delivery program operational

Delivery Program and Operational Plan 2017-2018Progress Report: July-Dec 2017

Prepared by Sutherland Shire Council.

Contact Details

Sutherland Shire Council 4-20 Eton Street Sutherland NSW Australia

Locked Bag 17, Sutherland 1499

Telephone: 02 9710 0333 Fax: 02 9710 0265 [email protected]

sutherlandshire.nsw.gov.au

© Sutherland Shire Council 2017

2 sutherlandshire.nsw.gov.au | Operation Plan 2017/18 Progress Report (July-Dec 2017)


OUR FIRST 6 MONTHS...

Sutherland Shire is a place for life —its vibrancy brings people to life and makes it a place we want to stay forever. Our role as Council is to enhance the spirit of our area and its people through marrying our community’s vision for the future with the plans we have in place. That’s why we created the Delivery Program for 2017 to 2021, the annual Operational Plan and Budget for 2017/2018 and have based it on the six key outcome areas you told us were most valuable and needed to maintain your quality of life.

These included:

• a community informed and engaged in its future

• a beautiful, protected and healthy natural environment

• a caring and supportive community

• a culturally rich and vibrant community

• a prosperous community for all

• a liveable place with a high quality of life.

Residents have indicated a thirst to be better informed and engaged in decision making and are committed to supporting Council to achieve that. We are proud to report back on the first six months of our Delivery Program and Operational Plan for 2017-2018, this report outlines our progress including the achievements and challenges, as well as the focus for the remaining 6 months of our first year.

sutherlandshire.nsw.gov.au | Operation Plan 2017/18 Progress Report (July-Dec 2017) 3


Our VISION A CONNECTED AND SAFE COMMUNITY THAT RESPECTS PEOPLE AND NATURE, ENJOYING ACTIVE LIVES IN A STRONG LOCAL ECONOMY.



CONTENTS06 How to Read this Report

07 Overall Progress

08 Outcome 1 - A Community Informed and Engaged in Its Future

09 Outcome 2 - A Beautiful, Protected and Healthy Natural Environment

10 Outcome 3 - A Caring and Supportive Community

11 Outcome 4 - A Culturally Rich and Vibrant Community

12 Outcome 5 - A Prosperous Community

13 Outcome 6 - A Liveable Place with a High Quality of Life

14 Appendix - Delivery Program/Operational Plan Progress Detail



HOW TO READ THIS REPORT

The focus for this 6 month progress report is on the update of Operational Plan (OP) actions which

contribute to the overall Delivery Program (DP) deliverables (up to 4 years).

The OP contains actions which reflect both ongoing services and new projects or initiatives which

are contributing to the 4yr deliverables and supporting continuous improvements. The commentary

against individual actions in the appendix reflects if they are either ‘On-going’, or ‘In progress’ for a

specific initiative.

High level summaries of progress of OP actions by Outcome are documented in the main section of the report.

Detailed status and commentary of each Operational Plan action is documented in the Appendix.

Further information supporting the status of each element and detailed status criteria is maintained by the Council for audit and internal reporting purposes.

Complete All agreed delivery milestones achieved.

On TrackProject is on time, within budget and meeting agreed levels.

MonitorDelays oof less than two weeks on critical milestones, a forecast minor overspend, quality issues.

Off TrackDelays of more than two weeks on critical milestones, a significant overspend, significant quality issues.

HOW WE RATE THE STATUS

HOW THE INFORMATION IS PRESENTED



OVERALL PROGRESS

A positive start to the first 6 months of our overall Operational Plan actions for FY17/18 with a portion

already complete and a majority on track for completion by Q4. Those areas being monitored or off

track provide an opportunity to focus efforts or re-phase based upon organisational capacity and

priorities.

Complete 28

On Track 193

Monitor 42

Off Track 25

10%

67%

14%

9%



ACHIEVEMENTS• Over 2400 people participated in our ‘Planning

for the Future’ survey, and nine consultations on our Join The Conversation online platform reached over 4800 people from which will now greatly inform the development of our customer experience and engagement strategies.

• Council’s information management technology systems were upgraded through the Application Lifecycle Management Project. This reduced support costs of current full software suite, a reduction in applications from 500 to 120, enabled reinvestment in new software for the future and enabled faster response to customers.

• Independent Audit Risk & Improvement Committee Established.

• The data management Project resulted in business recommendations across the organisation that expect to realise $1.1 million in process improvement value. Whilst this is not expected to deliver immediate financial gain, it is expected to improve service delivery through more efficient business process.

OUTCOME 1

This has been a year of significant change within the organisation as we work towards better defining our

service offering and aligning resources to meet the objectives of our Delivery Program. Such changes whilst

providing an important foundation do place pressure on the organisation and in areas this has resulted in a

delay for some deliverables.

A COMMUNITY INFORMED AND ENGAGED IN ITS FUTURE

NEXT PERIOD• Strong focus on embedding financial

sustainability measures

• Development of Customer Experience Strategy and Engagement Strategy

Complete 10

On Track 18

Monitor 17

Off Track 11

18%

32%

30%

20%



OUTCOME 2

Our community strongly values our access to the rich and diverse natural environment of Sutherland Shire.

Over the next 10 years we want to protect and sustant a beautiful natural environment and enhance the

streets in public places we live in playing in residents community group schools council and developers all

have a role in protecting our environment and reducing our resource consumption for the benefit of us and

our future generations.

A BEAUTIFUL, PROTECTED AND HEALTHY NATURAL ENVIRONMENT

ACHIEVEMENTS• Nine projects completed as part of the

Implement Green Streets Program, with a total of 503 trees planted.

• The Sea Level Rise Policy has been adopted by Council and now available on the website.

• Strong engagement from volunteers in the community for the Bushcare Program; 628 active volunteers having provided 8,821 hours of effort.

NEXT PERIOD• Finalise Environment & Sustainability Strategy

which will provide overarching direction and consolidate numerous plans and policies.

• Development of Public Place Tree Management Plan.

Complete 4

On Track 42

Monitor 8

Off Track 5

7%

71%

14%

8%



OUTCOME 3

Through consultation we know that having a sense of community is important to our residents. We want

to be connected to Sutherland Shire as a place but also be part of a community. Over the next 10 years we

went to sustain and build a resilient and inclusive community that cares for the well-being of all.

A CARING AND SUPPORTIVE COMMUNITY

ACHIEVEMENTS• Disability Inclusion Action Plan completed and

adopted by Council

• Upgrade of Engadine and Menai Skate Parks

• 2660 student from 47 schools participated in Surf Survival Education Program

NEXT PERIOD• Continuing to develop partnerships which build

community capacity and support the delivery of sustainable community services

• Finalise Ageing Strategy and Youth Strategy

• Deliver 2018 Community Grants Program

Complete 3

On Track 40

Monitor 2

Off Track 1

7%

87%

4%2%



OUTCOME 4

Culture is a vital part of a healthy and connected community. Over the next 10 years, we will celebrate who

we are through cultural experiences, events, and facilities, by retaining local special places and by building

a cohesive local identity. We will nurture creativity, celebrate our shared heritage and embrace diversity,

helping us to create a sense of community and identity and value what is important to all of our lives.

A CULTURALLY RICH AND VIBRANT COMMUNITY

ACHIEVEMENTS• European Masters Exhibit hosted in partnership

with Art Gallery of NSW, attracting over 24,500 visitors.

• 381 events held at the Entertainment Centre with 80,007 attendees.

• Free access to public computers at Sutherland Libraries from 1 July 2017.

• Aboriginal Signage Policy implemented and signage installed at 6 locations.

NEXT PERIOD• Cultural Plan development behind schedule

due to restructure and creation of new Arts and Culture unit, however will commence in first half of 2018.

• Progressing planning for the Sutherland Entertainment Centre.

Complete 4

On Track 49

Monitor 3

Off Track 3

7%

83%

5%

5%



OUTCOME 5

Investing in education and learning, from early childhood to later years, is not just good for individuals – but

for communities as a whole. Over the next 10 years Sutherland Shire will be a community in which every

one of us is educated, where people can work closer to home, and where our local businesses prosper and

provide increased employment opportunities.

A PROSPEROUS COMMUNITY

ACHIEVEMENTS• Monthly Business and Tourism e-newsletter

distributed to over 3,000 local businesses.

• An Events Toolkit resource developed to assist groups/agencies holding events in the Sutherland Shire.

NEXT PERIOD• Promotional video of Sutherland Shire has been

developed and will be rolled this coming period.

• Finalise development of the Economic and Community Development Strategies

• Focus on implementing framework to achieve employment targets for Greater Sydney Commission Sydney

Complete 2

On Track 11

Monitor 4

Off Track 0

12%

65%

23%



OUTCOME 6

Quality of life is important to us and overwhelmingly the community feels they have a great quality of life in

Sutherland Shire. The quality of life we value is enhanced by a strong sense of connection and safety in our

community and liveability of our urban environment. Over the next 10 years, we want a liveable Sutherland

Shire, where growth is balanced with social and environmental outcomes, where we can access a range of

transport options, where we can afford a home, and where we can maintain and improve our quality of life.

A LIVEABLE PLACE WITH A HIGH QUALITY OF LIFE

ACHIEVEMENTS• Bike to Beach and Ride to School campaigns

delivered to encourage cycling/active transport.

• e-submission platform for Development Application implemented (note won award??) 6B.7.

• Public Domain Design Manual completed.

NEXT PERIOD• Cronulla Master plan.

• Completion of Integrated Transport Strategy.

• Completion of the Ocean Grove Modernisation works.

• Commence work on Sutherland Leisure Centre Waterplay park.

• Continued work with NSW Police and key stakeholders to reduce crime and antisocial behaviour at identified hotspots.

Complete 5

On Track 33

Monitor 8

Off Track 5

10%

65%

15%

10%



Complete On Track Monitor Off Track

APPENDIXDP/OP DETAIL ACROSS ALL OUTCOMES

outcomeID Deliverable/Activity Measure Status Accountable Commentary

1A Implement the Delivery Program All Directorates

1A.1Implement the actions within the Operational Plan.

Completion rate. All Directorates • 10% of Operational Plan actions complete, with 67% on track.

1A.2Improve reporting of progress towards objectives within the Delivery Program.

Improved reporting.Strategy & Engagement

• Reporting methodology established and data collection tool developed. Strategy advisors working with Managers to uplift capability.

1B Develop and implement an Engagement Strategy

Strategy & Engagement

1B.1Undertake community research and consultation to inform strategy development.

Research and consultation complete.


• Rather than undertaking separate research, the customer experience research and consultation piece is being used to inform this strategy. The research is now complete and relevant data is being reviewed to inform the strategy development.

1B.2Develop an Engagement Strategy.

Engagement Strategy approved.


• Scheduled to commence in first quarter 2018 to be completed by June 2018 to be informed by data sourced through recent community survey.

1B.3Develop a program of engagement activities.

Program developed.Strategy & Engagement

• Scheduled to commence in first quarter 2018 to be completed by June 2018 to be informed by data sourced through recent community survey.

1B.4Implement Engagement Strategy.

Strategy objectives and deliverables are all met.


• Whilst the timeframe for implementation has been delayed, it was determined greater value would be achieved through using the data gained through the community survey. This community survey was delayed due to a change in scope that included consideration of resourcing strategy challenges. Implementation will commence upon completion of the strategy.





1CImplement the Information Management & Technology Strategy

IM&T

1C.1Deliver Maintenance Management Project.

Project objectives and deliverables met.

IM&T

• It has been identified that there may be an opportunity to better utilise existing solutions and this is being explored further prior to commencing a new project. It has been determined that better value may be gained through this process.

1C.2Deliver Project Management Solution Project.


IM&T

• Project management has been an area of organisational review and realignment. The project management framework and oversight function is currently being moved from Infrastructure to Corporate Support. Despite resulting in a delay to this deliverable, it is believed that this change will add value to the project.

1C.3Deliver Asset Management Project.


IM&T • Project due to commence in February 2018

1C.4Deliver Children’s Services Digital Sign In and Out Solution.

Activity deliverables met.

IM&T • Replacement software implemented across sites(Kidsxap)

1C.5Deliver Private Certifier Applications (eCDC) platform.


IM&T• On hold • Dependent on State decision on

portal development

1C.6Develop and implement Customer Relationship Management project.


IM&T• Deliverable 1H.1 is required to inform

this solution. Please refer to this deliverable for further commentary.

1C.7Develop and implement Performance Management Solution.


IM&T • No progress made due to resource constraints

1C.8Deliver Enterprise Service Bus project.


IM&T • In progress

1C.9Deliver Identity Management project.


IM&T • Project to commence in Q4

1C.10Deliver Data Management Project & Business Recommendations.


IM&T

• Defined and aligned SSC’s business data within the SSC Data Governance Model. Business data needs of key data stakeholders were met. This project has resulted in a value capture of process improvement estimated to be valued at $1.1 million.





1C.11Deliver Application Lifecycle Management Project (Server and Client).


IM&T

• This project has reduced the number of applications used across council from 500 to 120 This has resulted in reduced software support costs, increased speeds in resolving customer issues and increasing council’s software knowledge.

1C.12Deliver Enterprise Content Management Project.


IM&T • Due for completion in March 2018

1C.13Deliver ArcGIS and Geocortex upgrade.


IM&T

• Reduced software support costs to Council.

• Increased speed in resolving customer issues.

• Increased Council's software knowledge.

1C.14Undertake Telecommunications Tender.


IM&T

• Provided a robust solution which ensures stability and availability of the network.

• Improved Service Assurance and Service Reporting.

• Positioned Council for cloud adoption in the future.

1DDevelop and Implement a Customer Experience Strategy

Governance & Customer Service

1D.1Undertake customer research and consultation to inform strategy development.

Research and consultation undertaken.


• Research and consultation has been undertaken and is currently being analysed.

1D.2Develop Customer Experience Strategy.


Corporate Support

• Strategy development will commence in March informed through the abovementioned consultation.

1D.3Implement Customer Experience Strategy.

Strategy objectives and deliverables met customer satisfaction levels.

All directorates

• This community survey was delayed due to a change in scope that included consideration of resourcing strategy challenges. This has in turn delayed timeframes for strategy development and implementation. Despite the delay in this area, it is considered the change in scope provided added value to Council.

1EImplement the Finance Strategy including the Long Term Financial Plan

Finance

1E.1Undertake quarterly budget reviews to monitor financial performance.

Quarterly budget reviews presented to Council.

Finance • Quarterly reviews undertaken and reported to Council





1E.2Implement Finance Strategies to improve financial performance.

Improvement in financial performance indicators.

Finance

• Council has put much effort into exploring its financial strategies and opportunities within. Despite this, no significant progress has been made to the long term financial position of Council.

1E.3Improve reporting of financial information to the community.

Increased communication about financial management.

Finance

• Information presented to the community for workshops (Customer experience project).

• IP&R documentation completed.• Full Cost Attribution methodology

commenced.

1F Implement the Workforce Strategy

People & Culture

1F.1Deliver Automated Timekeeper Solution project.


People & Culture• In progress.• solution due for implementation Q3

2017/18

1F.2Develop and implement online recruitment improvements.


People & Culture

• Online forms streamlined and updated career page live. Improved marketing of information/value proposition for target areas (e.g. Planning).

1F.3Develop and implement Health and Wellbeing Package.


People & Culture

• Draft package developed.• Stakeholders consulted.• Benchmarking underway.• Implementation yet to occur.

1F.4Develop Capability and Growth Framework.


People & Culture

• Draft Capability and Growth Framework developed.

• Draft Capability and Growth strategy developed.

• Stakeholders consulted.

1F.5

Develop people performance solution as part of Performance Management Solution.

Project Objectives and deliverables met.

People & Culture• Deliverable 1H.1 is required to inform

this solution. Please refer to this deliverable for further commentary.

1G Implement the Asset Management Strategy

Asset Planning & Sustainability

1G.1Support service level reviews across all classes of assets.

Service level reviews commenced.


• Review of ACMP's commenced but will be reliant on the completion of the Open space & ITS strategies for greater alignment

1G.2Develop Capital Expenditure Prioritisation Policy.

Policy adopted.Asset Planning & Sustainability

• Draft policy completed and reviewed by Group Manager AM.

• Draft policy being used to develop the 2018 / 2019 capital program.





1G.3Undertake annual revisions of Asset Class Management Plans.

Review completed.Asset Planning & Sustainability

• ACMP's annual review process has commenced. Asset Managers are required to finalise review by mid- Feb 2018

1G.4Investigate opportunities and partnerships for Smart Cities innovation in service delivery.

Opportunities investigated.

Shire Infrastructure

• Preliminary investigations performed. Multiple opportunities identified including: smart poles in Ocean Grove, smart car parking solutions, smart apps for sports fields lighting.

1G.5Implement the Fleet Asset Class Management Plan.

Service levels met.Fleet and Workshops

• Fleet ACMP developed.• Implementation due to complete by

Q4 2018.

1G.6

Develop an Integrated Buildings Management Plan in collaboration with key stakeholders.

Plan adopted. Technical and community expected levels of service defined.

Building Assets• In progress. • Plan drafted in consultation with key

stakeholders.

1G.7Deliver planned capital works program for buildings.

Completion rate.Shire Infrastructure

• 50% Spent or committed - expected completion by Q4 FY17/18.

1G.8

Deliver buildings maintenance works to agreed levels of service for quality, function and safety.

Service levels met.Building Operations

• Achieved 82% of customer requests within 28 days (7% over agreed service level).

1HDevelop and implement a Performance Management Framework


1H.1Develop Performance Management Framework.

Framework developed.


• A review of business planning maturity has resulted in refocused attention towards improving business planning as a key foundation piece for performance management. All business units within council are working towards the development of business unit plans aligned to the Delivery program and Operational Plan. The required capacity across the organisation to achieve this in a short time frame was underestimated. It is expected that this project will commence in Q1FY18/19.

1IDevelop and implement an Enterprise Risk Management Framework

Enterprise Risk & Improvement

1I.1Develop an Enterprise Risk Management Framework.

Project Objectives and deliverables are all met.


• Enterprise Risk Framework developed.





1I.2Complete top 10 strategic risk assessment.

All risks assessed. All risk treatment plans in place. Risk treatment plans up to date / completed.


• Risks assessed.• Activity on-going.

1I.3Complete business risk assessment.

All business unit risk assessments completed. All business unit risk assessments integrated into unit business plans.


• Business Units; Asset Management Group, IM&T, Finance identified & reported to ARIC.

• Remaining Business Units expected to be completed by Q4 FY18/19.

1I.4Implement an Operational Risk Management Strategy.

Project objectives and deliverables are all met.


• CIP Workbooks 2 of 4 submitted. Further submission of all 4 due April 2018

1I.5Establish a Risk Appetite Statement.

Risk appetite statement established and implemented.


• Risk appetite approved and published on intranet.

1I.6Create risk performance indicators.

Performance Indicators created. Performance Indicators used by business to monitor risk management.


• A review of business planning maturity has resulted in refocused attention towards improving business planning as a key foundation for the development of business risk assessments and associated risk performance indicators.

• All business units within council are working towards the development of business unit plans aligned to the Delivery program and Operational Plan.

• Risk performance indicators will be developed in conjunction with the completion of business risk assessments. As per the commentary for Deliverable 1I.3, this work is ongoing and is expected to be completed Q4 FY18/19.

1I.7Develop 3 year Internal Audit Program.

Year 1 Risk Based Internal Audit Programme implemented.


• Audit Program developed with year 1 audits on track.

1J

Review and enhance the Work Health and Safety (WHS) Management system and Injury Management process


1J.1Complete required actions in the WHS Improvement Plan.

WHSMS Improvement Plan objectives and deliverables met.


• In progress.





1K Implement a Leadership Program

People & Culture

1K.1Develop and implement a Leadership Development framework.


People & Culture • Draft Framework developed in consultation with key stakeholders.

1L Review and implement the Governance Framework


1L.1Develop a Governance Framework.



• In considering the governance framework and alignment of workforce resources to meeting our objectives, a restructure of the risk, legal and governance units has been undertaken. The newly created unit combines synergies that we expect to enhance service delivery in this area and improve our capacity for continued good governance. The development of the governance framework will commence upon finalisation of the structural change.

1L.2Develop and deliver a Governance Training Program.

Calendar of training established and delivered.


• This project has commenced and will be further progressed in Q4 2017/2018.

1L.3Develop Councillor Development Strategy and Program.

Strategy Framework defined and adopted. Calendar of training established.


• Strategy Framework provided by OLG in the form of the Guidelines calendar development commenced

1L.4Review and enhance Complaints Management Framework.



• Yet to commence.• Due to restructure and resource

constraints.

1MEstablish and facilitate the Independent Audit, Risk & Improvement Committee


1M.1Implement the Independent Audit Committee.

Positive committee performance report provided to Council.


• Three ARIC meetings held in the period.

• Committee charter adopted by Council 20/11/2017

1N

Advocate and maintain dialogue across all levels of government and with key stakeholders around issues impacting our community.

General Manager

1N.1Undertake advocacy on issues as required.

Participation in meetings. Number of submissions.

General Manager

• In progress - Advocacy on issues will be addressed as required.

• Council made 7 formal representations to state / federal govt, following Council resolutions.





1O Develop and implement Legal Services Strategy

1O.1Develop and implement year one Legal Services Strategy initiatives.

Project objectives and deliverables met


• Legal Services Improvement plan developed and entered in ERI Unit plan.

2AReview, revise and implement the Environment and Sustainability Strategy

Ongoing. Environmental Science

2A.1

Develop a strategic framework for Council’s contribution to the community’s aspirations for the natural environment.

Strategic framework developed.

Environmental Science

• Basis of framework achieved. Previous format revised & refined.

• Goals & visions for new format underway.

2A.2Review and revise the existing strategy in collaboration with key stakeholders.

Environment and Sustainability Strategy adopted.


• Review completed. • Previous format revised & refined.

2BReview and implement the Waste Management Policy and Strategy

Waste Services

2B.1

Deliver waste management collection services in accordance with agreed schedules.

Service levels are met. Tonnage diverted from landfill.

Waste Services

• Service levels to date exceeded by 5.5%.

• 75% tonnage from landfill target will not be achieved (currently 50%) without an alternate waste treatment facility.

2B.2

Develop and implement an engagement and education plan to support the objectives of the Waste Management Policy and Strategy.

Engagement & education plan complete. Objectives and deliverables of the Engagement & Education plan are met.

Waste Services • Education program has been developed, ready for implementation.

2B.3Investigate new technologies and services to manage food waste.

Desktop study complete and report to Council with recommendation.

Waste Services• Work in progress.• To be completed by Q4 FY17/18.

2B.4

Ensure future waste contracts explore options for resource recovery and alternative waste treatment.

Options in relation to opportunities resource recovery and alternative waste treatment are included within new contracts.

Waste Services

• In progress. • All future contracts will provide

allowances for AWT's and sound resource recovery practices.





2B.5

Investigate opportunities and partnerships to install new and/or improved waste facilities and infrastructure to address household chemical waste.

Investigation undertaken and report to Council with recommendations.

Waste Services

• Ongoing. • Initial investigation undertaken

and report submitted to Council December 2017.

2B.6

Continue to investigate options for improved recovery of household waste, particularly furniture and clothing.

Investigation undertaken and report to Council with recommendations.

Waste Services

• In progress. • Report on household waste recovery

options to be completed by Q4 FY17/18.

2B.7Continue to support, initiate and promote waste related community events.

Number of community events promoting waste management related outcomes.

Waste Services

• Ongoing.• Three (3) events held to date

(Westfield Kids Festival, Bushcare Fair and Bundeena Sustainability Expo)

2B.8Continue to run Waste Wise Workshops and monitor benefits.

Objectives and deliverables of Waste Wise Workshops are met.

Waste Services

• Ongoing.• Ten (10) workshops held. 99% of

attendees reported the workshop increased their knowledge.

2B.9

Investigate opportunities for grant funding and partnerships to deliver food waste avoidance education and behaviour change projects.

Grant funding secured and/or partnerships developed.

Waste Services

• In Progress.• Application for food waste avoidance

program submitted December 2017. Decision on application expected Q4 FY 17/18

2B.10Review placement and servicing frequency of public litter bins.

Service review undertaken.

Waste Services• Service review complete.• Fiver (5) additional public bins

installed.

2B.11

Identify public place bin illegal dumping hotspots and investigate options for reducing occurrences.

Register of hotspots complete. Reduced occurrence of illegal dumping.

Waste Services

• Register is up to date on RID Online application.

• Cost of illegal dumping has reduced by 14% compared to same period last year.

2B.12Investigate resource recovery options for street sweepings.

Investigation complete

Waste Services• Work in progress.• Formal investigation to be completed

by Q4 FY17/18.

2C

Review the Environment Strategy (Urban Planning) to inform revised Local Environment Plan (LEP) and Development Control Plan (DCP)

Strategic Planning

2C.1

Review the need for a separate Environment Strategy within the context of the redeveloped strategic framework including the LEP and DCP for environmental outcomes.

Review complete and review outcomes implemented.

Strategic Planning

• Review has been undertaken.• It has been agreed that a separate

strategy is not required and will be covered off by the Environment and Sustainability Strategy.





2DReview and implement the Urban Tree and Bushland Policy and Program

Strategic Planning

2D.1Develop and implement a Public Place Tree Management Plan.

Management plan complete and aligned to long term financial plan.

Environment, Health & Building

• Development of Plan commenced.• Will align to the amalgamation of 4

tree related policies

2D.2

Develop and implement a community engagement campaign to inform the development of the Public Place Tree Management Plan

Community engagement campaign developed Year 1 engagement strategies commenced


• In Progress.• Engagement campaign commenced

in collaboration with Engagement Team.

2D.3

Develop and implement a cyclic proactive tree management regime for identified locations

Cyclic regime commenced


• In Progress. Pilot programme on the Boulevard completed.

2D.4Refine native plant selector (online tool) for major urban centres.

Online tool is complete.


• Yet to commence.

2D.5Implement the Green Streets Program.

Program objectives and deliverables met.

Parks Operations• Ongoing.

To date, 9 projects completed with a total of 503 trees planted.

2D.6Implement reserve revegetation planting program.


Parks Operations

• Whilst we continue to revegetate bush reserves through existing grant funded projects and other programs of work, the Bushland Asset Class Mgmt Plan has not yet been developed which directly inform this body of work moving forward

2D.7Implement the Bushcare Program.

Number of volunteers. Number of sites maintained.

Parks Operations• Ongoing.• Six hundred twenty eight (628) active

volunteers provided 8,821 hours.

2D.8Implement the Greenweb Program.

Number of participants - Private Property. Number of participants – schools.


• Ongoing.• Number of participants as at 31 Dec

17: - 656 private properties - 22 Schools

2D.9

Undertake enforcement activity to uphold the importance of environmental protection.

Positive outcomes achieved.


• Ongoing.

2D.10Deliver initiatives to improve shorebird habitat around Woolooware Bay.


Park & Reserve Assets

• 50% completion of bird island in Woolooware Bay.

• Anticipated completion Q4 FY17/18





2D.11Implement Noxious Weeds Control Program.


Parks Operations• Ongoing.• 17 programs of work underway. 51%

complete.

2D.12Implement Feral Animals Control Program.


Parks Operations• Ongoing.

5 programs of work underway. 49% complete.

2D.13Review Greenweb to align with the Greater Sydney Commission Blue Green Grid.

Review complete and mapping aligned.


• Review undertaken – 90% aligned to Greater Sydney Commission Blue Green Grid. Work is in progress to align the remainder by Q1 FY18/19.

2D.14

Deliver a plant propagation program through Council’s nursery to assist in achieving revegetation and tree planting programs.

Number of trees propagated. Financial performance.

Parks Operations

• Ongoing. 75,149 inventory stock items, i.e. plants / trees. To date, all projects were able to be supplied with plant stock.

2D.15Develop a Bushland Asset Class Management Plan.

Asset Class Management Plan developed and aligned to Long Term Financial Plan.


• Scoping and timeline for writing of plan developed. Anticipated completion Q4 FY 17/18

2D.16Implement the Bushland Asset Class Management Plan.

Asset Class Management Plan Key Performance Indicators developed and achieved. Improvement plan actions progressed.

Parks Operations

• Interdependent action in the operational plan is 2D.15 Develop a Bushland ACMP. A timeline has been developed for development of the ACMP by the end of the financial year (linked). Implementation should be an action for 18/19

2D.17Support the Rural Fire Service in the management of bushfire risk.

Support provided. Bush fire hazard reduction program completed.

Parks Operations• Hazard reduction program completed

in Q2 FY 17/18. Four jobs completed on time.

2D.18

Facilitate constructive participation in the Bushfire Advisory Committee to ensure relevant and strategic contribution to decision making.

Attendance at Advisory Committees Participant satisfaction with Advisory Committees.

Public Domain Assets

• Ongoing.• To date, all meetings attended by

Council staff.• Regular Feedback regarding projects

and initiatives undertaken by Council for RFS.

2E Review the Biodiversity Strategy


2E.1

Review the need for a separate Environment Strategy within the context of the redeveloped strategic framework for environmental outcomes.

Review complete and review outcomes implemented.


• In progress.• Review commenced





2F Implement Natural Area Plans of Management


2F.1

Undertake a review and implement a program to develop natural area plans of management for areas of need.

Review complete. Program objectives and deliverables met.


• In progress.• Currently being scoped to determine

the number of sites and priority including consideration of crown transfers

2GDevelop and implement a Catchment and Waterway Management Strategy

Stormwater & Waterways Assets

2G.1Develop the Catchment and Waterway Management Strategy framework.

Strategy developed and communicated to all key stakeholders.


• In progress.• Framework commenced.• Internal stakeholders consulted.

2G.2

Prepare and implement the Stormwater and Waterways Asset Class Management Plan.



• In progress.• ACMP completed.• Plan updates commenced Q2 FY

17/18.• Plan improvements outlined within

ACMP and being implemented through an asset strategy.

2G.3Develop and implement a stormwater management program.



• In progress.• Components (i.e. sub-programs) of

stormwater management program have been developed and aligned with ACMP.

• Programs and projects are being delivered.

2G.4Develop and implement a catchment management program.



• Yet to commence.• Program to be scoped in 2018/19

following development of Catchment & Waterway. Management Strategy.

2G.5Deliver planned capital works program for stormwater infrastructure.

Completion rate.Stormwater & Waterways Assets

• Ongoing.• Capital works being delivered

under the Stormwater Management Program.

2G.6

Develop and implement a waterways management program encompassing the preparation and implementation of Coastline Management Programs.



• In progress.• Waterway rehabilitation and

maintenance projects are being delivered.

2G.7Develop and implement a floodplain management program.



• In progress.• Bundeena FRMS&P approx. 75%

complete.• Required updates to existing

FRMS&Ps approx. 50% complete.





2G.8

Implement a catchment and waterway health monitoring program encompassing a water quality monitoring program.

Program objectives and deliverables met. 75% of sites have fair water quality or better. Report outlining performance as per measures included within the plans is prepared and distributed.


• Ongoing.• To date, 13% above target with 88% of

sites monitored on an ongoing basis have an overall quality grade of Fair or better. One site is excellent and 6 are good.

2G.9Street sweeping program delivered.

Service levels met. Tonnage collected. Kilometres swept.

Waste Services

• Ongoing.• To date, meeting existing standard of

cleaning every street at least every 28 days.

2G.10

Facilitate constructive participation in the Floodplain Risk Management Committee to ensure relevant and strategic contribution to decision making.

Attendance at Advisory Committees. Participant satisfaction with Advisory Committees.


• Ongoing.• Meetings of Sutherland Shire FMC

Held 30/8/17 and 6/12/17.• Constructive participation by

Councillors, NSW Government reps and community members, particularly on Bundeena FRMS&P.

2H Review the Air Quality Management Plan


2H.1

Review the need for a separate Environment Strategy within the context of the redeveloped strategic framework for environmental outcomes.

Review undertaken and appropriate action undertaken.


• In progress.• Awaiting the completion of the

Integrated Transport Strategy 6A.1

2I Review the Climate Change Adaption Report


2I.1

Prepare and present a report to consider the development of a Climate Change Mitigation and Adaption Strategy.

Report presented to Council.


• In progress.• Preliminary research of impacts is

underway.

2I.2Implementation of the Sea Level Rise Policy.

The Sea Level Rise Policy is implemented and communicated.


• Policy adopted by Council and published on website.





2J

Participate in the development and implementation of the Sutherland Shire Local Emergency Management Plan


2J.1Contribute to the finalisation of the Local Emergency Management Plan (EMPLAN).

Adoption and approval of EMPLAN at Region level.


• Plan adopted by REMC at the Regional Emergency meeting on 17/11/17

2J.2

Provide Liaison Officer (LO) to represent Council in an Emergency Operations Centre during an actual, imminent or potential emergency.

Liaison Officer performs to the requirements of Standard Operating Procedure.


• Ongoing.• Attendance at all EOC operations.

2J.3

Active participation of Council’s Local Emergency Management Officer (LEMO) in Local Emergency Management Committees.

Attendance and support provided to committee’s in accordance with requirements of State Emergency & Rescue Management Act 1989.


• Ongoing.• Attendance by LEMO at all LEMC

meetings.

2K Implement Bate Bay Coastline Management Plan


2K.1

Redevelop management plan to comply with requirements of the Coastal Management Act 2016.

Adoption of a new coastline management plan for Bate Bay.


• Appointment of a consultant to draft the plan is anticipated by Q4 FY 17/18. Completion of a draft CMP is anticipated in Q2 FY 18/19.

2K.2Implement year one management plan actions.

Number of actions implemented.


• Implementation of management plan actions expected to be commenced in second half FY18/19.

2LReview and implement Corporate Energy and Water Efficiency Plan


2L.1Undertake energy and water monitoring and reporting.

Annual corporate report. Quarterly web reviews.


• Ongoing.• Annual electricity, natural gas and

water consumption is reported through the State of the Environment report. Completed August/Sept each year.

• Capability for quarterly we review now in place.





2L.2

Develop and implement energy and water efficiency guidelines for Council buildings.

Specifications applied.


• Yet to commence due to team restructuring. Expected to commence FY 18/19

2L.3

Investigate and implement energy efficiency initiatives to manage energy consumption, security and avoid price shock exposure.

Energy savings realized through new initiatives.


• Ongoing.• Active Participant in SSROC PEERS

(Program for Energy & Environment Risk Solutions) project.

• To date, large scale replacement of residential street lighting with energy efficient LED's to support significant energy cost savings.

2M Develop an Open Space Recycled Water Plan


2M.1Deliver recycled water through user agreements.

Recycled water volume. Service provided within budgeted income and expenditure.


• Ongoing.• Water volume monitored.• Budget on track with allocations.

2M.2Develop an inventory of all sites with recycled water infrastructure.

Inventory created. Timeline for plan development established.


• In progress.• Buildings sites register to be

established.• Scheduled timeframe for completion

Q4 FY 17/18.

3ADevelop and implement Community Services Business Plan

Economic & Community Development

3A.1

Build the capacity of community sector through the provision of professional support, advice and referrals in support of key target groups including: Young people. Older people. People with disability. Aboriginal and Torres Strait Islander people. Culturally diverse communities. Children and families.

Community sector satisfaction with Council support (%). Partnerships developed and outcomes achieved.


• Ongoing activities for key target groups, such as: Providing advice to seniors in response to requests. School services website developed Youth Website redesigned for accessibility and info cards distributed.

3A.2

Advocate and maintain dialogue with key government and service agencies to ensure community service delivery meets evolving local needs.

Participation in scheduled meetings, interagencies, events and communications.


• Ongoing.• Attendance at meetings such as Aged

Care Interagency, NDIA, LACs and FACS.





3A.3

Facilitate and partner in events that attract, support, inspire and educate the community around key themes and weeks:

Participation in and number of events delivered. Number of event applications processed parties.

Shire Services• Ongoing.• Grandparents Day event held Q2 FY

17/18. Art mural created at event.

3A.4

Facilitate constructive participation in Advisory Committees to ensure relevant and strategic contribution to decision making: Access Committee. Youth Council. Aboriginal Advisory Committee. Seniors Reference Group.



• Ongoing.• Attendance at meetings and worked

with volunteers from Seniors Reference Group.

3B Review and implement an Active Ageing Strategy


3B.1Review and revise the existing strategy in collaboration with key stakeholders.



• In progress.• Commenced review and revision

of existing strategy in consultation with aged care sector and Sector Reference Group (SRG).

3B.2 Implement year 1 actions.Year 1 actions implemented.


• Yet to commence. Dependent on 3B.1 and more time being allowed for consultation phase.

3B.3

Build partnership across Council to deliver responsive programs that sustain healthy and active living for seniors.

Increased use of Council services by older residents.


• Ongoing.• Commenced partnerships with

Leisure Centres, Libraries, Hazlehurst Gallery and Bushcare. Planned Get Active seminars for Seniors Week 2018.

3B.4

Deliver seminars, information resources and community partnerships that promote healthy and active living.

Number of community events delivered. Participation and satisfaction with information delivered.


• Ongoing. To date: Held 2 Know Your Options seminar in Q1/Q2 FY 17/18.

3B.5Partner with Alzheimer’s Australia to plan for dementia friendly communities.

Identify and prioritise opportunities to support dementia friendly community.


• Ongoing. To date: Partnership delivery of Dementia Seminar in September 2017. Planning commenced for Working with People with Dementia Workshop for Q2 FY17/18.





3B.6

Investigate enhanced provision of facilities in park and recreation facility upgrades that enhance physical activity and rehabilitation for the ageing community.

Appropriate opportunities identified and included in Asset Management program.

Shire Infrastructure

• Ongoing.• To date, provided commentary on

provision of exercise facilities for Kiln Park

3CDevelop and implement the Disability Inclusion Action Plan


3C.1Develop the Disability Inclusion Action Plan (DIAP)

Strategy adopted by Council and communicated to all key stakeholders.


• Plan Developed. • Active on council website and

LGNSW Website.

3C.2

Implement year 1 actions across the 4 domains of: • Liveable communities • Employment • Systems and processes • Attitudes and behaviours

Year 1 actions implemented.

All Directorates

• Year 1 Actions implemented. • Ongoing communication between

People and Culture, IM and T and all staff. Developing Disability Inclusion Training

3C.3

Prioritise capital expenditure opportunities in the public domain in line with recommendations within the DIAP.

Upgrades undertaken % of residents with disabilities who are satisfied with accessibility of Council services and facilities.

All Directorates

• In progress.• Current scoping and designs in

public domain area incorporated considerations of DIAP.

3D

Support and plan for the implementation of the National Disability Insurance Scheme (NDIS)


3D.1

Support local community organisations through implementation of NDIS, including community group amalgamation opportunities supported where beneficial.

Disability services satisfaction with Council support (%).


• Ongoing.• Addressing NDIS in all Disability

Interagency meetings co facilitated by Georges River Council and Sutherland Shire Council.

• Ongoing individualised support of organisations including but not limited to Civic, Sylvanvale and DSA.

3D.2Ensure Council adherence to requirements of the NDIS.

Third party verification of Council services achieved.


• In progress.• Third Party Verification Gap Analysis

Complete.• Final Third Party Verification

scheduled to complete Q3 FY 17/18





3E Review and implement the Youth Strategy


3E.1Review and revise the existing strategy in collaboration with key stakeholders.



• In progress.• Review commenced. • Youth consultation survey developed.• Anticipated completion Q4 FY 17/18

3E.2 Implement year 1 actions.Year 1 actions implemented.


• Yet to commence. Dependent on 3E.1 and review of survey results from stakeholders.

3E.3Utilise existing and emerging social media platforms to engage with young people.

Number of young people engaged with and informed about Council initiatives.


• Ongoing.• Connecting with youth council

and young people through various platforms as well as researching into new trends.

• One thousand three hundred ninety (1,390) followers of shire youth page.

3E.4

Partner with community organisations to provide attractive and engaging facilities for young people.

Partnerships developed Initiatives implemented. Use of centres and facilities by young people


• Ongoing.• To date, three initiatives complete;

upgrade of Menai and Engadine Skate Parks. Basketball style rubbish bins.

3E.5Support funding applications for youth facility and services upgraded.

Level of funding support provided to local youth organisations


• Ongoing.• To date, support with applications for

numerous youth services including Project Youth, St George Youth Services and EDYS

3E.6

Partner with community organisations to promote mentoring opportunities for young people.

Partnerships developed Take up of mentoring activities


• Ongoing.• To date, Supporting Project Youth

open up a second café I Westfield Miranda (open scheduled Q3 FY 17/18).

• Peer educators trained. • Linking local high schools to youth

services offering volunteering opportunities.

3E.7

Work with community partners to increase awareness of and provide pathways to address mental health concerns.

Activities undertaken to promote awareness of mental heath initiatives


• Ongoing.• To date, two initiatives complete;

20 members of community working with young people trained in Mental Health First aid and Jump for Joy event sold out.

3FDevelop and implement Crime Prevention Plan (2017 - 2022)


3F.2Review and revise the existing Plan in collaboration with key stakeholders.

Crime Prevention Plan endorsed and communicated to all key stakeholders.


• In progress.• Review complete and revised plan

tabled at the CSPricinct Committee.





3F.3 Implement Year 1 actionsYear 1 actions implemented.


• In progress.• To date, Tabled SSC grants program

and other joint funding opportunities

3F.4Sustain productive partnerships with relevant NSW Government agencies.

Partnerships developed. Initiatives implemented.


• Ongoing.• To date, conduit with NSW

Government Departments to support community and council initiatives

3F.5

Support projects of and participate in the Sutherland Shire Domestic Violence Committee and White Ribbon Committee.

Participation in Committee Initiatives supported.


• Ongoing.• Attended the Sutherland Shire

Domestic Violence Committee and White Ribbon Committee.

3F.6

Participate in Police Local Area Command Safety Precinct Committee and Local Liquor Accords.


Public Safety & Lifeguards

• Ongoing.• To date, attended one LAC

Community Safety Precinct Committee (CSPC) and seven Local Liquor Accord (LLA) meetings

3G

Implement Urban Planning (LEP and DCP) strategies to encourage the establishment of a concentrated medical precinct around Sutherland Hospital

Strategic Planning

3G.1

Approve applications for medical and residential development that comply with LEP and DCP within Sutherland Hospital medical precinct.

Square metres medical floor space approved.

Strategic Planning

• Ongoing.• To date, 11 development applications

have been issued in the new precinct.• The combined medical floor space

approved is 9,540m2.

3HReview Squalor & Hoarding Policy and Homelessness Policy


3H.1Review and revise existing policies in collaboration with key stakeholders.

Review complete and policy adopted.


• In progress.• Review undertaken Squalor and

Hoarding, currently compiling feedback from Waste Services and Legal.

• Review Undertaken Homelessness Policy, updating policy.

• Anticipated completion by Q4 FY 17/18.

3H.2Manage squalor, hoarding and homelessness enquiries with appropriate referrals.

Number enquiries referred to appropriate community support agencies.


• Ongoing.• To date, managed referral system.• Developed draft referral tree for

Squalor and Hoarding and for Homelessness.





3IDelivery of Community Grants and Subsidies Programs


3I.1Deliver 2017 / 18 Community Grants and Subsidies Programs.

Grants and Subsidies programs are delivered on time and to budget. All grants fully acquitted Outcomes achieved.


• In progress.• New streamlined Community Grants

Program developed and approved with budget.

• 2018 ClubGrants application process confirmed.

3JDevelop and Implement Children’s Services Strategic Plan 2017 - 2020

Children’s Services

3J.1

Grow and deliver a range of high quality Children’s Services that meet the needs of the community: • Early Education Centres • Family Day Care • Miranda Out of School Hours Care • Vacation Care.

All services are rated at meeting the National Quality Framework or above. Children’s Services Business Plan targets met.


• In progress.• All services have been assessed as

either Meeting or Exceeding the National Quality Standards.

• Business plan draft developed & targets identified for the respective years.

3J.2Ensure equity of access to children’s services.

The percentage of the identified groups (NESB, ATSI, Disability) accessing Children’s Services is comparative to the population data.


• Ongoing.• Represented through the enrolment

data. • NESB in Census 1.54% vs. 6.11% in

Children's Services. • ATSI in Census 1.11% vs. 0.39% in

Children's Services.• Disability in census 2.06% vs. 1.10% in

Children's Services.

3J.3Maintain Children’s Services as a financially sustainable business unit within Council.

Progression towards full cost recovery. Occupancy rates achieve or exceed budget estimates.


• Ongoing.• To date, budget devised to provide

3% return on investment in Q1 & Q2 FY 17/18.

• The occupancy rate is set at 97.3% & averaged 99.2% for Q1 & Q2 FY 17/18.

3K Deliver Beach Safety and Education Program


3K.1Provide Surf Survival education program.

3000 young people participate. 80 schools attending.


• Ongoing.• To date, 2660 school students from

47 schools attended our Department of Education endorsed Surf Survival Course.

3K.2

Provide seasonal seven day per week coverage of beaches by professional lifeguards.

Service provided.Public Safety & Lifeguards

• Ongoing.• To date, service provision provided

across 7 days.





3K.3

Maintain connections with surf lifesaving clubs, board riders and complementary sporting groups.

Participation in scheduled meetings, events and communications.


• Ongoing.• To date, attendance at six Bate Bay

SLSC District Council meetings and two meetings held with Surfing NSW and one with the Sutherland Shire Surfing Association.

3L

Implement applicable legislative frameworks to protect and improve the quality of community and environmental and health


3L.1Develop and implement an Environment Health and Building Business Plan.

Plan developed. Year 1 action plan completed.


• In progress.• Draft complete awaiting review.

3L.2Implement swimming pool fencing inspection program.

Number of pools certified as compliant.


• Ongoing.• To date, 401 Inspections with 236

Pool Barrier Compliant.

3L.3

Implement scheduled monitoring program for registered premises including: food, mobile food vending, skin penetration, beauty salons, mortuaries and cooling towers.

Program prioritises high, medium and low risk premises with 90% of premises receiving 3, 2 or 1 visit respectively each year.


• Ongoing.• To date, 792 Food Premises

Inspections.

3L.4

Ensure industries and business comply with environmental standards – air and water quality.

Audit program implemented.


• Ongoing.• To date, 59 cooling towers registered

inspected once per year. 2 inspected this period.

• Thirty seven (37) Environmental Audits.

• Nine (9) Solid Fuel Heater applications.

3L.5

Ensure prompt investigation of pollution complaints minimising adverse impacts on the environment.

Complaint investigated and addressed within agreed service standard.


• Ongoing.• To date, All complaints to date were

actions within the service standard

3L.6Deliver companion animal education and regulatory activities.

Education initiative delivered. Number regulatory actions undertaken.


• Ongoing.• To date, Community education such

as newspaper articles, Council’s website, and social media including a dedicated Animal Shelter Facebook page.

• Regulatory actions undertaken: Impounded: Dogs 95, Released 94, Cats 157 Released 164

3L.7Develop a Master Plan for Kareela Flying Fox Camp.

Master Plan developed and adopted.


• Master Plan for Kareela finalised and adopted by Council.





3MDevelop and Implement a Property Services Business Plan

Property Services

3M.1

Develop and implement Property Services Business Plan that facilitates effective and best use of assets that meet the changing needs of the community.

Business Plan developed. Number of actions implemented. Return on commercial investments.

Property Services

• In progress.• Crown Land legislation training

complete. • Community leasing policy - research

on other Council Policies complete. Return on commercial properties remains strong, well above Councils investment rate.

• Trial of remote locking for fire trails. Continuing research for online booking and payments with IM&T.

3M.2

Progress leasing options for Surf Life Saving Club through the Surf Life Saving Clubs Working Party.

Business Case developed.

Shire Services

• In progress.• Working Party established. • Proposed leasing terms and

conditions being developed.

4A Develop and Implement a Cultural Plan. Arts & Culture

4A.1Develop the Cultural Plan in collaboration with key stakeholders.

Cultural Plan Adopted.

Arts & Culture• In progress.• Commenced development of plan.

4A.2Implement year one Cultural Plan actions.

Number of actions implemented.

Arts & Culture

• Yet to commence. Dependent on 4A.1• Merger of Hazelhurst Gallery and

Sutherland Entertainment Centre units, resulted in adjustment to timeline. Will deliver a more comprehensive Cultural Plan for visual & performing arts.

4A.3

Undertake a Cultural Mapping study to gain a better understanding of the community’s changing cultural needs.

Cultural Mapping project brief completed and approved.

Arts & Culture

• In progress.• Development on track and

development/approval still expected for completion by Q4 FY 17/18.

4BImplement Hazelhurst Regional Gallery and Arts Centre Strategic Plan.

Arts & Culture

4B.1

Increase the profile, attendances and reputation of Hazelhurst locally and nationally as a major arts centre, actively contributing to the local economy and cultural tourism.

Increase attendances from 203,000 to 215,000. Increase number of first time visitors from 15%-20%. Annual editorial value exceeds a minimum of $130,000 pa.

Arts & Culture

• Ongoing.• To date, visitations 126,462 overall.

Received 'Imagine Award' from Museums and Galleries of NSW.





4B.2

Deliver annual exhibition and installation program which presents a diverse, dynamic and relevant artistic program, across the wide range of target audiences.

6 full Gallery exhibitions. Fully subscribed Community Gallery program of 24 exhibitions. 4 installation projects in gardens.

Arts & Culture

• Ongoing. • To date, Successful programs

implemented achieving near record attendances.

4B.3

Deliver public education programs and events to complement the exhibition program.

Program events increase by 10 per annum.

Arts & Culture• Ongoing.• To date, Highlight - Night at the Old

Masters - 500 Attendees.

4B.4Deliver active and engaging public program for the diverse community.

ArtFest open days and At Night events attended by 10,000 annually. 40 Early Childhood and pre- school programs with 600 participants annually. Film Club membership at 500. 10 Art Engage art and dementia program delivered.

Arts & Culture• Ongoing.• To date, Film Club 544 Members and

2622 attendees in seasons 3 & 4.

4B.5

Deliver immersive education programs to engage young people and their teachers with art which combine creative learning models with art practice.

Increase student and school visits from 120 to 130 schools by 2018. 4 Professional development and exhibition viewing events annually.

Arts & Culture

• Ongoing.• To date, Thriving Looking Learning

Making program.• 0-18mth and Pre school programs

remain popular.

4B.6

Deliver active art class program which engage our diverse audiences and maximise participation.

Maintain 550 student enrolments across 50 classes. Holiday program enrolments reach 2750.

Arts & Culture

• Ongoing.• To date, 647 Students enrolled on

average for the period of Q1 & Q2 FY 17/18.

4B.7Maintain sponsorship arrangements which support school education programs.

Transdev partnership maintained providing free bus travel for schools.

Arts & Culture

• Ongoing.• Sponsorships maintained with

Transdev and Eckersley specifically targeting young people.

4B.8

Maintain and nurture volunteer base and support growth in membership to Friends of Hazelhurst and Hazelhurst Ambassadors.

Volunteer base maintained at minimum of 100. Fully staffed volunteer roster. Friends membership grows to 1000. Grow ambassador numbers to 20.

Arts & Culture

• Ongoing.• Program implemented. Volunteers

nurtured through rewards program (see below) Guides provide with opportunity to attend AAGGO National Conference.





4B.9Implement Volunteer Rewards Program.

Volunteer rewards program implemented.

Arts & Culture

• Ongoing.• Program implemented. • Rewards include complementarity

coffee vouchers, volunteer only previews, birthday recognition, gallery excursions, end of year thanks.

4B.10Deliver Volunteer Guide Training program.

Structured volunteer guides training delivered.

Arts & Culture

• Ongoing.• Program implemented. • To date, 13 Graduates, 12 Guides

retained

4B.11

Nurture and maintain a diverse and proactive Board representing the community and driving future development.

Board positions filled in accordance with Charter.

Arts & Culture• Ongoing.• Current board make up is in

accordance with Deliverable/Charter

4B.12

Develop partnerships and sponsorship arrangements which support and enhance the facility and its programs.

Number of successful partnerships implemented.

Arts & Culture• Ongoing.• To date, Sponsorship $85k

Grants $100k - Create NSW.

4B.13Maintain and strengthen relationship with external funding agencies.

External funding levels sustained and acquitted on time. Corporate sponsorship maintained at $100,000pa.

Arts & Culture• Ongoing.• To date, European Old Masters -

partnership with Art Gallery of NSW

4B.14Support Friends of Hazelhurst fundraising program.

Friends fundraising maintained at $20,000.

Arts & Culture

• Ongoing.• To date, Quarterly newsletter

published on line showcases activities, and support from and to Hazelhurst Gallery

4B.15

Continue the operation of the Gallery Shop to build visitation and support ongoing operations.

Maintain shop turnover at $150,000.

Arts & Culture

• Ongoing.• To date, Shop Income $79,000

(Special purchases made to support 4 exhibitions, Art on Paper, Dream Machines, European Old Masters and Play On)

4B.16

Collaborate with artists as exhibitors, teachers and in programs connecting with the community.

20 NSW Artist employed as teachers in art classes 40 weeks pa. Minimum of 6 artist residencies in cottage. Minimum of 4 exhibitions or projects to involve commissioned word.

Arts & Culture• Ongoing.• To date, $35k funding from Create

NSW





4B.17

Provide commercial opportunities for artists through promotion and sale of work and opportunities with Strategic Partners for exhibition.

Opportunity for 46 weeks of commercial exhibitions and sale of work in Broadhurst Gallery with minimum of $50,000 in sales.

Arts & Culture

• Ongoing.• To date, 12 Exhibitions in Broadhurst

Gallery covering full 26 week period of Q1 & Q2 FY 17/18.

4B.18

Support southern Sydney artists through group exhibitions for emerging artists, career surveys for leading local artists, public and education programs.

Local artists represented in a minimum of 50% community and 20% Regional Gallery exhibitions.

Arts & Culture

• Ongoing.• To date, 85% of exhibitions in the

Broadhurst Gallery were from local artists.

4CImplement Sutherland Entertainment Centre Business Plan.

Arts & Culture

4C.1

Deliver annual program of diverse cultural events across a wide range of target audiences.

270 events per year. 150,000 attendees per year.

Arts & Culture

• Ongoing.• To date, 381 events held at the

Entertainment Centre 1/7/17 – 31/12/17 with 80,007 attendees.

• Current program does preferentially offer cultural experiences for the 55+ years and over.

4C.2Provide events and activities that would not otherwise be available in Sutherland Shire.

10 events held. Arts & Culture

• Ongoing.• To date, 20 local dance schools

utilised the SEC for their performances.

4C.3

Deliver the Local Music Talent Program to promote local performers and encourage new connections.

Local talent music program delivered.

Arts & Culture

• Ongoing.• To date, Schools Music Festival

attracted 13,000 audience over three weeks.

• Innovative program of local musicians booked from 2018 onwards.

4C.4

Develop a marketing plan to build and diversify audiences and attract variety of hirers to the centre.

Marketing plan developed and implemented. Minimum of 2 new hirers secured.

Arts & Culture• Yet to commence.• Scheduled for Q3 & Q4 FY 17/18.

4C.5

Maintain and increase relationship with sponsors and external funding agencies.

Increase value of sponsorship by $10,000 over 2016/17.

Arts & Culture

• Ongoing. 2017 Program Sponsors were maintained.

• Additional sponsorship agreements with Shire Shuttle Bus (ticket and transport packages) and Gloria Jean’s Sutherland (10% discount) were developed.

4C.6Grow food and beverage business.

Turnover increased by 5%.

Arts & Culture

• Ongoing.• New offerings resulted in January

movie almost selling out before Christmas.

• Upgrade of bars planned for Q3 and Q4 FY 17/18





4C.7Maximise utilisation of Box Office service.

Ticketing Management Policy developed and adopted. 100% utilisation of SEC Box Office for hirers with ticketed events.

Arts & Culture

• In progress.• Plans to move the box office to the

ground floor. • Prepared Business case to require use

of Box Office by all hirers.• Works to commence Q3 FY 17/18

4C.8

Undertake continuous improvement upgrades on Council’s Event Management Software.

Feasibility study completed and findings implemented.

Arts & Culture

• In progress.• Upgrades are part of rolling

agreement with Eventpro. • Works commenced Q3 and Q4 FY

17/18

4C.9

Undertake continuous improvement upgrades on venue point of sale technologies.

Non-cash sales available for all activities.

Arts & Culture

• Ongoing.• To date, POS technology is available

in the bars and lower ground floor box office.

• Box office primary point of sale moved from 1st to ground floor of Entertainment Centre.

4C.10Undertake feasibility study on Customer Relationship Management Tool.

Feasibility study completed and recommendations implemented.

Arts & Culture

• On hold• Dependent on box office software

upgrade, as a result of merger of Entertainment Centre and Hazelhurst Gallery, and the need for a common system.

4C.12Implement annual program of works to maintain Entertainment Centre facility.

Annual works program and budgeted and undertaken.

Building Assets• In progress.• To date, carpeting and lighting

arranged.

4C.13

Improve before and after show experience through minor facility enhancements and food and beverage offers.

Replacement of high traffic carpet Replacement of ground floor seating Replacement of house lighting Installation of foyer info screens, Wi-Fi and electronic food and beverage point of sale.

Arts & Culture

• In progress.• A new speaker system and audio

console was installed.• Upgraded stage lighting system

installed

4D Implement Sutherland Libraries Business Plan. Library Services

4D.1Implement Library Collection Management Strategy.

Strategy completed and actions implemented.

Library Services • Strategy completed and actions implemented.

4D.2

Implement provision of Auslan interpreters at relevant library events in response to identified need.

Auslan interpreters available when required.

Library Services

• Ongoing.• To date, Auslan interpreters will attend

first event in February 2018. Report attached





4D.3

Undertake annual consultation with customers about library resources, services and facilities and provide feedback of the outcomes to the community.

Annual survey completed and feedback provided to the community. Satisfaction rating of 80%+

Library Services• In progress.• Annual survey held Q2 FY 17/18.• Results available Q3 FY 17/18

4D.4

Deliver a range of quality services and programs for pre-school, school age, young adult, adult and cross- generational demographics, including indigenous and CALD communities and the home library service.

Number of programs and attendees for each demographic.

Library Services

• Ongoing.• To date, 24% less programs than

for the same period 2016-7; 8.7% increase in attendees

4D.5

Provide increased opportunities for identified new and emerging communities to engage in learning and social inclusion.

Establish contact with relevant local service providers and identify target stakeholders. Consultation and planning undertaken.

Library Services

• Ongoing.• To date, 3 programs at Caringbah and

Miranda libraries supporting carers and ESOL groups. Report attached

4D.6

Ensure collections meet community need and reflect emerging trends and user expectations by reviewing collections according to demographic statistics and usage patterns.

Annual loan statistics. Collection and branch profiles reviewed annually.

Library Services

• Ongoing.• To date, 2.3% increase in digital loans

but 2% decrease in total loans for same period 2016-7

4D.7

Investigate options for a digital repository which provides seamless online search and retrieval of the local history collections in order to encourage community collaboration in sharing our unique local stories.

Software options investigated; budget sourced.

Library Services• In progress.• Investigation of suitable options

commenced.

4D.8Provide equitable access to technology, including free access to public computers.

Free access to all public computers implemented.

Library Services • Free access to public computers provided from 1 July 2017

4D.9

Develop and deliver diverse local studies collection and projects that contribute to the preservation and continued relevance of local history and community stories.

Maintenance and preservation of local studies collection. Number of collections digitised.

Library Services• Ongoing.• To date, 1765 images were digitised.





4D.10

Assist the community to develop the skills to create content, including local stories, and preserve valuable local history resources for future generations.

Number of programs delivered.

Library Services• Ongoing.• To date, 8 events held; 185 attendees

4D.11

Promote the Library by using pop-up libraries, outreach programs and in-house publicity.

Number of pop-up libraries. Number of outreach programs per year.

Library Services

• Ongoing.• To date, 20 outreach & pop-up

programs held with 920 attendees. Report attached.

4D.12

Provide a safe and inclusive digital environment for all customers by implementing eSmart compliant policies and learning programs.

eSmart accreditation achieved & regular programs delivered.

Library Services

• Ongoing.• To date, Changes to policies and

privacy on public computers completed. eSmart workshop for parents held.

4D.13

Provide formal and informal programs to enhance digital literacy for community members.

Number of adult digital literacy programs delivered.

Library Services• Ongoing.• To date, 44 programs held; 478

attendees

4E

Develop and implement a strategic framework that informs the delivery of events across the Shire.

Shire Services

4E.1

Facilitate and deliver a suite of events that support the key directions of the Community Strategic Plan including: Civic - Australia Day & Citizenship Cultural - NAIDOC to Surf Carnivals Community - Youth, Seniors and Disability Prosperity - Markets and Festivals.

Number of events delivered. Attendance. Community satisfaction with event program.

Shire Services

• Ongoing.• To date, 30+ Events delivered

ranging from significant and personal presentations to large scale events in public parks with over 3000 people in attendance

4E.2Strategic event delivery framework developed.

Strategic framework implemented and delivery program revised.

Shire Services• In progress.• To be integrated as component of the

Cultural Plan.

4F

Develop a library service model that reflects the need of the community, with a focus on renewing and reshaping library facilities.

Library Services

4F.1Investigate the feasibility of a new 5000sqm regional library at Kirrawee.

Feasibility study completed.

Library Services, Asset Management Group

• Feasibility complete. • Council decision to not proceed with

Kirrawee library proposal





4F.2Library Service Model completed.

Library service model completed and adopted by Council. Library visitation statistics – physical and electronic.

Library Services• In progress.• Preliminary work commenced.

4G

Progress the long term redevelopment plan for Sutherland Entertainment Centre.

Arts & Culture

4G.1

Progress Business Case for the redevelopment of the Sutherland Entertainment Centre as a Regional Performing Arts Venue.

Business Case completed and presented to Council. Recommendations incorporated into revised Delivery Program.

Arts & Culture

• In progress.• Options presented to Council in

Q2 FY 17/18. Further action and consultation required.

4H

Progress long term development plan for Hazelhurst Regional Gallery and Arts Centre.

Arts & Culture

4H.1

Develop Business Case for the long term development of Hazelhurst Regional Gallery and Arts Centre.

Business Case completed and presented to Council. Recommendations incorporated into revised Delivery Program.

Arts & Culture• In progress.• Business case, plans and costings

produced, three Options presented.

4I

Implement legislative requirements to ensure environmental, archaeological and Aboriginal heritage are conserved and valued.


4I.1Implement National Park and Wildlife Act 1974, Regulation of Aboriginal Heritage.

Legislative requirements met.


• Ongoing.• Legislative requirements are

met within the context of each Development Application.

4I.2Implement Sutherland Shire LEP 2015 Clause 5.10 Heritage Conservation.

Legislative requirements met.



met within the context of each Development Application

4I.3Implement Aboriginal Heritage Signage Policy.

Signage program implemented.


• Signs installed at key locations. Wally's Wharf, Burnum Burnum Sanctuary, Albert Delardes Reserve, Bonnet Bay, Roger Summers, Grays Point. Update of website with aboriginal site information.





4I.4Undertake planning for the 250yr anniversary of Cook’s Landing event in 2020.

Participation in multi-agency planning committees.

Arts & Culture• In progress.• Planning commenced. • Long term project for delivery in 2020

4I.5

Liaise with the Aboriginal community and the Office of Environment and Heritage to protect Aboriginal sites across Sutherland Shire.

Ongoing engagement undertaken.



met within the context of each Development Application

4I.6

Provide building and publication grants that assist in the conservation of heritage listed buildings and contribute to information and education to the public about the heritage of Sutherland Shire.

Number of buildings conserved with grant assistance. Number of publications assisted.


• Ongoing.• To date, 2016/17 grants program has

been successfully completed with $29,819 allocation to 10 restoration projects. Applications for 2017/18 program were considered by the Heritage Subcommittee and building grants totalling $22,045 have been awarded to 8 projects.

4I.7

Provide increased opportunities for indigenous and intercultural learning opportunities.

Contact established with relevant local service providers, projects identified. Consultation and planning undertaken.

Library Services

• Ongoing.• Worked with Aboriginal elder to

present program for children; presented two indigenous programs for adults. Report attached.

5ADevelop and implement an Economic Development Strategy


5A.1

Develop an Economic Development Strategy in collaboration with the Economic Development & Tourism Committee.

Economic Development Strategy adopted


• In progress.• Sutherland Shire Economic

Development Directions Paper Interim Report drafted.

• Anticipated delivery by Q4 FY 17/18

5A.2

Maintain a diverse and proactive Committee by aligning members with the Economic Development Strategy.

Committee representation within the charter is aligned and updated.


• Ongoing.• To date, Committee actively involved

in the Economic Development Strategy development and attending regular meetings

5A.3Source investment and funding opportunities for local business initiatives.

Number of funding submissions made $ amount of grants received.


• Ongoing.• To date, opportunities shared with

business community via Business and Tourism Talk newsletter

5A.4Engage, inform and educate local business and visitors.

Level of engagement. Variety of events and initiatives. Productive partnerships.


• Ongoing.• To date, Monthly newsletter

Business & Tourism talk to 3,000 local businesses. Co-events with Sutherland Shire Business Chamber





5A.5

Ensure our Commercial Centres foster an environment that stimulates and supports sustainable economic growth.

Regional & District shopping centres analysed and benchmarked in collaboration with other units of council. Actions to support business stakeholders and encourage visitation prioritised.


• Ongoing.• To date, Commercial Centres actions

to be part of Economic Development Strategy actions

5A.6

Progress priority recommendations in the Destination Management Plan.

Project collaboration with stakeholders according to priorities.


• In progress.• Continued progress through priority

recommendations via Economic Development Committee.

5BImplement the requirements of the Local Government Filming Protocol


5B.1

Develop an action plan to support the growth and development of the local film industry.

Action Plan developed. Number of film permits issued.


• In progress.• Action Plan will be finalised in the next

3 months. • Received, facilitated and processed

119 Filming Applications.• A promo video about filming in the

Shire is underway.

5C

Develop a Public Space Activation Framework which facilitates the activation of diverse public spaces across the shire

Shire Services, Shire Infrastructure

5C.1Develop a process map to identify improvements in assessing event applications.

Process map developed.


• In progress.• Process Map developed in

conjunction with IM&T.

5C.2Audit public spaces to balance and optimise activation opportunities.

Public spaces audited and opportunities identified.


• Ongoing.• To date, 5 assets audited - ongoing

project to audit more assets.

5C.3Develop an events toolkit to assist event applicants.

Toolkit developed.Economic & Community Development

• Developed content in consultation with internal and external stakeholders.

• Live on Council website.

5C.4

Source, review and facilitate requests and applications for promotions, events, casual leasing, product sampling, entertainment, and other commercial activities.

Number of request and applications sourced reviewed and facilitated.


• Ongoing.• To date, Received, facilitated and

processed 76 event permits & 31 casual leasing/product sampling permits from July - Dec 2017.





5A.5

Ensure our Commercial Centres foster an environment that stimulates and supports sustainable economic growth.

Regional & District shopping centres analysed and benchmarked in collaboration with other units of council. Actions to support business stakeholders and encourage visitation prioritised.


• Ongoing.• To date, Commercial Centres actions

to be part of Economic Development Strategy actions

5A.6

Progress priority recommendations in the Destination Management Plan.

Project collaboration with stakeholders according to priorities.


• In progress.• Continued progress through priority

recommendations via Economic Development Committee.

5BImplement the requirements of the Local Government Filming Protocol


5B.1

Develop an action plan to support the growth and development of the local film industry.

Action Plan developed. Number of film permits issued.


• In progress.• Action Plan will be finalised in the next

3 months. • Received, facilitated and processed

119 Filming Applications.• A promo video about filming in the

Shire is underway.

5C

Develop a Public Space Activation Framework which facilitates the activation of diverse public spaces across the shire

Shire Services, Shire Infrastructure

5C.1Develop a process map to identify improvements in assessing event applications.

Process map developed.


• In progress.• Process Map developed in

conjunction with IM&T.

5C.2Audit public spaces to balance and optimise activation opportunities.

Public spaces audited and opportunities identified.


• Ongoing.• To date, 5 assets audited - ongoing

project to audit more assets.

5C.3Develop an events toolkit to assist event applicants.

Toolkit developed.Economic & Community Development

• Developed content in consultation with internal and external stakeholders.

• Live on Council website.

5C.4

Source, review and facilitate requests and applications for promotions, events, casual leasing, product sampling, entertainment, and other commercial activities.

Number of request and applications sourced reviewed and facilitated.


• Ongoing.• To date, Received, facilitated and

processed 76 event permits & 31 casual leasing/product sampling permits from July - Dec 2017.


5D Review Outdoor Eating Areas’ Specification 2007


5D.1Undertake a review of where outdoor eating is permitted and can be encouraged.

Review of specification commenced.


• Review undertaken of existing spaces in Cronulla. Spaces utilised where possible.

• Café trial extended to March to gauge longer use of existing spaces. Discussion with Assets regarding the upgrade of specifications for the public domain.

5E

Review and implement Environmental Planning Instruments that retain and encourage employment growth

Strategic Planning

5E.1

Provide broad permissibility in centres and protect the employment potential of industrial zones for industrial uses and compatible urban services.

Employment levels and economic diversity are improved over time.

Strategic Planning

• Ongoing.• To date, the 2015/2016 planning

framework incorporates planning provisions to achieve this.

5E.2

Facilitate the growth of employment in medical services through innovative planning strategies.

Increased employment in medical services achieved in targeted areas.

Strategic Planning

• Ongoing.• To date, the 2015/2016 planning

framework incorporates planning provisions to achieve this.

5E.3

Review the planning framework to implement the employment targets of the Greater Sydney Commission South District.

Review commenced.

Strategic Planning

• Yet to commence.• Dependent on Greater Sydney

Commission plan in February 2018. Scheduled to commence in Q3 & Q4 FY 17/18.

5F

Develop an Early Education Plan which responds to the communities evolving demand for early education and care services.


5F.1Review service and age mix against demand and modify service models as required.

Service and age mix review complete and recommendations incorporated into plan.


• Yet to commence.• Research scheduled for Q3 & Q4 FY

17/18





5G

Deliver lifelong learning opportunities and initiatives through the Library Services Program.

Library Services

5G.1

Provide a range of learning experiences and actively engage with the community in the provision of quality information.

Range of engagement and learning activities provided.

Library Services• Ongoing.• To date, Visitation increase of 9.5%

over same period 2016-17.

6ADevelop and implement an Integrated Transport Strategy

Asset Management Group

6A.1Develop Integrated Transport Strategy in collaboration with key stakeholders.

Strategy completed and presented to Council.


• In progress.• Project timeline established.

Draft strategy scheduled presentation to council in May 2018.

6A.2 Commence year 1 initiatives.Year 1 initiatives commenced.

Traffic and Transport Services

• Yet to commence.• Dependent on 6A.1

6A.3

Advocate and maintain dialogue with State Government to improve planning and delivery of integrated, efficient public transport.



• Ongoing.• To date, Consultation with Transport

NSW regarding Suburban Bus Routes.• Consultation with Transport NSW

regarding Trial of On-Demand Shuttle.• Consultation with Transport NSW

regarding Jannali Station Upgrade. • Commenced consultation with

vendors of Bikeshare services.

6A.4Implement the Transport Infrastructure Asset Class Management Plan.


Roads & Footpath Assets

• In progress.• Commenced review of ACMP-

Transport Infrastructure 2017-2026.• The review includes revaluation of

road assets; develop maintenance and renewal projections for next 20 years; review &develop measurable KPI s for community and technical level of service; and improvement plan with target completion date.

6A.5Deliver planned capital works program for transport and traffic infrastructure.

Completion rate Number of reactive vs. proactive requests.


• In progress.• To date, 67% of budget committed

(56% year elapsed) . Delay in design work could delay delivery of some projects.

6A.6

Deliver roads maintenance works to agreed levels of service for quality, function and safety.

Service levels met Average tonnage of litter, organics and sediment collected Number of incidents of flooding reported annually.

Civil Operations• Ongoing.• To date, 11% outside service level.

95% contract work within budget.





6A.7

Deliver drainage infrastructure maintenance works to agreed levels of service for quality, function and safety.

Service levels met Number of 3 year rolling insurance claims decrease Number of reactive requests vs. proactive.

Civil Operations• Ongoing.• To date, 19% outside service level.

95% contract work within budget

6A.8

Deliver footpath maintenance works to agreed levels of service for quality, function and safety.

Service levels met Civil Operations• Ongoing.• To date, 13% outside service level.

95% contract work within budget.

6A.9Implement community education campaigns that encourage active transport.

Number of initiatives delivered.


• Ongoing.• To date, Two key initiatives delivered:

bike to beach and Ride to School in partnership with local schools.

6A.10

Facilitate constructive participation in the Sutherland Traffic and Traffic Safety Committee to ensure relevant and strategic contribution to decision making.



• Ongoing.• Legislative requirement.

6BManage new and existing development within a robust and effective framework

Development Assessment & Certification

6B.1

Partner with the Greater Sydney Commissions on the development and implementation of the South District Plan.


Strategic Planning



6B.2

Commence preparation of Local Strategic Planning Statements (including updated Housing Strategy) in line with legislative requirements A2.

Preparation commenced.

Strategic Planning



6B.3

Commence review of LEP to ensure alignment with Greater Sydney Commission South District Plan.

Review commenced.

Strategic Planning



6B.4Consideration of planning proposals submitted to Council.

% complete and initial report to Council within 90 days.

Strategic Planning

• Ongoing.• To date, One Planning Proposal was

submitted and considered by Council in 76 days.

6B.5Provide planning advice on heritage matters.

Advice provided in line with statutory requirements.

Strategic Planning

• Ongoing.• To date, Advice was given on 31

development applications involving heritage items . All were completed within 10 days, below the service standard of 14 days.





6B.6Provide an effective Development Application (DA) process.

Total number of application finalised. Median determination time for residential (simple) development of 50 days. Median determination time for projects (complex) of 90 days. Total construction value of development approved ($). Number of applications determined under delegation.


• Ongoing.• One thousand one hundred and one

(1111) applications were finalised.• The median for simple developments

was 61 days.• The median for complex

developments was 111 days. Total Construction Value of development approved is $531M.

• Ninety nine percent (99%) of Development Applications were determined under delegation - there were 4 applications approved by SSPP

6B.7

Implement online lodgement of DAs in line with State Government legislative requirements.

Implementation commenced Compliance with legislative requirements.


• On hold.• Project is driven by Department of

Environment and Planning and driven by their technology and legislative change. The success of soft copy lodgement in 2015 means this council is well placed to respond to on line lodgement and at this stage there is NFA. Dependant on State Government to roll out state wide.

6B.8Implement e-submissions as part of electronic assessment of Das.

e-submission platform implemented.


• Successful implementation, e-submissions for all applications lodged after 1 July 2017. Project was winner in its category of the Culture Change Innovation / Excellence Award for 2017 through LGNSW Planning Awards.

6B.9Implement Developer Contribution (Section 94) Plans.

Revenue collected.Strategic Planning

• Ongoing.• To date, Contributions totalling

$8,745,794 have been received.

6C

Support enhanced housing diversity, accessibility and affordability to meet the diverse needs of the community

Strategic Planning

6C.1

Advocate and maintain dialogue with Government agencies to improve housing affordability and the provision of social and affordable housing that meets local needs.


Strategic Planning

• Ongoing.• To date, Manager Strategic Planning

attended all forums and workshops associated with the issue, including last round on amendment to State policy.

• Detailed report to Council February 2018.





6C.2

Develop relationships with community and key stakeholders to inform future housing decisions.


Strategic Planning

• Yet to commence.• This will form part of the preparation

of the next Housing Strategy. Dependent on GSC District plan.

6C.3

Implement the Disability Discrimination Act requirements in all Council infrastructure works and require compliance in all development applications.

100% compliance legislative requirements.


• Ongoing.• To date, 100% compliance in all

Council infrastructure works and embedded in the development application assessment process.

6D

Enhance safety and accessibility in the public domain through a range of programs and partnerships.


6D.1

Promote and implement Safer by Design principles through the Public Domain Design Manual.

Principles implemented.

Project Delivery Group

• Principles incorporated into Public Domain Design Manual. Design Manual is live on Council's website.

6D.2

Review and update the Public Domain Design Manual to reflect risk management and strategic asset management principles.

Review complete.Public Domain Assets

• Public Domain Design Manual reviewed and now live on council website.

6D.3

Commence review and expansion of CX Framework to include service provision and management costing, new asset classes and areas and integrate with public domain design manual.

Review commenced.


• In progress.• Review commenced and reflected in

Public Domain Design Manual.

6D.4

Develop Way finding Blueprint for improved accessibility and use around centres.

Blueprint completed.


• Way finding Blueprint complete and document live on Council's website.

6D.5

Work with NSW Police and key stakeholders to reduce crime hotspots in the community.

Crime risk assessment undertaken at identified hotspots. Crime Prevention projects implemented. DAs referred to NSW Police in accordance with Memorandum of Understanding.


• Ongoing.• To date, 7 hotspots identified

with NSW Police and Risk Ass conducted. Gunnamatta & Dunningham Parks identified.

• CCTV trailer deployed, increased Police patrols and increased youth engagement (Friday/Saturday nights)





6D.6Deliver Graffiti Removal Program in public domain in accordance with policy.

SqM of graffiti removed within agreed timeframes Number of reactive vs. proactive requests.

Building Operations

• Ongoing.• To date, 830 Graffiti incidents were

removed. 565 of these and/or 68% (Target >80%) were within the 7 day standard.

• Five thousand eight hundred eighty five (5,885) SqM of graffiti was removed.

• Fifty seven percent (57%), 475 of graffiti incidents were reactively reported (via the community) whilst 43% (355) were pro-actively reported (via SSC staff).

• Three (3) Anti-graffiti projects (Coatings, Murals etc.) initiatives listed for the period, 2 were completed an 1 is 65% complete (2.65 completed).

• This equates to 89% completed.

6D.7

Participate in Police Local Area Command Safety Precinct Committee and Local Liquor Accords.



• Ongoing.• To date, Attended one LAC Safety

Precinct Committee (SPC) and seven Local Liquor Accord (LLA) meetings. Tabled report at SPC.

• Approved LLA stickers for all premises. Increased Police patrols in Gunnamatta Park.

6D.8

Implement public place regulatory and compliance services to maximise public safety.

Animal control program implemented. Abandoned cars removed. Number infringements issued in accordance with Prosecution and Enforcement Guidelines.


• Ongoing.• Animal control program implemented.• To date, 17,874 penalty / warning

notices issued in total.

6D.9Develop a Public Lighting Policy.

Policy developed.Asset Planning & Sustainability

• In progress.• Draft policy developed.

6EProgress the development of the Cronulla Public Domain Masterplan

Project Delivery Group

6E.1Develop a Business case for the Cronulla Public Domain Masterplan.

Business Case presented to Council. Recommendations incorporated into revised Delivery Program.


• In progress.• Draft report developed.





6E.2Deliver Ocean Grove modernisation works.

Works completed.Project Delivery Group

• In progress.• Anticipated completion by Q4 FY

17/18.

6FDevelop and implement an Open Space Leisure and Recreation Strategy


6F.1

Develop Open Space Leisure and Recreation Strategy in collaboration with key stakeholders.

Strategy completed and presented to Council. Recommendations incorporated into revised Delivery Program.


• In progress.• Draft strategy developed.• Due to go to Council in by Q4

FY17/18.

6F.2Commence year one initiatives.

Year one initiatives commenced.


• Subject to adoption of the Open Space & Rec Strategy.

• Delivery of year one initiatives not expected to commence until FY 18/19.

6F.3Commence open space services review.

Review commenced.


• Subject to adoption of the Open Space & Rec Strategy.

• Commencement of services review is not expected to commence until FY 18/19.

6F.4Review and implement Playgrounds Provision Policy.

Policy implemented.Park & Reserve Assets

• In progress.• Review work commenced. Including:

Major audit of playground facilities complete.

• Renewal profile of all existing playgrounds completed.

• Hierarchy of provision adopted. • Trends Planning Context,

demographics stakeholders report complete.

6F.5Implement the Open Space Asset Class Management Plan.



• In progress.• Overall 50% of improvement plan

achieved. • Capital program based on ACMP (e.g.

renewal programs). • Ongoing oversight of asset

maintenance.

6F.6Deliver planned capital works program for open space infrastructure.

Completion rate Number of reactive vs. proactive requests.

Project Services

6F.7

Deliver Open Space (parks, gardens, streetscapes) maintenance works to agreed levels of service for quality, function and safety.

Service levels met. Parks Operations

• In progress.• Manual measures and sample site

inspections of work indicate a high level of compliance with the CX (customer expectation) service model.





6GDevelop and implement an Integrated Sports Services Management Plan

Sports Services

6G.1

Develop an Integrated Sports Services Management Plan in collaboration with key stakeholders.

Plan adopted. Technical and community expected levels of service defined.

Sports Services• In progress. • Subject to adoption of the Open

Space & Rec Strategy.

6G.2

Deliver Sport Assets (sports fields, ancillary buildings and amenities) works and maintenance program to agreed levels of service for quality, function and safety.

Service levels met. Regular inspections of sport fields and facilities reporting on condition assessment.

Parks Operations

• Ongoing.• To date, Financial targets (budget)

at approx. 58% for maintenance and 101% for renewals.

6HImplement the Sutherland Leisure Centres Business Plan

Leisure Centres

6H.1

Deliver annual aquatic program (including learn to swim, squad, schools program).

No. learn to swim enrolments. No. squad enrolments. No. school enrolments. Customer satisfaction surveys maintain or improvement on previous year.

Leisure Centres

• Ongoing.• To date, Learn to Swim Enrolments

similar to same period last year Squad Enrolments exceed same period last year.

• School Enrolments exceed same period last year.

6H.2Deliver Health and Fitness Program.

No. memberships (maintain or exceed prev year). Customer satisfaction surveys maintain or improvement on previous year.

Leisure Centres• Ongoing.• Memberships exceed same period

last year.

6H.3Deliver general aquatics program.

No. visitation (maintain or exceed prev year). Customer satisfaction surveys maintain or improvement on previous year.

Leisure Centres• Ongoing.• Visitations exceed same period last

year.

6H.4Water play park constructed at Sutherland Leisure Centre.

Project commenced.

Leisure Centres

• In progress.• Council resolved to build water park.• Contract awarded. • Water park construction to

commence in April 2018 through until September 2018.





6H.5

Investigate energy efficiency measures that support long term financial security of Leisure Centre facilities.

Feasibility study completed and report to Council.

Leisure Centres

• In progress.• Review of gas heating options at SLC

are in progress. • Other energy options are being

investigated.

6H.6

Investigate feasibility of profit making services or activities to contribute to financial performance of Leisure Centre facilities.

Feasibility study commenced.

Leisure Centres

• In progress.• Initial scoping of opportunities has

commenced including EP/Physio rooms, LTS and ELC and gym expansions options at both ELC and MISC.

• Report to Director by Q4 FY 17/18.

6IProgress the development of a Long Term Leisure Centres Strategy

Leisure Centres

6I.1Develop Long Term Leisure Centres Strategy.

Strategy presented to Council Recommendations incorporated into revised Delivery Program.

Leisure Centres

• In progress.• Planning commenced and a briefing

paper prepared. Parts of plan implemented, i.e. addition of a water fun play park at Sutherland Centre to position it as a regional pool.

6J

Enhance safe and equitable access to parking through implementation of the Prosecution and Enforcement Guidelines.


6J.1Parking Patrol Program implemented.

Number patrols conducted. Number infringements issued.


• Ongoing.• To date, Service provision provided

across 7 days.• Six hundred twenty four (624) patrols

including weekends & a further 50 abandoned vehicles patrols.

• Sixteen thousand four hundred seventy one (16,471) Penalty Notices issued

6J.2Deliver education program to promote responsible parking.

Number initiatives developed. Number school campaigns. Number cautions issued. Number courtesy speed message boards displayed.


• Ongoing.• To date, Education initiative delivered.• One hundred twenty four (124)

penalty notices issued for non-compliance with Companion Animals Act legislation.

• Animal Shelter Open Day, included discounted micro chipping day and registration education.



4-20 Eton Street, Sutherland NSW 2232Locked Bag 17, Sutherland NSW 1499T 02 9710 0333 F 02 9710 [email protected]

mailto:ssc%40ssc.nsw.gov.au?subject=


delivery program operational

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