliff - median island and landscape kerb blisters

$59,000

Dalley Street, Queenscliff - partial closure

$29,000

Tramore Place, Melwood Avenue and Starkey Street, Killarney Heights - kerb blister islands

$34,000

107

Strategic Community Plan 2012

goal and strategy

The Goal

3.4 Well maintained public infrastructure that supports sustainable living. The Strategies 3.4.1 Provide infrastructure that serves current and future community needs, shares the benefits and costs equitably and supports a healthy and sustainable environment.

We measure progress against this Goal by our investment in the maintenance of our assets. The asset renewal ratio provides this measure.

108

Community Outcomes

Community Sustainability Indicators

Asset renewal ratio What do we measure? The amount spent on renewing existing assets (as opposed to maintaining them) divided by their annual depreciation (loss of value). A ratio of 1.0 or greater is preferred. Source: Warringah Council Asset Renewal Ratio

In the last few years we have increased our asset renewal ratio from well below the minimum preferred rate of 1.0 to 2.2 in 2009 - 2010. Reinvesting in renewing assets at a rate of at least their depreciation ensures service levels for our public infrastructure are maintained and our assets can be used by future Warringah generations. For more detailed information on asset management see pages 192 to 195. Desired direction: An actual ratio of greater than 1.0 annually.

109

Strategic Community Plan 2012

OPERATIONAL PLAN: 2012-2013

Key Initiatives 2012-2013 Glen Street Theatre

• Develop design and concept plans for Glen Street Theatre

Warringah Aquatic Centre

• Develop and implement a masterplan for the WAC

Ongoing Programs Community and Safety

• 526,354 attendances at our community centres in relation to regular hiring • 56,181 attendances at our community centres in relation to casual hiring

Roads, Traffic and Waste

• 3,890m of new footpaths built and 1,590m of old footpaths replaced • 246 bus shelters washed and cleaned monthly • 14.17km (or 122,340 square metres) of road resurfaced

Warringah Aquatic Centre

• 311,139 people attended the WAC during 2010-2011, including 158,776 casual swimmers and 123,910 people participating in structured classes such as learn to swim, aquaerobics, seniors classes, swimfit, and pilates) • 40 swimming carnivals hosted, involving 18,153 participants

Capital Works 2012-2013 Corporate Support

110

Administration buildings - renewal works

$263,303

Civic Centre - roof membrane renewal

$53,004

Civic Centre - upgrade to Customer Service Centre

$318,023

Civic Centre - fire services and Building Code of Australia upgradess

$773,627

Fishermans beach surf club building - renewal and upgrade

$106,008

Beach and surf club buildings - renewal works

$131,652

Sporting club buildings - renewal works

$197,477

Dee Why Town Centre parking and community facility - design and construction

$530,038

Collaroy Accessibility Precinct - public amenities upgrades

$1,119,961

Cromer Soccer Club, St Matthews Farm - public amenities renewals

$400,000

Amenities buildings program - renewal works

$197,477

Community buildings - Disability Discrimination Act upgrades

$159,011

Community buildings - renewal works

$526,606

Tramshed toilet and kitchen - Building Code of Australia and Disability Discrimination Act renewals

$265,988

Community Outcomes

Natural Environment

Parks, Reserves and Foreshores

Roads, Traffic and Waste

Warringah Aquatic Centre

Allenby Park - design of track and trail upgrades

$30,000

Emergency stormwater works

$600,000

Narrabeen Lagoon - multi-use trail

$2,604,795

Narrabeen Lagoon - recreation

$145,000

Dee Why CBD - stage 2A construction

$386,055

Rhoker Reserve - trail upgrade

$110,000

North Narrabeen - landscape masterplan development and implementation

$60,000

Dee Why beach - foreshore renewal

$47,953

Queenscliff rockpool - upgrade

$295,227

Freshwater rockpool - upgrade

$815,556

Sportsfields - minor rectification works

$300,000

Cromer Park, Cromer â&#x20AC;&#x201C; creating a new field (field 5) and rectification of fields 3 and 4

$1,537,828

Melwood Oval, Forestville - sportsfield rectification program

$197,374

Parks - minor renewal works

$64,831

Millers Reserve, Manly Vale - floodlighting improvement

$424,698

Sportsfields - water supply irrigation program

$125,886

St Matthews Farm, Cromer - new skate facility

$26,226

Carpark renewal program

$135,000

Kerb and gutter renewal program

$110,000

Road resheeting program

$2,766,308

Footpaths new

$227,974

Footpath renewals

$350,000

Bus stop renewal

$50,000

Retaining wall renewals

$105,991

Blackbutts Road, Belrose - upgrade refuge island east of Athol Street

$39,000

Pittwater Road, Dee Why - widening and signal adjustments

$387,975

Crown Road, Queenscliff - median island and landscape kerb blisters

$59,000

Dalley Street, Queenscliff - partial closure

$29,000

Tramore Place, Melwood Avenue and Starkey Street, Killarney Heights - kerb blister islands

$34,000

Tri-generation project

$300,000

Conceptual design for revitalising Warringah Aquatic Centre

$300,000 111

Strategic Community Plan 2012

A strong local economy that provides employment and training opportunities.

112

Community Outcomes

Key Contributors Advocate

Funder

Service Provider

Regulator

Partner

Warringah Council

•

Chambers of Commerce

•

Local enterprises Department of Planning and Infrastructure Other government agencies and departments

•

• •

•

• •

•

• 113

Strategic Community Plan 2012

GOALS AND STRATEGIES

The Goal

4.1 Sustaining a strong local economy that provides employment and training opportunities. The Strategies 4.1.1 Understand business needs and trends based on a broad range of data. 4.1.2 Develop policies and plans that encourage a range of businesses and services at appropriate locations and centres to meet the service and employment needs of the local and regional community. 4.1.3 Ensure employment and training for the community to be available locally and for businesses in Warringah to have ready access to appropriately skilled workers. 4.1.4 The location of commercial, industrial and retail development to be convenient for users, to provide ready access for employees and to avoid conflicts about land uses. 4.1.5 To reduce the demand for travel through more local jobs and services. 4.1.6 Funding to enable Council support for business development in Warringah. 4.1.7 Develop strategies, policies and incentives to attract and encourage the creation and establishment of green industries and jobs.

Our local economy is a product of many different factors and influences, many of which are out of Council’s sphere of influence. We currently use a series of standard economic indicators giving a limited overview of the local economy: • Gross Regional Product (GRP) • Employment containment • Local industry mix

114

Community Outcomes

Community Sustainability Indicators

Gross Regional Product (GRP) What do we measure? The total amount of wealth generated in the region, ie Manly, Mosman, Pittwater and Warringah local government areas. Source: SHOROC Economic Profile Gross Regional Product

There has been a general pattern of growth in GRP. The blip in 2010 was a reflection of a general slow down in the national economy following the initial wave of the Global Financial Crisis. Since then, the economy in general has picked up which is reflected locally in improved GRP in 2011. Desired direction: Steady increase in GRP over time.

Employment containment What do we measure? The employment location of Warringah residents. Source: ABS Census Data Percentage of Warringah Residents Employed in the Local Area

On census night in 2006, 39.7% of residents worked in Warringah compared to 41.0% in 2001. Despite this small drop, employment containment in Warringah is higher than the metropolitan average. Also, it is worth noting that 51.5% of residents remain in the region for their employment ie the local government areas of Pittwater, Warringah, Manly and Mosman. Desired direction: Hold or increase containment rate to minimise transport challenges and keep our local economy diverse and vibrant. 115

Strategic Community Plan 2012

Community Sustainability Indicators

Local industry mix What do we measure? Employment change for the (SHOROC) workforce over a five year period (2001-2006). Source: ABS Census Data Change in Employment by Sector 2001-2006 (SHOROC)

2001-2006 saw growth in employment with about 1,000 more jobs. Significant growth occurred in the education and health and community sectors with a decline in manufacturing. The growth in professional jobs at the expense of low skilled jobs reflects a more qualified local workforce (see indicators for educational qualifications on page 84). If the breakdown of local jobs reflects the balance of skills and qualifications in the local population, there is likely to be higher levels of employment containment and less need to travel long distances to work. Desired direction: A local labour market that matches skills and education levels.

116

Community Outcomes

OPERATIONAL PLAN: 2012-2013

Key Initiatives 2012-2013 Good Governance

• Respond to the Local Government Reform Agenda • Host the Warringah Business Expo • Establish a program to revitalise business in Dee Why - Renew Dee Why

Ongoing Programs Corporate Support

• 33 tenders issued with a total contract value of $18m • 127 request for quotations issued with a total contract value of $8.74m

Cultural Services

• Delivery of the three-day community festival, the Beachley Classic Weekend featuring outdoor cinema, surf and lifestyle markets and the classic food and wine fair

Development Assessment • 2,439 development applications received • 2,482 development applications determined

117

Strategic Community Plan 2012

goal and strategY

The Goal

4.2 Balancing the economic benefits of visitors and the impact on local resources and the community. The Strategies 4.2.1 Manage the impact of visitors to Warringah to balance the effect on the residentsâ&#x20AC;&#x2122; lifestyles and economic development.

We have identified one indicator to measure progress against this goal. â&#x20AC;˘ Managing the impact of visitors to the area

118

Community Outcomes

COMMUNITY SUSTAINABILITY INDICATORS

Managing the impact of visitors What do we measure? Mean satisfaction score (out of 10) recorded by residents in the Annual Community Survey when asked how well Council manages the impact of visitors to the area. Source: Annual Community Survey Managing the impact of Vistors to the area

Residentsâ&#x20AC;&#x2122; satisfaction levels with Councilâ&#x20AC;&#x2122;s performance in this area have remained fairly stable over the last five years, although a higher overall score would be preferred. Desired direction: General increase in satisfaction over time.

119

Strategic Community Plan 2012

OPERATIONAL PLAN: 2012-2013

Key Initiatives 2012-2013 Cultural Services

• Deliver a program of events

Natural Environment

• Coastal Zone Management Plan

Parks, Reserves and Foreshores Good Governance

• Review the Coastal Lands Plan of Management • Host the Warringah Business Expo • Establish a program to revitalise business in Dee Why - Renew Dee Why

Ongoing Programs Cultural Services

• Delivery of the three day community festival, the Beachley Classic Weekend featuring outdoor cinema, surf and lifestyle markets and the classic food and wine fair

Parks, Reserves and Foreshores

• Manage 14km of beach and shoreline assets • Five ocean rockpools cleaned and maintained on a weekly basis in summer and fortnightly in winter

Capital Works 2012-2013 Community and Safety

Replacement of beach services equipment

$55,000

Corporate Support

Dee Why Town Centre parking and community facility - design and construction

$530,038

Collaroy Accessible Precinct - public amenities upgrades

$1,119,961

Natural Environment

Dee Why CBD - stage 2A construction

$386,055

Parks, Reserves and Foreshores

Sports clubs capital assistance grants

$333,578

Collaroy Accessibility Precinct - playground and reserve improvements

$560,475

Queenscliff rockpool - upgrade

$295,227

Freshwater rockpool - upgrade

$815,556

North Narrabeen - landscape masterplan development and implementation

$60,000

Dee Why beach - foreshore renewal

$47,953

Freshwater Village shade structure

$119,000

Collaroy Accessibility Precinct - streetscape improvements

$1,167,933

Roads, Traffic and Waste

120

Community Outcomes

‘Starting Block’ Oil on board Cindy Goode Milman

121

Strategic Community Plan 2012

goal and strategy

The Goal

4.3 Well managed business infrastructure to support a thriving local economy. The Strategies 4.3.1 Ensure the supply and cost of utilities and services meets the commercial, industrial and retail needs of Warringah.

There is currently no indicator to measure progress against this goal.

122

Community Outcomes

OPERATIONAL PLAN: 2012-2013

Ongoing Programs Glen Street Theatre

â&#x20AC;˘ Nine community hirers and two commercial hirers using the theatre for their own work and productions

123

Strategic Community Plan 2012

An innovative and effective organisation with strong leadership.

124

Community Outcomes

Key Contributors Advocate

Funder

Service Provider

Regulator

Partner

Warringah Council

•

Local Government and Shires Association

•

• •

Division of Local Government

•

SHOROC

•

Other professional associations (LGMA etc)

•

• 125

Strategic Community Plan 2012

goal and strategies

The Goal

5.1 An effective and efficient organisation. The Strategies 5.1.1 Ensure long term financial sustainability through effective short and long term financial management. 5.1.2 Improve communication with the community and increase awareness and understanding of Council’s decisions. 5.1.3 Attract, develop and retain highly skilled staff who enjoy a safe work environment.

Strategic Performance Measures • Community’s overall satisfaction with Council’s performance • Overall staff satisfaction and wellbeing • Staff training • Occupational health and safety • Overall budget performance • Scheduled capital works completed • Scheduled projects completed The first two measures are survey data provided by external consultants. Data for the other five measures is generated by Council.

126

Community Outcomes

Strategic performance measures

Community’s overall satisfaction with Council’s performance What do we measure? The proportion of residents satisfied with Council’s overall performance as expressed in the annual Community Survey. Source: Annual Community Survey Proportion of Residents Satisfied with Council’s Overall Performance

127

Strategic Community Plan 2012

Strategic performance measures

Overall staff satisfaction and wellbeing What do we measure? Mean averaged score out of seven provided by staff when asked about their feelings of satisfaction and well being. Source: Employee Opinion Surveys (2008, 2010). Staff Satisfaction Score (out of 7)

High overall satisfaction is a positive indicator of employee commitment to the organisation, pride in the organisation, and desire to remain in the organisation. Our staff rated us at 4.86 out of 7 in 2008 which was the third highest rating of 12 comparable councils that also completed the survey. In 2010 this score had dropped to 4.59 with areas for improvement identified as leadership and investing in people. A long term program of staff consultation has been established to improve the organisation in respect of these matters. Desired direction: Maintain high level of staff satisfaction.

128

Community Outcomes

Strategic performance measures

Staff training What do we measure? Expenditure on external training per equivalent full time employee and internal training hours per equivalent full time employee. Source: Warringah Council Staff Training

Expenditure on external training and the number of internal training hours were significantly higher in 2007-2009 due to the roll out of training for newly implemented information systems in finance, property and rating and records. Expenditure and invested time was scaled back in 2009-2010 through a more strategic approach to organisational and individual learning, targeting key organisational skills and a more rigorous focus on value for money. These figures then increased again in 2010-2011 to refresh skills and further develop staff soft skills. We invested $737 per employee (equivalent full time) on external training in 2010-2011, an increase of 58% compared to 2009-2010. The number of internal training hours also increased from 11.7 hours to 16 hours, an increase of 37%. We expect continuing increases in training to be repeated in coming years with increased refreshers and improved long term planning for training. Desired direction: Maintain commitment to external and internal training of staff.

129

Strategic Community Plan 2012

Strategic performance measures

Workplace health and safety (OHS) What do we measure? Lost time owing to injuries or disease. This is expressed as a percentage of the total work time of all employees. Source: Warringah Council Percentage of Lost Time injuries per Total Employees

Although Council continuously seeks to improve safe working conditions and procedures, 2.44% of time was lost to injuries and disease in 2010-2011 which is above the five-year average of 1.8%. Desired direction: The Triple Zero, ie zero incidents, zero accidents and zero lost time due to workplace injuries and disease.

130

Community Outcomes

Strategic performance measures

Overall budget performance What do we measure? Comparison of the budgeted and actual operating result for the year before capital grants and contributions. Source: Warringah Council Operational Result Before Capital Grants and Contributions

The net operating surplus before capital grants and contributions was $2.27million at the end of the 2010-2011 financial year compared to an original budget position of $0.07million. This positive variance was due to a number of factors including higher investment returns and lower employment costs owing to unfilled vacancies. Desired direction: Actual figure to be within 10% bandwidth of budget.

Scheduled capital works completed What do we measure? Percentage of capital works at 90% or more of their progress target by the end of the financial year. Source: Warringah Council Progress of Scheduled Capital Works

84% of works were completed or on schedule by the end of the 2010-2011 financial year, with the remainder scheduled to be completed during 2011-2012. Reasons for delays included grant funding not being available, requirement for additional consultation with affected stakeholders, technical issues and weather delays. Desired direction: At least 85% of capital works at 90% or more of the progress target for the financial year. 131

Strategic Community Plan 2012

Strategic performance measures

Scheduled operational projects completed What do we measure? Percentage of key initiatives at 90% or more of their progress target by the end of the financial year. Source: Warringah Council Progress of Scheduled Key Initiatives

Performance to the end of the 2010-2011 financial year was an improvement on the previous year as more projects were completed or on schedule. Desired direction: At least 85% of projects at 90% or more of the progress target for the financial year.

132

Community Outcomes

OPERATIONAL PLAN: 2012-2013

Key Initiatives 2012-2013 Corporate Support

• Review ratings structure based on new land valuations • Undertake an employee opinion survey of Council staff • Support a 'Triple 0' policy on workplace accidents/incidents/injuries • Implement the Enterprise Risk Management Program • Implement and manage the Business Continuity Program

Information and Libraries • Introduce online booking to library programs • Introduce mobile phone access to the library website/catalogue • Introduction and rollout of radio frequency identification of library books and resources

Natural Environment

• Stormwater Asset Management Plan

Ongoing Programs Corporate Support

• $2,678,093 spent on reactive maintenance and $1,210,939 spent on planned operations and maintenance to buildings • 301 training sessions catering for 2,327 staff attendances

Capital Works 2012-2013 Corporate Support

Heavy plant replacement program

$400,000

Light plant replacement program

$1,600,000

Civic Centre - upgrade to Customer Service Centre

$318,023

133

Strategic Community Plan 2012

goal and strategies

The Goal

5.2 An innovative and progressive organisation. The Strategies 5.2.1 Be a value driven organisation. 5.2.2 Delivering timely services based on community needs. 5.2.3 Demonstrate effective civic leadership and advocacy at both local and regional level. 5.2.4 Manage risks appropriately to sustain and enhance service delivery while ensuring organisational and community wellbeing. 5.2.5 Continued focus on Business Excellence, including ongoing improvement of systems and processes to provide efficient and value add services to the community. 5.2.6 Set in place strategies and policies aiming to reduce as much as possible carbon emissions and resource consumption and minimise the overall ecological footprint of council operations.

Strategic Performance Measures • Renewable energy usage • Corporate environmental sustainability • Asset renewal ratio • Service reviews conducted

134

Community Outcomes

Strategic performance measures

Renewable energy usage What do we measure? Although we cannot yet measure the renewable energy usage for the entire population, we do know the percentage that Council purchases through GreenPower (in GigaJoules). Source: Planet Footprint Operational Result Before Capital Grants and Contributions

Warringah Council first started buying renewable energy in the last quarter of the 2007-2008 financial year. The percentage of GreenPower has been steadily growing and now accounts for about 8% of all energy used by Council (including street lighting, Council office buildings, Warringah Aquatic Centre and all other Council facilities). Desired direction: Increase the percentage of renewable energy usage.

Corporate environmental sustainability What do we measure? Water and energy consumption for all Council operations (excluding street lighting) per employee. Source: Energy Australia, Sydney Water Councilâ&#x20AC;&#x2122;s Water and Energy Use Per Employee

These indicators include energy and water usage for all Council operations such as Warringah Aquatic Centre, libraries and community centres with the exception of street lighting. Since 2008-2009 energy consumption at Council facilities has been declining, largely as a result of energy saving actions including refurbishment of buildings and a greater focus on demand management. This trend is expected to continue. However, since 2008-2009 mains water consumption has increased, primarily from our parks and reserves facilities. Some of the increase can be attributed to a switch from bore to mains water at some sites, ground renovation works as well as leaks and faulty equipment. Desired direction: Decrease the consumption per employee. 135

Strategic Community Plan 2012

Strategic performance measures

Service reviews conducted What do we measure? Reviews undertaken of Council services during the financial year. Source: Warringah Council Service Reviews Completed

There were eight service reviews conducted over the financial year 2010-2011. All of these resulted in either minor or major changes to the services concerned. Desired direction: Ongoing program of service review reflecting Councilâ&#x20AC;&#x2122;s commitment to Business Excellence. 136

Community Outcomes

OPERATIONAL PLAN: 2012-2013

Key Initiatives 2012-2013 Corporate Support

• Document Council's core business processes, in line with the principles of Business Excellence • Increase the range of self-help services available online • Redesign Council's website

Glen Street Theatre

• Develop design and concept plans for Glen Street Theatre

Information and Libraries • Introduction of e-books to the collection • Introduction of online booking to library programs • Introduction of mobile phone access to the library website/catalogue • Introduction and rollout of radio frequency identification of library books and resources

Ongoing Programs Corporate Support

• 84% of all paper consumed by Council was recycled paper

Information and Libraries • Access to 30,000 journals, over 500 newspapers, encyclopaedias and e-books and audio books online through the free data bases

Capital Works 2012-2013 Corporate Support

Glen Street Theatre Warringah Aquatic Centre

IT infrastructure - new works

$352,500

IT software - new works

$20,000

IT infrastructure - renewals

$518,702

IT software - renewals

$500,000

Network wiring

$79,000

Concept plans - design

$150,000

Conceptual design for revitalising Warringah Aquatic Centre

$300,000

137

Strategic Community Plan 2012

OVERVIEW

138

Resourcing Strategy

Looks at resources needed to get the job done.

Resourcing Strategy Financial planning Workforce planning Asset Management planning Risk Management

141 184 192 196

â&#x20AC;&#x2DC;Manly Coveâ&#x20AC;&#x2122; Acrylic on canvas Duncan Staples

139

Strategic Community Plan 2012

The Resourcing Strategy provides the link between our Community Outcomes and Councilâ&#x20AC;&#x2122;s Delivery Program and Operational Plan. It explains how the organisation will meet its obligations now and in the future, taking into account our workforce, our finances and our assets. The Resourcing Strategy enables us to deliver our services to the community in the most sustainable way. In this section you will find chapters on our financial planning (including the budgets for 2012-2013 and 2012-2016, and a ten-year outlook to 2022), our workforce planning, asset management planning and risk management.

140

Resourcing Strategy

FINANCIAL PLANNING

Financial planning While planning for the Financial Year 2012-2013 and beyond, we have made the best possible assumptions about factors outside of our control such as inflation, wage increases and rate capping. In other words, our current budget and long term outlook is based on the most likely scenarios. To illustrate how further negative movements in these factors could affect our budgets in coming years, we have included a sensitivity analysis on pages 164 to 165 We recognise industry leaders have sound financial policies for responsible resource planning, rating, debt, infrastructure and service delivery strategies. Likewise, our budget and financial forecasts have been prepared in accordance with Council’s Financial Planning Policy adopted in 2007. It provides a strategic framework for prudent management of our finances that facilitates public scrutiny of performance and represents leading financial planning practice. This policy is detailed on page 180.

Revenue forecasts

Fees and charges Many of the services provided by Council are offered on a user pays basis. In preparing the Long Term Financial Plan Council has considered possible future income from fees and charges, including opportunities to reduce reliance on other forms of income. Grants and subsidies Council receives an annual Financial Assistance Grant allocation from the Commonwealth and also receives other grants for specific programs. In preparing the Long Term Financial Plan Council has assumed that it will continue to receive grants. Should these grants and subsidies be reduced, Council’s ability to provide the same level of service will be impacted. Borrowings No borrowings are proposed over the next four years. Council will continue to review the need to borrow for major infrastructure projects. Spreading these costs over a number of years facilitates inter-generational equity and smoothes out long term expenditure peaks and troughs.

In determining the likely revenue that will be available to meet the community’s long-term objectives, we have considered the following: Capacity for rating As this is a major component of Council’s revenue base, the planning process will continue to include an assessment of the community’s capacity and willingness to pay rates and whether there is potential for changes to the rate yield. In making that judgement, Council will review the potential to reduce the reliance on rates through: • Increased revenues from other sources • The projected impact of the rate peg, • Changes in rating revenues from changing demographics and industry makeup,

• Opportunities for a special variation to general income and • Any need to increase the reliance on rating due to a reduction of revenues from other sources such as a decline in grants and subsidies. 141

Strategic Community Plan 2012

FINANCIAL Planning

Expenditure forecasts

Performance monitoring

In developing its expenditure forecasts Council has not only considered new expenditure items, but also Councilâ&#x20AC;&#x2122;s ongoing commitments. This has included costs for capital and recurrent expenditures such as maintenance costs and capital renewals for infrastructure assets and appropriate phasing of when the costs are expected to be incurred including expenditure for planning, construction, implementation and ongoing maintenance.

Council does not only monitor its performance against the Long Term Financial Plan and the annual budget, but has also developed measures to assess its long term financial sustainability. We use financial health check performance indicators including the unrestricted current ratio, operating result, debt service ratio and capital renewal ratio. The statement of performance measures is in accordance with Note 13 â&#x20AC;&#x201C; Statement of Performance Measures of the current Local Government Code of Accounting Practice.

Financial modelling The development process for the Long Term Financial Plan has included financial modelling taking account of different scenarios. The particular difficulties confronting Council have been presented in the sensitivity analysis.

142

Resourcing Strategy

‘Still Life, Howard Ave, Dee Why’ Acrylic on canvas Di Packham

143

Strategic Community Plan 2012

BUDGET 2012-2013: OPERATIONAL PLAN

Budget 2012-2013: Operational Plan The 2012-2013 budget includes total expenditure of $170 million. It shows our financial position is sound with a projected surplus before capital grants and contributions of $4.286 million.

Budget 2012-2013 The 2012-2013 budget projects total expenditure of $170 million, including a capital works program of $28.6 million. It shows that our financial position is sound, with a projected surplus before capital grants and contributions of $4.286 million. Council has continued to pursue operational efficiencies to minimally impact on existing service levels or the high quality delivery of services to our community. In 2012-2013 we have identified productivity savings of $1.3 million which is reflected in employee costs and will be ongoing for future years. The budget provides for a 3.6% increase in income from rates, the maximum increase permitted by the NSW Government. The rate increase is based on the Local Government Cost Index of 3.4% reduced by 0.2% for productivity savings then increased by 0.4% for the impact of the carbon tax. As noted some $28 million will be spent this year on capital works. This includes investing $18.6 million in asset renewal to improve the overall condition of our assets, thereby reducing ongoing operational costs associated with asset repair and maintenance. The following pages contain: • Definition of funding sources available to Council to deliver its services • Funding summary 2012-2013 • Operational expenditure summary 2012-2013 (fully costed services) • Operational income and expenditure by service 2012-2013 (fully costed services) including funding sources (rates and other) • Revenue policy

144

Resourcing Strategy

Definition of funding sources Rates and annual charges Property-based tax levied on the owners of properties to fund the provision of local services. Annual charges refer to the cost of providing the domestic waste collection service which is also levied on property owners. User charges and fees Includes charges levied for the use of our facilities, assets and properties for example entrance fees for the Warringah Aquatic Centre. Interest and investment revenues Interest earned on monies invested. Other revenues Other revenues include rebates, merchandise, events, food and beverage sales, sponsorships and sundry income. Grants and contributions â&#x20AC;&#x201C; operational purpose Monies received from state, federal and community sources for the purpose of funding ongoing programs and positions within the organisation such as part funding received from the Department of Transport for the Road Safety Officerâ&#x20AC;&#x2122;s position. Grants and contributions capital â&#x20AC;&#x201C; capital purpose Monies received from state, federal and community sources to fund capital works. Also includes developer contributions. Gains on disposal of assets Income from disposal of assets such as land, vehicles, plant and equipment.

145

Strategic Community Plan 2012

BUDGET 2012-2013: OPERATIONAL PLAN

Funding summary 2012-2013

146

Resourcing Strategy

Operational expenditure summary by service 2012-2013

Funding source of operational expenditure by service 2012-2013 40 35 30 25 20 15 10 5 0

147

Strategic Community Plan 2012

BUDGET 2012-2013: OPERATIONAL PLAN

Revenue Policy Rating structure The total income that can be raised from levying rates on property is capped by the State Government via the Independent Pricing and Regulatory Tribunal which has determined that NSW councils may increase general income from rates by a maximum of 3.6% in 2012-2013 which includes 0.4% for the impact of the Carbon Tax on Councilsâ&#x20AC;&#x2122; expenditure. The current rate structure will be maintained, rate assessments will be based entirely upon property valuations (ad valorem) but with minimum rates applying where appropriate.

Rate Type

Category

Ordinary

For rating purposes, land in Warringah is categorised as residential or business. The business category has a further sub-category â&#x20AC;&#x201C; Warringah Mall Regional Shopping Centre Sub-Category. Properties covered by the Warringah Mall Regional Shopping Centre SubCategory are shown in the map at Appendix 1. The ad valorem rate, the minimum rate and anticipated revenue for residential, business and business subcategories are as follows:

Ad Valorem

Minimum Rate

Yield

Residential

0.195171

767.09

$57,402,084.28

Ordinary

Business

0.530551

984.84

$13,349,013.58

Ordinary

Business - Warringah Mall

0.946513

N/A

$642,445.70 $71,393,543.56

148

Resourcing Strategy

Domestic waste management service (DWMS) The domestic waste management service is provided on a full cost recovery basis. The charge is based on residentsâ&#x20AC;&#x2122; choice of either an 80 litre or a 120 litre garbage bin. Households requiring a bigger bin for general waste are charged extra. The charges for 2012-2013 are as follows: Charge/Fee DWMS

2012 - 2013

Revenue

$72.00

$40,824

Per 80 litre bin (first or additional) - includes availability charge

$293.00

$10,357,550

Per 120 litre bin (first or additional) - includes availability charge

$437.00

$8,895,572

Availability charges - vacant land

Service increase fee - applies when delivering a larger capacity or additional bin, compared to base 80 litre service, or existing service level

$25.00

Supply of additional vegetation bin

$85.00

Total Yield

$29,750 $19,323,696

The domestic waste management charge increase reflects the cost of the service as well as providing future funds for new residential bins and the additional cost of disposing waste when the Belrose landfill closes.

Interest charges Interest charges on unpaid rates and charges will accrue on a daily basis at the rate advised in accordance with Section 566 of the Local Government Act 1993.

Pensioner subsidy Pensioners who hold a Pensioner Concession Card and own and occupy rateable property in Warringah receive a mandatory rebate on rates and domestic waste management up to a maximum of $250. The rebate for rates totals $1,460,000 and for domestic waste management totals $415,000. The State Government funds 55% of the total mandatory rebate.

Schedule of Fees and Charges 2012-2013 The Schedule of Fees and Charges 2012-2013 is published in a separate booklet. Fees and charges relate mainly to the recovery of service delivery costs through charging fees to users. These include use of leisure, entertainment and other community facilities and the provision of human services such as long day care, vacation care and family day care. In setting the budget, the key principle for determining the level of user charges has been to ensure that increases relate directly to the costs incurred in providing the service.

We also grant an additional voluntary rebate of $36 for waste management for eligible pensioners and $150 on rates to eligible pensioners under accepted male retirement age, and certain classes of pensioners who have reached the accepted male retirement age. The voluntary rebate for rates totals $130,000 and for domestic waste management totals $270,000.

Underlying these is Councilâ&#x20AC;&#x2122;s Pricing Policy in relation to fees and charges (see pages 181 to 182). The Policy seeks to ensure Council recovers its costs in delivering a service, while also allowing for fees and charges to be discounted where appropriate in recognition of Councilâ&#x20AC;&#x2122;s community service obligations.

149

Strategic Community Plan 2012

BUDGET 2012-2013: OPERATIONAL PLAN

Works on private land We may carry out work on private land, either on request or agreement with the owner of the land, or under relevant legislation. The amount or rate to be charged will be the appropriate commercial rate – the actual cost of the works and standard oncosts to provide full cost recovery plus a return to Council. Borrowings No borrowings are planned as part of this year’s budget.

150

Section 611 Charges We have adopted charges in relation to Section 611 of the Local Government Act, 1993. Council has previously resolved as follows: ‘THAT pursuant to Sections 502 and 608-611, and subject to the right of the Council during such year to amend or vary such fees or resolve to charge and recover any additional fee following public notification for 28 days of such proposal: An annual charge under Section 611 of the Local Government Act be and is hereby adopted, made and levied on the person for the time being in possession, occupation or enjoyment of a rail, pipe, wire, pole, cable, tunnel or structure laid, erected, suspended, constructed or placed on, under or over a public place.’

Resourcing Strategy

â&#x20AC;&#x2DC;Holy Mackerelâ&#x20AC;&#x2122; Oil on linen Kristin Coburn

151

Strategic Community Plan 2012

BUDGET 2012-2016: DELIVERY PROGRAM

Budget 2012-2016 – Delivery Program The following pages contain • Consolidated Income Statement Position 2012-2016 • Consolidated Cash Flow 2012-2016 • Development Contribution Plans overview • Environmental Program • Sportsfield Program • Building and Infrastructure Renewals Program

152

Resourcing Strategy

Consolidated Income Statement 2012-2016

2011 SCP* 2011-2012 Year 2 SCP 2012-2013 2013-2014 2014-2015 2015-2016 Budget 2012-2013 $'000 $'000 $'000 $'000 $'000 $'000

82,872 37,293 4,687 7,998 7,139 3,861 160 144,010

86,084 37,690 4,065 8,238 8,074 4,077 165 148,393

88,529 38,643 3,822 8,536 7,242 4,785 185 151,741

92,081 39,802 3,806 8,792 7,532 4,888 190 157,090

104,335 41,137 3,480 9,020 7,727 5,002 195 170,896

107,274 46,951 3,294 9,246 7,921 4,965 200 179,851

(57,497) (305) (50,890) (13,889) (15,642) (601) (138,825)

(58,366) (322) (52,287) (14,306) (16,142) (619) (142,042)

(56,221) (309) (53,464) (14,393) (17,590) (693) (0) (142,669)

(58,183) (302) (55,389) (15,044) (18,114) (713) (147,746)

(60,213) (296) (67,402) (15,622) (18,619) (732) (0) 0 (162,883)

(62,456) (290) (69,413) (16,013) (19,085) (750) 0 0 (168,008)

Surplus/(Deficit) from Continuing Operations

5,184

6,349

9,072

9,344

8,013

11,843

Minority Interests Surplus/(Deficit) attributable to Council

(931) 4,253

(931) 5,418

(959) 8,113

(988) 8,357

(1,013) 7,000

(1,039) 10,804

Surplus/(Deficit) before Capital Grants & Contributions

1,323

2,272

4,286

4,457

3,011

6,878

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses Loss on Disposal of Assets Share of Interest in Joint Ventures Internal Charges Overhead Allocation Total Expenses from Continuing Operations

* SCP 2011 - Shows the budget forecast figures from the strategic community plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

153

Strategic Community Plan 2012

BUDGET 2012-2016: DELIVERY PROGRAM

Consolidated Cash Flow 2012-2016

Cash & Investments at the start of the year Surplus/(Deficit) from Continuing Operations

2011-2012 $ '000

2012-2013 $ '000

2013-2014 $ '000

2014-2015 $ '000

2015-2016 $ '000

85,199

74,603

70,592

63,340

55,922

6,687

9,072

9,344

8,013

11,843

13,889 107

14,393 424

15,044 446

15,622 459

16,013 478

20,683

23,889

24,834

24,094

28,334

1,650 1,650

1,650 1,651

1,650 1,650

(30,000) (2,500) (429) (32,929)

(28,603) (575) (372) (29,551)

(32,912) (441) (384) (33,736)

(32,767) (395) (33,162)

(29,550) (405) (29,956)

74,603

70,592

63,340

55,922

55,950

Add/(Less:): Non Cash Items in Income Statement Depreciation Movement in Provisions

Inflow of Funds Proceeds from Sale of Plant & Equipment Proceeds from sale of assets classified as "held for resale" Proceeds from Borrowings and Advances

Outflow of Funds Capital Works Expenditure Repayment of Payables Repayment of Borrowings & Adances Dividend Paid to Minority Interests

Cash & Investments at the end of the year

154

Resourcing Strategy

BUDGET 2012-2016: DELIVERY PROGRAM

Section 94 Developer Contribution Plan 2001 We collect monetary contributions from developers as a condition of consent on development applications to meet demand for public amenities and public services created by new development. Authority to do this is provided by Section 94 of the Environmental Planning and Assessment Act 1979.

The 2001 Plan will receive no further contributions from developers as all consents have operated or lapsed. The timing of works in Dee Why is heavily dependent on the outcomes of current redevelopment proposals and expected works schedules. The table highlights movement over the next four years.

The Section 94 Development Contributions Plan 2001 is our former plan. It collected contributions for 12 individual funds and has been replaced by the Warringah Section 94A Development Contributions Plan.

Section 94 Developer Contribution Plan 2001 Balance as at 1 July Revenue Available Funds

2012-2013 $ 25,418,156 1,270,908 26,689,064

2013-2014 $ 24,500,857 1,225,043 25,725,900

2014-2015 $ 19,922,274 996,114 20,918,388

Brookvale Occasional Care Centre

1,552,161

Brookvale Childrens Centre (LDC)

106,008

253,956

530,038

2,800,000

3,886,080

430,000

350,000

Community Land Acquisition - Belrose Dee Why Town Centre Parking and Community Facility

2,319,670

Dee Why - Traffic Facilities and Streetscape Works Dee Why Construction - Streetscape Works

6,830,373

Dee Why Construction - Traffic Facilities Total Expenditure Balance as at 30 June

2015-2016 $ 16,682,308 834,115 17,516,423

370,000 2,188,207

5,803,626

4,236,080

7,200,373

24,500,857

19,922,274

16,682,308

10,316,050

155

Strategic Community Plan 2012

BUDGET 2012-2016: DELIVERY PROGRAM

Section 94A Developer Contribution Plan The Section 94A Development Contributions Plan was adopted on 13 June 2006 and has been effective from 17 July 2006. This plan removes restrictions on the geographical allocation of expenditure and allows

a more equitable and effective level of community facilities for residents. We are required to develop a plan allocating funds to projects before Section 94A Development Contributions monies can be spent. Four years of expenditure is shown below with a detailed program proposed for 2012-2016.

Section 94A Developer Contribution Plan Balance as at 1 July Revenue Available Funds Allenby Park track & trail upgrades Berry Reserve & Jamieson Park Upgrades Bike Plan Implementation Blackbutts Rd, Belrose Brookvale Childrens Centre (LDC) Collaroy Access Tourism Precinct Collaroy Disability Project Crown Rd, Queenscliff Dalley Street, Queenscliff Dareen St, Frenchs Forest - Traffic Calming Floodlighting Improvement - Lionel Watts Oval Floodlighting Improvement - Millers Reserve Footpath - New King St, Manly Vale Manly Dam Carpark & turning area Narrabeen Lagoon Trail New Skate facility at Terrey Hills New skate facility St Matthews Farm

156

2012-2013 $ 5,132,667 2,831,633 7,964,301

2013-2014 $ 3,512,677 2,827,884 6,340,560

2014-2015 $ 3,039,670 2,873,193 5,912,863

2015-2016 $ 3,250,977 2,951,788 6,202,765

30,000

90,000 54,943 130,000

189,128 130,000

130,000

227,974

130,000 31,500

300,020 500,000 100,000 50,000 29,000 149,000 172,917 424,698 227,974 52,453 2,526,651

Playground Improvement Program

294,462

Sportsfield Water Management Program Traffic Program Tramore Pl, Melwood Ave & Starkey St, Killarney Heights Water Management Harbord Park Water Supply Irrigation Program - Griffith Park Wombat crossing near Myoora Road Total Expenditure Balance as at 30 June

125,886

227,974 59,000 324,219 1,478,000 20,981

1,350,000 108,073 228,990

290,000

320,000

29,000 134,836 137,720 4,451,624 3,512,677

59,000 3,300,890 3,039,670

2,661,885 3,250,978

677,974 5,524,791

Resourcing Strategy

Environmental Program Each year we fund a range of operational and capital projects targeted at protecting and enhancing the natural environment. The initiatives range from delivery of community education, to works on the ground including bush regeneration and engineering works to manage stormwater. Our efforts in this area are framed by the outcomes in the Environmental Sustainability Strategy, to be adopted by June 2012.

• Hazard - flood studies, coastal emergency action planning, coastal entrance opening, fire boundary works and bush fire management • Waterways - creek restoration, lagoon and estuary management works • Sustainability - Education for Sustainability programs, Hilltop to Headland and Total Water Cycle Management programs

A breakdown of our expenditure over the next four years and a description of the work in this area is provided below:

• Stormwater - asset management, drainage and emergency stormwater works and Engineering input into development applications

• Biodiversity - bush regeneration activities, management of the Friends of the bush volunteer program, pest control and strategic biodiversity management

• Sustainable recreations - construction of the Narrabeen Lagoon multi use trail, and track and trail maintenance

Environmental Program 4 Year Plan 2012 Capital Projects - New Sustainability Stormwater Sustainable Recreation Total Capital Projects - New Capital Projects - Renewal Stormwater Total Capital Projects - Renewal

2012-2013 $

2013-2014 $

2014-2015 $

2015-2016 $

300,000 386,055 2,889,795 3,575,850

725,000 1,568,000 2,293,000

725,000 1,350,000 2,075,000

725,000 725,000

600,000 600,000

3,164,925 3,164,925

1,531,250 1,531,250

1,737,500 1,737,500

1,802,976 1,191,563 804,325 975,983 1,303,954 271,581 6,350,382

1,812,976 1,076,835 681,325 972,983 1,321,953 150,081 6,016,153

1,742,976 1,017,575 761,325 1,049,983 1,243,953 150,081 5,965,893

1,742,976 1,000,575 681,325 883,983 1,243,953 150,081 5,702,893

10,526,232

11,474,078

9,572,143

8,165,393

Operational Biodiversity Hazards Waterways Sustainability Stormwater Sustainable Recreation Total Operational Total Environmental Program

157

Strategic Community Plan 2012

BUDGET 2012-2016: DELIVERY PROGRAM

Sportsfield Program We provide over 80% of sportsfields for the northern beaches encompassing a regional sporting facility Brookvale Oval, 127 individual sports fields, 88 netball and basketball courts and associated infrastructure. Asset management plans guide the way we plan and maintain these assets so they are safe, accessible and deliver appropriate level of service to the users. A breakdown of our expenditure over the next four years and a description of the categories of expenditure are below: • Sportsfield renewal – improving the playing surface by rebuilding and levelling the field • Irrigation and drainage improvements – new or renewing existing irrigation, drainage and environmental safeguards • Floodlighting improvements – upgrading lighting to Australian Standards for competition

158

• Buildings renewals – upgrading public toilets, sporting clubs, change rooms and storage sheds • Sporting group capital grants – matching grants for sporting clubs to improve sporting infrastructure • Sportsfield maintenance - fertilising, minor top dressing and returfing, mowing, field changeover from winter and summer seasons (goalposts and line- marking), inspection and minor repairs of assets and turf cricket wicket maintenance • Floodlighting maintenance - inspection and maintenance of flood lighting

• Sportsfield renovation - treatment to alleviate compaction, aeration of soil and major top dressing and returfing

Resourcing Strategy

Sportsfield Program 2012-2013 $

2013-2014 $

2014-2015 $

2015-2016 $

1,237,828 197,374 300,000 1,735,202

281,623 216,146 307,435 805,204

844,949 417,517 323,431 1,585,897

1,190,681 517,408 330,576 2,038,665

Irrigation and Drainage Improvement Beverly Job Park, Narraweena - water supply irrigation Griffith Park, Long Reef - water supply irrigation Sportsfield water management program

125,886

137,720 -

133,832

Harbord Park, Freshwater - water supply irrigation Total Irrigation and Drainage

125,886

134,836 134,836

137,720

133,832

Floodlighting Improvement Lionel Watts Oval, Frenchs Forest Millers Reserve, Manly Vale Cromer Park, Cromer Melwood Oval, Forestville Reub Hudson and Denzil Joyce, North Curl Curl Total Floodlighting

424,698 300,000 724,698

172,917 172,917

300,000 300,000

500,000

Sportsfield Renewal Cromer Park, Cromer Melwood Oval, Forestville Reub Hudson and Denzil Joyce, North Curl Curl Minor rectification of sportsfields - rectification sites Total Sportsfield Renewal

Buildings Renewal Sporting club buildings - renewal and Disability Descrimination Act works Sporting club buildings - renewal works Nolans Reserve - public amenities renewals Cromer Soccer Club, St Matthews Farm - public amenities renewals Killarney Heights Oval - amenity renewal Terrey Hills Rugby Club - public amenities renewal Total Buildings

197,477 400,000

204,587 266,051 -

211,952 700,000 -

219,582 -

597,477

470,638

911,952

300,000 200,000 1,219,582

Sporting Group Capital Assistance Grants

333,578

412,400

419,600

416,840

3,516,841

1,995,995

3,355,169

4,108,918

917,704

945,235

973,593

1,002,800

44,212

45,539

46,905

48,312

Sportsfield renovation Brookvale Oval Maintenance Maintenance Total

1,099,333 143,391 2,204,641

1,132,313 147,693 2,270,781

1,166,283 152,124 2,338,904

1,201,271 156,688 2,409,071

Grand Total Sportsfield Program

5,721,483

4,266,775

5,694,072

6,517,989

Total Sportsfield Program Maintenance Sportsfield maintenance Floodlighting

159

Strategic Community Plan 2012

BUDGET 2012-2016: DELIVERY PROGRAM

Asset Renewals Program A strong sustainable Council requires a robust planning process to ensure infrastructure assets are maintained and renewed in the most appropriate way on behalf of its community. Council maintains Asset Management Plans which guide the scheduling of maintenance, refurbishment, renewal and replacement of assets, when it is optimal to do so, in order to minimise asset lifecycle costs for any determined level of service. By maintaining an infrastructure renewal ratio, which is a measure of the amounts of funds spent on renewing

160

assets relative to depreciation consistently greater than or equal to 1.0, indicates Council is replacing or renewing its assets at the same rate that its overall stock of assets is wearing out for the period. Councilâ&#x20AC;&#x2122;s Infrastructure Renewal ratio is detailed on Page 179. The next table highlights the Buildings and Infrastructure Renewals Program over the next four years:

Resourcing Strategy

Asset Renewals 2012-2013 $

2013-2014 $

2014-2015 $

2015-2016 $

135,000 1,017,330 350,000 1,218,736 110,000 1,697,680 318,547 1,317,438 636,112 2,766,308

140,000 1,207,564 365,000 614,713 115,000 609,782 211,864 204,587 1,798,119 2,803,000

140,000 1,392,206 365,000 307,195 115,000 1,219,602 173,373 865,956 964,104 2,953,000

140,000 1,065,552 365,000 300,000 115,000 592,776 68,197 496,585 705,502 3,053,000

237,660 417,933 387,975 754,991

236,391 370,000 285,000

141,301 365,000

446,388 285,000

11,365,710

8,961,020

9,001,737

7,632,999

1,025,000

2,440,000

1,975,000

375,000

Other Renewals Beach Services Equipment Information Technology Library Books Plant - Heavy Plant - Light

55,000 1,018,702 524,400 400,000 1,600,000

65,000 1,643,420 524,400 600,000 1,600,000

75,000 900,000 524,400 680,000 1,600,000

85,000 570,000 524,400 759,000 1,700,000

3. Total Other Renewals

3,598,102

4,432,820

3,779,400

3,638,400

15,988,812

15,833,840

14,756,137

11,646,399

2,632,679 600,000

1,275,842 3,164,925

2,797,849 1,531,250

3,558,246 1,737,500

19,221,491

20,274,606

19,085,236

16,942,146

Building and Infrastructure Renewals Car Parks Community Buildings Footpaths Foreshores Kerb & Guttering Operational Facilities Parks Public Amenities Reserves Roads Surf Clubs Town Centres Traffic Facilities Other (Bus Stops, Glen Street Theatre, WAC, Retaining Walls) 1. Total Building & Infrastructure Renewals 2. Kimbriki

Sub Total Infrastructure Works included in Sportsfield Program Infrastructure Works included in Environmental Program Total Asset Renewals

161

Strategic Community Plan 2012

BUDGET 2012-2022: LONG TERM FINANCIAL PLAN

Budget 2012-2022: Long Term Financial Plan Financial sustainability requires careful planning and consideration. We use a ten-year financial forecast (income, balance sheet and cash flow statements) to help us determine the future impact of revenue, operational costs and capital expenditure.

Budget 2012-2022 We take into account a range of economic factors likely to affect our performance and finances and also make assumptions about how levels of service delivery to the community may change over time. The Long Term Financial Plan is important because it: • Reflects our future financial position based on delivering service levels defined in the Strategic Community Plan • Allows the costs of long term strategic decisions to be quantified and debated • Assesses the financial sustainability of service levels • Determines the risk of future strategic directions • Allows scenario testing of different policies and service levels • Enables testing of sensitivity and robustness of key assumptions The Long Term Financial Plan is an extension of the four-year plan on the previous pages. It shows a surplus before capital grants and contributions over the next ten years. The Long Term Financial Plan has been developed based on: • Fully funding the infrastructure renewal program • No new loan borrowings • Additional maintenance costs and increased depreciation as a result of major facilities upgrades

Planning assumptions In preparing this Resourcing Strategy and Budget, consideration was given to a range of economic and political factors that affect our finances and in turn our capability to maintain existing levels of service and long term financial sustainability. Based on reputable sources such as Access Economics, we have made the following assumptions while putting together this year’s budget and long term financial outlook: • Between 2013 and 2016 the Consumer Price Index (CPI) for goods and services is forecasted to be 3%, 2.6%, 2.5% and 2.7% respectively

162

Resourcing Strategy

• Rate capping will continue to limit our ability to raise necessary income to maintain levels of service to the community. The 2012- 2013 increase is capped at 3.6%, with increases over the following three years assumed to be 3%, 2.6% and 2.5% respectively. The State Government is currently limiting rate increases, effectively decreasing relative rate levels while there is also no significant additional funding being provided by the State and Federal Government to support ongoing service delivery • Interest and investment revenues are forecast at 5% per annum for 2012-2013 and each year thereafter • Wages comprise approximately 39.4% of our operating costs (excluding capital works) from year to year. Wages are expected to grow by 3.25% in 2012-2013 after taking into account of productivity savings of 0.2% per annum. This is anticipated to increase to 3.5% per annum in 2013-2014 and 2014- 2015 and to 3.75% in 2015-2016. This takes account of the Australian Government’s proposed increase to the Superannuation Guarantee Levy

• Materials and contracts and other expenses which represent the principal costs used to deliver services to the community are forecast to increase in line with the Consumer Price Index. While the rate of growth projected is uneven it is forecasted to average 2.78% per annum • No loan borrowings • The NSW Grants Commission will continue to prepay the first quarterly instalment of each year’s Financial Assistance Grant in the last quarter of the financial year prior to which it relates • An increase in income over and above existing revenue streams in 2015-2016 which would equate to an additional increase of 6.5% per annum in annual rates over and above the rate cap in this year. See graph below • An increase in the domestic waste management charge of $190 per annum in 2014-2015 to cover anticipated collection and disposal cost increases and new bin system rollout associated with the closure of the Belrose landfill site.

Additional income The chart shows the impact of not receiving additional income over and above existing revenue streams in 2015-2016. The increase in income is the equivalent of an additional 6.5% per year in annual rates over and above the rate cap in this year.

Surplus/(Deficit) before Capital Grants and Contributions

2012/13

2013/14

20114/15

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

163

Strategic Community Plan 2012

BUDGET 2012-2022: LONG TERM FINANCIAL PLAN

Sensitivity analysis and long term budget scenarios Although the assumptions listed previously on pages 162 to 163 are our current informed estimate based on a range of reliable sources, long term financial plans are inherently uncertain. They contain a wide range of assumptions, including assumptions about interest rates and the potential effect of inflation on revenues and expenditures which are largely outside our control.

Developing our Long Term Financial Plan has included financial modelling taking into account different scenarios as our ability to maintain an operating surplus and avoid deficit depends on it. A few scenarios are outlined on the following pages showing the impact on our finances if trends worsen.

Rates Rates comprise 58.3% of our total income. Rates are capped by the State Government and we can only increase rates if we apply for a special increase. If rates are held 0.5% pa below the Consumer Price Index the budget will fall into deficit for the years 2020-2022.

This assumes additional income over and above existing revenues streams in 2015-2016 which would equate to an additional 6.5% per annum in annual rates over and above the rate cap for this year.

Surplus/(Deficit) before Capital Grants and Contributions

2012/13

2013/14

20114/15

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

2020/21

2021/22

Employee costs Salary growth is largely subject to the NSW Local Government Award. The current Award includes an increase of 3.25% before step increases. However, if the Award increase is 3.75% pa the budget will move into deficit in 2020-2021.

Surplus/(Deficit) before Capital Grants and Contributions

164

2012/13

2013/14

20114/15

2015/16

2016/17

2017/18

2018/19

2019/20

Resourcing Strategy

Materials, contracts and other expenses While our budget shows we are in a good financial position, fluctuating market conditions could affect the price of certain materials and contracts. The chart shows the impact of a 0.5% pa increase in material, contracts and other expenses above the Consumer Price Index.

Significant increases are possible e.g. electricity costs. Additional income forecast for 2015-2016 increase the budget surplus, however, this is eroded over time as costs rise faster than income.

Surplus/(Deficit) before Capital Grants and Contributions

2012/13

2013/14

20114/15

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

Combined impact The chart to your left shows the combined impact of factors discussed above and would see the budget in a deficit position in 2017-2018.

Surplus/(Deficit) before Capital Grants and Contributions

2012/13

2013/14

20114/15

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

2021/22

165

Strategic Community Plan 2012

BUDGET 2012-2022: LONG TERM FINANCIAL PLAN

On the following pages you will find financial information for the period 2012-2022 which includes: • Income Statement • Balance Sheet • Cash Flow Statement • Simplified Cash Flow Statement • Capital Budget Statement • Cash and Investment Statement • Financial Performance and Sustainability

We have included a Cash and Investment Statement and Capital Budget Statement to show clearly the movement of funds over the years, the source of funds for capital works projects and any restrictions against projected cash and investments. The four Key Financial Indicators listed on pages 178 to 179 under Financial Performance and Sustainability demonstrate that the community’s funds are being prudently managed. These measures have been prepared in accordance with the Local Government Financial Health Check, an industry accepted benchmark.

• Statement of Borrowings Ten Year Financial Plan - Income Statement

Income from Continuing Operations Rates & Annual Charges User Charges & Fees Interest & Investment Revenues Other Revenues Grants & Contributions - Operating Purposes Grants & Contributions - Capital Purposes Gains on Disposal of Assets Share of interests in Joint Venture using Equity Method Total Income from Continuing Operations Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses Loss on Disposal of Assets Share of interests in Joint Venture using Equity Method Total Expenses from Continuing Operations Surplus/(Deficit) from Continuing Operations Minority Interests Surplus/(Deficit) attributable to Council Surplus/(Deficit) before Capital Grants & Contributions

2011 SCP* 2011-2012

2012-2013

2013-2014

$ '000

82,872 37,293 4,687 7,998 7,139 3,861 160 144,010 (57,497) (306) (50,890) (13,889) (15,642) (601) (138,826) 5,184 (931) 4,253 1,323

86,084 38,411 4,065 8,238 7,353 4,077 165 148,393 (58,366) (322) (52,287) (14,306) (16,143) (619) (142,044) 6,349 (931) 5,418 2,272

88,529 38,643 3,822 8,536 7,242 4,785 185 151,741 (56,221) (309) (53,464) (14,393) (17,590) (693) (142,669) 9,072 (959) 8,113 4,286

92,081 39,802 3,806 8,792 7,532 4,888 190 157,090 (58,183) (302) (55,389) (15,044) (18,114) (713) (147,746) 9,344 (988) 8,357 4,457

* SCP 2011 - Shows the budget forecast figures from the strategic community plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes. 166

Resourcing Strategy

2014-2015

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

$ '000

104,335 41,137 3,480 9,020 7,727 5,002 195 170,896 (60,213) (296) (67,402) (15,622) (18,619) (732) (162,883) 8,013 (1,013) 7,000 3,011

107,274 46,951 3,294 9,246 7,921 4,965 200 179,851 (62,456) (290) (69,413) (16,013) (19,085) (750) (168,008) 11,843 (1,039) 10,804 6,878

110,170 48,219 3,302 9,495 8,135 5,105 206 184,633 (64,783) (308) (71,367) (16,445) (19,600) (770) (173,273) 11,359 (1,067) 10,293 6,254

113,145 49,521 3,311 9,752 8,354 5,250 211 189,544 (67,194) (326) (73,184) (16,889) (20,129) (791) (178,514) 11,030 (1,096) 9,935 5,780

115,747 50,660 3,416 9,976 8,546 5,387 216 193,948 (69,693) (346) (74,917) (17,277) (20,592) (809) (183,636) 10,312 (1,121) 9,191 4,925

118,409 51,825 3,690 10,206 8,743 5,527 221 198,621 (72,284) (367) (76,561) (17,675) (21,066) (828) (188,780) 9,840 (1,147) 8,694 4,313

121,606 53,224 3,938 10,481 8,979 5,684 227 204,139 (74,970) (389) (78,708) (18,152) (21,635) (850) (194,704) 9,436 (1,177) 8,258 3,752

124,890 54,661 4,171 10,764 9,221 5,845 233 209,786 (77,407) (412) (80,753) (18,642) (22,219) (873) (200,306) 9,480 (1,209) 8,271 3,635

167

Strategic Community Plan 2012

BUDGET 2012-2022: LONG TERM FINANCIAL PLAN

Ten Year Financial Plan - Balance Sheet 2011-2012

2012-2013

2013-2014

2014-2015

$ '000

17,670 53,011 7,500 90 862 2,944 82,078

17,168 51,503 7,500 90 862 2,944 80,067

15,355 46,064 7,500 90 862 2,944 72,815

13,500 40,500 7,500 90 862 2,944 65,397

Non-Current Assets Investments Receivables Inventories Infrastructure, Property, Plant & Equipment Investments Accounted for using the equity method Investment Property Intangible Total Non-Current Assets

3,921 497 2,384,077 700 2,100 1,270 2,392,565

1,921 497 2,396,637 700 2,100 1,270 2,403,125

1,921 497 2,412,855 700 2,100 1,270 2,419,343

1,921 497 2,428,350 700 2,100 1,270 2,434,838

TOTAL ASSETS

2,474,643

2,483,192

2,492,158

2,500,235

13,044 575 10,996 24,615

13,044 220 11,130 24,394

13,044 11,268 24,312

13,044 11,409 24,453

400 441 6,568 7,409

400 221 6,859 7,480

400 7,167 7,567

400 7,485 7,885

32,024

31,874

31,879

32,338

2,442,619

2,451,318

2,460,279

2,467,897

2,324,583 110,929 2,435,512 7,107

2,332,696 110,929 2,443,625 7,693

2,341,052 110,929 2,451,981 8,297

2,348,052 110,929 2,458,981 8,916

2,442,619

2,451,318

2,460,279

2,467,897

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

LIABILITIES Current Liabilities Payables Borrowings Provisions Total Current Liabilities Non-Current Liabilities Payables Borrowings Provisions Total Non-Current Liabilities TOTAL LIABILITIES NET ASSETS EQUITY Retained Earnings Revaluation Reserves Council Equity Interest Minority Equity Interest

TOTAL EQUITY

168

Resourcing Strategy

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

$ '000

13,507 40,522 7,500 90 862 2,944 65,425

13,495 40,486 7,500 90 862 2,944 65,377

13,502 40,507 7,500 90 862 2,944 65,405

14,926 44,777 7,500 90 862 2,944 71,099

16,196 48,587 7,500 90 862 2,944 76,178

17,329 51,988 7,500 90 862 2,944 80,714

18,433 55,299 7,500 90 862 2,944 85,127

1,921 497 2,440,238 700 2,100 1,270 2,446,726

1,921 497 2,451,735 700 2,100 1,270 2,458,223

1,921 497 2,462,841 700 2,100 1,270 2,469,329

1,921 497 2,467,569 700 2,100 1,270 2,474,057

1,921 497 2,472,456 700 2,100 1,270 2,478,944

1,921 497 2,477,509 700 2,100 1,270 2,483,997

1,921 497 2,482,746 700 2,100 1,270 2,489,234

2,512,151

2,523,601

2,534,734

2,545,156

2,555,122

2,564,711

2,574,362

13,044 11,554 24,598

13,044 11,705 24,749

13,044 11,860 24,904

13,044 12,019 25,063

13,044 12,183 25,227

13,044 12,353 25,397

13,044 12,529 25,573

400 7,818 8,218

400 8,174 8,574

400 8,548 8,948

400 8,937 9,337

400 9,348 9,748

400 9,790 10,190

400 10,256 10,656

32,816

33,323

33,853

34,400

34,975

35,587

36,228

2,479,334

2,490,278

2,500,881

2,510,755

2,520,147

2,529,124

2,538,133

2,358,856 110,929 2,469,785 9,549

2,369,149 110,929 2,480,078 10,200

2,379,083 110,929 2,490,012 10,869

2,388,275 110,929 2,499,204 11,552

2,396,969 110,929 2,507,898 12,250

2,405,227 110,929 2,516,156 12,969

2,413,497 110,929 2,524,426 13,707

2,479,334

2,490,278

2,500,881

2,510,755

2,520,147

2,529,124

2,538,133

169

Strategic Community Plan 2012

BUDGET 2012-2022: LONG TERM FINANCIAL PLAN

Ten Year Financial Plan - Cash Flow

Cash Flows from Operating Activities Receipts: Rates & Annual Charges User Charges & Fees Interest & Investment Revenues Grants & Contributions Other Payments: Employee Benefits & On-Costs Materials & Contracts Borrowing Costs Other Net Cash provided by (or used in) Operating Activities

2012-2013

2013-2014

2014-2015

$ '000

82,872 37,293 4,687 11,000 8,158

88,529 38,643 3,822 12,027 8,720

92,081 39,802 3,806 12,420 8,982

104,335 41,137 3,480 12,729 9,216

(55,887) (53,390) (306) (16,243)

(55,796) (53,464) (309) (18,282)

(57,737) (55,389) (302) (18,828)

(59,754) (67,402) (296) (19,351)

18,183

23,890

24,834

24,094

Cash Flows from Investing Activities Receipts: Sale of Investment Property Sale of Infrastructure, Property, Plant & Equipment Sale of Non-current assets classified as "held for resale" Payments: Purchase of Investment Property Purchase of Infrastructure, Property, Plant & Equipment

1,650 -

(30,000)

(28,603)

(32,912)

(32,767)

Net cash provided by (or used in) Investing Activities

(28,350)

(26,953)

(31,262)

(31,117)

Cash Flows from Financing Activities Receipts: Proceeds from Borrowings & Advances Other Financing Activity Receipts Payments: Repayment of Borrowings & Advances Repayment of Finance Lease Liabilities Other Financing Activity Payments Dividend Paid to Minority Interests

(575)

(441)

(429)

(372)

(384)

(395)

Net cash provided by (or used in) Financing Activities

(429)

(947)

(825)

(395)

(10,596)

(4,011)

(7,252)

(7,419)

85,199

74,603

70,592

63,340

74,603

70,592

63,340

55,921

Net Increase/(Decrease) in Cash & Investments plus: Cash & Investments - beginning of year

Cash & Investments - end of year

170

2011-2012

Resourcing Strategy

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

$ '000

107,274 46,951 3,294 12,886 9,446

110,170 48,219 3,302 13,240 9,701

113,145 49,521 3,311 13,604 9,963

115,747 50,660 3,416 13,933 10,192

118,409 51,825 3,690 14,270 10,426

121,606 53,224 3,938 14,663 10,708

124,890 54,661 4,171 15,066 10,997

(61,978) (69,413) (290) (19,835)

(64,276) (71,367) (308) (20,371)

(66,664) (73,184) (326) (20,921)

(69,146) (74,917) (346) (21,402)

(71,710) (76,561) (367) (21,894)

(74,358) (78,708) (389) (22,485)

(76,765) (80,753) (412) (23,092)

28,334

28,310

28,449

28,137

28,090

28,199

28,763

1,650 -

(29,550)

(29,592)

(29,644)

(23,655)

(24,212)

(24,855)

(25,529)

(27,900)

(27,942)

(27,994)

(22,005)

(22,562)

(23,205)

(23,879)

(405)

(415)

(427)

(438)

(448)

(459)

(471)

(405)

(415)

(427)

(438)

(448)

(459)

(471)

(47)

5,693

5,080

4,535

4,414

55,921

55,950

55,902

55,930

61,624

66,703

71,239

55,950

55,902

55,930

61,624

66,703

71,239

75,652

171

Strategic Community Plan 2012

BUDGET 2012-2022: LONG TERM FINANCIAL PLAN

Ten Year Financial Plan - Simplified Cash Flow 2011-2012 Cash & Investments at the start of the year Surplus/(Deficit) from Continuing Operations Add/(Less:): Non Cash Items in Income Statement Depreciation Movement in Provisions

Inflow of Funds Proceeds from Sale of Plant & Equipment Proceeds from sale of assets classified as "held for resale" Proceeds from Borrowings and Advances

Outflow of Funds Capital Works Expenditure Repayment of Payables Repayment of Borrowings & Adances Dividend Paid to Minority Interests

Cash & Investments at the end of the year

172

2012-2013

2013-2014

2014-2015

$ '000

85,199

74,603

70,592

63,340

6,687

9,072

9,344

8,013

13,889 107 20,683

14,393 424 23,889

15,044 446 24,834

15,622 459 24,094

1,650 1,650

1,650 1,651

1,650 1,650

(30,000) (2,500) (429) (32,929)

(28,603) (575) (372) (29,551)

(32,912) (441) (384) (33,736)

(32,767) (395) (33,162)

74,603

70,592

63,340

55,922

Resourcing Strategy

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

$ '000

55,922

55,950

55,902

55,930

61,624

66,703

71,239

11,843

11,359

11,030

10,312

9,840

9,436

9,480

16,013 478 28,334

16,445 507 28,311

16,889 530 28,449

17,277 548 28,137

17,675 575 28,090

18,152 612 28,199

18,642 641 28,762

1,650 1,650

1,650 1,649

1,650 1,650

1,650 1,651

(29,550) (405) (29,956)

(29,592) (415) (30,008)

(29,644) (427) (30,071)

(23,655) (438) (24,094)

(24,212) (448) (24,660)

(24,855) (459) (25,314)

(25,529) (471) (26,000)

55,950

55,902

55,930

61,624

66,703

71,239

75,652

173

Strategic Community Plan 2012

BUDGET 2012-2022: LONG TERM FINANCIAL PLAN

Ten Year Financial Plan - Capital Budget Statement

Capital Funding Rates & Other Untied Funding Working Capital Depreciation Capital Grants Contributions External Restrictions - S94 - S94A - DWM Internal Restrictions - Loan - Other Income from Sales of Assets - Plant and Equipment - Land and Buildings Other Total Capital Funding Capital Expenditure Plant & Equipment Office Equipment Furniture & Fittings Operational Land Community Land Land Improvements Buildings Other Structures Roads, Bridges & Footpaths Stormwater Drainage Library Books Other Assets

Total Capital Expenditure

174

2012-2013

2013-2014

2014-2015

2015-2016

$ '000

7,455 2,073 8,575 2,210

9,043 2,807 8,171 2,136

8,533 3,724 7,592 2,181

9,150 1,995 4,831 2,176

2,188 4,452 -

5,804 3,301 -

4,236 2,662 2,190

7,200 678 1,870

1,650 28,603

1,650 32,912

1,650 32,767

1,650 29,550

2,355 1,541 615 8,114 9,110 5,268 1,076 524 -

2,575 1,840 2,320 246 7,878 5,954 7,545 4,030 524 -

4,600 1,110 307 11,922 5,679 6,368 2,256 524 -

4,649 710 5,038 3,823 12,043 2,763 524 -

28,603

32,912

32,767

29,550

Resourcing Strategy

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

$ '000

8,879 195 6,738 2,241

9,283 195 6,801 2,308

9,486 195 7,005 2,377

9,856 195 7,053 2,449

10,124 195 7,286 2,522

9,781 195 8,144 2,598

4,600 5,289 -

6,543 2,865 -

2,942 -

3,010 -

3,079 -

3,162 -

1,650 29,592

1,650 29,644

1,650 23,655

1,650 24,212

1,650 24,855

1,650 25,529

23,534 1,557 2,241 2,260 -

23,252 1,600 2,308 2,485 -

17,110 1,636 2,377 2,532 -

17,348 1,674 2,449 2,741 -

17,797 1,719 2,522 2,817 -

18,889 1,766 2,598 2,277 -

29,592

29,644

23,655

24,212

24,855

25,529

175

Strategic Community Plan 2012

BUDGET 2012-2022: LONG TERM FINANCIAL PLAN

Ten Year Financial Plan - Cash and Investment Statement 2012-2013

2013-2014

2014-2015

2015-2016

$ '000

70,592

63,340

55,921

55,950

28,014 19 2,708 30,740

22,962 19 2,483 25,464

19,933 19 1,327 21,279

15,841 19 1,895 17,754

Compulsory Open Space Acquisition Reserve Other Total Internally Restricted

3,000 2,355 1,419 625 2,900 10,299

3,000 2,432 1,462 625 2,900 10,418

3,000 2,511 1,500 625 2,900 10,535

3,000 2,592 1,537 625 2,900 10,654

Total Restricted Cash

41,039

35,882

31,814

28,409

Total Unrestricted / Available Cash

29,553

27,458

24,107

27,541

Total Cash and Investments represented by: Externally Restricted Developer Contributions Specific Purpose Unexpected Grants

Domestic Waste Management Total Externally Restricted Internally Restricted Deposits, Retentions & Bonds Employee Leave Entitlement

Insurance Reserve

176

Resourcing Strategy

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

2021-2022

$ '000

55,902

55,930

61,624

66,703

71,239

75,652

9,608 19 1,895 11,522

3,622 19 1,895 5,536

3,871 19 1,895 5,785

4,134 19 1,895 6,048

4,424 19 1,895 6,338

4,730 19 1,895 6,644

3,000 2,676 1,579 625 2,900 10,780

3,000 2,763 1,621 625 2,900 10,910

3,000 2,853 1,658 625 2,900 11,037

3,000 2,946 1,697 625 2,900 11,168

3,000 3,042 1,742 625 2,900 11,309

3,000 3,141 1,789 625 2,900 11,455

22,302

16,446

16,822

17,215

17,647

18,099

33,600

39,485

44,802

49,488

53,592

57,553

177

Strategic Community Plan 2012

BUDGET 2012-2022: LONG TERM FINANCIAL PLAN

Financial performance and sustainability

– Statement of Performance Measures of the current Local Government Code of Accounting Practice.

We not only monitor our performance against the Long Term Financial Plan and the annual budget, but we have also developed measures to assess our long term financial sustainability. We use Financial Health Check Performance Indicators including the unrestricted current ratio, operating result, debt service ratio and capital expenditure ratio. The Statement of Performance Measures is in accordance with Note 13

As a forecast of our financial performance, the following four Key Financial Indicators are listed below: • Cash/liquidity position • Operating result • Asset renewal expenditure • Debt service ratio

CASH / LIQUIDITY POSITION Indicator # 1 - Cash / Liquidity Position - after accounting for external reserves Indicator Title: Unrestricted Current Ratio Indicator Definition: Current Assets less Externally Restricted Current Assets / Current Liabilities less Specific Purpose Current Indicator / Local Government Benchmark: Greater than 2:1 Between 1:1 and 2:1 Less than 1:1 Successive years > 10:1 Year ended June 2011

Year ended June 2012

Year ended June 2013

Year ended June 2014

Year ended June 2015

Year ended June 2016

Year ended June 2017

Year ended June 2018

Year ended June 2019

Year ended June 2020

Year ended June 2021

Year ended June 2022

2.57

2.44

2.43

2.26

2.52

2.91

3.29

3.63

3.95

4.23

4.44

Commentary: Council’s liquidity is satisfactory and it can pay its debts as they fall due.

OPERATING RESULT Indicator # 2 - Operating Result - using trend analysis Indicator Title: Result from Continuing Operations before Capital Grants & Contributions Indicator Definition: Result from ordinary operations before receipt of Capital Grants and Contributions ie. Operating Result or ‘Profit’ after depreciation Indicator / Local Government Benchmark: Three (3) successive surplus’ Surplus Deficit Year ended June 2011

Year ended June 2012

Year ended June 2013

Year ended June 2014

Year ended June 2015

Year ended June 2016

Year ended June 2017

Year ended June 2018

Year ended June 2019

Year ended June 2020

Year ended June 2021

Year ended June 2022

1,291

2,266

4,286

4,457

3,011

6,878

6,254

5,780

4,925

4,313

3,752

3,635

Commentary: Council continues to generate sufficient revenue to cover its operating expenditure, including depreciation based on existing valuations.

178

Resourcing Strategy

ASSET RENEWAL EXPENDITURE Indicator # 3 - Asset Renewal Expenditure Indicator Title: Asset Renewal Expenditure Indicator Definition: Capital Renewal Capacity - amount of funds spent on renewing assets (as opposed to maintaining them = Capital Expenditure on Existing Assets/Annual Depreciation) Indicator / Local Government Benchmark: 1 to 1 Less than 1:1 Year ended June 2011

Year ended June 2012

Year ended June 2013

Year ended June 2014

Year ended June 2015

Year ended June 2016

Year ended June 2017

Year ended June 2018

Year ended June 2019

Year ended June 2020

Year ended June 2021

Year ended June 2022

2.18

1.34

1.35

1.22

1.06

1.05

Commentary: This is a longer term indicator of the condition and cost to maintain public infrastructure assets. A strategic approach to asset management has now been adopted and Council will be able to meet its ongoing asset renewal requirements.

DEBT SERVICE RATIO Indicator # 4 - Debt Service Ratio Indicator Title: Indicator Definition: Indicator / Local Government Benchmark:

Debt Service Ratio Net Debt Service Cost/Total Revenue from Ordinary Activities <10% 10%-15% >15%

Year ended June 2011

Year ended June 2012

Year ended June 2013

Year ended June 2014

Year ended June 2015

Year ended June 2016

Year ended June 2017

Year ended June 2018

Year ended June 2019

Year ended June 2020

Year ended June 2021

Year ended June 2022

1.54%

0.06%

0.03%

0.01%

0.00%

Commentary: This indicator shows the amount of annual revenue necessary to service annual debt obligations (loan repayments). Council will continue to review the need for borrowings for major infrastructure projects to allow the cost of these projects to be spread over a number of years.

Statement of Borrowings The Long Term Financial Strategy adopted in 2006 and our Financial Planning Policy recognise debt as an important source of funds for large capital projects. Council currently has no borrowings. Over the next ten years, debt will be an important funding source to deliver community projects. At present there are no projected loan borrowings over this period. Council will continue to review the need for borrowings for major infrastructure projects to allow the cost of these projects to be spread over a number of years. This facilitates inter-generational equity for long-lived assets and smoothes out long-term expenditure peaks and troughs.

179

Strategic Community Plan 2012

FINANCIAL POLICIES

Financial Policies We recognise that industry leaders have sound financial policies for responsible resource planning, rating, debt, infrastructure and service delivery strategies.

Financial Planning Policy Our budget and financial forecasts have been prepared in accordance with Council’s Financial Planning Policy, adopted in 2007. It provides a strategic framework for prudent management of our finances that facilitates public scrutiny of performance and represents leading financial planning practice. The Financial Planning Policy encompasses the following principles: 1. Council’s strategic management processes include financial plans of at least ten years and asset management plans of at least 20 years and a works plan covering a four- year cycle. 2. Projected operating revenues are set at a level sufficient to meet projected operating expenses. 3. Investment in the renewal of assets will increase each year to meet the full cost of asset depreciation by 2011-2012, and thereafter increased to keep pace with the depreciation of assets. 4. Asset renewals are funded by the depreciation expense. 5. New assets to support population growth are funded from developers’ contributions. 6. New assets created to provide increased levels of service are to be funded from sources other than general revenue, including but not limited to loans. 7. Proceeds from the sale of real property are used to retire debt or for other specific purposes provided for in the Sale of Real Property – Allocation of Funds Policy. 8. Excess accumulated working capital to be applied to one-off projects that improve financial sustainability and build capacity for the community. 9. Annual budget surpluses applied to the repayment of debt. In 2009 we delivered Principle 3 ahead of schedule rather than in 2011-2012. Our expenditure on renewal works now matches the depreciation expense on our assets.

180

Resourcing Strategy

Pricing Policy

f. The capacity of the user to pay

Our pricing policy encompasses:

g. Market prices

• Fees and charges related to regulatory functions of the Council under the Local Government Act 1993, Chapter 7

2. The cost of providing a service in connection with the exercise of a regulatory function need not be the only basis for determining the approved fee for that service

• Services provided on an annual basis under (s501), for example drainage services and any service prescribed by regulation • Charges for actual use of a service (s502) • Fees for any service provided (s608) • Annual charges for use of Public Places (s611) The factors applied in the pricing policy for various groups of fees and charges are: 1. For regulatory function fees, annual service charges, actual use charges and fees for services: a. The cost to Council of providing the service –full cost pricing method used as a benchmark b.The price suggested for that service by any relevant industry body, or in any schedule of charges published from time to time by the Division of Local Government c. The importance of the service to the community – considered in determining any potential community service obligation under a partial cost pricing or zero cost pricing method but can also apply to services where other pricing methods were used

3. A higher fee or an additional fee may be charged for an expedited service 4. For fees and charges under 1a, Council, in determining the actual cost, may recognise transfer pricing for all expenditures and costs associated with a service and in assessing its administration and overhead costs, may use net costs with any income included in the calculation of standard costs for any function or service In determining pricing for 2012-2013 and deciding what fees to be charged, the general nature of the types of services, products or commodities has been assessed after considering current charges and inflationary costs. Pricing may be directed at optimising revenue from particular services, but having regard for the limitations imposed by public accountability issues and community service obligations. The Strategic Community Plan includes a range of increases to current fees and charges. Details of the fees and charges for 2012-2013 are included in the Schedule of Fees and Charges 20122013 which is published as a separate booklet to the Strategic Community Plan.

d. Any factors specified in the regulations – this would be applicable to the legislative pricing method but may also affect other pricing arrangements e. Whether services are supplied on a commercial basis as part of a defined Council business – such a case would be likely to apply a rate of return pricing subject to market constraints

181

Strategic Community Plan 2012

FINANCIAL POLICIES

PRICING POLICY: PRICING BASES, CODES AND PRINCIPLES

1) WHICH OPTIONS I HAVE AS TO THE WAY TO APPLY A FEE?

0) WHY SHOULD I APPLY A PARTICULAR PRICING BASIS?

Examples

Pricing Principles

private good

development

contribution

Charges levied to compensate community for an increase in demand for service or facilities as a consequence of a development proposal. Section 94 contribution plans.

regulatory - non fixed

Fee charged to cover costs incurred in legislative requirements where no community service obligation exists. Freedom of Information.

shared benefit

Benefits from provision of the service accrue to the community as whole as well as individual users (Community Service Obligation).

stimulus evasion

Pricing Bases

Service benefits particular user, making a contribution to their individual income, welfare or profits, without any broader benefits to the commmunity. Application fee for drainage easement. Council has a monopoly over provision of the service and there is no community service or equity obligation. Fee set will enable Council to develop and maintain a service.

monopoly

Codes

Abandoned vehicles - removal and storage. Standard fee to be paid prior to release of the vehicle. Domestic W aste Management charge.

Full Cost Recovery:

Partial Cost Recovery

Council recovers less than the Full Cost (as defined above) (the reasons for this may include community service obligation or prioritises or legislative limits on charging)

Legal Requirements (Regulatory):

Price of the service is determined by Legislation and dependent on price may or may not recover Full Cost.

Market Pricing (Reference Pricing):

The price of the service is determined by examining alternative prices of surrounding service providers (this also may or may not recover the full cost of the service).

Some services may be provided Free of charge and the whole cost Free (Zero Cost determined as a community Recovery): service obligation and or may fall within class of a public good.

This would include Full Cost Pricing as defined above in addition to a profit margin to factor in a return to Council for assets employed and this pricing would normally be used by Council defined business activities (Category 1)

Hairdressers, Beauty Salons and Skin Penetration Inspection fees.

A stimulus to the demand for the service is required. In the short term, only part of the cost of the service is to be recovered. Charging prices to recover full cost may result in widespread evasion. Tree Preservation orders.

Council recovers all direct and indirect cost of the service (including depreciation of assets employed)

The service is targeted to low income users. Youth Program Fee equity economic/social/ community Service promotes or encourages local economic or social activity. Community Centres welfare

regulatory - fixed

Fixed by legislation

Certificates for Classification of Council Land.

market

Service provided is in competition with that provided by another agency (private or public) and there is pressure to set a price which will encourage adequate usage of the service.

Copying of documents. Kimbriki Gate prices. Glen Street Theatre ticket prices

in-house

Service provided predominantly for Council use but sale to external markets may defray costs.

public good

Service provides a broad community benefit. Inconceivable or impractical to charge for service on a user basis. Internet - public access

practical constraint

Service is a minor part of the overall operation of the Council, or the potential for revenue collection is so minor as to be outweighed by the costs of collection. -

penalty

The service is a profit making activity and the price paid by users should recover an amount greater than the full cost of providing that service. Fee charges is greater than cost of the service so as to act as a dis-incentive. Dishonoured cheque fee.

utility

Fee charges for possession, occupation, or enjoyment of Council Land, Public Land and Air Space by Gas, Electricity, Telecommunications and W ater utilities.

cost-plus activity

182

Private pipeline S611.

Rate of Return Pricing (IRR)

Resourcing Strategy

Commercial activities A number of activities conducted by Council are defined as businesses for the purpose of National Competition Policy. We are required to report on and adopt principles of competitive neutrality in respect to these activities.

Business Activity

NCP Category

Childrenâ&#x20AC;&#x2122;s Services

Kimbriki Environmental Enterprises Pty Ltd

Glen Street Theatre

Certification Services

Competitive neutrality is the principle of creating a level playing field so there is no advantage over other businesses because of public ownership. Category 1 Businesses are activities with operating revenue greater than $2 million. We are required to determine the full costs of carrying out the business activity as far as possible including tax equivalent regime payments and return on capital. Businesses with operating revenue of less than $2 million are Category 2 Businesses and while reporting requirements are less rigorous, for consistency, we apply the same accounting treatment. The following activities have been identified as commercial activities.

â&#x20AC;&#x2DC;Imagine #3â&#x20AC;&#x2122; Acrylic Jan Selby

183

Strategic Community Plan 2012

WORKFORCE Planning

Workforce planning ensures we have the right number of people with the right skills, in the right jobs at the right time, now and in the future.

What is workforce planning? Workforce planning is the process of identifying current and future staffing needs. It focuses on retaining existing staff as well as attracting new employees to ensure we have the right number of people, with the right skills in the right jobs at the right time, now and in the future.

Why is it important? The Workforce Plan provides a framework for aligning decisions about human resources such as recruitment, development and internal deployment etc with Outcomes, Goals and Strategies in our Strategic Community Plan. It is a key element of our Resourcing Strategy both being informed by and informing our Financial Planning (overall employee benefits and oncosts) and our asset management planning in terms of the skills required now and into the future to sustainably manage the portfolio. The Plan sets out the issues, evidence and strategies required to deliver a sustainable Warringah Council workforce, capable of maintaining high quality services for our community over the next four years. We have set targets and developed strategies to facilitate recruitment in areas of known shortages and at the same time put in place strategies to retain existing staff. Our Plan also aims to influence how our workforce is educated, trained and developed into the future, aligning what we said we would do in the Strategic Community Plan with the right people to ensure the job gets done.

184

Resourcing Strategy

Our Workforce planning framework Our Workforce Plan is underpinned by the Workforce Planning Framework. This is pictured and described in more detail below: 1

6 Moniter & review

Implement strategies

Workforce analysis

Workforce Planning Framework

4 Develop Strategies and action plans

Forecast future needs

3 Analyse gaps

Figure 1: The Workforce Planning Framework The key steps are: 1. Workforce analysis: Establishing the profile of ourexisting workforce. This analysis is provided on pages 187 to 189 and includes a snapshot of national workforce trends as well as a profile of our own workforce.

4. Develop strategies and action plans: Establishing strategies to develop the skills internally to match the future needs and where applicable source the skills externally and overcome any constraints. This involves the planning and design of specific programs and projects that will enable us to develop and maintain a workforce capable of delivering our Strategic Community Plan. See pages 190 to 191. 5. Implement strategies: The delivery of the specific programs and projects required to develop and maintain the capability and capacity of our workforce. The implementation of these strategies is integrated into the broader business planning and operational management activities of our organisation. 6. Monitor and review the application of the strategies: This determines the effectiveness, efficiency and appropriateness of the workforce planning strategies and activities. Performance information is required to determine the impact of workforce planning on the overall achievement of organisational objectives and our Strategic Community Plan. This will be an ongoing process once strategies have been implemented.

2. Forecast future needs: Establishing the future profile of our workforce based on the business direction over the mid to long term. This involves identifying changes to the service delivery requirements of our organisation, tying in closely to our Strategic Community Plan. See page 189 for a discussion of our future needs. 3. Gap analysis: Understanding the gap between our existing workforce and the future profile of our workforce. This step involves using the results of workforce analysis (step 1) and forecasting (step 2) to identify current and future gaps between the demand for services and the supply of labour to meet those demands.

185

Strategic Community Plan 2012

WORKFORCE Planning

What are the national workforce trends?

Current work profile of Warringah local government area

Overall, the Australian population is ageing and our workforce is shrinking. These are demographic changes that present significant long term implications for the Australian economy and will also have an impact on our organisation.

The Warringah local government area (LGA) is relatively affluent with a well educated labour force. Our residents enjoy relatively high average incomes compared to Sydney, state and national averages.

More specifically, people working in the Australian public sector are on average 10 years older than the overall workforce, with 42% of the public sector workforce aged 45 years or over, compared with 33% of the NSW workforce. Over the next decade, a substantial proportion of key workers with critical skills and experience in the public sector will be lost as the baby boom generation reaches retirement age. Additionally, it has become increasingly difficult to fill some positions particularly where a skill set is in short supply. This may mean having to recruit on a state, national or even global level to fill some positions. If these trends are not managed properly, this will place strains on maintaining essential services to our community. Across Australia, there is a trend away from full time to part time work. Local government as an industry has seen the number of part-time employees grow from 15% in 1985 to 27.1% at the time of the last Census in 2006. It is expected if current trends in the broader economy continue the percentage of part time employees will grow again. Nationally 43.7% of employees in local government are women (Census 2006), up from 40% in 2001. However, large differences can be identified among occupational groups, with a higher percentage of clerical workers being women and a large majority of men in labouring and management roles.

186

Unemployment rates remain relatively low on the northern beaches and in Warringah. Historically these rates track lower than the state and national rates. In September 2011 the unemployment rate in Warringah was 3.5%, compared to a state and national rate of 5.1%. According to the 2006 census, the major employers of our residents are retail 11.3%, professional or technical services 11%, health and community services 9.5%, construction 8.2% and manufacturing 7.7%. Overall, there are significant differences between the Warringah resident labour force and the Sydney region, these include: • Household income – a larger proportion of households in our LGA have a high household income of $2,000 per week or more than in Sydney (36% compared to 27%). A smaller proportion (20% compared to 29%) has a low household income of less than $999 per week. • Industry type – Warringah has a significantly higher percentage of residents employed in professional and technical services and a significantly lower percentage of residents engaged in manufacturing and transport, postal and warehousing.

Resourcing Strategy

• Qualifications – a higher percentage of residents have vocational, diploma or tertiary qualifications (Warringah 37.9%, Sydney 42.8%) and a significantly lower percentage have no qualifications.

We monitor the profile of our employees at an organisational, divisional, service, team and coordinator level. Presented below is the organisational view and commentary on how we compare to relevant benchmarks.

• Occupation – a significantly higher percentage of residents are employed as managers and significantly lower percentages as machinery operators and drivers.

Employment type

• Employment containment - on 2006 Census night, 39.7% of Warringah residents worked locally and 50.5% of the workforce remained on the northern beaches.

Our workforce is made up of 42.40% full-time, 39.3% casual and 18.3% part-time workers. Employment Type

Current profile of Warringah Council workforce Warringah Council as a business We are a complex, multi faceted business that operates across a range of industry sectors. We provide a broad range of services to our community from so called ‘soft services’ (childcare, libraries, support for the aged and disabled) to construction services (roads and traffic), recreation (Warringah Aquatic Centre, parks and reserve etc) and services focused on keeping people safe (lifeguards at our beaches). To deliver these services we require a diverse workforce with a range of skills and qualifications involving specialist/technical occupations such as town planners and engineers and people to clean the streets and maintain the amenities of our area.

Warringah Council

We are one of the major employers on the peninsula providing work for 1,062 employees (as at 1 March 2012) on a full-time, part-time, casual, seasonal or temporary basis. This equates to 559 full-time employees. Whether positions are filled on a full-time, part-time, casual, seasonal or temporary basis is based on our business needs.

187

Strategic Community Plan 2012

WORKFORCE Planning

Gender

Age

Some 62% of our workforce is female and 38% male. There are a greater number of females employed on casual, seasonal or temporary basis. When we look at full-time and part-time workforce only 59% is female and 41% male.

The average age of our workforce is 40.6 years. This increases to 44.5 years if casuals, temporary and parttime staff are excluded.

Despite this we are well above the national local government average of 43.6% female (2006 census). However, we still have a way to go to ensure females are better represented at middle management level and above Gender Ratio (including casual staff)

Compared to the overall Australian workforce age this is high. In the Warringah region, the median workforce age is 41.9 years compared to 38.6 years for the Sydney region. Persons 20 years or younger are largely absent and make up less than 0.5% of our workforce. Distance travelled to work Some 81.5% of our workforce live and work within the region – that is they live either in the Warringah, Manly, Mosman or Pittwater Local Government Areas. This is higher than the overall ‘SHOROC’ region, where 78.2% of the total workforce lives within the region. A little over half, 51% of our workforce are local residents, living in the Warringah Local Government Area.

Male

188

Female

Resourcing Strategy

Years of service The average length of service of our employees is 6.7 years. If casual, temporary and seasonal staff are excluded, the average length of service increases to 7.96 years.

Emerging issues identified from the gap analysis Ageing workforce Some areas of our business have a large number of workers approaching retirement age in the next few years. This needs to be addressed to ensure availability and accessibility of critical job skills and knowledge in all departments. In order to minimise associated risks and ensure immediate and future community needs are met, we need to maintain a healthy balance, retain existing employees and attract new staff. Retention It is vital that we focus considerable efforts on retaining our staff. We need to ensure that key workers with critical skills and experience will remain in our workforce. Technological changes The role of local councils continuously changes to meet community needs. New technologies, new methods of work and new management systems are being looked at to ensure we meet those demands, without over stretching the capacity of our workforce. Changes need to be communicated clearly and at an early stage with staff appropriately consulted and trained.

189

Strategic Community Plan 2012

WORKFORCE Planning

Warringah’s Workforce Strategy

c) Effective selection strategies

How will we retain / attract the right staff?

• Ensuring all job selection is based on merit

When planning for retaining and attracting the right staff, we asked two key questions:

• Reviewing our internal human resources policies, processes and operations in order to streamline hiring and identification of good candidates

1. Who is currently in our organisation and what motivates them (retention)? 2. Who do we want and need to attract to our organisation (attraction)? More specifically, we are currently working on the following initiatives:

• Using diverse selection panels to ensure a balanced approach • Focus on occupational groups of immediate shortage

1. Attraction

3. Retention

a) Employer branding

Workforce planning is as much about engaging and retaining employees as it is about attracting new staff. Our retention strategies focus on providing our staff with a supportive work environment, equipping all staff with the direction and tools needed to perform organisational activities to the best of their ability, including quality work-life considerations, offering a safe and productive environment, and fostering a sense of belonging and community spirit.

• Our employer brand is used on all internal and external human resources communications and builds brand awareness of local government and more specifically our organisation as a career destination. This promotes Warringah Council as a place for career opportunities and allows us to emphasise our Continuous Improvement Programs which contribute to employee engagement and empowerment. All our human resources processes and communications will be tied to this one consistent brand which consists of a slogan and value proposition.

190

• Using defined selection criteria to assess and compare candidates

Areas of focus that relate to this are: • Retaining the mature age workforce • Mentoring new and existing employees

b) Effective recruitment strategies

• Training existing employees

• Targeted recruitment using specific, targeted and cost effective recruitment strategies for positions

• Career paths

• Attracting youth to work for our organisation and gain experience while learning about Warringah Council and local government diversifying our workforce as we continuously strive to ensure our workforce reflects the residential population. The benefits of ensuring a diverse workforce include better representation, improved communication and better understanding of the issues affecting our local community. Additionally, it will maximise the pool of workers which we can use to address the issues currently facing our organisation, such as skills shortages and an ageing workforce

• Improving work/family balance

• Ensuring promotion is based on merit Some of the activities we are currently undertaking to optimise our retention rate are:

Resourcing Strategy

a) Non-monetary rewards b) Skills Development and Review Our revised Performance Management process has a strong focus on giving current employees development opportunities and tools to help develop their skill sets. It allows them to develop and demonstrate (new) skills on the job and progress through the salary scales. Training and development opportunities contribute to employees choosing to stay with our organisation. We are continually looking at promoting staff access to learning and further education, including traineeships and on the job possibilities and the use of state of the art e-learning and training modules. c) Employee opinion surveys In 2011 we conducted an employee opinion survey. We asked our employees for their views of their work, how they felt about our organisation and benefits available. The survey results and feedback are valuable for pointing us in the right direction, focusing our efforts and will enable us to continue to improve and maintain our commitment to being an excellent organisation.

This will determine who currently possesses critical skills and knowledge in all parts of our organisation and what needs doing to ensure the retention and or transfer of these critical skills and knowledge. Succession planning is one supply mechanism to meet the demands highlighted in our Workforce Plan and ensures the retention and transfer of knowledge. Additionally, it will provide a continuous flow of talented people. f) Continuous Improvement Programs We are committed to establishing a culture of excellence. To this end we have a number of improvement programs and practices being established and refined. This culture of excellence becomes the foundation of how we operate as an organisation and of the retention and development of all our staff. g) Other initiatives Other initiatives we are currently investigating are: phased retirement, expanding our wellness program and flexible working arrangements.

d) Employee records We keep records of employeesâ&#x20AC;&#x2122; age at all levels and in all divisions to help identify areas of concern where employees are nearing retirement or where we need to recruit to fill expanding or critical areas. e) Skills and knowledge succession planning Skills and knowledge succession planning is the process of: â&#x20AC;˘ Identifying critical skills and knowledge within each division, service and/ or section, at all levels of the organisation â&#x20AC;˘ Developing employees to ensure retention and transfer of these skills and knowledge as well as coverage of these skills and knowledge during absence or in retirement.

191

Strategic Community Plan 2012

Asset Management Planning

We’re drawing upon international better practice standards and conducting major community engagement to inform strategic asset management planning.

What is an asset? An asset is something we own or manage that helps us provide services to our community. An asset can be built (eg roads, drains, bridges, footpaths, community centres, playgrounds) or something we are responsible for managing (eg parks, reserves and sportsfields).

What is Asset Management Planning? Asset management planning is a way of accounting, managing and planning for our assets in a sustainable way. We need to ensure we have the right level of services for our community both now and in the future.

Our Strategic Asset Management Framework In addition to day-to-day maintenance issues, we manage our assets strategically and plan for the long term. Our Strategic Asset Management Framework contains the essential elements needed to helps us make the right decisions and manage our assets in a sustainable way. The essential elements include: • Strategic Community Plan – sets a clear strategic direction for Warringah’s future and identifies services to be delivered to our community over a four-year period. • Asset Management Policy – sets a broad framework for undertaking asset management, outlining why and how this will be done. It provides a clear direction for asset management and defines the underpinning key principles underpinning. • Asset Management Strategy – comprises a suite of locality or service specific documents (eg Playground Strategy, Recreation Strategy, Bike Plan, Social Plan, plans of management) that identify critical assets and includes specific actions required to improve our asset management capabilities and projected resource requirements and timeframes.

192

Resourcing Strategy

• Level of Service – guides future asset management decisions by comparing community expectations with what level of service our assets provide. It links services and Strategic Community Outcomes identified in our Strategic Community Plan with specific assets. • Asset Management Plans – provide technical information on whole-of-life asset costs, quantity of assets and the level of service provided by assets. Asset Management Plans set out how to improve

the performance of our assets in delivering services in our Strategic Community Plan. Plans identify how assets will meet our community’s expected level of service in the most effective, efficient and appropriate way. Our Framework is illustrated below:

Strategic Community Plan

Asset Asset Management Policy

Asset Management Strategy

Level of Service Assessments

Asset Management Plans Roads

Buildings

Stormwater

Parks, Reserves and Foreshores

193

Strategic Community Plan 2012

Asset Management Planning

Where are we at and where are we heading? Asset management planning is essential for determining the type and condition of assets required to meet community needs, both now and in the future. A range of complex interdependencies need to be taken into consideration when prioritising these needs to ensure we continue to balance community expectation with appropriate service delivery. Some of the factors that need to be considered include: • Growth targets for housing and jobs which are still to be confirmed by the State Government • Changing demographics, in particular the ageing population

194

Asset Management Policy Our existing Asset Management Policy has been in existence since 1998 and identifies the delivery of services to our community as a core objective. We are currently reviewing and updating this Policy to ensure a more thorough compliance against the criteria set by the National Framework for Asset Planning and Management.

Asset Management Strategy We have a variety of strategic documents that address essential elements of an Asset Management Strategy and provide strategies for specific localities or service (e.g. Playground Strategy, Recreation Strategy, Bike Plan, Social Plan, Plans of Management etc).

Asset Management Plans

• The Local Environment Plan (LEP) which guides development across Warringah

We have developed Asset Management Plans for our four major infrastructure asset groups:

• The Metropolitan Plan for Sydney contains the State Government’s priorities for improving the social and economic wellbeing of the metropolitan area.

• Roads

• Community expectations

• Stormwater

These factors can influence the range of services offered and how they are delivered. This impacts on the quantity and location of physical assets that are needed to support service delivery. Therefore, we conduct regular reviews and updates of our Asset Management Plans to ensure we keep pace with community needs and expectations. Some of our current reviews and updates are outlined on this and the following page.

• Parks, Reserves and Foreshores

• Buildings

These Plans are currently being revised and once complete, further Asset Management Plans will be developed for other asset classes.

Resourcing Strategy

Financing our future

Disposal of property

Our Financial Planning Policy (2007) provides a strategic framework for prudent management of our finances and includes a number of principals relating to sustainable asset management. One of the key principles of our Policy is that investment in the renewal of assets will increase each year to meet the full cost of asset depreciation by 20112012, and thereafter increased to keep pace with the depreciation of assets.

We monitor our property portfolio to ensure the assets held within the portfolio are consistent with Council’s future direction and that their usage is being optimised.

We’re happy to report that we achieved this by 2009 ahead of our 2011-2012 deadline. Our expenditure on renewal works now matches the depreciation expense on our assets, ensuring service levels currently enjoyed by the community will be available for future generations. This also helps ensure our children do not have to shoulder unreasonable renewal burden or service major debt in the future.

• 23-29 Pacific Parade and 16 Sturdee Parade, Dee Why (the former Kiah site)

The following properties are being considered for disposal in 2012-2016: • 2 Bangaroo Street, North Balgowlah and adjoining land holdings

• Lot 3, DP 927584 Notting Lane, Cottage Point • Land adjacent to 50 Chard Road, Brookvale • 7 Garie Place, Frenchs Forest • Road Reserve adjacent to 5 Edgecliffe Boulevard, Collaroy Plateau • 31-35 Howard Avenue and 36-44 Oaks Avenue, Dee Why

195

Strategic Community Plan 2012

RISK MANAGEMENT

In line with International Standard ISO31000, we are implementing an effective and efficient risk management program. This approach ensures that we focus on those key (strategic) risks that have the ability to impact our service delivery; and that we consistently identify, analyse, measure, mitigate and monitor risks

What is risk? Risk can be defined as the likelihood of something happening that will impact on our ability to deliver services to our community and meet organisational objectives.

What is our approach? We have implemented a risk management approach that provides a consistent methodology throughout our organisation towards managing risks. This program, our Enterprise Risk Management Framework, ensures that we prioritise and focus on those risks that are of most importance to the organisation’s sustainability. Our Enterprise Risk Management Framework categorises risks into 3 categories - strategic, operational (day to day) and specific ‘project’ based. The Framework consists of: • A Policy (our commitment to implementing ISO 31000) • An internal Operational Management Standard (the ‘how to’ document for staff), and • A Risk Register for all of the strategic and operational risks. The Register includes an assessment of each risk in terms of its likelihood and consequence, and also notes how we propose to minimise the impact of each risk.

Why manage risk? Effective management of risk and opportunity is essential to effective service delivery to our community, to the achievement of our Strategic Community Plan, and to creating long term sustainable solutions for our organisation. At the highest level our management of risk is linked to our Strategic Community Plan. We want to make sure we get the job done by identifying, removing and managing risks that threaten our ability to deliver on our Strategic Community Outcomes, Goals and Strategies. Being able to identify and manage risks and plan ahead for major projects ahead of time means we are better placed to mitigate their possible impacts, anticipate problems before they arise, reallocate resources if appropriate and reprioritise if necessary.

196

Resourcing Strategy

Effective risk management also allows a clear reporting line throughout the organisation so key issues can be escalated to the Executive Management Team and Council to action. Financial planning One of the most critical strategic risks that all organisations face is to achieve a sustainable financial position. We need to manage our finances wisely, plan appropriately for our future and ensure the right management approaches are in place to deal effectively with any risks that may arise. While we are exposed to inherent risks in the global financial market our risk management approach establishes systems and procedures for monitoring our performance, which in turn helps inform immediate and long term financial planning. This is well supported by our Internal Audit function that regularly undertakes audits of our financial processes. Asset management planning

Business Continuity Business Continuity is the cornerstone of ensuring that Council has effectively prepared for the impacts of any future disruption to our usual business. We have had in place a comprehensive Business Continuity program since 2010. In 2011-2012 we reached a key milestone, with all business units having their Business Continuity Plans reviewed and signed off. This approach has meant that we are being proactive with how we react to the risk of future disruptions impacting our service delivery.

Underlying principles The principles that underpin our approach are that risk management: • Must create value whilst minimising the compliance and administrative burden • Is an integral part of organisational planning and decision making

Assets are the means by which we deliver many of our services. It is vital that we mitigate those risks that threaten the condition of our assets, their functionality, and our ability to maintain or renew existing or future assets.

• Supports reduction of future loss and failure, realisation of opportunity and disciplined innovation

For example, we have a portfolio of ageing community buildings that are slowly becoming less fit-forpurpose to the community in terms of size, location, functionality and the level of service they provide. In planning ahead for the next four years of capital works, we face the risk of overcapitalising these assets via renewal works that don’t meet community expectations, or that are not properly planned and prioritised. You can read more about our Asset Management Planning on pages 192 to 195.

• Must be responsive to change and capable of continuous improvement

• Is applied in a manner that is rigorous, structured and based on the best available information

Outlook for 2012–2013 In the year ahead we will: • Focus on how we will manage and mitigate our strategic risks • Ensure that risk management is integrated into our strategic and corporate planning processes, into decision-making by Council and our Executive, and into financial processes • Integrate our key risks with the Internal Audit function. • Review how we respond to emergency situations, including our relationships with local emergency services agencies and neighbouring Councils. • Rigorously test our Business Continuity Plans to ensure they are appropriate.

197

Strategic Community Plan 2012

198

Delivery Program and Operational Plan

Four year outlook for each of our 16 services.

Delivery Program and Operational Plan 200

â&#x20AC;&#x2DC;Barringtonâ&#x20AC;&#x2122; Mixed media on canvas Carole Corrie

199

Strategic Community Plan 2012

DELIVERY PROGRAM AND OPERATIONAL PLAN

Pages 202 to 237 include further detail on each of the key services we deliver to our community and Warringah. Where appropriate we have included key initiatives and planned capital works over the next four years. A four-year budget for each service, together with key performance measures, are also included. Pages 238 to 246 provide similar detail on our governance and corporate services.

200

Delivery Program and Operational Plan

â&#x20AC;&#x2DC;Kirribilliâ&#x20AC;&#x2122; Oil on canvas David K Wiggs

201

Strategic Community Plan 2012

Certification Services

Funding source for operational expenditure 2012-2013

Key activities and programs Rates $0.44M Other Income $0.41M

• Issue certificates and approvals (including Construction Certificates, Occupation Certificates, Strata Certificates, Compliance Certificates and Building Certificates) • Conduct principal certifying authority functions • Building certification

Key Performance Measures • Percentage of market share for private certification. • Overall budget performance (Budget v Actual). • Percentage of scheduled projects completed.

202

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

Income from Continuing Operations Rates & Annual Charges

463

478

444

460

476

495

User Charges & Fees

433

446

406

418

429

440

Interest & Investment Revenues

Other Revenues

Grants & Contributions - Operating Purposes

Grants & Contributions - Capital Purposes

Gains on Disposal of Assets Total Income from Continuing Operations

896

925

850

878

905

935

(523)

(540)

(506)

(524)

(542)

(562)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses

(17)

(7)

(9)

(10)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

(70)

(72)

(49)

(51)

(52)

(53)

Overhead Allocation

Internal Charges

(278)

(287)

(279)

(287)

(295)

(302)

Total Expenses from Continuing Operations

(896)

(925)

(850)

(878)

(905)

(935)

Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

203

Strategic Community Plan 2012

ChildREN’S Services

Funding source for operational expenditure 2012-2013

Rates $1.49M Other Income $5.46M

Key activities and programs • Long day care, occasional care, family day care and vacation programs and events for children and their families • Provide information and referral service for children and their families • Provide family and community education

Key Performance Measures • Percentage of residents satisfied with child care services. • Number of days occupied by children with additional support needs. • Percentage of Council child care centres that are fully accredited. • Overall budget performance (Budget v Actual). • Percentage of scheduled projects completed.

204

• Provide opportunities for increased service participation for families from culturally and linguistically diverse communities and Aboriginal and Torres Strait Islander communities • Promote service integration and support services to vulnerable families

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

Income from Continuing Operations Rates & Annual Charges

1,419

1,472

1,493

1,561

1,644

1,746

User Charges & Fees

4,647

4,786

4,898

5,045

5,176

5,306

Interest & Investment Revenues Other Revenues Grants & Contributions - Operating Purposes Grants & Contributions - Capital Purposes Gains on Disposal of Assets Total Income from Continuing Operations

612

630

547

564

578

593

6,689

6,901

6,949

7,180

7,409

7,655

(4,409)

(4,553)

(4,637)

(4,799)

(4,966)

(5,151)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses

(609)

(628)

(640)

(659)

(676)

(693)

(186)

(191)

(184)

(189)

(194)

(199)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

(84)

(87)

(84)

(86)

(89)

(91)

Overhead Allocation

Internal Charges

(1,400)

(1,442)

(1,404)

(1,446)

(1,484)

(1,521)

Total Expenses from Continuing Operations

(6,689)

(6,901)

(6,949)

(7,180)

(7,409)

(7,655)

Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

205

Strategic Community Plan 2012

Community and Safety Services

Funding source for operational expenditure 2012-2013

Key activities and programs Rates $4.46M Other Income $1.69M

Key Performance Measures • Percentage of residents satisfied with:

– Facilities and services for older people

– Facilities and services for people with disabilities

– Facilities and services for youth

– Community centres

– Provision of lifeguards on the beach

• Number of young people with additional support needs accessing Council services. • Percentage of community members who feel safe in the community. • Utilisation rate for community centres. • Overall budget performance (Budget v Actual). • Percentage of scheduled projects completed.

206

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

Income from Continuing Operations Rates & Annual Charges

5,089

5,136

4,460

4,599

4,748

4,908

User Charges & Fees

1,411

1,453

1,441

1,484

1,523

1,561

Interest & Investment Revenues Other Revenues Grants & Contributions - Operating Purposes Grants & Contributions - Capital Purposes Gains on Disposal of Assets Total Income from Continuing Operations

169

175

209

216

221

227

6,723

6,819

6,147

6,336

6,530

6,735

(3,441)

(3,553)

(3,179)

(3,290)

(3,405)

(3,532)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts

(1,064)

(983)

(922)

(949)

(974)

(998)

Depreciation & Amortisation

(334)

(344)

(354)

(363)

(372)

Other Expenses

(425)

(436)

(345)

(354)

(363)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

(121)

(124)

(121)

(125)

(128)

(131)

Overhead Allocation

Internal Charges

(1,339)

(1,379)

(1,236)

(1,273)

(1,306)

(1,339)

Total Expenses from Continuing Operations

(6,723)

(6,819)

(6,147)

(6,336)

(6,530)

(6,735)

Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

Capital works 2012-2016 2012-2013

2013-2014

2014-2015

2015-2016

Replacement of beach services equipment

$55,000

$65,000

$75,000

$85,000

Total Capital Works

$55,000

$65,000

$75,000

$85,000

207

Strategic Community Plan 2012

Compliance Services

Funding source for operational expenditure 2012-2013

Rates $1.01M Other Income $4.80M

Key Performance Measures • Percentage of residents satisfied with

Key activities and programs • Investigate and enforce compliance relating to unlawful building works, unlawful land uses, fire safety and breach of consent • Implement public safety and health projects, programs, education and complaints investigation (food safety, skin penetration, Legionella prevention, onsite sewage management systems) • Environmental health education, protection and investigations

– Management and control of domestic pets

– Environmental protection and enforcement

• Fire safety compliance for class two to nine buildings

– Hygiene standards of retail food outlets

• Development control investigations

• Number of food borne illness notifications. • Number of fire safety orders and penalty notices issued. • Overall budget performance (Budget v Actual). • Percentage of scheduled projects completed.

• Deployment of rangers to enforce compliance with legislation and investigate complaints within Warringah • Issue penalties and commence legal proceedings (when necessary) • Management and registration of companion animals and education of dog and cat owners • Regulation and enforcement of restricted dog breeds and declared dangerous dogs • Management of abandoned vehicles • Promote private pool safety barriers and respond to pool safety complaints

208

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

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

533

485

1,013

1,059

1,115

1,185

1,516

1,562

1,619

1,667

1,711

1,753

3,941

4,059

3,180

3,276

3,361

3,445

Grants & Contributions - Operating Purposes

Grants & Contributions - Capital Purposes

Gains on Disposal of Assets Total Income from Continuing Operations

5,990

6,106

5,812

6,002

6,187

6,384

(3,216)

(3,320)

(3,190)

(3,302)

(3,417)

(3,544)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses

(767)

(718)

(639)

(658)

(675)

(692)

(61)

(62)

(67)

(69)

(71)

(72)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

(412)

(424)

(414)

(426)

(437)

(448)

Overhead Allocation

Internal Charges

(1,534)

(1,580)

(1,502)

(1,547)

(1,587)

(1,627)

Total Expenses from Continuing Operations

(5,990)

(6,106)

(5,812)

(6,002)

(6,187)

(6,384)

Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

209

Strategic Community Plan 2012

Cultural Services

Funding source for operational expenditure 2012-2013

Key activities and programs Rates $0.93M Other Income $0.06M

• Coordinate civic events e.g. citizenship ceremonies • Coordinate landmark events e.g. Australia Day • Cultural development projects and cross cultural events • Community festivals

Key Performance Measures

• Exhibitions

• Percentage of residents satisfied with

• Encourage community involvement and ownership of cultural programs through the cultural development grants program

– Community events and festivals

• Overall budget performance (budget v actual) • Percentage of scheduled projects completed

210

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

845

871

927

956

984

1,013

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

Grants & Contributions- Operating Purposes

Grants & Contributions- Capital Purposes

Gains on Disposal of Assets Total Income from Continuing Operations

898

926

990

1,021

1,051

1,081

(319)

(329)

(312)

(323)

(335)

(347)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation& Amortisation Other Expenses

(311)

(320)

(392)

(404)

(415)

(425)

(64)

(66)

(84)

(86)

(88)

(91)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

(19)

(15)

(16)

Overhead Allocation

Internal Charges

(186)

(192)

(187)

(193)

(198)

(202)

Total Expenses from Continuing Operations

(898)

(926)

(990)

(1,021)

(1,051)

(1,081)

Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

Key initiatives 2012-2016 Operational Actions Deliver a program of events

2012-2013

2013-2014

2014-2015

2015-2016

•

211

Strategic Community Plan 2012

Development Assessment Services

Funding source for operational expenditure 2012-2013

Rates $3.42M Other Income $2.01M

Key activities and programs • Assess development and subdivision applications • Provide technical advice on development issues • Civil engineering services and advice • Approve applications and manage the Warringah Development Assessment Panel

Key Performance Measures • Percentage of residents satisfied with development assessment process. • Total value of developments approved within Warringah. • Development Application median turnaround time by type (delegation or WDAP). • Overall budget performance (Budget v Actual). • Percentage of scheduled projects completed.

212

• Represent Warringah Council in the Land and Environment Court • Coordinate mediation service

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

Income from Continuing Operations Rates & Annual Charges

4,189

3,324

3,418

3,537

3,660

3,795

User Charges & Fees

1,943

2,002

1,886

1,943

1,993

2,043

Interest & Investment Revenues

Other Revenues

125

129

132

135

Grants & Contributions - Operating Purposes

Grants & Contributions - Capital Purposes

Gains on Disposal of Assets Total Income from Continuing Operations

6,132

5,326

5,429

5,608

5,785

5,974

(3,871)

(2,996)

(3,366)

(3,484)

(3,605)

(3,739)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses

(177)

(183)

(123)

(127)

(130)

(133)

(128)

(132)

(109)

(112)

(115)

(118)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

(312)

(321)

(295)

(304)

(312)

(319)

Overhead Allocation

Internal Charges

(1,644)

(1,693)

(1,536)

(1,582)

(1,623)

(1,664)

Total Expenses from Continuing Operations

(6,132)

(5,326)

(5,429)

(5,608)

(5,785)

(5,974)

Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

213

Strategic Community Plan 2012

Glen Street Theatre

Funding source for operational expenditure 2012-2013

Rates $1.10M Other Income $1.79M

Key activities and programs • Annual subscription season of professional performing arts • Kidsplay program • Present literary lunches

Key Performance Measures

• Management of a venue for use by professional performing art presenters, community groups, schools and corporate users

• Percentage of residents satisfied with Glen Street Theatre.

• Operation of dining, bar and catering services to patrons and users of the theatre

• Utilisation rates for Glen Street Theatre. • Overall budget performance (Budget v Actual). • Percentage of scheduled projects completed.

214

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

Income from Continuing Operations Rates & Annual Charges

1,250

1,290

1,103

1,140

1,178

1,220

User Charges & Fees

1,849

1,905

1,444

1,488

1,526

1,564

Interest & Investment Revenues

515

530

325

335

343

352

Grants & Contributions - Operating Purposes

Grants & Contributions - Capital Purposes

Other Revenues

Gains on Disposal of Assets Total Income from Continuing Operations

3,619

3,731

2,891

2,983

3,069

3,159

(1,240)

(1,281)

(969)

(1,003)

(1,038)

(1,077)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts

(1,205)

(1,242)

(902)

(930)

(954)

(978)

Depreciation & Amortisation

(122)

(125)

(100)

(103)

(106)

(108)

Other Expenses

(326)

(335)

(313)

(322)

(331)

(339)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

Internal Charges Overhead Allocation Total Expenses from Continuing Operations

(20)

(21)

(26)

(27)

(28)

(706)

(727)

(581)

(598)

(614)

(629)

(3,619)

(3,731)

(2,891)

(2,983)

(3,069)

(3,159)

Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

Capital works 2012-2016 2012-2013 Network wiring

$79,000

Minor asset renewal

$70,000

Concept plans - design

$150,000

Total Capital Works

$299,000

2013-2014

2014-2015

2015-2016

$80,000

Key initiatives 2012-2016 Operational Actions Develop design and concept plans for future of Glen Street Theatre

2012-2013

2013-2014

2014-2015

2015-2016

•

215

Strategic Community Plan 2012

Information and Library Services

Funding source for operational expenditure 2012-2013

Rates $5.88M Other Income $0.68M

Key activities and programs • A communal space for study, recreation, research and the exchange of ideas • Free access to recreation, information and educational resources

Key Performance Measures • Percentage of residents satisfied with Library services. • Utilisation rates for libraries. • Overall budget performance (budget v actual). • Percentage of scheduled projects completed.

• Collections and resources in a range of formats, including books, journals, discs and online facilities • Professional assistance in the use of library services and resources. • A range of programs to market library services and resources, and contribute to the development of literacy within the community • Services for specific target groups including patrons requiring a home library service, people with a disability, community language readers, children, senior school students, and local and family historians • A national responsibility for the acquisition and conservation of the documentary evidence of the local area

216

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

5,657

5,837

5,577

5,770

5,961

6,164

309

318

241

248

254

261

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

Other Revenues

Grants & Contributions - Operating Purposes

121

124

Grants & Contributions - Capital Purposes

258

266

6,346

6,546

6,253

6,458

6,659

6,874

(3,806)

(3,930)

(3,634)

(3,761)

(3,893)

(4,038)

Gains on Disposal of Assets Total Income from Continuing Operations Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts

(552)

(568)

(616)

(634)

(651)

(667)

Depreciation & Amortisation

(574)

(591)

(609)

(625)

(641)

Other Expenses

(106)

(109)

(116)

(119)

(122)

(125)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

(55)

(57)

(73)

(75)

(77)

(79)

Internal Charges Overhead Allocation

(1,253)

(1,290)

(1,222)

(1,259)

(1,292)

(1,324)

Total Expenses from Continuing Operations

(6,346)

(6,546)

(6,253)

(6,458)

(6,659)

(6,874)

Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

Capital works 2012-2016 Library bookvote - renew book stock

2012-2013

2013-2014

2014-2015

2015-2016

$524,400

$50,000

$55,000

$60,000

$574,400

$579,400

$584,400

Digital resources for libraries Total Capital Works

$524,400

Key initiatives 2012-2016 Operational Actions

2012-2013

2013-2014

Introduction of e-books to the collection

•

National Year of Reading program of author talks and literary events

•

Festival of Children's Literature

•

Introduction of online booking to library programs

•

Introduction of mobile phone access to the library website/catalogue

•

Introduction of radio frequency identification of library books and resources

•

2014-2015

2015-2016

•

217

Strategic Community Plan 2012

Kimbriki Environmental Enterprises Pty Ltd

Funding source for operational expenditure 2012-2013

Rates $0.00M Other Income $22.07M

Key activities and programs • Operate landfill and recycling site areas • Receive and process dry waste from commercial and domestic customers and sell recycled material

Key Performance Measures • Percentage of waste to landfill. • Kimbriki operating result. • Compliance with EPA environmental requirements. • Overall budget performance (budget versus actual). • Percentage of scheduled projects completed

218

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

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

17,854

18,389

18,967

19,536

20,044

20,545

360

400

1,774

1,828

2,699

2,780

2,852

2,923

Grants & Contributions - Operating Purposes

Grants & Contributions - Capital Purposes

Gains on Disposal of Assets Total Income from Continuing Operations

19,988

20,577

22,066

22,716

23,296

23,868

(2,642)

(2,728)

(2,823)

(2,922)

(3,031)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses

(8,647)

(8,907)

(9,455)

(9,739)

(9,992)

(10,242)

(402)

(415)

(377)

(389)

(399)

(409)

(6,098)

(6,281)

(7,144)

(7,358)

(7,549)

(7,738)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

Internal Charges

Overhead Allocation

(17,790)

(18,330)

(19,704)

(20,309)

(20,862)

(21,419)

2,199

2,247

2,361

2,407

2,434

2,449

Total Expenses from Continuing Operations Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

Capital works 2012-2016 2012-2013

2013-2014

2014-2015

Kimbriki Heavy & Light Plant Renewals

$175,000

$260,000

Kimbriki Road works Renewals

$150,000

$1,500,000

$825,000

Kimbriki Site Fixtures & Equipment Renewals

$150,000

$280,000

$750,000

Kimbriki Site Works Renewals

$550,000

$400,000

Kimbriki Heavy & Light Plant New

$125,000

Kimbriki Information Technology New

$150,000

2015-2016 $175,000

$200,000

Kimbriki Road works New Works

$50,000

$500,000

$275,000

Kimbriki Site Fixtures & Equipment New Works

$75,000

$1,450,000

$2,610,000

$1,090,000

$1,425,000

$4,390,000

$4,860,000

$1,465,000

Total Capital Works

219

Strategic Community Plan 2012

Natural Environment

Funding source for operational expenditure 2012-2013

Rates $10.21M Other Income $0.55M

Key activities and programs • Provide advice on natural areas and environmental issues • Strategic planning and research to protect and enhance biodiversity, bushland, threatened species, waterways and lagoons

Key Performance Measures • Percentage of residents satisfied with: – Caring for bush areas – Council operates in an environmentally sustainable way – Management of local flooding – Management of the waterways and lagoons – Bike paths – Walking trails and tracks • Overall budget performance (budget v actual). • Percentage of scheduled projects completed.

• Education for sustainability initiatives, including the Hilltop to Headland series • Water quality and water cycle strategic planning and implementation • Coastal zone, estuary and floodplain management and planning • Environmental research partnerships and community engagement • Provide and manage natural area recreational trails • Bushland protection, restoration and maintenance and creek stabilisation works • Bushfire asset protection zone management and risk assessments • Friends of the Bush program • Pest and feral animal control programs and noxious weed management • Management of storm water infrastructure assets and construction of drainage systems

220

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

10,222

10,389

10,206

10,294

10,701

10,955

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

Other Revenues

Grants & Contributions - Operating Purposes

578

596

489

503

517

529

Grants & Contributions - Capital Purposes

133

137

Gains on Disposal of Assets Total Income from Continuing Operations

10,989

11,179

10,752

10,856

11,279

11,546

(2,401)

(2,479)

(2,340)

(2,421)

(2,506)

(2,599)

Expenses from Continuing Operations Employee Benefits & On-Costs

Materials & Contracts

Borrowing Costs

(2,549)

(2,480)

(2,185)

(2,021)

(2,192)

(2,202)

Depreciation & Amortisation

(3,371)

(3,472)

(3,577)

(3,670)

(3,761)

(79)

(81)

(203)

(209)

(214)

(219)

Other Expenses Loss on Disposal of Assets

Share of Interest in Joint Ventures

Internal Charges

(1,237)

(1,274)

(1,302)

(1,341)

(1,376)

(1,411)

Overhead Allocation

(1,352)

(1,392)

(1,250)

(1,287)

(1,321)

(1,354)

(10,989)

(11,179)

(10,752)

(10,856)

(11,279)

(11,546)

Total Expenses from Continuing Operations Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

221

Strategic Community Plan 2012

Natural Environment

Capital works 2012-2016 Allenby Park - design of track and trail upgrades

2012-2013

2013-2014

$30,000

$90,000

2014-2015

2015-2016

$500,000

$1,896,175

Collaroy stormwater outlet $600,000

$500,000

$2,604,795

$1,478,000

$1,350,000

New allocated stormwater projects

$725,000

Renewal allocated stormwater projects

$768,750

$1,031,250

$1,237,500

$5,457,925

$3,606,250

$2,462,500

Emergency stormwater works Narrabeen Lagoon - multi-use trail Narrabeen Lagoon - recreation

$145,000

Dee Why CBD - stage 2A construction

$386,055

Rhoker Reserve - trail upgrade Total Capital Works

$110,000 $3,875,850

Key initiatives 2012-2016 Operational Actions

222

2012-2013

2013-2014

Narrabeen Lagoon Flood Study

•

Oxford Falls Constraints Study

•

Ecological Assessment of Warringah Estuaries

•

Dee Why South Catchment Flood Study

•

Coastal Zone Management Plan

•

Stormwater Asset Management Plan

•

Manly Lagoon Flood Study

•

Natural Areas Asset Management Plan

•

Delivery of Total Water Cycle Management

•

2014-2015

2015-2016

•

Delivery Program and Operational Plan

From Small Things Big Things Growâ&#x20AC;&#x2122; Oil painting Elaine Sterne

223

Strategic Community Plan 2012

Parks, Reserves and Foreshores

Funding source for operational expenditure 2012-2013

Rates $9.67M Other Income $0.61M

Key Performance Measures • Percentage of residents satisfied with:

– Bike paths

– Walking trails and tracks

– Management of street trees

– Maintenance of beaches and rock pools

– Brookvale Oval

– Sporting fields and amenities

– Parks and recreation areas including playgrounds

– Managing the impact of visitors to the area

• Overall budget performance (budget v actual). • %Percentage of scheduled projects completed.

224

Key activities and programs • Provide tactical planning and advice on management of parks, reserves and foreshore assets including street trees • Provide asset management and maintenance services for parks, reserves and foreshore assets including sportsgrounds, playgrounds, rockpools and gardens. • Manage regional recreational facilities including Brookvale Oval, Cromer Park, Manly Dam and Stony Range Botanic Garden • Manage and replace street trees and trees on parks, reserves and foreshores • Manage bookings of parks, reserves and foreshores including filming and photography requests • Manage Plans of Management relating to parks, reserves and foreshores • Manage relationships with sporting organisations and sports’ stakeholders

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

9,393

9,684

9,670

9,978

10,272

10,578

327

337

605

624

640

656

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

Other Revenues

Grants & Contributions - Operating Purposes

Grants & Contributions - Capital Purposes

Gains on Disposal of Assets Total Income from Continuing Operations

9,720

10,021

10,275

10,602

10,912

11,233

(3,690)

(3,810)

(3,725)

(3,855)

(3,989)

(4,138)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses

(3,841)

(3,957)

(4,384)

(4,516)

(4,633)

(4,749)

(56)

(57)

(123)

(126)

(130)

(133)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

(391)

(402)

(338)

(348)

(357)

(366)

Overhead Allocation

Internal Charges

(1,743)

(1,795)

(1,706)

(1,757)

(1,803)

(1,848)

Total Expenses from Continuing Operations

(9,720)

(10,021)

(10,275)

(10,602)

(10,912)

(11,233)

Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

225

Strategic Community Plan 2012

Parks, Reserves and Foreshores

Capital works 2012-2016 Sportsfields - minor rectification works Cromer Park, Cromer - creating a new field (field 5) and rectification of fields 3 and 4 Melwood Oval, Forestville - sportsfield rectification program

2012-2013

2013-2014

2014-2015

2015-2016

$300,000

$307,435

$323,431

$330,576

$1,537,828

$281,623

$197,374

$216,146

$1,144,949

$1,190,681

$417,517

$817,408

$67,434

$68,197

Reub Hudson Oval and Denzil Joyce Oval, North Curl Curl - sportsfield rectification program Parks - minor renewal works Millers Reserve, Manly Vale - floodlighting improvement

$64,831 $424,698

$172,917

Lionel Watts Oval, Frenchs Forest - floodlighting improvement Sportsfields - water supply irrigation program

$65,966

$125,886 $134,836

Harbord Park, Freshwater - water supply irrigation program

$137,720

Griffith Park, Long Reef - water supply irrigation program

$133,832

Beverly Job Park, Narraweena - water supply irrigation program Sports clubs capital assistance grants St Matthews Farm, Cromer - new skate facility

$333,578

$412,400

$26,226

Manly Dam - trail renewal

$148,811

Stony Range, Dee Why - renewal

$104,905

$145,898 $105,939 $53,416

$54,558

Berry Reserve and Jamieson Park, Narrabeen - upgrades

$54,943

$418,118

$560,475

$54,139

$1,180,729 $49,103

Griffith Park, Long Reef - shade structure Manly Dam - carpark and turning area

$52,453

$324,219

Manly Dam - renewals

$75,637

$77,026

$78,673

$79,585

$294,462

$540,364

$607,338

$625,917

North Narrabeen - landscape masterplan development and implementation

$60,000

$50,000

Dee Why beach - foreshore renewal

$47,953

$100,000

Playground improvement program

Queenscliff rockpool - upgrade

$295,227

Freshwater rockpool - upgrade

$815,556

Total Capital Works

$300,000 $224,219 $82,976

Curl Curl beach and Freshwater beach - masterplans

226

$108,073

Street tree replacement program

Collaroy Accessibility Precinct - playground and reserve improvements

$416,840

$228,990 $20,981

Terrey Hills - new skate facility

$419,600

$5,465,900

$464,713

$4,603,612

$4,468,638

$4,017,175

Delivery Program and Operational Plan

Key initiatives 2012-2016 Operational Actions

2012-2013

2013-2014

2014-2015

2015-2016

•

Review the Coastal Lands Plan of Management

•

Maintenance of new Narrabeen Lagoon Trail

•

Review the Berry Reserve and Adjoining Foreshore Plan of Management

•

Review the District Park Plan of Management

•

Review the Sportsground Plan of Management

•

• •

227

Strategic Community Plan 2012

Roads, Traffic and Waste

Funding source for operational expenditure 2012-2013

Rates $28.02M Other Income $6.99M

Key activities and programs • Maintain Council’s stormwater drainage system • Manage street lighting through AusGrid • Collect domestic and commercial waste and recycling

Key Performance Measures • Percentage of residents satisfied with:

– Provision of street lighting

– Bike paths

– Walking trails and tracks

– Bus shelters

– Maintaining local roads

– Footpaths

– Provision of car parking

– Traffic management

– Household waste collection

– Household bulky item clean ups

– Cleaning of public areas

– Cleaning of streets

• Kilos of waste produced per capita. • Percentage of recyclables to landfill. • Overall budget performance (budget v actual). • Percentage of scheduled projects completed.

228

• Public place cleaning and litter picking at shopping centres, roads, beaches and reserves • Graffiti removal • Planning and delivery of road related capital works projects (construction of footpaths, road resurfacing, traffic facilities) • Maintenance and renewal of road network assets (pavements, kerbs, traffic facilities, bridges, signage, bus shelters, cycleways and footpaths) • Traffic management on local roads and installation of traffic facilities

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

26,912

27,816

28,021

29,687

41,148

42,763

1,900

1,236

1,828

1,883

1,932

1,980

882

908

1,220

1,257

1,289

1,322

2,050

2,832

2,000

2,060

2,113

2,166

970

1,099

1,944

1,969

2,014

1,909

32,715

33,892

35,013

36,856

48,497

50,140

(4,589)

(4,738)

(4,544)

(4,702)

(4,866)

(5,048)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts

(18,927)

(19,680)

(20,888)

(22,066)

(33,093)

(34,292)

Depreciation & Amortisation

(3,533)

(3,639)

(3,967)

(4,257)

(4,363)

Other Expenses

(2,557)

(2,633)

(2,736)

(2,818)

(2,891)

(2,963)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

Internal Charges Overhead Allocation Total Expenses from Continuing Operations Surplus/(Deficit) from Continuing Operations

(847)

(872)

(1,002)

(1,032)

(1,059)

(1,085)

(2,262)

(2,330)

(2,205)

(2,271)

(2,330)

(2,388)

(32,715)

(33,892)

(35,013)

(36,856)

(48,497)

(50,140)

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

229

Strategic Community Plan 2012

Roads, Traffic and Waste

Capital works 2012-2016 2012-2013

2013-2014

2014-2015

2015-2016

Carpark renewal program

$135,000

$140,000

Kerb and gutter renewal program

$110,000

$115,000

$2,766,308

$2,803,000

$2,953,000

$3,053,000

Footpaths new

$227,974

Footpath renewals

$350,000

$365,000

Bus stop renewal

$50,000

$52,000

$430,000

$350,000

Road re-sheeting program

Collaroy Accessibility Precinct - streetscape improvements Freshwater Village shade structure

$1,167,933 $119,000

Dee Why traffic facilities and streetscape works

$6,830,373

Dee Why streetscape improvements Retaining wall renewals

$105,991

$106,000

Bike plan implementation

$330,000

Blackbutts Road, Belrose - upgrade refuge island east of Athol Street Pittwater Road, Dee Why - widening and signal adjustments

$39,000 $387,975

Crown Road, Queenscliff - median island and landscape kerb blisters

$59,000

Dalley Street, Queenscliff - partial closure

$29,000

Tramore Place, Melwood Avenue and Starkey Street, Killarney Heights - kerb blister islands

$34,000

$370,000

Myoora Road, Terrey Hills - wombat crossing

$59,000

Brookvale Traffic Study, Stage 1

$45,000 $149,000

Dareen Street, Frenchs Forest - traffic calming scheme

$59,000

King Street, Manly Vale - traffic calming scheme

$370,000

Dee Why traffic facilities - construction Traffic program Replacement of bins Total Capital Works

230

$5,911,181

$5,250,974

$335,000

$360,000

$2,190,000

$1,870,000

$7,163,974

$13,819,347

Delivery Program and Operational Plan

Key initiatives 2012-2016 Operational Actions Review the domestic waste and recycling service in preparation for the implementation of waste processing facilities at Kimbriki in July 2014

2012-2013

2013-2014

2014-2015

•

2015-2016

231

Strategic Community Plan 2012

Strategic Planning

Funding source for operational expenditure 2012-2013

Rates $2.28M Other Income $0.53M

Key activities and programs • Strategic advice on land use planning, including the urban environment and controlling the use and development of land • Develop strategic land use planning policy position to guide development in Warringah

Key Performance Measures • Percentage of residents satisfied with:

– Managing commercial development

– Managing residential development

• Average age of environmental planning instruments. • Percentage of development appeals where Council’s decision is upheld. • Overall budget performance (budget v actual). • Percentage of scheduled projects completed.

232

• Communicate, analyse and respond to State Government planning initiatives affecting Warringah

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

1,985

2,048

2,282

2,285

2,359

2,437

421

433

434

447

459

470

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

Grants & Contributions - Operating Purposes

Grants & Contributions - Capital Purposes

Gains on Disposal of Assets Total Income from Continuing Operations

2,475

2,553

2,809

2,901

2,990

3,085

(1,406)

(1,452)

(1,499)

(1,552)

(1,606)

(1,666)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses

(314)

(324)

(401)

(413)

(424)

(434)

(63)

(65)

(68)

(70)

(71)

(73)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

Internal Charges Overhead Allocation Total Expenses from Continuing Operations Surplus/(Deficit) from Continuing Operations

(76)

(78)

(140)

(145)

(148)

(152)

(616)

(635)

(701)

(722)

(741)

(759)

(2,475)

(2,553)

(2,809)

(2,901)

(2,990)

(3,085)

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

233

Strategic Community Plan 2012

Strategic Planning

Key initiatives 2012-2016 Operational Actions

2012-2013

2013-2014

2014-2015

•

Develop a policy on voluntary planning agreements

•

Frenchs Forest Planning - amendment to the Development Control Plan

•

Contribute to the review of the Environmental Planning and Assessment Act

•

Review planning controls for Oxford Falls and Belrose North area (deferred lands)

•

Review the Local Environmental Plan to reflect the findings of the Brookvale traffic study

•

Amend the Local Environmental Plan to reflect the Heritage review findings

• •

Review and update Warringah’s Heritage Themes Develop an employment lands strategy to meet future employment targets.

•

Complete the urban form study and further master planning for Dee Why Town Centre

•

Contribute to the finalisation of the Northern Beaches Regional Plan

•

Initiate a street life improvement program for Dee Why Town Centre

•

Amend the Warringah Development Control Plan

•

Evaluate planning proposals lodged by external parties

•

Review zoning and classifications of Council carparks and land.

•

Develop a Section 94A development contributions works program

•

234

•

Preparation of reports based on directions from the Planning Assessment Commission into Warringah’s non-urban lands Review bush fire prone land

2015-2016

• •

Delivery Program and Operational Plan

235

Strategic Community Plan 2012

Warringah Aquatic Centre

Funding source for operational expenditure 2012-2013

Rates $1.68M Other Income $2.39M

Key activities and programs • Provide learn to swim and elite coaching programs • Provide water safety programs • Provide water and land based fitness programs

Key Performance Measures • Percentage of residents satisfied with Warringah Aquatic Centre. • Total visits to Warringah Aquatic Centre. • Expense recovery from Centre operations. • Overall budget performance (budget v actual). • Percentage of scheduled projects completed.

236

• Asset management of Warringah Aquatic Centre

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

Income from Continuing Operations Rates & Annual Charges

1,733

1,790

1,681

1,706

1,770

1,842

User Charges & Fees

2,098

2,161

2,202

2,268

2,327

2,385

Interest & Investment Revenues Other Revenues

211

217

187

193

198

203

Grants & Contributions - Operating Purposes

Grants & Contributions - Capital Purposes

Gains on Disposal of Assets Total Income from Continuing Operations

4,042

4,168

4,071

4,167

4,295

4,430

(2,139)

(2,208)

(2,118)

(2,192)

(2,268)

(2,352)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts

(509)

(525)

(535)

(551)

(565)

(579)

Depreciation & Amortisation

(247)

(254)

(262)

(268)

(275)

Other Expenses

(284)

(292)

(357)

(331)

(340)

(349)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

Internal Charges Overhead Allocation Total Expenses from Continuing Operations Surplus/(Deficit) from Continuing Operations

(34)

(35)

(34)

(35)

(36)

(37)

(829)

(854)

(773)

(796)

(817)

(838)

(4,042)

(4,168)

(4,071)

(4,167)

(4,295)

(4,430)

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

Capital works 2012-2016 2012-2013 Tri-generation project

$300,000

Conceptual design for revitalising Warringah Aquatic Centre

$300,000

Plant and equipment renewals Total Capital Works

$600,000

2013-2014

2014-2015

2015-2016

$127,000

Key initiatives 2012-2016 Operational Actions Develop and implement a masterplan for the Warringah Aquatic Centre

2012-2013

2013-2014

•

2014-2015

2015-2016

237

Strategic Community Plan 2012

Corporate Support Services

Funding source for operational expenditure 2012-2013

Rates $13.89M Other Income $11.86M

Key activities and programs • Inhouse legal advice and management of legal costs • Information management and technology • Records management and information access service

Key Performance Measures • Percentage of residents satisfied with – Condition of public toilets

• Procurement • Media liaison and communication

– Community centres

• Management of Council’s property portfolio, including buildings

– Customer service

• Human resources

• Percentage of customer enquiries resolved on first contact. • Percentage of calls answered within service level targets. • Number of visits to Council’s website. • Overall budget performance (budget v actual) by service. • Percentage scheduled projects completed by service

238

• Customer service

• Occupational health, safety and welfare • Financial management, business support and levying and collection of rates and charges • Internal auditing • Facilitation and management of Business Excellence across Council • Enterprise risk and business continuity management

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

Rates & Annual Charges

8,731

10,957

13,887

14,564

13,702

13,419

User Charges & Fees

2,510

2,585

2,595

2,673

3,042

7,904

Income from Continuing Operations

Interest & Investment Revenues

4,327

3,705

3,403

3,385

3,059

2,872

Other Revenues

2,053

2,115

2,302

2,371

2,433

2,494

Grants & Contributions - Operating Purposes Grants & Contributions - Capital Purposes Gains on Disposal of Assets Total Income from Continuing Operations

803

827

803

827

849

870

2,500

2,575

2,652

2,721

2,789

160

165

185

190

195

200

21,084

22,930

25,750

26,663

26,001

30,549

(18,155)

(18,745)

(17,837)

(18,460)

(19,104)

(19,816)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts

(306)

(322)

(309)

(302)

(296)

(290)

(10,560)

(10,977)

(10,551)

(10,868)

(11,151)

(11,429)

Depreciation & Amortisation

(5,307)

(5,466)

(5,616)

(5,784)

(5,935)

(6,083)

Other Expenses

(3,518)

(3,656)

(4,003)

(4,167)

(4,309)

(4,417)

Loss on Disposal of Assets Share of Interest in Joint Ventures Internal Charges Overhead Allocation Total Expenses from Continuing Operations Surplus/(Deficit) from Continuing Operations

(601)

(619)

(693)

(713)

(732)

(750)

3,723

3,835

3,944

4,062

4,168

4,272

16,625

17,124

16,025

16,506

16,935

17,358

(18,099)

(18,826)

(19,040)

(19,725)

(20,422)

(21,155)

2,985

4,103

6,710

6,938

5,579

9,394

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

239

Strategic Community Plan 2012

Corporate Support Services

Capital works 2012-2016 2012-2013

2013-2014

2014-2015

$530,038

$2,800,000

$3,886,080

2015-2016

Town Centre Improvements Dee Why Town Centre parking and community facility - design and construction Operational Facilities Renewal program $300,000

Operational buildings - renewal program Administration buildings - renewal works

$263,303

17B Crown Road, Freshwater - demolition and remediation

$223,998

$272,782

$282,602

Administration buildings - minor renewal works

$65,725

$62,000

Civic Centre - roof membrane renewal

$53,004

$275,000

$875,000

Civic Centre - upgrade to Customer Service Centre

$318,023

Civic Centre - fire services and Building Code of Australia upgrade

$773,627

$292,776

Surf Club Renewals $300,000

Beach and surf club buildings - Disability Discrimination Act upgrades Fishermans beach surf club building - renewal and upgrade

$106,008

$100,000

Beach and surf club buildings - renewal works

$131,652

$136,391

$141,301

$146,388

Sporting Facilities Renewals Sporting club buildings - renewal and Disability Discrimination Act works Sporting club buildings - renewal works

$500,000 $197,477

$204,587

$211,952

$219,582

Land Acquisitions $2,319,670

Perentie and Dawes Road, Belrose - acquisition of public open space Public Amenity Renewal Program

$100,000

Devitt Street, Narrabeen - amenities renewals Terrey Hills Rugby Club - public amenities renewal

$200,000

Killarney Heights Oval - amenity renewal

$300,000

Collaroy Access Tourism Precinct - public amenities upgrades Manly Dam public amenity improvement program - public amenities 1, 2 and 3 renewal

$277,003

Narrabeen Lakes Sailing Club - public amenities renewal and accessibility upgrades

$277,002

Cromer Soccer Club, St Matthews Farm - public amenities renewals Nolan Reserve - public amenities renewals

240

$1,119,961

$400,000 $266,051

$700,000

$277,003

Delivery Program and Operational Plan

Capital works 2012-2016 (Continued) 2012-2013 Nolan Reserve - public amenities renewals Amenities buildings program - renewal works

$197,477

2013-2014

2014-2015

$266,051

$700,000

$204,587

$211,952

2015-2016

$219,582

Community Building Renewal Program $330,000

North Balgowlah Community Centre - renewal Community buildings - Disability Discrimination Act upgrades

$159,011

Community buildings - renewal works

$526,606

$545,564

$65,725

$62,000

Community buildings - minor renewal works

$565,204

$150,000

Bringa Womens Centre - renewal

$150,000

Oxford Falls Peace Park, Oxford Falls - renewal $277,002

Harbord Literary Institute - renewal of bathrooms and softfall Tramshed toilet and kitchen - Building Code of Australia and Disability Discrimination Act renewals New Brookvale Occasional Care Centre Brookvale Children’s Centre - renewal and expansion

$585,552

$265,988

$300,000

$1,552,161 $106,008

$553,976 $150,000

Brookvale Children’s Centre - renew bathrooms

$550,000

Narrabeen Children’s Centre - renewals Plant and Equipment $400,000

$600,000

$680,000

$759,000

$1,600,000

$1,700,000

$352,500

$110,000

$60,000

$20,000

$86,625

$150,000

$80,000

IT infrastructure - renewals

$518,702

$1,293,420

$750,000

$150,000

IT software - renewals

$500,000

$350,000

$150,000

$420,000

Total Capital Works

$10,446,994

$12,442,652

$11,807,097

$6,989,882

Heavy plant replacement program Light plant replacement program IT Systems IT infrastructure - new works IT software - new works

241

Strategic Community Plan 2012

Corporate Support Services

Key initiatives 2012-2016 Operational Actions

242

2012-2013

2013-2014

2014-2015

Review ratings structure based on new land valuations

•

Undertake an employee opinion survey of Council staff

•

Support a 'Triple 0' policy on workplace accidents/incidents/injuries

•

Implement the Enterprise Risk Management Program

•

Implement and manage the Business Continuity Program

•

Document Council's core business processes, in line with the principles of Business Excellence

•

Increase the range of self-help services available online

•

Redesign Council's website

•

Implement an external customer satisfaction survey

•

2015-2016

•

Delivery Program and Operational Plan

â&#x20AC;&#x2DC;Solitudeâ&#x20AC;&#x2122; Photography Marco Estrella

243

Strategic Community Plan 2012

Good Governance

Funding source for operational expenditure 2012-2013

Rates $4.35M Other Income $3.10M

Key activities and programs • Strategic advice and support concerning environmental, economic, social and recreational planning • Corporate planning and reporting • Policy development and review

Key Performance Measures • Percentage of residents satisfied with

• Community engagement

– Managing the impact of visitors to the area

• Advice, policy and systems that support good governance

– Encouraging local industry and business

• Manage complaints service

• Compliance with statutory reporting requirements. • Percentage of formal complaints managed according to set timeframes and in accordance with guidelines. • Overall budget performance (budget v actual) by service. • Percentage of scheduled projects completed by service.

244

• Elected Council support

• Implement corruption prevention strategies

Delivery Program and Operational Plan

Budget 2012-2016

2011 SCP* 2011-2012 Budget $’000

Year 2 SCP 2012-2013 $’000

2012-2013 $’000

2013-2014 $’000

2014-2015 $’000

2015-2016 $’000

4,451

4,507

4,347

4,485

4,617

4,754

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

Other Revenues

2,801

2,885

3,085

3,177

3,260

3,341

Grants & Contributions - Operating Purposes Grants & Contributions - Capital Purposes Gains on Disposal of Assets Total Income from Continuing Operations

7,262

7,402

7,442

7,673

7,888

8,107

(1,650)

(1,704)

(1,635)

(1,692)

(1,752)

(1,817)

Expenses from Continuing Operations Employee Benefits & On-Costs Borrowing Costs Materials & Contracts Depreciation & Amortisation Other Expenses

(839)

(782)

(823)

(848)

(870)

(892)

(3,245)

(3,342)

(3,489)

(3,594)

(3,687)

(3,779)

Loss on Disposal of Assets

Share of Interest in Joint Ventures

(46)

(48)

(51)

(52)

(54)

(55)

Overhead Allocation

Internal Charges

(1,482)

(1,526)

(1,444)

(1,487)

(1,526)

(1,564)

Total Expenses from Continuing Operations

(7,262)

(7,402)

(7,442)

(7,673)

(7,888)

(8,107)

Surplus/(Deficit) from Continuing Operations

SCP 2011 * - Shows the budget and forecast figures from the Strategic Community Plan 2011 for the years 2011-2012 and 2012-2013 for comparative purposes.

245

Strategic Community Plan 2012

Good Governance

Key initiatives 2012-2016 Operational Actions

2012-2013

2013-2014

2014-2015

2015-2016

Respond to the Local Government Reform Agenda

•

Review the long term Community Strategic Plan and establish the Delivery Program for 2013-2017

•

Develop the Annual Operational Plan and Budget

•

Publish the Annual Report

•

Conduct the Annual Community Survey

•

Prepare the Internal Ombudsman’s Annual Report

•

Council elections and induction of new Council

•

Develop a Healthy Ageing Strategy

•

Develop a Youth Strategy

• •

Develop an Energy and Water Savings Action Plan

246

Host the Warringah Business Expo

•

Establish a program to revitalise business in Dee Why - renew Dee Why

•

Host the Northern Beaches Business Awards

•

Establish a Warringah Pittwater business portal

•

APPENDIX 1

Map Warringah Mall Regional Shopping Centre â&#x20AC;&#x201C; Business Sub-Category

247

Strategic Community Plan 2012

APPENDIX 2 Draft Independent Assurance Report Hill Rogers Spencer Steer

248

249

Strategic Community Plan 2012

Want to find out more?

Visit us online. ď&#x20AC;ş

250

warringah.nsw.gov.au

Printed using environmentally friendly soy based inks on Mega Recycled Silk, an environmentally considered sheet consisting of 50% post consumer recycled waste and 50% FSC certified fibre. Mega Recycled is manufactured at the Gohrsmuhle Mill, who have their own waste water treatment plant and are ISO 14001 EMS approved. Mega Recycled is made elemental chlorine free.