draft mosplan 10 year community strategic plan

contentscontentsIntroduction ................................................................1

Intoduction ..............................................................................3

Councillor’s Visions Toward 2050 ...........................................4

Vision, Mission & Principles ....................................................6

The Place ................................................................................7

Mosman’s Management Plan – MOSPLAN ..........................8

Our Finances ........................................................................12

Our Workforce Plan ..............................................................14

Managing Our Assets ...........................................................16

3

Governance .............................................................20

Governance Introduction ......................................................23

Council, Community & Consultation ....................................24

Resource & Asset Management ..........................................28

Community Safety ................................................................32

Environment ............................................................36

Environment Introduction .....................................................38

Urban Planning .....................................................................40

Planning & Built Environment ...............................................46

Sustainability, Environment & Health ...................................50

Parks & Recreation ...............................................................54

Transport & Traffic .................................................................58

Social ..............................................................................62

Social Introduction ................................................................64

Community Development & Services ..................................66

Library & Information ............................................................70

Cultural Development & Services ........................................74

Economic ...................................................................78

Economic Introduction .........................................................80

Local & Regional Economy ..................................................82

Appendices ..............................................................86

A NSW State Plan – Points of Alignment.............................90

B Community Engagement & Consultation .......................92

C Community Profile ............................................................94

D Financial Forecasting .....................................................110

contents

4 MOSPLAN Community Strategic Plan 2010–2020

introductionintroduction

Proud to be MosmanProtecting our HeritagePlanning our FutureInvolving our Community


introduction

introduction

3

introduction

IntroductionFor almost 20 years, Mosman Council has led the way and benefited from careful management planning. This year, Councillors have developed a series of visions towards 2050 and these take the lead position in MOSPLAN on the following two pages. The 10 year Community Strategic Plan; the 4 year Development Plan and the 1 year Operational Plan incorporate objectives leading to the 2050 visions.

Through this plan, the Council seeks to ensure that the community’s wishes are carried out and that the characteristics that make Mosman unique, are strengthened. These include the many beautiful bays and beaches, the conservation areas that maintain Mosman’s heritage, the rich history and the safe, healthy, vibrant harbour-side lifestyle that can be enjoyed by all.

This plan is based on community feedback gathered during ‘Street Speak’ conversations and online consultation designed to capture and establish shared objectives for Mosman’s future. It will be realised with continued commitment from both the community and Council combined with a high level of collaboration with the many other agencies and organisations that are involved in Mosman.

3

introductionintroductionintroductionintroductionintroduction


vision 2050

TransportDomestic scale architecture maintained except on Spit/Military corridor.

Traditional strip shopping centre appearance and vitality reinforced.

A maximum population of 30,000 in 2050 (presently 28,356)

A maximum 700 new dwellings provided over the next 40 years.

A diversity of housing choice to ensure a demographic mix including ‘ageing in place’.

Adoption of sustainable lifestyle and building options for new and existing buildings encouraged.

The special natural and man made qualities of foreshore and open space areas protected and enhanced.

Mosman’s heritage conserved.

Spit Junction recognised as having potential for imaginative commercial/retail/residential development to complement the traditional Military Road strip shopping precinct and the new village hub and commons.

Urban PlanningClimate change addressed using strategies that include mitigation, adaptation and resilience measures in order to play our part in the global future.

Long-lasting sustainable behaviours fostered and improved through raised awareness/knowledge of sustainability concepts.

Lifestyle and the environment enhanced through sustainable building practices.

Biodiversity preserved and enhanced on both private and public property including beaches, reserves, bushland and green open spaces.

Green renewable energy sources, and energy efficiency and conservation measures adopted for both private and public property.

Total water cycle management approaches used that maximise conservation, efficiency, reuse and recycling of water including stormwater harvesting and reuse.

Waste reduced significantly through avoidance, minimisation, reuse and recycling via local and regional initiatives.

Sustainable transport taken up using an integrated network of walking and cycling paths throughout Mosman.

Sustainability outcomes improved by lobbying Federal and State Governments to advocate for stronger policy and legislation.

Sophisticated approaches such as sustainability indicators, lifecycle management and systems-thinking used to address sustainability challenges.

EnvironmentState/Federal Governments lobbied regarding rail option on Roseville corridor.

Bus and ferry services for Mosman and the Northern Beaches improved so that people prefer using public transport as the mode of choice.

No further expansion of capacity of the Spit/Military corridor, but reallocation of that capacity to give buses priority when needed. No further elimination of parking along the corridor.

Wynyard bus interchange capacity issues solved.

Reliance on private vehicles for short journey to work/recreation trips reduced.

Community transport expanded.

Opportunities for pedestrian and bicycle transport maximised at local and regional levels.

Local accessibility within Mosman improved for the convenience and lifestyle of residents.

Northern Beaches linked more directly to the metropolitan freeway network.

visionvision 2050visionvision 2050visionvisionvision

5

vision 2050visionvisionvision 2050visionvision 2050vision 2050visionvision 2050

introduction

Community services enhanced for all age groups including affordable child care, parent support groups, youth, ageing in place and people with a disability.

Cultural facilities developed including the enlargement of the Library and Art Gallery, and provision of a local performing arts theatre.

Community connectedness for all age groups encouraged by:

enhancing volunteering opportunities �facilitating intergenerational activities �providing social outlets such as Men’s Sheds �and community gardensinvolvement & enjoyment of Festival activities �neighbourhood activities such as street parties �people friendly community spaces �

Innovative and accessible consultation methods continuing to be provided for residents to engage with the Council and become involved in community life.Active recreational pursuits encouraged, especially for young people through provision of sports facilities and support of local sporting groups.

Health and wellbeing of residents improved through developing programs and linkages that promote healthy lifestyle, and working with other levels of government and medical practitioners to ensure the provision of local health services including mental health services.

Cultural and spiritual diversity, celebrated.

CommunityDiversity and safety in centres with a mix of business and residential uses in proximity to leisure and entertainment throughout the day and evening.

A tourism destination built on our artistic heritage and marketed in conjunction with local business representatives and landholders.

Roles of small and large business centres reinforced by diverse local outlets catering for the community, especially the elderly.

The unique character and heritage of all Mosman’s business centres enhanced by appealing, high-amenity public spaces.

A range of suitable accommodation options for visitors including B&B and small residential hotels.

Shops and services easily accessible by walking, riding, driving or community/public transport.

Business activities including home businesses and clusters meeting emerging work patterns and expectations.

Economy

visionvisionvision

5


introductionintroductionVisionProud to be MosmanProtecting our HeritagePlanning our FutureInvolving our Community

MissionTo protect and enhance the distinctive qualities of Mosman in a responsive, friendly and caring way.

Both are supported by a set of values:

integrity �leadership �selflessness �objectivity �

PrinciplesSUSTAINABILITY and INNOVATION are valued highly by Mosman Council and the community together with collaborative partnerships with neighbouring councils especially SHOROC comprising Mosman, Manly, Pittwater and Warringah. These principles underpin MOSPLAN - our Community Strategic Plan.

Council firmly believes that it is important to have an ambitious, visionary plan for Mosman that positions us ready for change and able to make decisions with better consultation and our own local government authority.

accountability �openness �honesty �respect �

7

introduction

7

Mosman occupies 8.7 km2 and is surrounded on three sides by the waters of Sydney Harbour and Middle Harbour; it features many beautiful bays and beaches punctuated by rugged headlands and sandstone cliffs. In this context the harbour plays a significant role in the life of the local community. Mosman Council maintains 90.6 kms of sealed roads and 34 hectares of bushland.


introductionintroductionThe Community Strategic Plan is the overarching document that expresses Council’s long-term strategic direction for the local government area of Mosman. It contains long- term objectives, priorities and financial implications. This Plan is supported by two other documents, the Four Year Delivery Plan, and the One Year Operational Plan.

The three tiers are known as MOSPLAN.

Mosman’s Management Plan - MOSPLAN

Document Purpose Responsibility Review CycleCommunity Strategic Plan

To express the long term, 10 year and beyond, strategic direction of Council, the objectives, the priorities and their financial implications.

This is the commitment to the Mosman community by the Council.

Once every 4 years – usually following Council elections.

Delivery Plan The Delivery Plan supports the objectives of Council's 10 year Community Strategic Plan.

This 4 year plan is a commitment to the elected Council by the General Manager and the Administration. Key officers are responsible for ensuring the outcomes within the forward financial plan.

Every year this plan is reviewed to ensure that the programs are on track to achieve the 4 year and 10 year objectives.

Operational Plan This one year plan drives the outcomes to be achieved through the 4 year Delivery Plan.

This is the responsibility of the General Manager and the Administration. Specified officers are directly accountable for the actions and associated budget.

Every year this plan is reviewed in conjunction with the 4 year Delivery Plan. Each action is reported quarterly to Council to monitor progress.

Including Councillors’ visions towards 2050

9

introduction

There are many more documents that support and inform MOSPLAN. The supporting documents focus in detail on specific areas of service delivery. The Environmental Management Plan and the Community Environmental Contract are integrated into MOSPLAN.

The employees of Council each have a position description and individual performance plans with links to the actions and objectives listed in MOSPLAN. In this way the objectives of MOSPLAN are achieved. In addition, managers and staff are measured on the achievement of those objectives and actions.

MOSPLAN ensures that Mosman Council can deliver services to the Mosman community effectively, efficiently and in a planned logical and financially viable way, always working towards achieving the community’s short and long term objectives. For details regarding the alignment of MOSPLAN with the NSW State Plan please refer to Appendix A.

9

introduction


introductionintroductionThe three tiers of MOSPLAN are each set out under four themes:

This pie chart represents percentage expenditure across the four themes:

Environment60%

Economic1%

Governance25%

Social14%

Governance Environment Social Economic

11

introduction

11

The four themes divide into 12 programs which then divide into 70 sub programs – each sub program addresses a specific service area. At the one year operational level the subprograms list the actions that must be carried out to achieve the objectives of the four year Delivery and ten year Community Strategic Plan.


introductionintroductionOur Finances Sustainable infrastructure improvement and replacement continues to be the biggest driver of Council’s forward financial position.

Our extensive range of high quality, cost effective services and facilities are maintained but will of course always be reviewed in the light of our community engagement processes and affordability.

Matching grants from Commonwealth and State Governments in recent years has meant our debt service ratio has increased and our unrestricted current ratio has eroded. Deliberate decisions have been taken to address community and environmental infrastructure shortcomings.

In recent years, fair value asset revaluations combined with a massive injection of funds into capital works have increased the gap between cash funding availability and depreciation offsets. While some Councils have chosen to under-value both depreciation and work backlogs our commitment is to an open and transparent approach to asset management.

0.0000%

1.0000%

2.0000%

3.0000%

4.0000%

5.0000%

6.0000%

7.0000%

8.0000%

9.0000%

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Debt Service Ratio - Consolidated

0.000.200.400.600.801.001.201.401.601.802.00

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Unrestricted Current Ratio - Consolidated

Financial discipline and adherence will be required to achieve the forecast ratios over the life of the plan.

13

introduction

Rate pegging has not matched the consumer price index however the 10-year plan shows that the reliance on rate revenue (exclusive of capital revenues) decreases over the next decade by 5.5%. Notwithstanding this fact, the plan reflects a determination to move from a net working funds deficit to surplus in 2013/14.

The 10-year financial plan acknowledges a decline in industry major financial indicators, but at no stage is the Council’s financial autonomy brought into question.

13


introductionintroductionOur Workforce PlanCouncil employs 163 full time equivalent staff. There are slightly more female employees than male and the average age is 44 years.

The Workforce plan identifies five areas that may present challenges over the coming years and that must be addressed, monitored and managed at Mosman Council, these are:

An ageing workforce, multi-retirements and the potential loss of corporate �knowledge, 31% of employees are over 50 years of ageThe exiting from the organisation of the General Manager �The skills shortage making it very difficult to fill some positions �Attracting employees to fill vacant positions �

Retaining existing staff �

The workforce plan lays out a number of strategies that are specific to each program delivery area. To assist in ensuring that the services are not threatened, there are a number of corporate strategies that can be put in place to address the identified issues. Many have already been implemented through the Enterprise Agreement (2009). At the present time the retention rate is over 90% an improvement of 8% since 2006.

15

introduction

Council Workforce FT&PT 2009

Genders of Council Staff

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

2004-5 2005-6 2006-7 2007-8 2008-9 2009-10

Retention Rate 2004-2010

15


introductionintroductionManaging Our AssetsWe own and use approximately $0.5 billion of non-current assets. These include:

Marine structures �Parks and ovals �Buildings �Footpaths and Roads �Retaining Walls �

There has been direction from State and Federal levels for Local Government to develop and implement asset management policies to manage, account for and plan for assets in a sustainable way.

By working to these plans, Local Government can ensure appropriate funding is directed to key assets and the community is delivered an appropriate level of service.

Mosman’s adopted framework for asset management is built on best practices and is open and transparent. The key elements include:

Asset Management Policy – This establishes the direction and identifies why 1. we are undertaking this approach

Asset Management Strategy – This details the means by which we will go 2. about ensuring assets are managed in a suitable way.

Asset Management Plans (AMP) for Individual Asset classes – These provide 3. the detail to manage each asset and include items like assets conditions, life cycle analysis, replacement costs and future maintenance.

17

introduction

Our journey into best practice asset management has already started with the adoption in 2009 of our Council Asset Management Policy and Asset Management Strategy. In 2009 the draft Buildings AMP was completed and 2010 saw the draft Stormwater AMP achieved and the engagement of a consultant to complete the Road AMP.

There are many challenges ahead as the condition of Council’s assets becomes clear. Both the draft Stormwater AMP and Building AMP have shown that there is significant work and expenditure needed if we want to maintain our assets according to best practice. It is also expected that the Road AMP will provide further information to guide us into the future.

One of the particular challenges that will become more apparent in the coming years is maintaining our current rate of investment in our renewal of assets while matching this with the costs of the asset’s depreciation. Whilst achieving this previously, with the development of these detailed AMP’s we will face significant challenges. This places a great importance on identifying the true life of an asset and the costs associated with its management.

17


introductionintroductionManaging Our Assets

ASSET MANAGEMENTPOLICY

Adopted by Council 2009

CIVICA AIM systemimplemented 2005

Ongoing development

Established 2006

Under development foreach asset class

Work undertaken inhouse

Under development foreach asset class

Work undertaken inhouse

Ongoing development

Asset ManagementSystem

Asset Classes

Governance andManagement

Skills and Process

Levels of Service

BUILDINGS STORMWATER ROADS PARKS MARINE

STRATEGY Adopted by Council 2009

PLANS Currently being developed

ASSET MANAGEMENT

ASSET MANAGEMENT

Management

19

introduction

Our Journey So Far...

Past

Present

Future

Each Asset Class Controlled by Individual OfficerLack of Integration

2006 - Pruchase of CIVICAAsset Register Developed

Conditional Audits Developed

Data Collection

Researched Systems

Development of Asset Class Management Plans

2009 - Asset Management Policy and Strategy Developed

2010 - DRAFT Stormwater and Building AMP Complete and Contract for Roads AMP entered into

Develop Forward Works Program

Automated Maintenance

Sustainable Operations

REDUCE RISK

19


governancegovernanceThis theme addresses the civic leadership of Council and Council administration. It covers: Council meetings; civic involvement; communication; community safety; ranger services; financing and budgeting; maintenance of Council property and assets; Council itself (internal processes) including information technology and human resources.

212121

Towards 2050 Your Councillors’ Visions

The Council of 2008 – 2012

Innovative and accessible consultation methods continuing to be provided for residents to engage with the Council and become involved in community life.

Governance


governance

governance

New Pic

23

governance

The Governance theme comprises the following program areas:

Council, Community & Communication Practising participative ethical local government for the Mosman community through:

leadership and good governance �high quality service provision �icommunicating and providing opportunities for participation in �Council’s decision-making processes

Resource & Asset ManagementBuilding financial strength and enhancing the community’s assets through:

a strong sense of care and responsibility �financial resources which are strengthened and developed �effective asset management strategies �open and accessible information services �effective management of risk �knowledgeable, professional and friendly staff proud to work �for Mosman.implement sustainability principles into Asset Management �practices

Community SafetyProactive, well promoted and efficient services:

aimed at enhancing community safety and combating criminal �activitiesinvolving collaboration between Harbourside Local Area �Command, Mosman Council, the community and emergency servicesrecognising the roles and responsibilities of each authority. �

23


governancegovernanceContextThis Program facilitates the democratic processes. It focuses on good governance and public participation. It seeks to provide a professional and efficient framework to service the needs of the community with the highest probity whilst acknowledging the limitations placed on Council, particularly by the State.

Council, Community and Consultation

25

Council, C

omm

unity and ConsultationMajor Issues

Meeting the statutory obligations of the Local Government Act �1993 and other pertinent legislative requirementsMaintaining and ensuring openness, transparency and �accountability of Council business and decisions Ensuring adherence to MOSPLAN and the Governance Plan �Improving information flow, consultation and resident �involvement across all demographicsProviding a consistent and high quality frontline customer �service function for all of Council’s key activities.

25


governancegovernanceLong Term Objectives Involves External Bodies/Partners

To have continual improvement in the provision of support and services to councillors and the community.

For the community to have total confidence in the Council as an ethical and continually improving organisation that practices good governance, promotes and nurtures ethical behaviour and strives to apply best practice principles to all that it does.

To have a pro-active approach to setting the direction and evaluating the performance of the Council through information and consultation, including e-communication, resulting in a community which proudly identifies with the local area and which fully supports the direction and management of Council.

To have achieved constitutional recognition of local government.

To have innovative and accessible consultation methods continuing to be provided for residents to engage with the Council and become involved in community life.

Federal Government

Council, Community and Consultation

27

Council, C

omm

unity and Consultation

Council PrioritiesConsulting with and keeping the community informed �of Council’s future plans, issues, its achievements and challenges.

Financial ImplicationsIncreasing use of e-communication strategies may involve additional resources.

27


governancegovernanceContextThis Program provides the platform for Council to operate efficiently and effectively. It provides financial management, including financial information, information technology, asset management, corporate information management, insurance and risk management, contracts administration and human resource management for the organisation as a whole, to ensure consistency and accountability.

Resource and Asset Management

29

Resource and A

sset Managem

ent

Major IssuesInfrastructure and asset management, risk management and human resource management are at the forefront of this Program’s activities.

Issues that continually need to be addressed are: The continued development and implementation of long term �asset management strategiesEnsuring Council’s long term financial autonomy and �sustainabilityAddressing skills shortage which is making attraction and �retention of staff a growing issueTechnological advances in communication and consultation �

29



To have provided directly or on behalf of other levels of government adequate, equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively; and are always of a high quality consistent with the requirements of the Mosman community.

To have Council’s unrestricted current ratio at 2:1.

To have business systems which will meet the increasing demands for management information and that add value to the Council and community by providing integrated, accurate, timely, cost effective and responsive service.

To have Mosman Council regarded as an employer of choice by all its stakeholders.

To have risk management strategies in place to ensure Mosman is a safe place to live, work and play.

Integration of sustainable practices into Council’s Asset Management planning and implementation.

Federal Government

State Government

Resource and Asset Management

31

Resource and A

sset Managem

ent

Council PrioritiesRefurbishment of public amenities to meet the community’s �expectations.Development of additional revenue streams to ensure �Council’s sustainability.Being aware of opportunities to receive funds from other �parties and government agencies to offset the cost of major projects.Application of sustainable practices such as water �management, recycling and alternative energy sources.

Financial ImplicationsThe ability to undertake infrastructural works is governed by the ability to raise, generate and service funding.

31


governancegovernanceContextThis program sets out the means to create closer relationships between the Police and the Council so that we understand each other’s roles and responsibilities in order to improve community safety, crime prevention strategies and emergency recovery. Key to this is the Collaborative Management Plan between Council and the Harbourside Local Area Command which identifies who is accountable for strategic management planning and key issues.

This program also addresses the management of emergencies and preparedness for responding to all types of potential disasters in the region.

Community Safety

33

Com

munity Safety

Major IssuesContinually being proactive in ensuring that Mosman is a safe �community and crime is kept to a minimum Assisting the community in understanding the levels and types �of crime and providing simple security advice to improve safety Providing visible Police and Ranger services �Addressing ongoing community safety issues including young �people’s exposure to drugs and alcohol, safe driving, and the safety of older people as well as graffiti of public spaces and private propertyProviding security and ensuring that all safety measures are in �place for major events.

33



To have a manned Police Station in Mosman.

To have a community where individuals are aware of and accept their respective responsibilities necessary to maintain a safe community.

To have responsible and informed animal owners.

To have a responsive and effective emergency management networking covering Mosman.

Community Safety

35

Com

munity Safety

Council PrioritiesMaintain a high level of collaboration with emergency and �enforcement agencies

Financial ImplicationsNil

35


environmentenvironmentThis theme addresses and encompasses: urban planning; heritage planning and protection, development assessments; ecological sustainability; biodiversity conservation; waste management and street cleaning; environmental health management; water, air and noise management; sustainability education; transport, traffic, roads and cycling; open space management;recreational facilities including the Swim Centre.


environmentTowards 2050 Your Councillors’ Visions


Domestic scale architecture maintained except on Spit/Military corridor.

Traditional strip shopping centre appearance and vitality reinforced.

A maximum population of 30,000 in 2050 (presently 28,356)

A maximum 700 new dwellings provided over the next 40 years.

A diversity of housing choice to ensure a demographic mix including ‘ageing in place’.

Adoption of sustainable lifestyle and building options for new and existing buildings encouraged.

The special natural and man made qualities of foreshore and open space areas protected and enhanced.

Mosman’s heritage conserved.

Spit Junction recognised as having potential for imaginative commercial/retail/residential development to complement the traditional Military Road strip shopping precinct and the new village hub and commons.

Urban Planning



Climate change addressed using strategies that include mitigation, adaptation and resilience measures in order to play our part in the global future.


Lifestyle and the environment enhanced through sustainable building practices.


Green renewable energy sources, and energy efficiency and conservation measures adopted for both private and public property.






Environmentenvironmentenvironment

39



TransportState/Federal Governments lobbied regarding rail option on Roseville corridor.

Bus and ferry services for Mosman and the Northern Beaches improved so that people prefer using public transport as the mode of choice.

No further expansion of capacity of the Spit/Military corridor, but reallocation of that capacity to give buses priority when needed. No further elimination of parking along the corridor.

Wynyard bus interchange capacity issues solved.

Reliance on private vehicles for short journey to work/recreation trips reduced.

Community transport expanded.

Opportunities for pedestrian and bicycle transport maximised at local and regional levels.

Local accessibility within Mosman improved for the convenience and lifestyle of residents.

Northern Beaches linked more directly to the metropolitan freeway network.


environment

environment

The Environment theme comprises the following program areas:

Urban Planning Improving the built environment by:

Monitoring and reviewing planning controls, guidelines and policies �to ensure desired outcomes

Identifying, protecting and conserving heritage items and areas �

Protecting Mosman against the pressures of State Government �driven planning policy

Developing policies which reflect our community’s expectations for �high quality in-fill development and for preserving and enhancing open space

Promoting and coordinating actions to ensure the built and natural �environment is appropriately maintained and enhanced

Promoting planning, and providing meaningful opportunities for �community involvement in the planning process.

Built EnvironmentProviding effective development assessment services by:

Having clear and comprehensive guidelines for development �applications

Enabling our community to be confident that any developments �will meet approval conditions, legal requirements and community expectations

Assisting elected members and professional staff to make fair and �equitable decisions that reflect the rights of applicants and the public interest.

41

environment

Environmental Management & Health Achieving outstanding environmental performance through delivery of core environmental improvement programs and by incorporating environmental sustainability considerations into all of Council’s functional responsibilities including:

Ensuring that principles of Ecologically Sustainable �Development (ESD) are included in Council’s corporate activitiesManaging and enhancing biodiversity of terrestrial and aquatic �ecosystemsEnsuring sustainable management of water and the �atmosphereConserving and enhancing the health, well-being and harmony �of the community Achieving a long term sustainable regional waste management �solutionEffectively and efficiently managing cleaning and �environmental services contracts.

Parks & RecreationEncouraging enjoyment of open spaces and recreational facilities by:

Ensuring high quality and well maintained parks, ovals, other �sports facilities and open spacesProviding, organising and facilitating recreational and sporting �activitiesEncouraging and celebrating sport and physical activity for �both fun and fitness.

Transport & Traffic Pursuing a sustainable transport solution for Mosman by:

Reviewing safe speed limits throughout Mosman �Advocating strongly for better State Government transport �planning and more reliable servicesLobbying and planning for a well thought out and soundly �funded solution to our through traffic problems and congested streets, in co-operation with other authoritiesExploring opportunities for an integrated transport approach �involving a variety of modes.

41


environmentenvironmentContextThis program includes strategic land use planning and heritage management. Planning is undertaken within the framework of the NSW planning system and its associated legislation.

Program work can be grouped into four main areas:

Prepare plans and policies to regulate land use, 1. control development and guide good design

Manage heritage planning2.

Engage the community in planning and promote planning projects3.

Advocate for Mosman’s interests in regional and state planning issues4.

Much of the work is at the direction of the State Government. The objectives of the program work towards maintaining Mosman’s built environment and ensuring any change is for the better and is incremental.

The Urban Planning and Built Environment programs are closely related.

Urban Planning

43

Urban Planning

Major IssuesRequired works under the State Government’s planning reform program, including a new comprehensive LEP, are underway. The public exhibition of the draft LEP was undertaken in 2009. In 2010 work will continue on finalising the new LEP. Associated projects that are dependent on the draft LEP include:

Civic Improvement Plan for the business centres �

Redevelopment options for the Civic Centre site �

The review of all development control plans has been undertaken having regard to the changing planning landscape of the NSW planning reforms and the state-wide exempt and complying development codes.

Advocating Mosman’s position throughout this period of change is a priority. Local plans need to evolve to be consistent with state strategic plans and legislation.

43


environmentLong Term Objectives Involves External Bodies/Partners

To have the local character of Mosman maintained by:

Conserving its heritage �Ensuring sustainability �Meeting community needs �Effective land use planning, including protection of the foreshore �Requiring high quality development �Improving amenity. �

To have Mosman recognised as a desirable place to live, work and create with a population of 30,000 by 2050 (700 additional dwellings).

To provide development opportunities along The Spit/Military Road corridor.

State Government Department of Planning

SHOROC

Urban Planning

environmentUrban Planning

45

Council PrioritiesCouncillors nominated priorities as being:

Streetscape improvements along Military Road �Completion of the new Mosman Local Environmental Plan �Investigating the redevelopment of the Civic Centre site �Identification and prioritisation of facilities upgrade through �management plans

Financial ImplicationsThe streetscape improvements plan has been budgeted for ($120,000), however, its implementation is contingent upon –

finalisation of the local environmental plan (LEP), and �raising the necessary funds for a major capital investment �

The protracted timeframe for the LEP caused largely by State Government delay has led to increased costs in relation to staff time.

Urban Planning

45


environmentenvironmentContextThis program manages the development assessment process through the implementation of environmental plans, policies and guidelines.

Specifically the program is responsible for:

Providing high-quality customer service �

Assessing development proposals �

Ensuring all approvals meet nominated building, construction and ecologically �sustainable development requirements

Implementing building certification and fire safety responsibilities �

Investigating and resolving building related customer requests. �

Planning & Built Environment

47

Built Environm

ent

Major IssuesMosman has a unique natural and built environment which requires special attention and consideration. This program tries to meet the competing interests associated with rights to develop versus the need to protect this unique natural and built environment.

Community expectations relating to development are likely to be affected by State Government reforms involving:

Continuing expansion of exempt and complying �development in residential areas without the opportunity for resident input

Greater involvement in approvals by private certifiers �

Encouraging sustainable building practices with new �development

Meeting housing and population targets. �

Providing community information and adapting effectively to such changes will be critical to achieving program objectives.

The impementation of Draft Mosman LEP 2008 which is based on the State Government’s standard instrument is also likely to affect development outcomes.

47



To have the local character of Mosman maintained by:

Conserving its heritage �Ensuring sustainability �Adopting sustainable building options for new and existing �buildings Meeting community needs �Providing diversity of housing choice including ageing in �place Effective land use planning �Protecting and enhancing the natural and man-made �qualities of the foreshore Requiring high quality development �Improving safety and amenity �Maintaining domestic scale architecture except on Spit/ �Military corridor.

Various State Government authorities

environmentPlanning & Built Environment

49


To undertake development assessment in a timely and �consistent fashion.To adopt sustainable lifestyle and building options for new and �existing buildings.

Financial ImplicationsThe expansion of exempt and complying development is likely to reduce Council’s income from fees and charges related to development applications.

Built Environm

ent

49


environmentenvironmentContextContemporary environmental and sustainability problems facing Council and the community are complex and challenging. This program provides a framework to respond to these challenges in an innovative, strategic and proactive manner. It also positions Mosman Council to lead change towards sustainability and deliver outcomes that reflect the longer term vision of Council and community as well as organisational priorities. This will be realised through collaborative planning and practice within Council, within the Mosman communtiy and external stakeholders including neighbouring Councils, SHOROC, State and Federal governments. This program aims to preserve and enhance Mosman’s environment for the ongoing health and wellbeing of our ecosystems and our community.

Specifically, this program is responsible for the management of:

Environmental/sustainability, policy and planning �

Climate change and air quality �

Total water cycle �

Terrestrial and aquatic envrionments �

Engagement and education for sustainability (staff and community) �

Community invovlement to assist Council integrate sustainability into policy, �planning and impementation, for example, Mosman Sustainability Group

Environmental health and compliance �

Food surveillance and safety �

Waste avoidance, minimisation, recycling and safe disposal �

Cleaning Services – street sweeping, beach cleaning, graffiti, Council buildings and �public amenities.

Sustainability, Environment & Health

51

Sustainability, Environment &

Health

Major IssuesThe major areas of focus include:

Addressing global problems, such as climate change, at a local �levelEnsuring that all Council decision-making, planning and �operations incorporate sustainability thinking, principles and practicesEnsuring integration between the environmental, social and �economic spheres of sustainability as well as between the various sectors of the environment - water, waste, energy, biodiversity, atmosphere, built envrionmentProviding effective and innovative community engagement and �learning programs to enhance knowledge and bring about long-lasting sustainable behavioursReducing Mosman’s ecological footprint through waste �avoidance, resource recovery, efficient and reduced water use, energy efficiency and uptake of renewable energyDeveloping indicators and collecting data to measure and �assess progress towards sustainabilityFulfilling an increasing number of environmental/sustainability �responsibilities with limited resources

51



Climate change addressed using strategies that include mitigation, adaption and resiliance measures in order to play our part in the global future.


Lifestyle and the environment enhanced through sustainable building practices. This objective is part of Mosman Council’s 2050 vision.


Green renewable energy sources and energy efficiency and conservation measures adopted for both private and public property.






Department of Environment and Climate Change

environmentSustainability, Environment & Health

53


Implement strategies for addressing climate change �Adopt green renewable energy sources and energy efficiency �measuresFoster sustainable behaviours within the community �Reduce, conserve and reuse water �Significant waste reduction �Sustainable building practices �Sustainable transport �Enhance bushland and biodiversity �Lobby State and Federal Government for stonger sustainability �policy and directionSophisticated and innovative approaches to achieve �sustainability outcomes

Financial ImplicationsAchieving the above objectives will require significant resources in the coming years. Final budgetory costings will be determined based on specific projects selected to achieve these objectives.

Sustainability, Environment &

Health

53


environmentenvironmentContextCouncil provides a network of public open space which serves as a venue for various forms of formal and informal recreation for all age groups in the community. Council consults with the community in order to plan and facilitate the ongoing protection and enhancement of open space particularly parks, playgrounds, civic spaces and sporting facilities. This is done to ensure that recreational opportunities and facilities are compatible with the varying needs of our community. Council celebrates and encourages sport and physical activity for both fun and fitness.

The preparation, adoption, and staged implementation of a plan of management for the Drill Hall Common site has been significant in terms of Council’s open space and recreation facility planning for the future and its completion is now imminent.

Parks & Recreation

55

Parks & R

ecreation

Major IssuesWith increasing awareness of health issues in Australia the focus on active and healthy lifestyle continues to grow in importance.

High demand on sporting ovals and facilities, particularly during the winter season, continues to be an issue which Council is managing at present with a high level of liaison, support and understanding of user groups. This will continue to be an issue into the future as populations increase as there are limited opportunities in the LGA to develop new facilities.

In catering for the community’s recreation needs, the focus remains on exploring the most effective ways to maximise the use of parks and recreation resources, including the soon to be completed Drill Hall Common multipurpose sports hall. Balancing demand for use of existing facilities and the need to maintain them at an acceptable level will continue to be a major challenge.

55



To have sustainable recreational facilities including:

Parks and Gardens �Bushland areas �Civic spaces �Sporting facilities �Beaches and marine structures �Swim Centre �Playgrounds �

that are maintained and embellished to meet the changing needs of the Mosman community.

SHFT

environmentParks & Recreation

57


Completion of the Drill Hall Common precinct to provide for a �variety of all weather sporting facilities.Implementation of water reuse schemes extensively in open �space areas to reduce reliance on main water supplies.Preservation of biodiversity in areas including beaches, �reserves, bushland and green and open spaces.

Financial ImplicationsDependent on revenue generation and grant funding.

Parks & R

ecreation

57


environmentenvironmentContextThis program provides the framework to maintain Mosman’s roads, footpaths and cycleways. It addresses the management and maintenance of infrastructure/street assets and facilities as well as road and pedestrian safety. In addition, this program defines the areas that Council will endeavour to influence, with particular reference to regional and local traffic and transport issues that affect the Mosman community and are determined at State and Federal levels.

Major IssuesTraffic and transport issues are also a priority and are of significance to the Mosman and general Sydney communities. Decades of indecision by government both at the State and Federal levels have left a legacy of very poor transport infrastructure – particularly public transport. It is an issue that Council has little input and control over and yet the community has high expectations of the Council to demand better accessibility.

Council has been working on an agreed approach on regional transport with its SHOROC partners and this will continue as part of the SHOROC Regional Directions 2010-2036.

The maintenance of existing road infrastructure continues to be a priority. In the last five financial years Council has not been able to provide determined levels of funding for concrete and asphalt road maintenance. A Road Asset Management Plan is being undertaken in 2010 to determine a Forward Work Program and establish priorities for the next 20 years.

In addition to this, Road Safety continues to be a priority with behavioural change and education being integral to the Road Safety Action Plan.

Transport & Traffic

59

Transport & Traffic

Council’s approach to regional transport is now based on:No further expansion of capacity on Spit/Military corridor �Reinforcement of the role played by public transport (buses �and ferries)Advocacy for a linkage from the Northern Beaches to the �Sydney Freeway network other than by the Spit/Military corridorImproving opportunities and amenity for pedestrians and �cyclistsDiscouraging through traffic in local streets �Lobbying for a rail option on the Roseville corridor �

59


environmentTransport & TrafficLong Term Objectives Involves External Bodies/Partners

To have the State and Federal Government support a rail option on the Roseville Corridor.

To have the Northern beaches linked more directly to the Metropolitan Freeway Network.

To have an improved bus and ferry network so that public transport is the transport mode of choice.

To have no further expansion of the Spit/Miitary Road corridor but reallocation of that capacity to give buses priority when needed.

To have no further elimination of parking along the Spit and Military Road corridor.

To have a well maintained network of roads and footpaths.

To reduce the reliance on private vehicles for local trips through the expansion of community transport and pedestrian and cycling facilities.

To have an upgraded car park at Mosman Junction.

To have a multi-modal sustainable transportation network which meets the community’s needs in terms of safety, user comfort and local access and amenity.

To have minimal incidences of traffic accidents.

To have an asset management program that comprehensively and sustainably maintains and protects all of Council’s assets (infrastructure and natural).

RTASTASydney FerriesPoliceSHOROC

environment

61


Lobbying for the provision of a sustainable transport system to �address existing problems on the Spit/Military corridor with a view to improving local access and amenityLobbying for a rail option via the Roseville corridor �

Improving internal access within Mosman. �

Financial ImplicationsVarious costs attributable to consultants associated with information gathering.

Transport & Traffic

61


socialsocialsocialsocialsocialThe social theme is the people theme. It covers areas such as community needs and services for all ages and abilities; volunteering; Aboriginal culture and heritage, library services, the website and electronic engagement; art gallery; cultural activities; festive events and friendship communities.

6363

Community services enhanced for all age groups including affordable child care, parent support groups, youth, ageing in place and people with a disability.

Cultural facilities developed including the enlargement of the Library and Art Gallery, and provision of a local performing arts theatre.

Community connectedness for all age groups encouraged by:

enhancing volunteering opportunities �facilitating intergenerational activities �providing social outlets such as Men’s Sheds �and community gardensinvolvement & enjoyment of Festival activities �neighbourhood activities such as street parties �people friendly community spaces �

Innovative and accessible consultation methods continuing to be provided for residents to engage with the Council and become involved in community life.Active recreational pursuits encouraged, especially for young people through provision of sports facilities and support of local sporting groups.

Health and wellbeing of residents improved through developing programs and linkages that promote healthy lifestyle, and working with other levels of government and medical practitioners to ensure the provision of local health services including mental health services.

Cultural and spiritual diversity, celebrated.



Community


social

65

social

The Social theme comprises the following program areas:

Community Development & ServicesPromoting community wellbeing by addressing community needs through:

Social planning and community development, based on �meaningful community consultation and engagement and comprehensive needs assessment

Facilitating the development and coordination of community �services, programs and facilities in conjunction with Commonwealth, State and community-based agencies

Delivering high quality, affordable community services �responsive to resident needs and with the valued support of volunteers

Advocacy, consultation and collaboration with Commonwealth �and State Government on social issues impacting on Mosman residents.

Library & InformationSatisfying the information, leisure and lifelong learning needs of the community in a welcoming and inclusive place through:

Providing high quality Library services and resources �

Acting as a gateway to the world wide information network �

Conserving and developing Mosman’s history �

Collecting and disseminating information on community �services, activities and events

Maintaining close liaison with local educational institutions. �

Cultural Development & ServicesEncouraging and fostering strong community spirit and pride in our cultural heritage by:

Providing, organising and facilitating cultural activities, �programs and venues

Planning and coordinating civic and community events �involving residents for the enjoyment of our community.

65


socialContextCouncil’s roles in Community Services are varied and include planner, catalyst, enabler, advocate and provider of services. This Program is informed by the Community Profile and the Social Plan. The following social justice principles apply:

Equity - there should be fairness in the distribution of resources �

Access - people should have fair access to economic resources and services essential �to meet their basic needs and improve their quality of life

Participation - people should have the maximum opportunity for genuine participation �and consultation about decisions affecting their lives

Rights - rights are recognised and promoted. �

Community engagement is critical in identifying social issues and the strategies required to address them. Over 600 volunteers assist in the delivery of community services. Services provided directly by Council include children’s, youth, aged and disability services. Council actively works with multiple government and non-government agencies to ensure effective coordination and integration of services.

Council is a key resource for community groups, collecting and disseminating information, providing advice and ancillary assistance.

Community Development & Services

67

Major IssuesWith the rise in population mobility and lone person households, building community connections and engagement across generations is important. Engendering a community spirit of caring and neighbourliness, providing facilities that act as community hubs, and facilitating programs that bring people together will mitigate against loneliness, disconnection and isolation.

The demand for child care places for 0-2s, pre-school places, and out of school hours care will continue as well as support for children with special needs.

A key focus for young people will be promoting their healthy development and positive transition to adulthood, including their broader engagement in the community. Support for parents in undertaking the rewarding but challenging role of parenting children and young people is a community-wide imperative.

The ageing of the Mosman community and the number of people with a disability or a mental illness presents challenges for Council and other service providers in responding to social isolation, increased service needs and demands on carers.

Maximising volunteering opportunities will be vital to sustain service provision and will require creative strategies to recruit and support volunteers as traditional sources decline.

Advocacy for the retention and enhancement of local services, including community health services and facilities, in light of Commonwealth/State rationalisation, will also be required.

Com

munity D

evelopment &

Services

67


socialsocialCommunity Development & ServicesLong Term Objectives Involves External Bodies/Partners

To have Council lead and positively shape community well-being, respond strategically to the social impact of change, and advocate for social justice on behalf of the community with external organisations and agencies and Commonwealth and State Governments.

To have a well informed and engaged community, that has access to a wide range of community services and programs.

To have Council and other service providers deliver high quality, integrated community services and programs that are accessible and inclusive, strengthen social capital and contribute to the health and wellbeing of the community.

To have well designed and accessible community facilities which are recognised as community hubs which support the effective delivery of community services and programs and promote healthy lifestyle.

To have highly valued and supported volunteers with a range of skills engaged in work which makes a positive contribution to the community.

To have a cohesive, harmonious, and caring community, where residents are supported throughout their life cycle and that is inclusive of people with a disability, people from culturally, spiritually and linguistically diverse backgrounds, and people of Aboriginal and Torres Strait Islander descent.

Commonwealth & State Government & non-govt organisations

NSCCAHS, GPs, non-govt organisations

69


Consider enhanced community facilities in conjunction �with the feasibility study for the Civic Centre precinct areaIncrease availability of high quality, affordable child care �at the Mosman Bowling Club siteEnhance promotion of and access to information by �residents of Council and other community services and programsPromote active recreation and healthy lifestyle for all age �groups, including children, young people, and active and frail older peopleImprove the regular community shuttle bus service, �Mosman RiderMaximise and actively promote volunteering �opportunitiesEngage with and connect young people more into the �community as a whole.

Financial ImplicationsThere are significant financial implications in relocating community services and redeveloping Council’s community facilities for children, youth and older people, which should be considered in conjunction with the Feasibility Study for the Civic Precinct.

The cost of the redevelopment of the Mosman Bowling Club site is estimated at $2.8M. Council’s Forward Financial Plan includes borrowings of $1M in both 2010/2011 and 2011/2012 with loan costs met via Council’s Contributions Plan noting that Council has submitted a funding application through the Commonwealth Government Infrastructure Program.

Com

munity D

evelopment &

Services

69


socialsocialContextThe Library provides a range of services for the residents of Mosman. These include lending services, reference and information services, home library service, local studies service, community information, Internet access and training, children’s services, young adult services, and outreach and promotional activities. This Program also focuses on the educational needs of the community both formal and informal.

Mosman has been a member of the Shorelink Library Network since its inception in 1983 and has a range of obligations under the Shorelink Deed of Agreement relating to this membership.

The Program also encompasses Council’s online presence. The Council website www.mosman.nsw.gov.au is a key component of Council’s communications strategy. It is supported by a growing number of satellite sites for specific-focus projects and through online channels such as email newsletters, news feeds, blogs and community sites, and a presence on ‘social network’ sites.

The objectives in this program are further developed in Council’s Community Engagement Strategy and in SHOREPLAN, the Shorelink Library Network’s Strategic Management Plan.

Library & Information

71

Major IssuesThere is expressed Council and community desire for the Library to be extended. There is a demonstrated need for a multipurpose building which will:

accommodate information and leisure services, resources and �activities for all age groupsprovide cultural and lifelong learning opportunities �include areas for events, exhibitions and seminars �incorporate an information technology centre, designated �‘zones’ for various age groups and a heritage centre to preserve and display Mosman’s unique Local Studies material.

The need for continuous improvement in communication with the community and promotion of Council’s services, facilities and events was identified in community consultations.

Library & Inform

ation

71


socialsocialLibrary & InformationLong Term Objectives Involves External Bodies/Partners

To have the Library recognised as a community hub and a “place of connectedness”.

To have an enlarged library building that is a functional, multi-purpose space accommodating intellectual, cultural, recreational and information services, lifelong learning opportunities, resources and activities for all age groups.

To have library services that are free, accessible and which anticipate and fulfil community expectations.

To have resources including books, audio-visual material and material published in electronic format, which cater for the information, lifelong learning and leisure needs of all ages.

To have information technology resources which support the Library’s services and to maintain external partnerships such as the Shorelink Library Network in order to provide the community with access to resources held in the Library and beyond.

To have a Local Studies Collection that celebrates Mosman’s heritage, reflects all eras of Mosman’s history and is appropriately housed, exhibited and preserved for future generations.

To have information on Council services, facilities and events effectively disseminated in a range of media so that residents are aware of opportunities to participate in and contribute to a vibrant community life.

To have a web presence that provides the best possible means of interacting with our community.

Shorelink Library Network

73

Library & Inform

ation


Expand and redevelop the Library into a multipurpose �building

Ongoing improvement of communication with residents �and promotion of Council’s services, activities and events.

Financial ImplicationsThere are significant financial implications in extending the Library, which should be considered in conjunction with the Feasibility Study for the Civic Precinct.

Improvement of Council’s communication strategies is ongoing and is addressed in each year’s budget estimates.

73


socialsocialCultural Development & ServicesContext

Council facilitates or provides a range of cultural activities. These include a series of cultural events including art exhibitions and musical events many of which occur in the Mosman Art Gallery & Community Centre. Council owns a significant collection of Australian paintings as a result of the Mosman Art Prize (dating from 1947) and other acquisitions.

The creation of the Mosman Public Art Trust has acted as a catalyst for Council to develop a long-term strategy for the incorporation of a range of public art in Mosman.

To engender community spirit and identity Council also provides, supports or participates in a range of community events, including the Mosman Festival, which are managed in accordance with Council’s Special Event Management Policy. Council also supports other events such as the Mosman Sculpture Fesitval and various other annual activities such as Shakespeare by the Sea, Hunter Uncorked and the Balmoral Burn.

Council has Friendship Community relationships with six communities, within Australia and overseas which aim to foster friendship and share knowledge and experiences.

75

Cultural D

evelopment &

Services

Major IssuesThere is expressed Council and community desire for:

an expansion of the Art Gallery to increase programs �and provide spaces for art workshops and classes on a regular basis and provide more support for local artists. Some such spaces are available in the Mosman Art Gallery & Community Centre but there are competing demands on these spaces between Children’s Services and Cultural Services

the retention and further development of all existing �cultural services and programs

the desire for more community entertainment including in �the Mosman Festival

an appropriately equipped and comfortable performance �space for concerts and other live performances.

75


socialLong Term Objectives Involves External Bodies/Partners

To have strong community spirit through people of all ages, backgrounds and beliefs respecting and caring for each other, involving themselves in planning and enjoying the Mosman Festival and other cultural activities and entertainments, both community-wide and at neighbourhood/street level and celebrating individual and community achievements.

To have a local performing arts theatre and a vital performing arts scene in Mosman where musicians, singers, actors and dancers of all ages can develop their skills and present their work for the benefit and enjoyment of the local community.

To have highly regarded public art which engages residents and visitors alike.

To have optimum income from the Mosman Art Gallery & Community Centre as a comfortable, high quality venue for hire, whilst being sensitive to community needs and aspirations.

To have a vital visual art scene in Mosman where the Mosman Art Gallery & Community Centre is highly regarded and recognised as one which celebrates our artistic heritage and fosters art for all ages with an enthusiasm for contemporary visual arts and crafts and design, and the processes associated with their production.

To have enlarged the Mosman Art Gallery to accommodate the expansion of the range of programs and workshops.

To have a broad range of cultural programs and civic, community and commercial events which maximise community involvement and are widely promoted.

To have Friendship Agreements which foster friendship, goodwill and cooperation between our communities.

Mosman Public Art Trust

socialCultural Development & Services

77

Cultural D

evelopment &

Services


Extending the art gallery to expand the range of �programs and workshops

Provide venue and support for performing arts �

Increased community based events and entertainment. �

Financial ImplicationsClearly there are significant financial implications not only in providing a performing arts venue which should be considered in conjunction with the Feasibility Study for the Civic Centre environs, but also in extending the Art Gallery. The latter could be achieved to some extent by relocating children’s services should a suitable location be identified, or through Council withdrawing from the provision of Before and After School Care.

77


economiceconomicThe economic theme covers subjects such as local business liaison and support; local employment; marketing Mosman; tourism and regional planningand cooperation.

79

Diversity and safety in centres with a mix of business and residential uses in proximity to leisure and entertainment throughout the day and evening.

A tourism destination built on our artistic heritage and marketed in conjunction with local business representatives and landholders.

Roles of small and large business centres reinforced by diverse local outlets catering for the community, especially the elderly.

The unique character and heritage of all Mosman’s business centres enhanced by appealing, high-amenity public spaces.

A range of suitable accommodation options for visitors including B&B and small residential hotels.

Shops and services easily accessible by walking, riding, driving or community/public transport.

Business activities including home businesses and clusters meeting emerging work patterns and expectations.

79



Economy


economic

economic

81

The Economic theme comprises the following program area:

Local & Regional EconomyPromoting our local and regional economy by:

Consulting business people in the area across a range �of initiatives and services including such matters as planning controls relating to business and commercial areas

Liaising with the business community and tourist �authorities and attractors to encourage the vitality of the business sector and the enjoyment of residents and visitors

Having strong relations with neighbouring councils �in order to plan for future infrastructure in a cohesive manner, to share knowledge and resources where appropriate, and to attract State and Commonwealth funding into the SHOROC (Shore Regional Organisation of Councils) region, comprising Mosman, Manly, Pittwater and Warringah Councils.

economic81


economiceconomicContextThis Program considers the needs of the local and regional community in regard to hospitality, retail, restaurants, business, tourism/visitors and regional development.

Council’s role in economic development is as catalyst, strategic planner, advocate, and evaluator, in partnership with the private sector and other community and regional leaders, particularly through SHOROC.

Council has to balance the sometimes competing needs of local residents and businesses whilst also recognising the realities of the marketplace. Nevertheless, Council aims for vibrancy and diversity in its retail areas and the retention of their heritage characteristics and local business operations

Objectives in this program area are further developed in the SHOROC Regional Strategy.

Local & Regional Economy

83

Local & R

egional Economy

Major IssuesLocal business issues relate to the appearance of Military Road in particular from Spit to Mosman Junction and car parking. Community concerns relate to diversity of businesses, shopping hours and pedestrianisation of the area.

Targeted tourism compatible with the Mosman lifestyle and artistic heritage is seen as an economic development opportunity.

Major regional issues affecting Mosman are housing, health, jobs and transport underpinned by key principles of liveability and sustainability. These issues are being addressed on a regional level through SHOROC Regional Directions.

83


economicLong Term Objectives Involves External Bodies/Partners

To have a vibrant economy in Mosman through:

Keeping the unique character and heritage of all �Mosman’s business centres enhanced by appealing, high-amenity public spaces.

Reinforcing roles of small and large business centres �with diverse local outlets catering for the community, especially the elderly.

Business activities inclusing home businesses �and clusters meeting emerging work patterns and expectations.

Having shops and services easily accessible by �walking, riding, driving or community/public transport.

A range of suitable accommodation options for �visitors including B&B and small residential hotels.

To have Mosman recognised as a tourism destination, building on its artistic heritage and marketing effectively and appropriately; welcoming visitors in a manner which is sustainable, which enhances the lifestyle of residents and the economic opportunities for local business, and which reduces any adverse effects.

To have the SHOROC region recognised for its economic wellbeing, quality of life, efficient transport systems, service orientation, shared resources and practices, community spirit and natural and clean environment.

SHFTNPWSZooMosman Chamber of CommerceMosman Village Retailers Assoc.

SHFTNPWSZooMosman Chamber of CommerceMosman Village Retailers Assoc.

SHOROC

Local & Regional Economy

economic

85


Improving the streetscape �(see Environment Theme, Program 3.03)Encouraging alfresco dining �(see Governance Theme, Program 2.02)Developing pedestrian zones �(see Environment Theme, Program 3.03)Branding Mosman - an identity that is consistent, coherent and �compelling.

Councillors nominated regional economic priorities as being:Traffic and transport issues. �Access to higher quality health services. �Continuation of innovative Kimbriki waste and recycling �services.

Financial ImplicationsThe main financial implications relate to the extent of works necessary to beautify the Military Road area from Spit to Mosman Junctions and the smaller business areas.

Regional issues carry significant financial implications at the state level in particular.

Urban Planning

Local & R

egional Economy

85


appendicesappendices


appendicesappendices

Appendices ..............................................................74

A NSW State Plan – Points of Alignment.............................78

B Community Engagement & Consultation .......................80

C Community Profile ............................................................82

D Financial Forecasting .......................................................98


AAppendix A – NSW State Plan – Points of Alignment

points of alignment

91

State Plan Themes MOSPLAN aligning objectives MOSPLAN Program

Keeping People Safe Safer Communities

Working towards reducing crime through education. 7

Building Harmonious Communities

Community Programs

Providing appropriate programs and Increasing participation and integration in community activities.

8

Healthy Communities Community Programs/Promotions

Working towards improved health through education programs and promotions regarding obesity, alcohol, drugs and smoking.

8

Customer Friendly Services

Customer Service Delivery

Providing training and developing a culture with strong customer service focus.

2

Opportunity and Support for most vulnerable

Community Programs/Social Plan

Increased access for participation in community activities for people with disabilities.

8

NSW Open for Business

Through Asset Management System

Ensuring that maintenance of assets is carried out using best practice principles.

2

Practical Environmental Solutions

Environmental Management Plan

Programs to make progress on greenhouse reductions and better environmental outcomes for native vegetation, biodiversity, land and coastal waterways.

5 & CEC

Improved Urban Environments

Parks, Sporting, Cultural and Recreational facility Management Programs

Programs encouraging responsible use and increased use of open spaces. Ongoing Art and Cultural activities.

6 & 10

The table below shows the NSW State Plan themes and the programs of MOSPLAN that are in alignment with those goals and contribute directly or indirectly to achieving them.


BAppendix B - Community Engagement and Consultation

The Community Engagement Strategy contains three key strategies – inform, consult, involve. Each has a specific goal and accompanying promise to the community and a set of methodologies. The Community Engagement Strategy is underpinned by a set of principles.

To review MOSPLAN – the Community Strategic Plan, various consultative processes were used.

Multiple Councillor workshops were held over a 6 month period to develop their 2050 Visions now incorporated throughout MOSPLAN.

A list of stakeholder groups was compiled which included: Residents in the Mosman Local Government Area �Business owners operating in the Mosman Local Government Area �Volunteers from a broad range of services �State organisations, Utilities, RTA, Police and others that provide services in the Mosman �Local Government Area

A strategy of how to reach each of these stakeholder groups developed including:Provision of an online forum �Six ‘Street Speak’ consultations held in busy locations on weekday mornings and evenings �and weekends to consider 2050 Visions. Media promotion of the online forum and the ‘Street Speak’ Conversations. �Flyers regarding the online forum and ‘Street Speak’ distributed in the library, at the Civic �Centre and at other venues and events.Personal invitations were sent to more than 500 residents, Council’s 600 volunteers and to �any person who had expressed interest.

The comments from the ‘Street Speak’ Conversations and online forum were recorded and where appropriate, were recommended for inclusion as objectives or actions in MOSPLAN. The resulting document was made available to the community, was placed on the website and sent to all Councillors.

The outcomes of all the consultations together with input from professional staff and the financial data were incorporated into the new framework for MOSPLAN ready for

community engagement

93

consideration by the Council.

Following adoption by the Council the draft plans are to be placed on public exhibition. After 28 days, MOSPLAN is to return to Council for final consideration and adoption.

Following is an example of the brand developed to promote the Community Engagement. This followed through all collateral to create a homogenous look.


CAppendix C - Community Profile

community profile

95

Overview of demographic trendsand implications for social planning

The following information provides a snapshot of the Community Profile of Mosman based on 2006 ABS Census data and data complied by i.d Solutions, including forecasts of Mosman’s population trends to 2031. Comparative data from the Sydney Statistical Division is also included.

The Community Profile, atlas and population forecasts for Mosman local government area are available from Council’s website at http://www.mosman.nsw.gov.au/mosman/people

While Mosman’s total population size has had and is anticipated to continue to experience minimal growth, the most marked implication for Council will be responding to an ageing community. This will require integrated planning and inter-sectoral collaboration with Commonwealth and State Government and the community sector to address emerging social, environmental and other issues.

An increased proportion of people aged 60 and over, many of whom may be fully or partly retired and living alone, may create increased community expectations regarding opportunities to pursue social connections, leisure, learning and recreation, fitness and a healthy lifestyle. This may lead to significant increased demand for library services, cultural development programs, active fitness and recreational facilities and programs. There is an opportunity to build social capital through engaging healthy, active ‘baby boomer’ retirees in volunteer services.

With a significant rise in very old residents, the challenge will be to ensure residents and their carers have access to comprehensive community care services and residential care options. As Council is a major provider of community care services, this will require Council to regularly monitor and review service delivery and pursue opportunities to increase resources and expand service provision.

There is a very strong correlation with advancing age and disability, and it is therefore likely mobility and access issues will become even more prominent. It will be necessary for Council to ensure the built environment and future urban development and infrastructure appropriately addresses these considerations. More flexible forms of transport that meet the needs of people with mobility impairments may be indicated. Population ageing will also impact on other organisations and sectors in the community, such as the business community, and Council may be able to assist these organisations in responding to a changing client/customer base in positive and creative ways.

While it is anticipated that there will be a small reduction in the number of children 0–4 years, it is considered that this is not significant enough to result in reduced demand for services. Other social and economic trends such as the state of the Australian and global economies


and impact on families, female workforce participation, and shared parenting will likely see continued high demand for child care places and related services.

Similarly, the slight reduction in children 5-11 years of age, may not impact greatly on demand for services and facilities, as other social trends may come into play. These trends include increased community concern regarding childhood safety, obesity and health and the move away from informal play to more structured activities, with resultant demand for sporting and recreational facilities and programs and organised out of school hours care.

Regardless of a very slight reduction in young people aged 12-17 years, increased societal pressures and challenges facing young people will require the maintenance of positive and proactive strategies to support them in making an effective transition to adulthood.

The continued trends of high population mobility and growth of lone person households, particularly of people aged over 65 years, will also increase the need for strategies that inform the community, strengthen community connections, encourage neighbourliness, and prevent social isolation.

Mosman’s high population mobility may be partly due to the relatively high level of multi unit developments and rentals along with an increasingly global employment market, with people moving to and from Mosman to take up interstate and overseas job contracts. Mosman’s greater concentration of higher density dwellings is also likely to account for smaller households (including lone person and people aged 65 years and over).

97

Age StructureMajor differences between the age structure of Mosman and Sydney were:

a larger percentage of 60 to 69 year olds (9.8% compared to 7.8%) �

a larger percentage of 50 to 59 year olds (13.7% compared to 12.2%) �

a smaller percentage of 18 to 24 year olds (6.8% compared to 9.9%) �

a smaller percentage of 12 to 17 year olds (6.2% compared to 7.9%) �

The largest changes in age structure between 2001 and 2006 were:

60 to 69 (+682 persons) �

85 and over (+109 persons) �

25 to 34 (-472 persons) �

18 to 24 (-253 persons) �

Children aged 0 to 4 years increased to 1,583 or 6% (below Sydney at 6.6%) from 1,503 or 5.8% in 2001. Children 5 to 11 years increased to 2,138 or 8.1% (below Sydney at 9.1%) from 2,045 or 7.9% in 2001.

Young people aged 12 to 17 years decreased to 1,631 or 6.2% (below Sydney at 7.9%) from 1,624 or 6.3% in 2001.

Young adults aged18 to 24 years decreased by 253 to 1,774 or 6.8% (below Sydney at 9.9%) from 2,027 or 7.8% in 2001. Adults aged 25 to 34 decreased by 472 to 3,790 or 14.4% (below 15.3% for Sydney), from 4,262 or 16.4% in 2001.

People aged 35 to 49 years were 6,162 or 23.5% and 50 to 59 years at 3,599 or 13.7% and these groups remained relatively stable.

Mosman’s PopulationThe estimated resident population of Mosman as at June 2008 (most current estimate) was 28,356 and this increased by 336 or 1.2% from 28,020 in 2007.

There were more females at 54.3% than males at 45.7% of total population in Mosman (50.7% and 49.3% respectively for Sydney).

There was relatively high population mobility with 2,670 or 10.2% of the population having moved within Mosman, and 8,321 or 31.7% of the population having moved to Mosman from another location since 2001.

17.8% of total residents having relocated from intrastate (within NSW) �

3.2% of total residents having relocated from interstate �

10.3% of total residents having moved from another country. �


People aged 60 to 69 years increased to 2, 581 or 9.8% (significantly above Sydney at 7.8%), increasing by 682 from 1,899 or 7.3% in 2001. The 2% growth is significant in that Sydney only grew by 0.2% from 7.1% in 2001.

People aged 70 to 84 years were 2,219 or 8.5% (above Sydney at 7.3%), increasing by 51 from 2,200 or 8.5% in 2001. Older people aged 85 years and over were 759 or 2.9% (above Sydney at 1.6%), an increase of 109 from 650 or 2.5% in 2001.

Age structure

Mosman Council area

Age group (years) 2006 2001

Usual Residence data number %

Sydney Statistical

Division % number %

Sydney Statistical

Division %

Change 2001 to

2006 0 to 4 1,583 6 6.6 1,503 5.8 6.7 80 5 to 11 2,138 8.1 9.1 2,045 7.9 9.5 93 12 to 17 1,631 6.2 7.9 1,624 6.3 8 7 18 to 24 1,774 6.8 9.9 2,027 7.8 9.9 -253 25 to 34 3,790 14.4 15.3 4,262 16.4 16 -472 35 to 49 6,162 23.5 22.5 6,157 23.7 22.6 5 50 to 59 3,599 13.7 12.2 3,581 13.8 11.5 18 60 to 69 2,581 9.8 7.8 1,899 7.3 7.1 682 70 to 84 2,219 8.5 7.3 2,200 8.5 7.3 19 85+ 759 2.9 1.6 650 2.5 1.4 109 Total 26,236 100 100 25,954 100 100 282

Source: Australian Bureau of Statistics, Census of Population and Housing, 2006, and 2001.

99

TransportThe largest changes in household car ownership between 2001 and 2006 were for three vehicles and more (+56 households); no vehicles (-117 households); and one vehicle (-103 households). Of Mosman households, 12.2% do not own a vehicle (12.6% for Sydney), 41.4% own one vehicle (36.6% for Sydney); 29.4% own two vehi-cles (30.2% for Sydney); and 8.1% own three vehicles or more (11.5% for Sydney). For journey to work, 3,624 or 27.8% caught public transport (bus/ ferry/train); 5,623 or 43.2% drove a car; and 982 or 7.5% worked at home.


HouseholdsThere were 11,131 households, and the average household size was 2.3 persons.

The majority of households were family households at 59.1%.

Couples with children 15 years and under increased slightly by 75 from 2,064 or 31.1% in 2001 to 2,139 or 32.2% of family households in 2006 (compared with 32.8% for Sydney).

Lone person households numbered 3,479 or 31.3% of total households compared with Sydney at 21.8%.


HousingOf Mosman households, 34.4% reside in a separate house (57.1% for Sydney); 19.3% occupied a medium density dwelling, including semi-detached, terrace, townhouses and villa units, plus flats and apartments in blocks of 1 or 2 stories (17.4% for Sydney); and 34.8% in high density flats and apartments, that is flats and apartments in 3 storey and larger blocks (17.3% for Sydney).

Housing characteristics included:

3,872 or 34.3% owned their dwelling (30.1% for Sydney), decreasing by 909 from 4,781 or �42.4% in 20012639 or 23.4% were purchasing (31.1% for Sydney), increasing by 869 from 1,770 or 15.7% �in 20013,767 or 33.4% were renting (29.7% for Sydney), decreasing by 53 from 3,820 or 33.9% in �2001.59.8% of households purchasing their home in Mosman were paying $2,000 a month or �more in mortgage repayments, compared with 40% for Sydney. 30% of households renting were paying high rentals ($450 per week or more) compared �with 10% for Sydney.

103

Education, Income & EmploymentMosman residents have high qualification levels, with 41.1% having university degrees, well above that for Sydney at 20%, and rising from 37.6% in 2001.

There are a larger proportion of high income households (those earning $1,700 per week or more) in Mosman at 48.8% compared with 29.6% for Sydney. Mosman was rated as second least disadvantaged local government area in Sydney Statistical Division in ABS Socio-Economic Indexes for Areas (SEIFA) of Disadvantage in 2006.

However, the assumption that Mosman residents are all wealthy needs to be checked as 23.1% of Mosman households have a weekly income of $999 or less (less than $52,000 per annum).

Low income households (those earning less than $500 per week) represented 8.3% of Mosman households (16.8% for Sydney).

Mosman residents had a low unemployment rate at 358 or 2.6% (below Sydney at 5.3%), decreasing from 444 or 3.1% in 2001.

There are a high number of professionals at 5,142 or 39% of all occupations compared with Sydney at 23.8%, and high number of managers at 3,093 or 23.5% compared with Sydney at 13.2%.


Mosman residents primarily work in the local government areas of Sydney City at 36.1%; Mosman at 20%; North Sydney at 12.9%, Willoughby at 5.3% and Warringah at 3%.

Of persons working in Mosman, the main areas of residence are Mosman at 35.3%; Warringah at 12.2%; North Sydney at 9.6% and Manly at 6%.

The main industries employing Mosman residents were Professional, Scientific and Technical Services at 2,484 or 18.9%; Financial and Insurance Services 1,913 or 14.5%; and Health Care and Social Service at 1,164 or 8.8%.

105

Unpaid Work/VolunteeringQuestions on volunteering and unpaid work were first included in the 2006 Census. Mosman has a higher proportion of volunteerism with 22.3% of residents aged 15 years and over volunteering for an organisation or group in the past 12 months, compared with Sydney at 14.8%.

Internet ConnectionMosman households had a high level of broadband internet connection at 57.1% compared with 45% for Sydney.

People with a DisabilityDemographic data on people with a disability has to date been very limited. Questions were first included in the 2006 census on persons needing assistance with self care activities/body movement activities/communication and the reasons for this.

Overall, 2.9% of Mosman’s population reported needing assistance with core activities, compared with 3.8% for Sydney.

A larger percentage of persons aged 85 years and over reported needing assistance, with 312 (41.1% of this total age group) or 1.2% of total population compared to 0.7% for Sydney.

Religion and Cultural DiversityThe major religious beliefs of Mosman residents were Christian at 64.8%; Buddhism at 1.5%; Judaism at 1.1%; and Hinduism at 0.5%. The number of people who indicated ‘No Religion’ was 19.2% and ‘Not Stated’ was 11.5%.

Overseas born residents represented 7,832 or 29.9%, an increase of 0.2% of total population since 2001 (29%) and less than Sydney at 31.7%. The majority of Mosman’s overseas-born residents came from other English speaking countries such as the United Kingdom (2,638); New Zealand (800); United States of America (477) and South Africa (422) whereas Sydney is more diverse. Residents from non-English speaking backgrounds were 3,238 or 12.3% of the population, compared with 23.9% for Sydney. The main languages other than English spoken at home in Mosman were German at 236 (0.9%); Cantonese at 233 (0.9%); Japanese at 231 (0.9%); Italian at 218 (0.8%) and French at 189 (0.7%).

There is a low proportion of people identifying as being from Aboriginal and Torres Strait Islander descent at 26 or 0.1% compared with 1.1% for Sydney. However, this is an increase of 8 from 18 identifying in 2001.


Country of Birth M osman Council area

top 10 overseas birthplaces ranked for 2006 (persons)

2006 2001

Usual Residencedata

number %

Sydney Statistical

Division % number %

Sydney Statistical

Division %

Change2001 to

2006 United Kingdom 2,638 10.1 4.3 2,416 9.3 4.7 222

New Zealand 800 3 2 902 3.5 2.1 -102

USA 477 1.8 0.4 511 2 0.4 -34

South Africa 422 1.6 0.7 419 1.6 0.6 3

Germany 228 0.9 0.5 222 0.9 0.5 6

Japan 228 0.9 0.2 228 0.9 0.2 0

China 214 0.8 2.6 203 0.8 2.1 11

Hong Kong 160 0.6 0.9 167 0.6 0.9 -7

India 144 0.5 1.3 144 0.6 0.9 0

Ireland 135 0.5 0.3 143 0.6 0.4 -8

Non-English speakingbackgrounds

3,238 12.3 23.9 3,153 12.1 22.9 85

Main English speakingcountries

4,594 17.5 7.8 4,548 17.5 8.3 46

TOTAL OVERSEAS BORN 7,832 29.9 31.7 7,701 29.7 31.2 131

Australia 16,326 62.2 60.4 16,768 64.6 62.3 -442Not stated 2,078 7.9 7.9 1,486 5.7 6.5 592

107

Population Forecasts to 2031Population forecasts have been prepared for Mosman up to 2031. This provides a useful planning tool for Council and other organisations in forecasting demographic changes between now, in 10 years (the life of Council’s Strategic Plan) or further.

The forecasts indicate that the total population will remain relatively stable, from 28,445 in 2011 to 29,388 in 2031, an increase of 943. This equates to an average annual growth of 0.17%.

2011 2021 2031Total Populations 28 445 28 641 29 388Households 12 485 13 037 13 512Private Dwellings 13 143 12 698 14 198Average Household Dwelling 2.28 2.21 2.18

Summary Data Forecast Year


HouseholdsThe most significant changes in households will be a decline in the number of couple families with dependents from 3,216 or 25.7% in 2011 to 323 or 22.4% in 2031 and an increase in lone person households from 4,237 or 33.9% in 2011 to 5,006 or 37% in 2031.

Household size will decline slightly from 2.28% in 2011 to 2.18% in 2031.

109

Age StructureThe main change to the age structure between 2011 and 2031 will be a significant increase in people aged 60 years and over from 23.7% to 29.1%, and this is particularly marked for people aged 70-84 years who will increase from 8.8% to 13.7%.

There will be a very small reduction in children aged between 0-4 years from 5.7% to 5.5% and children 5-11 years from 7.5% to 7.2% and a very small reduction in young people aged 12-17 years from 5.9% to 5.7%.

Age group Number % Number % Number % 2011-2031

0 to 4 years 1,628 5.7 1,531 5.2 1,576 5.5 -52

5 to 11 years 2,147 7.5 2,045 7.0 2,062 7.2 -85

12 to 17 years 1,694 5.9 1,632 5.6 1,616 5.7 78

18 to 24 years 1,694 7.0 1,983 6.7 2,003 7.0 2

25 to 34 years 3,962 13.8 3,843 13.1 4,000 14.1 38

35 to 49 years 6,526 22.7 6,203 21.1 6,206 21.8 -320

50 to 59 years 3,676 12.8 3,689 12.5 3,652 12.8 -24

60 to 69 years 3,470 12.1 3,339 11.6 3,468 12.2 -2

70 to 84 years 2,542 8.8 3,627 12.3 3,910 13.7 1,368

85 and over years 803 2.8 814 2.8 902 3.2 99

Total Persons 28,449 98.9 28,766 97.9 29,395 103.3 946

Forecast age structure, Mosman Council area (Persons) Change


Appendix D - Financial Forecasting

Dfinancial forecasting

111

FINANCIAL PARAMETERS USED TO FORMULATE 10 YEAR MODEL

Operating Revenues

Ordinary Rates

2.60%

%3 segrahC launnA %3 seeF & segrahC resU %3 seuneveR rehtO

Operating Grants & Contributions 3 %

Operating Expenditure

Salaries

3.20%

%02.3 segaW lausaC %3 rehtO stsoC eeyolpmE %3 stcartnoC & slairetaM %2 noitaicerpeD %3 sesnepxE rehtO

Capital Items

Contractors

3%


Mos

man

Mun

icip

al C

ounc

il10

Yea

r Fin

anci

al P

lan

for t

he Y

ears

end

ing

30 J

une

2020

INC

OM

E ST

ATEM

ENT

- CO

NSO

LID

ATED

2008

/09

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

$$

$$

$$

$$

$$

$$

Inco

me

from

Con

tinui

ng O

pera

tions

Rev

enue

:R

ates

& A

nnua

l Cha

rges

18,9

51,0

00

19

,742

,407

20,4

45,0

00

20

,847

,538

21,2

60,7

25

21

,840

,743

22,4

36,6

59

23

,048

,910

23,6

77,9

47

23

,489

,842

24,1

28,8

18

24

,785

,255

Use

r Cha

rges

& F

ees

5,32

4,00

0 5

,237

,742

5,7

11,9

12 5

,939

,870

6,1

14,1

74 6

,293

,708

6,4

78,6

19 6

,669

,078

6,8

65,2

50 7

,067

,307

7,2

75,4

27 7

,489

,790

In

tere

st &

Inve

stm

ent R

even

ue33

9,00

0

30

0,00

0

31

0,00

0

38

7,59

6

48

1,41

1

53

2,69

7

60

0,72

3

68

5,51

0

77

3,33

6

85

2,83

8

93

5,59

0 1

,020

,590

O

ther

Rev

enue

s3,

445,

000

4,7

93,2

95 5

,007

,568

5,1

44,7

95 5

,282

,658

5,4

22,2

62 5

,565

,709

5,7

13,1

11 5

,864

,577

6,0

20,2

22 6

,180

,166

6,3

44,5

28

Gra

nts

& C

ontri

butio

ns p

rovi

ded

for O

pera

ting

Pur

pose

s2,

026,

000

1,8

20,8

77 1

,770

,172

1,7

93,8

71 1

,846

,090

1,8

99,8

76 1

,955

,275

2,0

12,3

36 2

,071

,109

2,1

31,6

46 2

,193

,998

2,2

58,2

21

Gra

nts

& C

ontri

butio

ns p

rovi

ded

for C

apita

l Pur

pose

s2,

943,

000

2,7

56,7

45 1

,070

,000

60

0,00

0

60

0,00

0

60

0,00

0

60

0,00

0

60

0,00

0

60

0,00

0

60

0,00

0

60

0,00

0

60

0,00

0

O

ther

Inco

me:

Net

gai

ns fr

om th

e di

spos

al o

f ass

ets

- - -

- -

- -

- -

- -

-

Jo

int V

entu

res

& A

ssoc

iate

d E

ntiti

es13

,000

18

,612

- -

- -

- -

- -

- -

Tota

l Inc

ome

from

Con

tinui

ng O

pera

tions

33,0

41,0

00

34

,669

,678

34,3

14,6

52

34

,713

,669

35,5

85,0

58

36

,589

,285

37,6

36,9

85

38

,728

,945

39,8

52,2

19

40

,161

,855

41,3

13,9

99

42

,498

,384

Expe

nses

from

Con

tinui

ng O

pera

tions

Em

ploy

ee B

enef

its &

On-

Cos

ts12

,417

,000

12,8

61,2

32

13

,739

,186

14,2

28,6

91

14

,678

,952

15,1

43,4

86

15

,622

,747

16,1

17,2

01

16

,627

,330

17,1

53,6

30

17

,696

,617

18,2

56,8

17

B

orro

win

g C

osts

378,

000

463,

544

813,

996

776,

276

659,

257

559,

356

471,

270

377,

073

280,

938

191,

366

141,

855

100,

462

Mat

eria

ls &

Con

tract

s9,

191,

000

9,6

90,1

2510

,024

,354

10,2

98,3

18

10

,600

,902

10,9

22,5

63 1

1,25

3,57

4 1

1,59

4,21

5 1

1,93

4,77

6

12

,285

,553

12,6

46,8

53

13

,018

,993

Dep

reci

atio

n &

Am

ortis

atio

n4,

096,

000

4,2

00,0

00 4

,800

,000

4,8

96,0

00 4

,993

,920

5,0

93,7

98 5

,195

,674

5,2

99,5

88 5

,405

,580

5,5

13,6

91 5

,623

,965

5,7

36,4

44

Impa

irmen

t- -

- -

- -

- -

- -

- -

Oth

er E

xpen

ses

6,81

4,00

0 4

,767

,674

4,9

51,7

43 5

,088

,600

5,4

06,5

63 5

,388

,964

5,5

45,9

38 5

,707

,621

6,0

74,1

54 6

,045

,683

6,2

22,3

58 6

,404

,334

In

tere

st &

Inve

stm

ent L

osse

s- -

- -

- -

- -

- -

- -

Net

Los

ses

from

the

Dis

posa

l of A

sset

s39

,000

- -

- -

- -

- -

- -

-

Jo

int V

entu

res

& A

ssoc

iate

d E

ntiti

es- -

- -

- -

- -

- -

- -

Tota

l Exp

ense

s fr

om C

ontin

uing

Ope

ratio

ns32

,935

,000

31,9

82,5

75

34

,329

,279

35,2

87,8

85

36

,339

,594

37,1

08,1

68

38

,089

,203

39,0

95,6

98

40

,322

,777

41,1

89,9

24

42

,331

,648

43,5

17,0

50

Ope

ratin

g R

esul

t fro

m C

ontin

uing

Ope

ratio

ns10

6,00

0 2

,687

,103

(1

4,62

7) (

574,

216)

(75

4,53

6) (

518,

883)

(45

2,21

8) (

366,

753)

(47

0,55

8) (

1,02

8,06

8) (

1,01

7,64

9) (

1,01

8,66

6)

Dis

cont

inue

d O

pera

tions

- P

rofit

/(Los

s)- -

- -

- -

- -

- -

- -

Net

Pro

fit/(L

oss)

from

Dis

cont

inue

d O

pera

tions

- - -

- -

- -

- -

- -

-

Net

Ope

ratin

g R

esul

t for

the

Year

106,

000

2,6

87,1

03

(14,

627)

(57

4,21

6) (

754,

536)

(51

8,88

3) (

452,

218)

(36

6,75

3) (

470,

558)

(1,

028,

068)

(1,

017,

649)

(1,

018,

666)

Net

Ope

ratin

g R

esul

t bef

ore

Gra

nts

and

Con

trib

utio

ns p

rovi

ded

for

Cap

ital P

urpo

ses

(2,8

37,0

00)

(69,

642)

(1

,084

,627

)

(1

,174

,216

) (

1,35

4,53

6)(1

,118

,883

) (

1,05

2,21

8)

(9

66,7

53)

(1

,070

,558

)

(1

,628

,068

)

(1

,617

,649

) (

1,61

8,66

6)

113

Mos

man

Mun

icip

al C

ounc

il10

Yea

r Fin

anci

al P

lan

for t

he Y

ears

end

ing

30 J

une

2020

BA

LAN

CE

SHEE

T - C

ON

SOLI

DA

TED

2008

/09

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

$$

$$

$$

$$

$$

$$

ASS

ETS

Cur

rent

Ass

ets

Cas

h &

Cas

h E

quiv

alen

ts5,

013,

000

4,

501,

051

4,

571,

484

5,

039,

363

5,

827,

095

6,

850,

975

8,

267,

008

9,

761,

661

11

,211

,979

12,5

87,6

15

14

,012

,376

15,5

43,7

28

In

vest

men

ts50

0,00

0

12

5,00

0

12

5,00

0

12

5,00

0

12

5,00

0

12

5,00

0

12

5,00

0

12

5,00

0

12

5,00

0

12

5,00

0

12

5,00

0

12

5,00

0

R

ecei

vabl

es2,

820,

000

3,

218,

461

3,

368,

830

3,

451,

820

3,

530,

229

3,

627,

427

3,

727,

339

3,

830,

045

3,

935,

622

3,

953,

955

4,

062,

814

4,

174,

714

In

vent

orie

s11

5,00

0

11

3,52

3

11

7,43

9

12

0,64

9

12

4,19

4

12

7,96

2

13

1,84

0

13

5,83

1

13

9,82

0

14

3,93

0

14

8,16

3

15

2,52

2

O

ther

150,

000

152,

340

160,

125

165,

146

171,

117

175,

403

180,

797

186,

355

193,

143

197,

875

203,

903

210,

116

Non

-cur

rent

ass

ets

clas

sifie

d as

"hel

d fo

r sal

e"-

-

-

-

-

-

-

-

-

-

-

-

To

tal C

urre

nt A

sset

s8,

598,

000

8,

110,

375

8,

342,

879

8,

901,

977

9,

777,

635

10

,906

,766

12,4

31,9

84

14

,038

,891

15,6

05,5

64

17

,008

,374

18,5

52,2

55

20

,206

,081

Non

-Cur

rent

Ass

ets

Inve

stm

ents

-

37

5,00

0

37

5,00

0

37

5,00

0

37

5,00

0

37

5,00

0

37

5,00

0

37

5,00

0

37

5,00

0

37

5,00

0

37

5,00

0

37

5,00

0

R

ecei

vabl

es10

1,00

0

11

9,78

3

12

5,38

0

12

8,46

9

13

1,38

7

13

5,00

4

13

8,72

3

14

2,54

5

14

6,47

4

14

7,15

7

15

1,20

8

15

5,37

3

In

vent

orie

s-

-

-

-

-

-

-

-

-

-

-

-

In

frast

ruct

ure,

Pro

perty

, Pla

nt &

Equ

ipm

ent

500,

139,

000

505,

581,

280

507,

227,

441

505,

328,

364

503,

379,

521

501,

411,

599

499,

395,

324

497,

411,

462

495,

382,

756

493,

485,

709

491,

640,

680

489,

831,

590

Inve

stm

ents

Acc

ount

ed fo

r usi

ng th

e eq

uity

met

hod

423,

000

441,

612

441,

612

441,

612

441,

612

441,

612

441,

612

441,

612

441,

612

441,

612

441,

612

441,

612

Inve

stm

ent P

rope

rty36

,609

,000

36,6

09,0

00

36

,609

,000

36,6

09,0

00

36

,609

,000

36,6

09,0

00

36

,609

,000

36,6

09,0

00

36

,609

,000

36,6

09,0

00

36

,609

,000

36,6

09,0

00

In

tang

ible

Ass

ets

-

-

-

-

-

-

-

-

-

-

-

-

Non

-cur

rent

ass

ets

clas

sifie

d as

"hel

d fo

r sal

e"-

-

-

-

-

-

-

-

-

-

-

-

O

ther

-

-

-

-

-

-

-

-

-

-

-

-

Tota

l Non

-Cur

rent

Ass

ets

537,

272,

000

543,

126,

675

544,

778,

433

542,

882,

444

540,

936,

520

538,

972,

215

536,

959,

659

534,

979,

619

532,

954,

843

531,

058,

478

529,

217,

501

527,

412,

575

TOTA

L A

SSET

S54

5,87

0,00

0

55

1,23

7,05

155

3,12

1,31

255

1,78

4,42

155

0,71

4,15

554

9,87

8,98

2

54

9,39

1,64

354

9,01

8,51

054

8,56

0,40

654

8,06

6,85

254

7,76

9,75

654

7,61

8,65

6

LIA

BIL

ITIE

SC

urre

nt L

iabi

litie

sP

ayab

les

6,42

0,00

0

6,57

6,28

8

6,90

9,50

9

7,12

8,70

9

7,38

7,70

2

7,57

1,71

2

7,80

4,70

3

8,04

4,81

2

8,33

9,28

6

8,54

2,31

8

8,80

2,65

0

9,07

1,02

2

Bor

row

ings

1,77

6,00

0

1,98

4,33

2

1,79

6,60

5

1,41

3,89

6

1,36

4,64

7

1,15

8,39

01,

163,

474

1,

226,

515

64

1,34

8

54

1,79

5

43

2,88

2

46

7,78

9

P

rovi

sion

s3,

028,

000

3,

739,

328

4,

507,

552

5,

289,

920

6,

095,

760

6,

925,

774

7,

780,

690

8,

661,

252

9,

568,

232

10

,502

,421

11,4

64,6

35

12

,455

,716

Liab

ilitie

s as

soci

ated

with

ass

ets

clas

sifie

d as

"hel

d fo

r sal

e"-

-

-

-

-

-

-

-

-

-

-

-

To

tal C

urre

nt L

iabi

litie

s11

,224

,000

12,2

99,9

49

13

,213

,665

13,8

32,5

25

14

,848

,109

15,6

55,8

76

16

,748

,867

17,9

32,5

79

18

,548

,866

19,5

86,5

33

20

,700

,167

21,9

94,5

27

Non

-Cur

rent

Lia

bilit

ies

Pay

able

s-

-

-

-

-

-

-

-

-

-

-

-

B

orro

win

gs6,

306,

000

7,

871,

327

8,

824,

723

7,

410,

827

6,

046,

180

4,

887,

790

3,

724,

316

2,

497,

801

1,

856,

453

1,

314,

658

88

1,77

7

41

3,98

8

P

rovi

sion

s11

6,00

0

15

4,67

2

18

6,44

8

21

8,81

0

25

2,14

2

28

6,47

4

32

1,83

7

35

8,26

0

39

5,77

6

43

4,41

7

47

4,21

8

51

5,21

2

In

vest

men

ts A

ccou

nted

for u

sing

the

equi

ty m

etho

d-

-

-

-

-

-

-

-

-

-

-

-

Li

abili

ties

asso

ciat

ed w

ith a

sset

s cl

assi

fied

as "h

eld

for s

ale"

-

-

-

-

-

-

-

-

-

-

-

-

Tota

l Non

-Cur

rent

Lia

bilit

ies

6,42

2,00

0

8,02

5,99

9

9,01

1,17

1

7,62

9,63

7

6,29

8,32

2

5,17

4,26

4

4,04

6,15

3

2,85

6,06

1

2,25

2,22

9

1,74

9,07

5

1,35

5,99

5

929,

200

TOTA

L LI

AB

ILIT

IES

17,6

46,0

00

20

,325

,948

22,2

24,8

3621

,462

,162

21,1

46,4

3120

,830

,140

20,7

95,0

1920

,788

,640

20,8

01,0

9521

,335

,609

22,0

56,1

6122

,923

,727

Net

Ass

ets

528,

224,

000

530,

911,

103

530,

896,

476

530,

322,

260

529,

567,

724

529,

048,

841

528,

596,

623

528,

229,

870

527,

759,

312

526,

731,

244

525,

713,

595

524,

694,

928

EQU

ITY

Ret

aine

d E

arni

ngs

419,

569,

000

422,

256,

103

422,

241,

476

421,

667,

260

420,

912,

724

420,

393,

841

419,

941,

623

419,

574,

870

419,

104,

312

418,

076,

244

417,

058,

595

416,

039,

928

Rev

alua

tion

Res

erve

s10

8,65

5,00

0

10

8,65

5,00

0

10

8,65

5,00

0

10

8,65

5,00

0

10

8,65

5,00

0

10

8,65

5,00

0

10

8,65

5,00

0

10

8,65

5,00

0

10

8,65

5,00

0

10

8,65

5,00

0

10

8,65

5,00

0

10

8,65

5,00

0

C

ounc

il E

quity

Inte

rest

528,

224,

000

530,

911,

103

530,

896,

476

530,

322,

260

529,

567,

724

529,

048,

841

528,

596,

623

528,

229,

870

527,

759,

312

526,

731,

244

525,

713,

595

524,

694,

928

Min

ority

Equ

ity In

tere

st-

-

-

-

-

-

-

-

-

-

-

-

To

tal E

quity

528,

224,

000

530,

911,

103

530,

896,

476

530,

322,

260

529,

567,

724

529,

048,

841

528,

596,

623

528,

229,

870

527,

759,

312

526,

731,

244

525,

713,

595

524,

694,

928


Mos

man

Mun

icip

al C

ounc

il10

Yea

r Fin

anci

al P

lan

for t

he Y

ears

end

ing

30 J

une

2020

CA

SH F

LOW

STA

TEM

ENT

- CO

NSO

LID

ATE

D20

09/1

020

10/1

120

11/1

220

12/1

320

13/1

420

14/1

520

15/1

620

16/1

720

17/1

820

18/1

920

19/2

0$

$$

$$

$$

$$

$$

Cas

h Fl

ows

from

Ope

ratin

g A

ctiv

ities

Rec

eipt

s:R

ates

& A

nnua

l Cha

rges

19,4

65,7

37

20

,342

,682

20,7

91,3

41

21

,207

,779

21,7

75,1

27

22

,369

,226

22,9

79,6

11

23

,606

,729

23,4

77,6

30

24

,056

,330

24,7

10,7

67

U

ser C

harg

es &

Fee

s5,

164,

340

5,

683,

326

5,

923,

858

6,

098,

948

6,

274,

800

6,

459,

148

6,

649,

026

6,

844,

601

7,

063,

633

7,

253,

570

7,

467,

281

In

tere

st &

Inve

stm

ent R

even

ue R

ecei

ved

300,

000

310,

000

387,

596

481,

411

532,

697

600,

723

685,

510

773,

336

852,

838

935,

590

1,02

0,59

0

Gra

nts

& C

ontri

butio

ns4,

577,

622

2,

840,

172

2,

393,

871

2,

446,

090

2,

499,

876

2,

555,

275

2,

612,

336

2,

671,

109

2,

731,

646

2,

793,

998

2,

858,

221

O

ther

4,72

6,12

2

4,98

2,50

7

5,13

0,92

6

5,26

9,50

3

5,40

5,97

1

5,54

8,98

2

5,69

5,93

3

5,84

6,93

7

6,01

7,09

2

6,16

1,59

9

6,32

5,46

1

Paym

ents

:E

mpl

oyee

Ben

efits

& O

n-C

osts

(12,

039,

990)

(12,

784,

733)

(13,

311,

869)

(13,

719,

688)

(14,

193,

247)

(14,

623,

611)

(15,

087,

923)

(15,

545,

762)

(16,

085,

610)

(16,

572,

394)

(17,

098,

606)

Mat

eria

ls &

Con

tract

s(9

,633

,124

)

(9,9

04,6

95)

(1

0,21

9,93

9)

(1

0,50

8,91

5)

(1

0,85

6,86

1)

(1

1,17

0,42

1)

(1

1,50

8,56

3)

(1

1,83

0,46

3)

(1

2,21

3,27

8)

(1

2,55

4,27

6)

(1

2,92

3,65

6)

B

orro

win

g C

osts

(463

,544

)

(8

13,9

96)

(776

,276

)

(6

59,2

57)

(559

,356

)

(4

71,2

70)

(377

,073

)

(2

80,9

38)

(191

,366

)

(1

41,8

55)

(100

,462

)

O

ther

(4,7

40,4

92)

(4

,904

,336

)

(5,0

58,1

01)

(5

,369

,164

)

(5,3

64,6

03)

(5

,514

,230

)

(5,6

75,0

05)

(6

,031

,842

)

(6,0

18,9

59)

(6

,187

,070

)

(6,3

68,0

09)

Net

Cas

h pr

ovid

ed (o

r use

d in

) Ope

ratin

g A

ctiv

ities

7,35

6,67

1

5,75

0,92

7

5,26

1,40

6

5,24

6,70

6

5,51

4,40

3

5,75

3,82

3

5,97

3,85

2

6,05

3,70

7

5,63

3,62

7

5,74

5,49

3

5,89

1,58

8

Cas

h Fl

ows

from

Inve

stin

g A

ctiv

ities

Rec

eipt

s:S

ale

of In

vest

men

t Pro

perty

-

-

-

-

-

-

-

-

-

-

-

S

ale

of In

frast

ruct

ure,

Pro

perty

, Pla

nt &

Equ

ipm

ent

160,

000

-

16

0,00

0

-

160,

000

-

16

0,00

0

-

160,

000

-

16

0,00

0

Pa

ymen

ts:

Pur

chas

e of

Inve

stm

ent P

rope

rty-

-

-

-

-

-

-

-

-

-

-

Pur

chas

e of

Infra

stru

ctur

e, P

rope

rty, P

lant

& E

quip

men

t(9

,802

,280

)

(6,4

46,1

61)

(3

,156

,923

)

(3,0

45,0

78)

(3

,285

,876

)

(3,1

79,3

99)

(3

,475

,726

)

(3,3

76,8

74)

(3

,776

,644

)

(3,7

78,9

36)

(4

,087

,354

)

Net

Cas

h pr

ovid

ed (o

r use

d in

) Inv

estin

g A

ctiv

ities

(9,6

42,2

80)

(6

,446

,161

)

(2,9

96,9

23)

(3

,045

,078

)

(3,1

25,8

76)

(3

,179

,399

)

(3,3

15,7

26)

(3

,376

,874

)

(3,6

16,6

44)

(3

,778

,936

)

(3,9

27,3

54)

Cas

h Fl

ows

from

Fin

anci

ng A

ctiv

ities

Rec

eipt

s:P

roce

eds

from

Bor

row

ings

& A

dvan

ces

3,55

0,00

0

2,75

0,00

0

-

-

-

-

-

-

-

-

-

Pa

ymen

ts:

Rep

aym

ent o

f Bor

row

ings

& A

dvan

ces

(1,7

76,3

40)

(1

,984

,332

)

(1,7

96,6

05)

(1

,413

,896

)

(1,3

64,6

47)

(1

,158

,390

)

(1,1

63,4

74)

(1

,226

,515

)

(641

,348

)

(5

41,7

95)

(432

,882

)

-

-

-

-

-

-

-

-

-

-

-

Net

Cas

h Fl

ow p

rovi

ded

(use

d in

) Fin

anci

ng A

ctiv

ities

1,77

3,66

0

765,

668

(1,7

96,6

05)

(1

,413

,896

)

(1,3

64,6

47)

(1

,158

,390

)

(1,1

63,4

74)

(1

,226

,515

)

(641

,348

)

(5

41,7

95)

(432

,882

)

Net

Incr

ease

/(Dec

reas

e) in

Cas

h &

Cas

h Eq

uiva

lent

s(5

11,9

49)

70,4

34

467,

879

787,

732

1,02

3,88

01,

416,

033

1,

494,

653

1,

450,

318

1,

375,

636

1,

424,

761

1,

531,

353

plus

: Cas

h, C

ash

Equi

vale

nts

& In

vest

men

ts -

begi

nnin

g of

yea

r5,

013,

000

4,

501,

051

4,

571,

484

5,

039,

363

5,

827,

095

6,

850,

975

8,

267,

008

9,

761,

661

11

,211

,979

12,5

87,6

15

14

,012

,376

Cas

h &

Cas

h Eq

uiva

lent

s - e

nd o

f the

yea

r4,

501,

051

4,

571,

484

5,

039,

363

5,

827,

095

6,

850,

975

8,

267,

008

9,

761,

661

11

,211

,979

12,5

87,6

15

14

,012

,376

15,5

43,7

28

115

$$

$$

$$

$$

$$

$N

etN

etN

etN

etN

etN

etN

etN

etN

etN

etN

etD

escr

iptio

nR

esul

tR

esul

tR

esul

tR

esul

tR

esul

tR

esul

tR

esul

tR

esul

tR

esul

tR

esul

tR

esul

tG

ener

al M

anag

er(4

00,2

00)

(402

,500

)

(4

15,2

13)

(598

,328

)

(4

41,8

57)

(455

,814

)

(4

70,2

12)

(685

,065

)

(5

00,3

88)

(516

,195

)

(5

32,5

02)

Exe

cutiv

e O

ffice

r - C

orpo

rate

& H

uman

(3

63,5

00)

(403

,500

)

(4

15,8

69)

(428

,621

)

(4

41,7

69)

(455

,324

)

(4

69,2

99)

(483

,708

)

(4

98,5

63)

(513

,879

)

(5

29,6

69)

Dire

ctor

Cor

pora

te S

ervi

ces

(176

,000

)

(1

83,0

00)

(188

,856

)

(1

94,8

99)

(201

,136

)

(2

07,5

73)

(214

,215

)

(2

21,0

70)

(228

,144

)

(2

35,4

45)

(242

,979

)

M

anag

er F

inan

ce6,

128,

872

7,01

3,49

8

5,

655,

687

6,02

1,95

4

6,

355,

526

6,79

2,56

4

7,

108,

245

7,45

3,87

5

7,

699,

268

8,07

0,38

2

8,

317,

358

Man

ager

Gov

erna

nce

452,

608

44

5,46

7

466,

751

48

8,62

3

511,

101

53

4,19

9

557,

936

58

2,32

7

607,

393

63

3,15

0

659,

617

M

anag

er R

ange

r Ser

vice

s1,

780,

156

2,49

0,38

5

2,

547,

927

2,60

6,81

1

2,

667,

062

2,72

8,70

3

2,

791,

774

2,85

6,31

1

2,

922,

347

2,98

9,91

8

3,

059,

060

Man

ager

IT S

ervi

ces

(1,2

67,0

00)

(1

,397

,350

)(1

,437

,880

)

(1,4

79,6

57)

(1,5

22,7

19)

(1

,567

,107

)

(1,6

12,8

60)

(1

,660

,021

)(1

,708

,633

)(1

,758

,742

)

(1,8

10,3

92)

D

irect

or E

nviro

nmen

t and

Pla

nnin

g(3

85,5

91)

(397

,000

)

(4

09,7

04)

(422

,814

)

(4

36,3

44)

(450

,308

)

(4

64,7

17)

(479

,588

)

(4

94,9

35)

(510

,773

)

(5

27,1

18)

Man

ager

Urb

an P

lann

ing

(377

,528

)

(4

26,1

54)

(457

,198

)

(4

71,3

87)

(486

,026

)

(5

01,1

28)

(516

,709

)

(5

32,7

83)

(549

,366

)

(5

66,4

74)

(584

,125

)

M

anag

er D

evel

opm

ent &

Ser

vice

s(1

0,10

0)

(61,

700)

(4

0,82

6)

(36,

537)

(4

4,24

0)

(51,

939)

(5

9,63

4)

(57,

328)

(5

5,02

3)(5

2,72

1)

(50,

425)

M

anag

er E

nviro

nmen

t & S

ervi

ces

(1,2

24,1

32)

(1

,287

,752

)(1

,326

,598

)

(1,3

66,5

47)

(1,4

07,6

73)

(1

,450

,009

)

(1,4

93,5

92)

(1

,538

,458

)(1

,584

,644

)(1

,632

,190

)

(1,6

81,1

36)

M

anag

er A

sset

s &

Ser

vice

s(2

,430

,476

)

(4,5

60,4

10)

(2,7

32,8

97)

(2

,818

,411

)(2

,856

,528

)

(2,9

47,3

29)

(3

,040

,894

)

(3,1

37,3

09)

(3,2

36,6

61)

(3,3

39,0

39)

(3

,444

,535

)

Ope

n S

pace

Co-

Ord

inat

or(2

,183

,239

)

(2,2

35,8

50)

(2,3

03,4

51)

(2

,373

,105

)(2

,444

,875

)

(2,5

18,8

25)

(2

,595

,021

)

(2,6

73,5

32)

(2,7

54,4

27)

(2,8

37,7

80)

(2

,923

,664

)

Man

ager

Infra

stru

ctur

e(7

97,7

00)

(950

,000

)

(8

50,4

17)

(876

,167

)

(9

02,7

05)

(930

,053

)

(9

58,2

37)

(987

,282

)

(1

,017

,214

)(1

,048

,062

)

(1,0

79,8

52)

C

omm

unity

Env

ironm

enta

l Con

tract

(451

,405

)

(4

33,4

56)

(310

,958

)

14

5,19

7

166,

074

20

0,68

8

223,

595

24

7,19

1

0

0

0

In

frast

ruct

ure

Levy

-

0

0

(0)

0

(0

)

0

(0)

(0)

0

(0

)

S

ectio

n 94

Ope

n S

peac

e R

eser

ve10

7,95

3

11,4

30

22,4

14

22,4

14

22,4

14

152,

414

15

2,41

4

152,

414

15

2,41

4

152,

818

30

3,12

3

Dire

ctor

Com

mun

ity D

evel

opm

ent

(548

,786

)

(5

89,5

76)

(608

,156

)

(6

27,3

24)

(647

,098

)

(6

67,4

97)

(688

,542

)

(7

10,2

52)

(732

,649

)

(7

55,7

55)

(779

,591

)

M

anag

er L

ibra

ry R

esou

rces

(713

,770

)

(7

51,3

50)

(774

,702

)

(7

98,7

86)

(823

,625

)

(849

,242

)

(8

75,6

63)

(902

,913

)

(9

31,0

16)

(960

,001

)

(9

89,8

94)

Chi

ldre

n's

Libr

aria

n(1

43,7

50)

(150

,750

)

(1

55,4

50)

(160

,298

)

(1

65,2

99)

(170

,456

)

(1

75,7

76)

(181

,263

)

(1

86,9

22)

(192

,759

)

(1

98,7

79)

Man

ager

Lib

rary

Ser

vice

s (6

05,9

50)

(634

,300

)

(6

56,0

43)

(678

,481

)

(7

01,6

34)

(725

,525

)

(7

50,1

78)

(775

,618

)

( 8

01,8

68)

(828

,956

)

(8

56,9

08)

Loca

l Stu

dies

Lib

raria

n(9

6,70

0)

(100

,450

)

(1

03,4

69)

(106

,582

)

(1

09,7

94)

(113

,106

)

(1

16,5

23)

(120

,048

)

(1

23,6

83)

(127

,433

)

(1

31,3

02)

Man

ager

Cul

tura

l Ser

vice

s(3

75,8

00)

(384

,250

)

(3

94,7

69)

(405

,624

)

(4

16,8

24)

(428

,382

)

(4

40,3

07)

(452

,613

)

(4

65,3

10)

(478

,413

)

(4

91,9

33)

Cen

tre S

ervi

ces

Coo

rdin

ator

(13,

000)

(2

4,00

0)

(24,

801)

(2

5,63

9)

(26,

515)

(2

7,43

0)

(28,

387)

(2

9,38

8)

(30,

433)

(3

1,52

4)

(32,

664)

Y

outh

Dev

elop

men

t Offi

cer

(196

,863

)

(2

28,3

65)

(235

,405

)

(2

42,6

70)

(250

,168

)

(2

57,9

05)

(265

,890

)

(2

74,1

31)

(282

,635

)

(2

91,4

11)

(300

,467

)

C

hild

ren'

s S

ervi

ces

Dev

elop

men

t Offi

ce19

,130

33

,205

33

,481

33

,729

33

,947

34

,131

34

,282

34

,395

34

,468

34

,500

34

,487

C

omm

unity

Dev

elop

men

t Man

ager

(230

,396

)

(4

08,4

10)

(421

,171

)

(4

34,3

32)

(447

,906

)

(4

61,9

05)

(476

,343

)

(4

91,2

35)

(506

,593

)

(5

22,4

33)

(538

,769

)A

DS

Dev

elop

men

t Offi

cer

(190

,370

)

(1

86,4

30)

(191

,386

)

(1

96,5

23)

(201

,851

)

(2

07,3

74)

(213

,101

)

(2

19,0

38)

(225

,193

)

(2

31,5

74)

(238

,189

)

C

omm

unity

Vol

unte

ers

Co-

Ord

inat

or(2

0,65

7)

(17,

464)

(1

8,12

4)

(18,

809)

(1

9,52

0)

(20,

258)

(2

1,02

4)

(21,

819)

(2

2,64

4)

(23,

500)

(2

4,38

9)

Mos

man

Fes

tival

(54,

100)

(6

3,15

0)

(64,

709)

(6

6,31

6)

(67,

971)

(6

9,67

7)

(71,

435)

(7

3,24

6)

(75,

112)

(7

7,03

5)

(79,

016)

E

vent

s &

Mar

ketin

g C

oord

inat

or(1

2,52

8)

(37,

591)

(3

8,84

1)

(40,

132)

(4

1,46

6)

(42,

844)

(4

4,26

7)

(45,

738)

(4

7,25

8)

(48,

827)

(5

0,44

9)

(4,7

80,8

22)

(6

,320

,771

)(5

,850

,632

)

(5,5

49,2

61)

(5

,349

,418

)(5

,134

,311

)

(5,1

94,5

81)

(5

,426

,930

)(5

,643

,424

)(5

,700

,152

)(5

,745

,103

)

10 Y

ear F

inan

cial

Pla

n fo

r the

Yea

rs

endi

ngSU

MM

AR

Y O

F A

LL C

ENTR

ES/U

NIT

S - A

LL F

UN

DS

(CO

NSO

LID

ATE

D)

2015

/16

2016

/17

2018

/19

2019

/20

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2017

/18


Mos

man

Mun

icip

al C

ounc

il10

Yea

r Fin

anci

al P

lan

for t

he Y

ears

end

ing

30 J

une

2020

CH

AR

TS -

ALL

FU

ND

S (C

ON

SOLI

DA

TED

)In

com

e S

tate

men

t Cha

rts

Tota

l Inc

ome

from

Con

tinui

ng O

pera

tions

- C

onso

lidat

ed

0

5,00

0,00

0

10,0

00,0

00

15,0

00,0

00

20,0

00,0

00

25,0

00,0

00

30,0

00,0

00

35,0

00,0

00

40,0

00,0

00

45,0

00,0

00

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Tota

l Exp

ense

s fr

om C

ontin

uing

Ope

ratio

ns -

Con

solid

ated

0

5,00

0,00

0

10,0

00,0

00

15,0

00,0

00

20,0

00,0

00

25,0

00,0

00

30,0

00,0

00

35,0

00,0

00

40,0

00,0

00

45,0

00,0

00

50,0

00,0

00

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Ope

ratin

g R

esul

t fro

m C

ontin

uing

Ope

ratio

ns -

Con

solid

ated

(1,5

00,0

00)

(1,0

00,0

00)

(500

,000

)0

500,

000

1,00

0,00

0

1,50

0,00

0

2,00

0,00

0

2,50

0,00

0

3,00

0,00

0

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Net

Ope

ratin

g R

esul

t bef

ore

Cap

ital G

rant

s an

d C

ontr

ibut

ions

- C

onso

lidat

ed

(1,8

00,0

00)

(1,6

00,0

00)

(1,4

00,0

00)

(1,2

00,0

00)

(1,0

00,0

00)

(800

,000

)

(600

,000

)

(400

,000

)

(200

,000

)0

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

117

Mos

man

Mun

icip

al C

ounc

il10

Yea

r Fin

anci

al P

lan

for t

he Y

ears

end

ing

30 J

une

2020

CH

AR

TS -

ALL

FU

ND

S (C

ON

SOLI

DA

TED

)N

ote

13 R

atio

Cha

rts

Unr

estr

icte

d C

urre

nt R

atio

- C

onso

lidat

ed

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2.00

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Bas

e M

odel

Deb

t Ser

vice

Rat

io -

Con

solid

ated

0.00

00%

1.00

00%

2.00

00%

3.00

00%

4.00

00%

5.00

00%

6.00

00%

7.00

00%

8.00

00%

9.00

00%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Bas

e M

odel

Rat

es &

Ann

ual C

harg

es C

over

age

Rat

io -

Con

solid

ated

55.0

0%55

.50%

56.0

0%56

.50%

57.0

0%57

.50%

58.0

0%58

.50%

59.0

0%59

.50%

60.0

0%60

.50%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Rat

es, A

nnua

l Cha

rges

, Int

eres

t & E

xtra

Cha

rges

Out

stan

ding

Pe

rcen

tage

- C

onso

lidat

ed

2.16

2%

2.16

2%

2.16

3%

2.16

3%

2.16

4%

2.16

4%

2.16

5%

2.16

5%

2.16

6%

2.16

6%

2.16

7%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020


First published in 1992 by

Mosman Municipal Council

This edition April 2010

©1992 Mosman Municipal Council

This publication is copyright.

Apart from any fair dealing for the purpose of private study, research, criticism or review or as otherwise permitted under the Copyright Act, no part may be reproduced by any process without written permission.

Enquiries and feedback should be made to:

the General ManagerMosman Municipal CouncilPO Box 211SPIT JUNCTION NSW 2088Telephone: 9978-4000Facsimile: 9978-4132E-mail: [email protected]: www.mosman.nsw.gov.au

Copies of this plan and other plans in this set can be viewed online at Mosman Council’s website.

www.mosman.nsw.gov.au

draft mosplan 10 year community strategic plan

Documents

community consultation

management plan mosplan

community safety

year community strategic

workforce plan

c community profile

g introduction

en introduction